Set up A World Class New Hire Orientation Program | Katy Caselli | Skillshare

Playback Speed


  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x

Set up A World Class New Hire Orientation Program

teacher avatar Katy Caselli, Organizational Psychologist & Author

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

10 Lessons (38m)
    • 1. An Example of What NOT To Do With Your Expensive New Hires

      2:09
    • 2. What’s So Critical About an Effective, Timely and Engaging New Hire Orientation?

      3:04
    • 3. Getting Support for the New (Shared") Orientation Program

      3:47
    • 4. Tips on What NOT to do: The Deadly Dull Type of Orientation to Avoid

      5:00
    • 5. Avoiding the Snooze: Getting the Energy High and Keeping it There

      5:00
    • 6. Getting your support system on board- They Need Your Help.

      4:29
    • 7. The Logistics: How to Pull This Off With Multiple Players, Students, Priorities Remote, in Person et

      5:34
    • 8. A Very Critical Step You Shouldn’t Miss- The Big Welcome- Let it Soak In!

      2:13
    • 9. Getting Your New Hires a Deep Immersion into Company Culture

      3:27
    • 10. The Transition From Orientation to Technical Learning on The Job

      3:02
  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.

10

Students

--

Projects

About This Class

Reduce Costly Turnover,  Incidents and Confusion in The Critical First Days For Your Hard-Won New Hires

We have a new, post pandemic race for excellent talent. Once we navigate all the difficulties of making excellent hires we have to keep them! That means a welcoming, informative and supportive new hire orientation in their first few days or week of their new job. Before they go on to learn the more specific skills needed to perform their work.

In this class you will learn to put together an excellent new hire orientation. One that helps to influence the answer to a common question for new hires. Should I stay here? And for how long?

The average company loses 1 out of every six of their hard-won new hires every month for the first three months. And many organizations report that their strategy for Orientation is largely a paperwork session with a few videos thrown in. We can all do much better to convince new hires to stay.

Without a strong orientation, many employees feel disconnected, with lots of confusion and they have a hard time settling in. This course will help you design a new hire orientation that supports new hires in their quest to get up to speed fast! AND gives them the welcome and introduction to your company culture, goals and to key players they will need to know.

Join me in an informative class that will get you for a strategic orientation plan for new hires’ first days in their new organization, helping them hit the ground running with a minimum of confusion and a readiness to hit the ground running.

  • Form a Strategy For Building a World Class New Hire Orientation Program
  • Make a Major Impact on Retention and Compliance to Policy-AND Prevent Injuries and Confusion
  • Makeover a Deadly Dull Paperwork Program and Eliminate Death by PowerPoint-Style Training
  • Design an Effective Immersion for New Hires in Company Culture, Values and Performance Expectations

Meet Your Teacher

Teacher Profile Image

Katy Caselli

Organizational Psychologist & Author

Teacher

Hello, I'm Katy. I have an HR Careers Show on my Youtube Channel, and I'm passionate about helping HR and Learning and Development professionals help their employees be their best.

See full profile

Class Ratings

Expectations Met?
  • Exceeded!
    0%
  • Yes
    0%
  • Somewhat
    0%
  • Not really
    0%
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.

