Contents

1. Introduction

1.1 The Company

1.2 Tranzum Companies & Services

2. Problem: Structuring an On Boarding Orientation Programme for TCS

What is On-boarding Orientation Programme

3. Problem Analysis

4. Recommendation

5. Action Plan

6. Annexure

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1. INTRODUCTION

1.1 The Company

TCS came into being in 1983 as a domestic courier company. The TCS journey since its inception has been exhilarating and as recorded in the Havard Business Case Study, the Company that Engineer Khalid Awan established with his brother has found itself in trailblazing roles, and developed an entire Industry that has withstood the trials and tribulations of cohabiting with the Government sector, and strove every inch of the way to find win-win solutions in the service of Pakistani prosperity.

Our Purpose

To continually strive to achieve excellence - both on and off the job.

Vision Statement

"TCS will be recognized and respected as professional, innovative, profitable information, and knowledge based logistics/services enterprise. TCS embeds internet based technologies into its internal operating structures and as business solutions for customers; with customer, employee and shareholder interests at the core of its operations; demonstrating a clear concern for ethical conduct and good corporate citizenship; with the objective of growing into a regional and global player, with emphasis on the Middle East, Europe and North America".

Mission Statement

"To direct all our organizational efforts at building upon the existing organizational strengths and brand recognition to achieve enhanced levels of profitable growth in the core business, and diversify into new areas that compliment and supplement the core business, with the diversification aimed at achieving excellence and industry leader status in the new areas. The TCS People will however be encouraged to be open to unconventional ideas and services and recognize new trends at very early stages".

Core Values

a. Quality

TCS people should direct every effort to deliver maximum value and satisfaction to our customers.

b. Profitability through Efficiency

Efficiency will be the hallmark of TCS people to optimize profitability and growth.

c. Ethics

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Nothing unethical shall be practiced by TCS people in relation to our customers and the world at large.

d. Justice

Justice to be the guiding principle of TCS people.

e. Creative Growth

1.2 Tranzum Companies & ServicesExpress & Logistics

TCS is the leading courier industry of Pakistan. With its 28 years of experience in the express courier industry, it is widely trusted for reliability, speed and convenience. TCS provides time sensitive packages and business documents delivery services across Pakistan, UK and United Arab

Emirates. A wide range of document, parcel and cargo services both domestic and international are offered.

Mail Management Solution

MMS - Mail Management Solution stands upon the single largest investment in infrastructure, made by TCS for continuous delivery of value. MMS is equipped with state of the art printing and sorting technology that has been sourced from the best suppliers across Europe and Asia

Pacific. This makes TCS the only end to end solution provider in the category with the largest delivery network in Pakistan.

Gifts & Greetings

TCS Sentiments Express is a personalized, high valued gift delivery service offering a wide array of gifts from gourmet cakes, floral bouquets, ethnic sweets, to various other elegantly wrapped gifts, delivered with a personalized greeting card in Pakistan. Since 1989, TCS Sentiments Express has been part of TCS, the leading air express

courier in Pakistan. In the time, it has become Pakistan’s premier gift delivery and greetings service.

Air Freight Solutions

TCS Aviation, a division of TCS Private Limited, specializes in delivering customized air freight solutions for Freight

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Forwarders, Pharmaceutical Industry, Charities & Relief Organizations, Government Departments, Airlines, General Sales Agents, Oil & Automotive Industries and Brokers. TCS Aviation operates with a dedicated fleet of aircraft & worldwide offices in Pakistan, Dubai and London. You can be assured that we would fulfill your air freight & charter requirements to your satisfaction.

Supply Chain

TCS Logistics Private Limited was incorporated on June 2002. Started as a transport provider however it soon grew into a total logistics solution company offering trucking, distribution & warehousing facility in response to strong customer demand.

Visa Facilitators

Visatronix, a division of Intiana Private Limited, extends booking facilities for visa applicants in the non-immigrant (work, visit, study) categories for applicants all over Pakistan for Canada, India, Spain, Italy, Malta, South Africa and Greece. Applications are booked on a "Return Service Basis" at

selected TCS Express Centres in all major cities.

