„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

❚❘
HOW TO MAKE NEW-EMPLOYEE ORIENTATION A
SUCCESS
Jean Barbazette
New-employee orientation (NEO) is a planned welcome to the organization that usually
is shared by the human resource function or department and the new employee’s
supervisor. The Training Clinic of
Seal Beach, California, surveyed more than one hundred United States and
Canadian companies during a six-year period and subsequently identified twelve key
factors of successful orientation programs. According to the survey results, successful
orientation programs have the following characteristics:
1. The orientation is conducted as an ongoing process, not just as a one-day
program. The orientation process, which usually begins with the hiring decision and
continues well into the first year of employment, encompasses other programs that
include performance reviews and skills training. When orientation is held over a period
of time, overwhelming a new employee with information on the first day becomes
unnecessary.
2. Information is given to new employees in a timely manner, when it is needed. For
example, if an employee’s health benefits vest thirty days from the start date, a benefits
orientation is not needed during the first day or first week of employment. In fact, many
companies separate benefits from other orientation information. If a benefits meeting is
held in the evening, for instance, the spouses of new employees may attend and be
provided with firsthand information about the choices available for a health plan. (See
the checklist at the end of this article for suggestions about the timing of specific
orientation tasks.)
3. The benefits of orientation are clear to both the new employee and the company.
The company might identify benefits such as reduced turnover or improved
productivity. A new employee might note benefits such as feeling valued, “fitting in”
easily and quickly, and being sufficiently relaxed to avoid making mistakes on the job.
4. The organization’s culture (its philosophy, mission, values, and norms) is
clarified. New employees need to be told the company norms, customs, and traditions.
For example, if informality is a norm, the orientation should specify this fact so that a
Originally published in The 1993 Annual: Developing Human Resources by J. William Pfeiffer (Ed.), San Diego, CA: Pfeiffer &
Company. An earlier version of this article appeared in “Designing a Successful Orientation Program” by J. Barbazette, 1991, in Human
Resources Policies and Practices, New York: Warren Gorham Lamont. This article has been adapted by permission of Warren Gorham
Lamont.
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 413