Transcripts

1. An Example of What NOT To Do With Your Expensive New Hires: Finally, my new hire starts today. Can't wait to get some work off my plate. Yeah. I'll be there in a minute. Yeah. Oh, hey, Jack, your new hires here. She's been waiting for you a good hour, a right? Share with the bathroom. She were the coffee pot, you know, I'll be there soon as I can, at least in our back. Or he Jackie, are sorry. I hope you've had a chance to find the coffee pot and go, Hey, yeah, that just took 30 seconds. I was wondering, I have a long list of questions for you. When can we sit down? As soon as soon as I finish this issue I'm working on. Let's try the end of the day. Boy, where is everyone? I just wanted you to know your new hire. Quit cheese. It took us two months to hire her and now she's gone. Mi the bad guy. Well, we'll skip that question. A great orientation program can improve employee retention by 82 percent. Hi, I'm Katie co-selling. I'm an organizational psychologist and author of the book called Building giants. We have a new post-pandemic race for excellent talent. Once we navigate the difficulties of making excellent hires, we have to keep them and start them off with the support to thrive in your company. That means a welcoming, informative, and supportive new hire orientation in their first few days or weeks of their new job. Before they go on to learning the more specific skills needed to perform their work. In this class, you will learn to put together an excellent new hire orientation, one that helps influence the answers to a common question for new hires. 2. What’s So Critical About an Effective, Timely and Engaging New Hire Orientation?: What's so critical about an effective, timely, and engaging new hire orientation. Here are some facts about the ways new hire orientation is critical to your organization. New employees are looking for answers to their millions of questions and yet they do not want to seem and competent. Gotta go. But what exactly by so when they mess up, they're going to feel bad and also feel like no one cares about them or if they make it or not. New hires want to prove their worth right away to their new employer. Jeez, how am I going to earn my paycheck when I can't even get started. I don't have a laptop and I don't know who to talk to you. And a favorable impression from the other side is also important. They tend to look around for a couple of weeks and then decide how long they're going to stay with that organization. And some of them stun their boss by making it a very short time. I'm out. According to research, by digitizing a bad orientation experience results in new hires being two times as likely to look for other opportunities. The cost of replacing employees do to turnover is quite high and also inconvenient. What I have to replace three headcount for you. And don't forget the drop and morale for the team when they leave. Well, she quit on us. So I'm still doing two jobs then. Research also turned up that for 58% of companies who self-reported their style of orientation, they described it mostly as a process of paperwork. And here are some data that shows what an orientation can do for your business. You'll need this data to convince others in the organization that a good orientation is needed and that they need to help you make a good one. According to research, my digital hate, a bad orientation experience results in new hires being two times as likely to look for other opportunities. An average amount of days to get that new hire is 24. And that is a lot of lost productivity and a strain on the rest of the team. If they turn around and quit in a few days within starting, leaving to go back to their former job or preferring to be jobless instead of staying with your company. That means they have doubled that time of no productivity and loss. And the disappointment of the team who hoped just have their own job back and no one else's. Here's a slide you can download so you can help your top leaders understand what kinds of impacts they should see. If you can put together an awesome engaging new hire orientation with their help. And before you anticipate this kind of reaction, well, you do it your HR. What's stopping yet? Okay. That's it right here. That's what we need to address next because it can't all be done by you. I've got a slide at the end full of research so you can use that to convince your leaders to support you on helping to build a new orientation program. 3. Getting Support for the New (Shared") Orientation Program: Lesson 2, getting support for the new shared orientation program. You're not just selling them on the great reasons why the business will be stronger with an orientation. You're also trying to convince them that they and others need to get involved. I've built several great orientation programs, but they simply didn't exist without other key people supporting it. Not only in the design and development of the content, but also in the delivery. In other words, a good orientation can't be the HR show why the new hires have already met you. Your HR. In fact, one's hiring is done. The less they see a view of the better they need to meet at least a few top leaders. Information about the goals of the organization are much more credible and make a higher impression when it comes from the top. They need to hear goals about quality or other key departments from that department. How about the people who do the planning, the finances, the warehouses, the transportation folks, mergers and acquisitions, sales, marketing. What the heck are all these departments here for? And what are their goals? You see, new hires need