Travel Services

Intiana, a Tranzum enterprise, offers services for Umrah & Travel.Intiana is dedicated to facilitating our customers in meeting all their travel related needs with personalized services and well-trained staff for customer support.

Event Management

Octara is an independent business unit of TCS Private Limited. With a team of dedicated professionals in the fields of event management, publications, marketing and corporate services, Octara is geared to provide the best possible solutions in these areas to the corporate,

government and NGO sectors in Pakistan and the UAE.

Source: http://www.tcscouriers.com/pk/AboutTCS/Default.aspx?qlink=1

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HR PROBLEM

TCS does not have a structured orientation programme. Not having such a programme leaves a lot of room for the employee turnover. The company wants to minimize new employee turnover due to:

Inconsistent orientation Mismanaged socialization process Poor communication of performance objectives.

It wants to make sure the every new employee it hires should gel in well with the TCS team. Each employee should discover its link with the core values and feel compelled to integrate them in every task he/she takes up.

Turnover places a heavy burden on the company’s recruiters and affect the company’s strategic plans and profitability. TCS wants to live up to its core value of “Justice & Ehics.” The company wants to be fair in evaluating its new employee in the probation period by clearly defining the key performance factors which will lead to the confirmation after six months. If a new hire is able to meet or not meet those objectives the company has a firm and fair footing for confirming or not confirming the employee.

Another challenge is to reduce the learning curve of the new hires. Since TCS is a service based organization newly hired personnel must become efficient and effective in a shorter amount of time.

Impact of this problem on TCS are the following:

“Orientation is an excellent tool which can improve employee productivity, satisfaction and retention...if it is done correctly. Orientation today is more than filling out required personnel forms. It is a real alignment with company culture and forging a feeling of "membership" in the organization--assimilation, not enrollment.”

http://www.themhedajournal.org/content/3q99/lustenader.php

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PROBLEM ANALYSIS

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Poor Orientation Program

Reason 1- Imprecise Workforce Planning

TCS lacks precise workforce planning. There is a considerable lack of shared planning between HR and other departments. Number of people needed for the potential projects, their orientation and training plans to the minutest details are hardly coordinated. Forecasting employee needs is crucial. Failing to anticipate that need does have damaging effects on the overall achievement of targets.

When projects are being planned, most of the time, Line Managers are not sure of their human requirements; they are so overwhelmed by carrying out the day-to-day activities and designing the project itself that planning for HR requirement is almost sidelined. Later, the HR department finds them walking in with their request that they need people urgently within 10-15 days to get the project started.

Pressures create problems; on such short notices the department can’t take up even a thorough recruitment process to attract the most suited candidates let alone selecting and hiring.

Line managers often do not understand the whole process of recruitment. In the wake of urgency they don’t realize that it’s not about hiring employees who can start as soon as possible, it’s about following proper procedures. Inadequate recruitment procedures result poor recruitment, speedy selections and lastly erratic orientations.

A vicious cycle of problems and undesired outcomes thus begins. The new person in, is hardly given any time and space to understand work, people, procedures, values and the company itself and his ability to deliver shudders under the weight of:

Repeated, wasteful mistakes and confusions

More time than scheduled to meet objectives,

Bad pressing from the Line Managers

Lengthy, unorganized front-of-the-room talks

Not passing the new hires from properly planned orientation process and failing to give them concrete information holistically, build barriers. Their speed to productivity becomes slower and the synergy between what the new hire is producing and what requirements of the project really are is limited.

A smooth transition into work and culture is imperative for new employee which is not achieved when hiring is done in haste. Hit or missed approach that TCS

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usually follows not only affects the hiring procedures to also lead to poor and extemporaneous new employee orientation which can be disappointing and cost incurring for the organization as a whole. It disallows the new hire to be immersed into the work environment at a comfortable and effective pace.

Reason 2 - No Structured Orientation Programme

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Reason 3 - It is information Overload

At TCS, since the orientation program is not planned and properly segmented over a certain span of time it’s more of an information overload. Too much un-sequenced information is given by the HR department and the relevant department. The intention is to have a "quick start" to this transfer of information and get people on the job quickly, but in reality, new employees feel like they are "drinking from a fire hose." With too much new information the new employee feels overwhelmed and is hardly able to process and retain all that information.

