New Hire Orientation

1. New Hire Orientation Kendra Morman HRD 849

2. Abstract and Outline • Introduction - Problem of high safety incident numbers by new employees. • Part II - General importance of new hire orientation and the deficiencies in it’s current state. • Part III - Provide safety statistics to identify new employees as members of the workforce who are more susceptible to injury • Part IV - Number of examples of the type of training being considered to improve new hire orientation. • Part V - Description of a small study carried out which involved the assistance of our operations management team.

3. Introduction The performance problem selected deals with the high number of safety incidents by new employees in our shipping facility. Safety incidents are defined as first aid visits, OSHA recordables, doctor cases, or lost time cases which are determined by the severity of the injury or illness. The Bureau of Labor Statistics (BLS) has reported that 40% of workers injured have been on the job less than one year.

4. Current Deficiencies in Training Orientation • Eliminate the new hire jitters: Any employee, when put into a new, strange situation, will experience anxiety that can impede his or her ability to learn to do their job safely. • Reach productivity sooner: Proper orientation can expedite the process needed to get employees “up to speed”. • Decrease Turnover: Employee turnover decreases when the new employee is engaged and their value to the organization is made known. • Minimize Manager Involvement: Proper orientation will require less manager involvement in training the employee. • Reduce Safety Incidents: Providing detailed safety training during orientation has nearly eliminated the number of incidents.

5. Small Focus Group Study • We created a temporary labor pool (focus group) of new employees who underwent the extensive new hire orientation and then worked together in our sorting facility for a period of three months. • At the end of the three months the results were evaluated by area management, the training group (my group), safety manager and human resources, who determined from the 30 day, 60 day and three month performance review and surveys indicated the training was more effective than the previous program. • However, the overwhelming factor was the elimination of new employee injuries during this three month

6. Lessons Learned As with any intervention or organizational improvement there are lessons learned and ways things could have been done differently, I’ve listed just a few below: 1. Subsequent deliveries of the new hire orientation will have to be monitored and data gathered to ensure effectiveness of the program 2. More preparation time for the trainers and mentors. - We’re making a recommendation to provide our OJT trainers and mentors more training to enhance their abilities 3. Use more high performers from the floor as trainers to ensure up-to-date subject matter expertise in the classroom and a smooth transition to the job.

7. Conclusions Our goals are zero incidents, injuries, and illnesses for all employees. “Safe by choice, not by chance.”