to fear examples of problems they can help with. Most of them want to get started showing the organization they made the right choice in hiring them. Psychologically, they're in a state of nervousness, wanting to prove themselves. And so they need to know how to best act, how to get started, making sure what they do fits that organizational culture. If top leaders say, well, I have to show up and teach, but I'm busy. I travel. Can't I just send a video? Yes, it is important in that top leaders show up and go over a few goals. If they can't make it one week, then they can send an alternate. But most top leaders know they have to connect to their new hires, be visible, get people aligned to make the goals and success. They also know that people rarely read the vision and mission on the walls in that e-mails and a nicely colored flyer in the new hire welcome folder can make a very weak impression. But examples, goals, connection, face-to-face, hearty, welcome, and I'm so glad you chose to work with us and let me dive in to see how you can help our company become top and it's sector. All of these kinds of things. Our chance to explain and express real passion, goals, and direction. And it can provide a priceless chance to allow questions and to build loyalty right from the get-go. If a top leader is saying authentically, I am so glad you're here and gives the impression the ARAF proud of their new hires already, then new employees will believe it and invest in making that person proud to help leaders have a unique opportunity to build something they can be proud of while only investing 30 or 60 minutes every time you hold new hire orientation, which may only be every few weeks or a month. And the ripple effect can be huge for a growing company that wants to keep its hard one new hires. Getting the support might depend on you influencing others to see it in this light. An opportunity to reduce turnover and a major loss of time and money. Money talks. So I talk about the benefits to the business to convince top leaders. This is a great skill to have to convince leaders to support and learning program. Any analytics that discuss turnover, errors, injuries, et cetera, will also help change their mind. Next, let's talk about a way to find out what is needed in the new hire orientation and set a goal that it will not be a death by PowerPoint experience. 4. Tips on What NOT to do: The Deadly Dull Type of Orientation to Avoid: The easiest way to put together a presentation is to wing it, which is unfortunately the way most people prepare for a talk about their department and the needs and goals on their department. Sometimes they put everything they want to say on the slides, which can result in 50 slides in a 40 minute presentation. A better way to plan it is to do it based on the needs of the new hires. What do they need to know? What do they need to do, how well they need to act. Since we know that people retain only a fraction of what information comes in the first few weeks in the job. And yet the temptation is to provide a lot of reading materials, much of which makes not a lot of sense to the new hire because it has information out of context. They can't absorb it. If they only have a slim graphs with the concepts are trying to learn. I'll pick an experience I had as a new hire. As an example, I had to read a binder full of material safety data sheets, but I hadn't been brought into the lab area yet and I hadn't even seen the chemicals yet or tried on the protective gear or knew how anything was how would I be handling all this. And so the warnings made no sense by the time they actually handled the chemicals, it was at least a week later. And in my memory, in fact, everything I had read mix together so the training didn't do any good. Remember snorting and some nitric acid fumes and assure did not feel good. The problem is from learning, students have to have the right information at the right time. It's very tempting to dump a ton of information on new hires in order to cover our bases. Make sure we have our ducks in a row for compliance purposes and to get certain paperwork processed, like knowing the anti harassment policy and getting a signature on that, and maybe 18 others. But if we think it over, we're trying to hold people accountable for information that they would have to be a superhuman to retain and to call in to use at the exact time needed. Here's one way you can break it up so that they can still get the learning with less of the tedium. Send a few policies with their new hire packet at home and get a few read and sign signatures so that they have at least the critical information so they can look at a tendon staff safety in the parking lot, speed limits, rules. They can't violate that kinda thing, but this is not the end. When they are in orientation. The more complicated policies can be delivered by the right people in the right way. And this is a chance to reinforce what they have read at home. So let's say we're going over anti harassment policies. Give them the copy, then ask them questions. Grab another participant or a good-natured passer-by or accomplice and strike up and inappropriate conversation. Ask the students, is this okay? Why Why not? What should the person do? What happens during the investigation? What could happen to the employee? What could happen to the victim? They can brainstorm the answers in groups. Same with safety, let's say you and an accomplice or about to do something unsafe, asked the students which policy it involves, have them access it on laptops, phones, or paper, and in groups asked them to find and discuss and present the correct