Listening becomes boring since the new employee is not involved personally. He has not yet been into real time situations to be able to understand them well. It is believed that retention of information is directly proportionate to the immediateness and perceived importance of the learner’s needs. For instance, core values of the organization will be mere words to the new hire unless he is put into a situation where he has to make decisions in the light of those values or information regarding medical policy will possibly go waste unless the employee is in real need of that.

We don’t have a plan for breaking the induction into stages, ensuring success of the overall programme. Each stage must be well structured so that the information flow is channelized, smooth and measured. The new hire must receive material in order of importance and need. By not having a flow to follow there are chances of haphazard or missed information, over and even incorrect communication.

The thing that makes this issue more critical is that TCS doesn’t have a comprehensive Employee Handbook till yet. Policies and procedures are there but are mostly communicated verbally which is too risky. There is no way for the organization to know if all the policies have been clearly communicated. A handbook is a means of uniform and systematic distribution of policies and procedures to the new employees. Complaint processes, work place civility, discipline, attendance etc. all are too methodological to be left to communicated verbally and disjointedly.

Reason 4 - It is considered a cost NOT investment

Though new staff orientation is important but unfortunately, we at TCS don’t invest time and attention necessary to make sure it's done intensively and done right. Line Managers want new employees to start work as soon as possible so a rapid and minimal orientation, followed by putting the employee immediately to work is usually practiced.

The ripple effect of problems that started from urgent hiring continues. Line Managers being in an accelerated mode of project execution forget that the new employee has just started. They think that extended an orientation programme is a cost and not an investment as they have their project priorities listed. The new

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employee feels abandoned and unprepared. He is not given enough time to foster an understanding of the company culture, its values, mission, vision, objectives, policies and procedures. Positive working relationship is not built between the new hire and other employees.

It is important for us to realize that a comprehensive employee orientation is not a cost. Though apparently it seems that the new employee is losing on time for the real tasks to be done, but it doesn’t really matter what we pay for an investment. What’s relevant is what we get in return. Unfortunately, Management at TCS jeopardizes organization’s future by looking at orientation as a cost. It is quite obvious that success in a task is directly proportional to proper knowledge and how it is applied. The more a new hire knows the better he’s able to execute tasks.

Reason 5 - Not seeking support from current employees

TCS is not using its current employees as “catalysts” for the new hire’s orientation and socialization process. It is a secluded thing that primarily takes place between the Line Manger and the new entrant. Team members are formally introduced and after an obligatory, trivial walking tour of the office, the new hire is left alone to “get his feet wet.” He has to learn the ropes and figure out things on his own.

Line Managers fail to realize that they really don’t have to conduct the orientation all by themselves. By holding this task they discourage delegation as well as a great opportunity of team building is missed.

By officially delegating current, exemplar employees to help with the orientation tasks, you actually give the new hire a chance to meet with the co-workers. At the same time existing employees get an opportunity to take on a responsibility and help the new coworker succeed.

Involving current employees in the orientation process ensures that even if the Line Manger gets busy with some work people at the back end are supporting him in overcoming problems at work.

It also saves the new hire from department politics, instead of he going and joining any group its better that the Line Manager assigns employees who have a proven track record of responsibility and have been around in the company for at least two, three years. Examples accelerate learning!

Engagement of current employees also arranges for the assimilation of the new member into the work team. A cohesive and productive work team is an asset. Little planning on the part of departmental management can prove to be an investment that will yield better teams and project success.

Reason 6 - Orientation objectives are not defined and measurable

It is really important to have specific, well chalked and “measurable” orientation objectives in place. TCS doesn’t follow any written document regarding the orientation objectives; it’s just a vague sketch of things to do for orienting a new hire.

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Objectives should be explicitly stated as part of the orientation programmme planning process. When meaningful objectives are not in place it poses problems in programme evaluation. Since there is no clearly stated direction with which actual success of TCS’s orientation program can be compared, it often goes unfinished, flawed, interrupted and thus unevaluated. Evaluation effort becomes rigorous and critical where goals and objectives clearly exist and are recognized by the program staff.

“Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.”-Peter Drucker

By not evaluating the programme the company has undermined its importance and necessity. Successful induction has not been given any weight age in the Line Manager’s or HR Manager’s performance appraisals. The HR department has no tools like checklists and evaluation forms to access if all the components of the programme are delivered and with what quality.

TCS’s talent is being risked by not having a proper orientation programme as the company does not any clue that what adjustment problems do the new employees face in the organization.

Proper orientation objectives and evaluation also helps at the end of the new employee’s probation period. If the new employee is not able to meet his performance expectations the HR department can always go back to access the orientation process of the new hire; whether or not he was properly given his job description and briefed about his performance expectations, were objectives determined and narrated properly, was he helped with overcoming problems etc. This will hold the management accountable as well. The HR will be able to find fair answers as to why the new hire was not confirmed after his probation.

Evaluation can be done by the new hire himself, then HR will have a concrete document to validate that nothing went wrong from the company’s side. This exercise will ensure justice which is one of the core values at TCS.

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Recommendation 1- Precise Workforce Planning

“Failing to plan is planning to fail”

Human Resource Planning defines project roles, responsibilities, and reporting relationships. One key result of Human Resource Planning is the Staffing Management Plan which depicts how and when team members are added to the team, their training needs, and several other key components.

It is essential for the Line or Project Managers to involve HR in their project’s workforce planning as and when the project is being designed so that the HR can do its recruitment planning cohesively.

Ideally, workforce requirement for a complete year must be handed over to the HR along with:

No. of resource required

Job Specifications (Skills Required)

Roles and Responsibilities

Timeline for resources

Training required to develop skills

Recruitment planning can start with the help of the above information provided. HR must set its time frame between the receipt of a resume and the time a new hire starts work. This time frame is also known as “recruitment pipeline.” It is surveyed that, in practice that the average length of the pipeline is 41 days1.

Methodical workforce planning facilitates recruitment planning and thus ensures smooth orientation process. With all the planning in place, the Line Managers don’t stress on a quick start and give space and time to the new employee for making necessary adjustments.

A complete orientation process is indispensable. It will make the employee feel welcomed and comfortable in their new surroundings. If Line Manager is pressed for time, he’ll not be able to develop a robust relationship with his sub-ordinate. It is a great turn-off for the new employee if he’s not properly welcomed and handed over an extended thing to- do list on his first day without a comprehensive orientation process.

If everything is planned keeping the orientation process and its timeline in mind, if departmental goals and objectives are made clear in light of organizational goals, if

1 Staffing efficiency quantified (1195 October), Bullein Denver CO: Mt. States Employers Council12

processes and procedures are explicitly explained they certainly helps in minimizing the learning curve of the new employee untill he quickly becomes a productive member of the work group.

So it is recommended that the HR Department at TCS must stress on a yearly workforce planning in collaboration with the other departments. Recruitment is a cost that the company incurs so it is crucial for the HR to manage talent by extending complete organizational support to the new member to gel-in.

Recommendation 2 - Introducing Employee On-Boarding Program

Since TCS believes in following the best practices for its Human Resource “Employee Onboarding Program” is suggested. Over the years Employee Onboarding has proved to be really helpful in talent management. The concept behind Employee Onboarding is best defined as a systematic and comprehensive approach to orienting a new employee to help them get "on board."

Effective on boarding serves three interrelated purposes:

It ensures that the new hire feels welcome, comfortable, prepared and supported.

It enables the new hire to make a positive impact within the organization both immediately and over time.

The employee’s success leads to satisfaction and retention, minimized learning curve which allows the organization to continue to meet its mission, vision and goals.

Orientation program is ONE stage of the more comprehensive on boarding process. Orientation provides information about policies, procedures, benefits and issues related to compliance, but it does not provide the three R’s—employees need to feel respected, are rewarded for their engagement, and understand the job requirements—that are vital components of an on-boarding program.

