Sunday, December 17, 2006

Employee productivity and Induction

According to a new survey from Salveson Stetson Group, almost two-thirds of companies admit that they don't do a good job of integrating newly recruited managers and executives into their new roles.

The survey of some 100 companies found that only one in 10 felt they did an excellent job of integrating new senior hires and a further quarter felt that their efforts were "good". Of the remainder, almost half (46 pert cent) said that their efforts were average and 17 per cent admitted that they were poor.

"Once the hiring process is complete, many companies fail to provide sufficient assistance to integrate newly recruited executives into their organizations, which can lead to poor performance and an early voluntary or involuntary exit," said John Salveson, Salveson Stetson Group co-founder. In particular, many companies fail to adequately assimilate new hires into their organisational culture; something that co-founder Sally Stetson said is one of the major reasons why newly-recruited employees fail.

Formal Induction process with ensures that the organization values, culture and structure in communicated well to new employees is critical if one has to engage employees from day one.

Research by Jamie Gruman, a professor in the School of Hospitality and Tourism Management at the University of Guelph in Canada, suggests that employers who make the socialization of new recruits a priority and develop programmes to integrate them with differing levels of experience and responsibility can expect greater retention, productivity, commitment and initiative.

"The bottom line is the more structure there is around the socialization of new employees – informing them about the kind of training they'll receive and when training will take place — the more likely new employees are to seek information and feedback and view themselves as part of the organisation," he said.

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