answers. Target the most common mistakes for open discussions and demonstrations, and leave the rest until they are about to learn that job and do it in the technical realm. And make sure they have proper training at this stage as well, structured on the job training is the only way to continue the training phase so that they are learning the ins and outs of technical details of their jobs. Make sure you see the bonus lecture for more about that phase. The most important thing about creating these activities, however, is to determine how students need to act once they are on the job is not enough to tell them to behave a certain way. They will need to practice it. The point of activities is not simply to keep them awake, but to introduce them to ways of working. So figuring out a problem, spotting safety hazards, finding the right policy, practicing, finding the emergency access and watching the experts model these behaviors goes a long way. I have a brief assignment that will help you think of the behaviors you'll want new hires to use. It involves questions for your leaders to answer. What are some changes in behavior we need for the business? Less errors, accidents, risk-taking initiative. More people who can support those needs should try the content in your orientation. But first, in the next lecture, Let's dive deeper into making the core sessions engaging. See you can help subject matter experts to create a memorable, fun and skill-building session that keeps employees energized. 5. Avoiding the Snooze: Getting the Energy High and Keeping it There: Lesson 4, I thought the top manager was going to call security in a slight misunderstanding. He wasn't sure why we were being so loud, but in truth, we all forgot we were in new hire orientation. We were having so much fun learning about how to resolve conflicts and to speak respectfully to each other. Over the years, I'm afraid I've had several noise complaints from others in the organization, but never from new hires. We know we have to deliver information in digestible chunks. We also know that at the start of a chunk of information, let's say it will last an hour or so. The interest in energy levels of the attendee will be high. But after a few slides and inactivity plus lack of contexts, the blood starts to pull down in their feet and people's minds have wandered off to other subjects. I need to pick up things at the store on the way home. Kitty litter, hamburgers, paper towels, apples, and lots of coffee. Naturally, when the presenter make signs, That's a talk is going to end. Interests picks right back up again or standing up. Except here's what this draining of interest in energy looks like. And here's the secret. Attention span has shrunk. It used to be, you could lecture for maybe 20 minutes or so on the same subject and in the same method. But now, to keep them focused, you'll have to keep their attention. So active learning techniques are really important. Now there's a special bond new hires get when they come through a course together, even if it is only half a day long, they get to know each other a bit and later when they see each other in the halls, it's like they already have a few allies roaming around the company. You want to encourage this, it's their first network within your organization. They will help each other out over the years. Doing this right means a more healthy office politics situation. Office politics boil down to relationships where people trade resources to help each other out. Resources are never enlist in organizations. They are always less than what would be ideal. Office politics are about helping each other out based on relationships and the need for constrained resources like time, tools and expertise. The temporary team experience in new hire orientation establishes the first network which can lead to helping behaviors and trust. So how to foster this? First, let's get them to know each other. At first. It's just introductions, then break time networking, lunchtime networking and group interactions where people get to explain and use their strengths, like problem-solving, making presentations, researching project designs all on a micro level for the purpose of fulfilling a goal in that session. This is another great reason why group activity should be a big part of every session and not just focused on slides. Here's a list of examples of creative training sessions that were an hour or less, where group activities were more of the focus than the slides. Interpret case studies to determine if federal discrimination laws were broken with fictional disabled employees for a fragrance company, new employees determined that different sense and match them to their ingredients. They also took a model of a production line and made improvements to it three times, increasing output and decreasing waste each time. Take a safety tour and practice evacuating from several areas. Spot safety equipments such as defibrillators, fire blankets, extinguishers, and protective gear. You can make it a scavenger hunt to spot equipment in each room, interpret safety warnings and signs, and observe employees working safely. Cell phone research for a group manufacturing diabetes treatments. I had just split them into two groups. Group 1 had to research what was going on with the consumption of refined sugars. And the other one had to define sugar addiction and symptoms. Each group created a poster and did a report out. I used a basket of ball, pit balls, you know, the kind that kids jump in as a model for what is happening at a molecular level during production. Other ideas, group competitions, games, debates, group