On boarding is also about socialization into the company culture. Companies that incorporate the three R’s into the socialization process will achieve optimal Return on Investment (ROI) from their on boarding efforts.

On-boarding, including orientation, is defined as:

“On-boarding is the process of learning, networking, resource allocating, goal setting and strategizing that ends with new hires quickly reaching maximum productivity.2”

“This formal process of on-boarding is what assimilates the new employees to rules, procedures, benefits, expectations and the goals of the organization. On-boarding is more than getting the dreaded paperwork completed and reading the long and boring employee manual. It is the integration of a new employee to become a highly

2 http://www2.uwstout.edu/content/lib/thesis/2009/2009mortvedts.pdf13

productive member of the organization. On-boarding engages the new employee into the world of the organization.3”

Benefits of employee On boarding

A successful on boarding program allows new employees to transition from apprehensive new hires to aligned employees by teaching them everything they need to know to succeed in their position.

Benefits that can be achieved from a structured Onboarding Programme are:

Increased productivity More engaged new hires Better understanding of the organization and its core values Clearly defined performance expectations Higher retention rates Less errors or mistakes Clear path for young professionals

On boarding process should include:

Activities that make a new employee feel welcomed. One-on-one time with the supervisor and other leadership so that the new

employee understands the bigger picture. An introduction into the formal and informal culture. A mentor or buddy who can answer questions and provide guidance. Feedback and guidance on job performance. Just-in-time resources that can provide answers for the new employee. A thorough, structured orientation program spread over a week.

Challenges of On boarding

Lack of robust Onboarding Process Onboaring is not made a priority Onboarding is viewed as a checklist Unclear ownership of the Onboarding Process

Stages of Employee Onboarding

Overview of the Employee Onboarding4 is given below:

Stage One – “The Pre-Offer”

Making powerful first impressions

3 http://www2.uwstout.edu/content/lib/thesis/2009/2009mortvedts.pdf4 www.hr.com/en

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Make a positive and realistic impact on the employee’s understanding & expectations of the company

Involve a variety of people in the interview phase

Actively manage candidate’s expectations and communicate clearly

Give candidates a realistic job preview

Stage Two – “Extending the Offer”

Provide detailed and relevant company information to the candidate

Customize the new employee package to the specific job family – should include information on benefits, insurance policies, practices, job description of the role and an employee handbook

Provide a general site tour to show where they will work and introduce them to their new colleagues

Stage Three – “The First Day”

Take advantage of a new employee’s enthusiasm

Ensure they leave at the end of the first day, week and month with the same level of enthusiasm

DO NOT cram too much information into the first day

Introduce the new employee into the company and their role e.g. plan an informal breakfast or lunch meeting to welcome the new candidate by existing staff

Stage Four - The Orientation Program

Stage Five – “Post Orientation”

Onboarding process continues

Clearly define and communicate the post-orientation stage

Pay close attention to the new employee and provide ongoing care, concern and a sense of security

Clearly monitor performance against role expectations

Actively demonstrate commitment to the new hire

Extend this stage until employee’s first year anniversary

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Recommendation 3- Spreading the orientation program content over a week

As a part of “Employee Onboarding,” a through, structured orientation program is needed which should be spread over a week. Orientation program should have two phases:

Phase one- Organizational Orientation Phase two-Departmental Orientation

Organizational Orientation may include:

A comprehensive tour so that the new hire understands the scope of the organization as a whole.

Company Vision, Mission, Core Values Introduction to the Structure, Executive Team TCS’s Approach to the Market Client Success stories and project highlights Marketplace trends Human Resources policies, procedures (Uploading them on Employee Self

Service Portal) Functional Responsibilities Game based learning through “TCS-Speedy Ingress.”

Departmental orientation may include:

Department’s goals and objectives and how they are in line with the company goals.

New Employee’s goals and objectives and how they contribute to the bottom line

Understanding over all roles and responsibilities of the department as well as of the employee

Performance Standards/ Expectations Departmental jargon, technologies, methodologies Training and Development Career paths and opportunities at TCS

It is important that the HR department at TCS should structure the orientation stage carefully keeping the above points in mind. Checklists should be developed for the deliverables which the Line Manager, HR Manager and the new employee can sign off ensuring all information that needed to be transferred is conveyed and understood.

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Use of Technology to reduce information Overload

Technology can be used to reduce the orientation burden for supervisors as well as information overload for the new hire. TCS must work towards solutions that can deliver orientation content on the new hire’s desktop for him to access during the first two weeks.

Two suggestions are given:

a) Employee Self-Service (ESS) Portal

At present, TCS is not working through an “Employee Portal,” which is recommended for a close Human Resource Management in general and better information management for the orientation process in particular. An extensive employee portal improves the quality of the information flow from the employer to the employee. ESS Portals are increasingly being used to communicate directly with employees which is helping in reducing dependence on HR Mangers and eliminating human factor from the process.

Smooth and accurate flow of information in the orientation process can be guaranteed through an employee portal. The new employee can be given a digital access to the employee handbook, policies, procedures, dress code etc. prior to his joining date. This will not only reduce the information overload on his first day but will allow him to go through the information at anytime convenient.

ESS Portal can support in:

Uploading organizational Chart with pictures Job Description Medical/ Tax Forms Probationary period details Attendance requirements/ reporting time Employee Handbook Credo behaviors and standards of conduct Pay procedures Dress code Rules Safety – First aid Travel Policies Other Documents

ESS can be a great tool in simplifying long processes. It will ensure confidentiality as all the company documents will not be emailed but securely uploaded for access. The new employee will start absorbing the company information even before he has stepped in. ESS portals can contribute to producing happier employees because they are better informed. “ESS promises a "paperless" office, streamlined business processes, and the elimination of "administrivia" for human resource staff because

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employees and managers conduct basic transactions via computer that were formerly completed on paper forms and then processed by HR staff.”5

With some advanced features ESS can also allow filling and submission of all HR forms digitally.

b) Game Based Orientation

Games are being recognized for their universal appeal and ability to engage learners to learn effectively and permanently. Creating a game-based orientation is all about leveraging the power of games and challenges to develop new knowledge.

Research shows that Game-based learning facilitates much greater knowledge transfer than the traditional methods of learning and knowledge retention is 10 times greater. Learners retain over 45% of knowledge during their first learning experience.6

“TCS Speedy Ingress” is being proposed as a game based orientation program to complement the orientation stage in Employee Onboarding. It will be based on TCS’s policy, procedures, core values, organizational chart etc. It will certainly prove to be a great step towards meaningful learning. TCS’s mascot will be the main character who’ll guide the new employee through.

All the components of organizational orientation can be incorporated in this game. New employee can take up this game from day 2 after having gone through organizational and HR policies and procedures on Employee Self Service Portal.

Real workplace situations can be presented in the game to invite the new hire’s response and that can be checked against the company policies. His scores can be recorded to evaluate his understanding. He’ll be required to come up to a minimum level of score by the end of the first week.

Gaming not only give new hires a light and a meaningful start but will also ensure retention new knowledge, attitudes, credo behaviors and standards of conduct etc.

Quiz Game-Based Orientation can ensure:

An upbeat tone for orientation and socialization Better understanding

5 Employee Self Service, Nancy Anheier, SPHR, Sharyle Doherty, December 2000, http://www.hrrevolution.com/Articles/6 http://www.infoproworldwide.com

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An energized new hire Compliment tedious reading of employee handbook and other policy documents with

an engaging challenge.

Some suggestions are:

i) Who’s Who? An interactive Organizational chart designed with names and designations. An array of pictures is given. The new hire will drag and drop the right picture on its name and designation.

ii) Benefits Calculators – shows the true value of company-provided benefits

iii) Interactive Dress code exercises that humorously but effectively demonstrate what is and isn’t appropriate.

The information, exercises and trainings, performance evaluations which are part of the orientation process should be properly planned and ideally be spread over a week/ 2 weeks

First Day may include:

Welcome

Processing-in

Introductions

Work area

Security codes/passes

Employee’s Responsibilities

Overview of Job Duties & Description

Performance Expectations

Dress Code / Appearance

Assigning a Buddy

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Facilitating employee to take up “TCS-Speedy Ingress Game” at scheduled times throughout the week based on handbook understanding.