projects, cell phone research projects, report outs, scavenger hunts. This is the stuff you can also use to keep people out of slide after slide of deadly Donitz. The reason for activities like this is to give a student that deep understanding of what their company does, or how it accomplishes it, or why it is critical and why your organization is special. Long ago I was working on a medicine that saves lives of children with a certain disease. So I showed a movie completion of the children and they talked about how it was to have that disease and what the medicine did for them. It's very powerful to get that insight about your company from the get-go. 6. Getting your support system on board- They Need Your Help. : Lesson 5, getting your support system onboard, they need your help. Most of the leaders haven't imagined they might have a role in orientation and might be a bit grumpy about it. I don't know what to say. I might forget something. I guess I'll just put it all on PowerPoint. Yeah, I'll do that. What experienced presenters know is it's actually easier to do group activities of some kind. We are actually handing the control over to the group to learn together rather than us doing it all slide by slide. Leaders who are used to making a presentation but not used to teaching people new behaviors might need additional support so that they do not work long and hard on a deadly dull and non engaging presentation. Why I like to combine a project revamp or implement orientation alongside a train the trainer course, where leaders simply learn to design an informative skill-building and active learning event. Or just coach them individually to create something active and creative. Here are some more hints. Set the expectation that they should put together a class with a combination of information and activities. And that the info doesn't have to be on slides, but a few facts and pictures would be fine. We don't want long low-energy droning like this person. And so in Chapter 13 subpart for part two, That's where we talk about harnessing. Usually this happens because presenters don't realize they can make it fun and creative. And that their students would love to be inactive interesting classes rather than the boring ones. And this can even happen quite well with HDL content like rules and regulations. Because even regulations and laws describe how people are to behave. Let's take a common one. You all probably know antidiscrimination laws. Let's say we need people to be clear about what to do when they realized someone is harassing another employee. You can take to student volunteers and have them read off lines from a strip of paper or grab a few volunteers from a nearby office. Ask students if the behavior was okay as PR company policy and if not, what actions could they take? You can have them do cell phone research to discover big brand names that were impacted by huge lawsuits and bad press. You could have one volunteer till the other one to stop, ask class members to act out in intervention. I managed to get through a tedious online class once about trade secrets and insider trading ones. Miraculously six months later, I was sitting next to two fellows at a bar while on business near Wall Street in New York City, 1 FC. Other if he had any information on the company I worked for, I excitedly opened my mouth about to say, Hey, that's my company. But just in time, again, it was a real miracle. I realized they were traders and I was about to Babylon about the status of my company. So I shut my mouth again. But when doing training, I use this exact scenario to describe and a more active way, how to keep your mouth shut about trade secrets. So show your trainers that it's okay to describe the dry stuff with activity, stories and tours instead. Challenge them to keep it to five or so slides per hour of training and tell them that students love games, contents, demonstrations, having products passed around so they can pick out defects, et cetera. Once an instructor had to teach an enormous amount of regulatory information over two days. First he taught us how to find the information. Then he gave us scenarios and in groups we had defined the subpart, read it, and write a small summary of why the scenario was a violation or not. And he did it in the form of a contest and the prize was an attache case. He didn't show it to us, but we had to imagine how it was going to work to give a group of five or six a leather case. Well, I was in the winning group and it turned out to be a tiny one for each of us designed to hold business cards, which I thought was so cool. If no one in the group has any real instructional design skills, be sure to check out the very last section for additional resources. And if anyone's part falls short and has very low energy, try helping them by sharing ideas from this or having them watch another person's class, which is more engaging. Next, let's sort through some logistics. So this doesn't feel completely overwhelming and out of control. 