First Week may include:

Supervisor may schedule follow-up sessions

First Month: Evaluation & Feedback

Third Month: Evaluation & Feedback

Sixth Month: Performance Review/ Decision for Confirmation

Checklists should be developed for deliverables which the Line Manager and the new employee can sign off ensuring all information that needed to be transferred is conveyed.

Starred items must be completed on the employee’s first day. All other items in order of importance and need must be completed by the sixth month. At the end of the process the induction checklist should be signed by the relevant parties and passed to the Staff Development Section for recording on the human resources information system, and for retention in accordance with the provisions of the Data Protection Act. By ensuring this form is signed and returned the line manager is clearly demonstrating that a local induction has taken place. It is a managers responsibility to ensure that an proper local induction has taken place and without the completed form being returned to Staff Development Section the manager has not demonstrated that an adequate induction has occurred.

New employees are required to complete the moving and handling induction checklist and moving and handling training needs form to identify if they are competent and safe to carry out the moving and handling duties required for their role. Any skill or knowledge deficits identified will be addressed either by attending moving and handling training or undergoing moving and handling competency assessment. All new employees will be competency assessed regarding moving and handling.

Completion of the induction checklist does not remove the need to assess each individual’s training needs which will be done by completing a Personal Development Plan (PDP). This can be done at any stage though it is recommended that each new employee has their own PDP by the end of 3 months’ employment with the Board. This will help ensure that every new member of staff has a development plan to ensure that they meet the Knowledge and Skills Framework Foundation Gateway for their post within 12 months of joining the Board. This must be done via the E-KSF.

The orientation schedule is meant to complement the current

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process by creating and implementing a standardized Command Orientation Process which will use

interactive and exciting learning methods to teach employees about the organization

Involve the executive team in your orientation process. This is a great opportunity for the senior executive team to “walk the talk” and emphasize the organization’s mission, vision and goals and strengthen the alignment between your organization and the new hire. Give new employees the opportunity for an in-person welcome by a senior executive.

a) It is important for the company to clearly segment the information and the orientation procedure.

A high quality written orientation program is a powerful recruiting and retention too.

An orientation for new employees has been developed to facilitate their transition into the organization, and ensure that they have a clear understanding of our Mission, Vision and Values. The Employee Orientation Program provides a foundation upon which new employees can build their skills and contribute to our efforts of providing responsive and effective local government services.

The program is comprised of two parts, consisting of a two day Introduction to the Organization, followed by departmental orientation and training facilitated by a Departmental Sponsor. Through our Employee Orientation Program, our employees benefit from the value that we place on developing their skills and assisting their transition from their very first day of employment. In addition, the program helps to foster a supportive, team-oriented work environment within the organization. Most importantly, the program rapidly develops a new employee's ability to respond effectively to the needs and inquiries of the community we serve.

The Employee Orientation Program is an important first step in developing a workforce that is committed to providing seamless service, maximizing resources and setting the standard for excellence.

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STAGES OF TCS ONBOARDING PROCESS

OFFER ACCEPTED STAGE (OAS)ACCEPTED S

ORIENTATION PROGRAMME (OP)POST ORIENTATION (PO)

ACTIVATION OF EMPLOYEE PORTAL

CONTRACTPOLICY ANDPROCEDUREHANDBOOK

MISSION STATEMENT etc. (To be given access to

DAY 1

FIRST DAYJOB DESCRIPTION, MBO PROGRAM, PERFORMANCE MATRIX, SOCILIZATION, MEETING PROGRAMME PAL

4 DAY ORIENTATIONDISCOVERY TOURTCS SPPEDY INGRESS (Games & Quizzes)

1 2 3 4 5 6 7 8 9 10 11 12

ONE MONTHEVALUATION

THREE MONTHEVALUATION

9 MONTH ANNIVERSARY TRIGGERS PERFORMANCEREVIEW PROCESS WITH MANAGEMENT

12 MONTH PERFORMANCE REVIEW (CAREERDEVELOPMENT AND PATHING.)

SOLUTION

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