7. The Logistics: How to Pull This Off With Multiple Players, Students, Priorities Remote, in Person et: Lesson 6, the logistics, how to pull this off with multiple players, students, priorities, remote, in-person, et cetera. Orientation to the company can be done in person or online. Ideally, it happens the very first day with a real human or succession of humans. Although E-learning can supply some of the information needed, an orientation, people need connection right away. Before they actually start working. You have an opportunity to get them scheduled in either an in-person or online orientation. And please also take advantage of the period before they start to inform them of certain key policies. What collaboration tools they will use, what choices they will have for benefits, et cetera. A nice welcome packet with a portable thumbdrive so that they can see all the stuff they have early questions on is just the ticket. Have loved to see an orange term. I wonder how I should dress with security no volume. What's going to happen on my first day? And the more you supply answers to questions like these, the more comfortable, confident, and excited new hires will feel. And very importantly, get them assigned a computer, if applicable. Sometimes this takes a long time and it's a hard thing when a new hire can't get started with company tools. As for delivery of orientation, no matter if it's online or in person, also give a few ten or so minute breaks and even short five-minute breaks about every hour. Lunch on the first day. And this might be your only day, could be supplied by the company. It's really nice when the new bosses are invited to get to know their new hire better and welcome them personally. So how long should orientation be? It depends on the need. You discover what behaviors and skills that students need to master in order to meet the needs of the business. Let's say, for example, it's important for your new hires to really get a feel for how passionate your company is about continuous improvement. So a subject matter expert is selected to teach a hands-on class so that students get the experience of evaluating a process and making it better. So let's say the instructor needs two hours to do this. Great. The quality group needs employees to act according to certain regulations when they come up against something that doesn't conform to standard procedure. So they will be taught to recognize critical examples and we'll learn exactly how to act to protect the quality of the product. They might need three hours. The safety group has determined that a tour of the facility with examples of how to exit safely, dressed correctly, reactant in emergency store chemicals, reported incident or interpreted alarms is the best way to demonstrate their key policies. And so they will need 90 minutes on the floor and 30 back in the classroom. Different skills are needed for different subjects. You get the picture when the people who are the subject matter experts know what they are going to present and how they will do it. They will then be able to tell you how much time they need. And you'll be able to get together and agenda, a word to the wise, scheduled the most active sessions for after lunch when people tend to get less energetic or standing up. Except it is complicated when you're remote folks are in different time zones. It's not really fair to make them try and learn when they should be asleep. So if you have this situation, get creative with assignments to help them apply what they have learned. For example, you could have them watch a recorded video and include some instructions so that they can do a small project on the side and then share their findings or results with the rest of the team. Just not in real-time. It's not ideal, but that is one the difficulties with the far-flung team in different parts of the world. But don't worry, your new hire will still feel like they're being included. When you do what you can. Can you do orientation once a week? Once a month? Sure. And if it's a bit complicated, don't worry. It is for most companies, sometimes you might have one new hire a month or ten or more. One thing you can do is only let new hires start on a certain day or every other week or once a month, for example. Hiring managers tend to hate this, but sometimes a little give-and-take helps it all come together. It is nice to have at least a small group so it can be active and engaging. In slow hiring times. Try and do a split, gets small groups or singles through the critical stuff and have them all come back together when there is a bigger group for a classroom experience on the cultural or less critical stuff. Have a continuous improvement mindset. After a few orientations, expand, shrink, switch out topics, whatever you want to do to improve it. How collect feedback after every single session from every student and have your instructors look for opportunities to become better at both instruction and instructional design. One company I worked with for over nine years actually started out with a 3 our paperwork session and anti harassment video and expanded to a four-day orientation, then shrunk to three days, and then back to four days, then down one day, then it disappeared during a hiring freeze, and then back to three days, you get the picture, the needs of the company will change. Now let's be clear on the main message. The most important one that new hires must hear loud and clear. 8. A Very Critical Step You Shouldn’t Miss- The Big Welcome- Let it Soak In!: Lesson 7. A very critical step. You shouldn't miss the big welcome. This should happen the first day as you open orientation, welcome new employees and thank them for joining the team. Really, they may have had other choices. They may have had serious doubts about the company. They may have had a bad first impression with one of the interviewers. In other words, they might be second guessing their decision. Lots of people do. A warm thank you and a well-structured and supportive new hire orientation can go a long ways towards validating their decision to join your organization and building loyalty through the law of reciprocity. You show gratitude to them. They start to feel it too. And not just from the person who speaks first, but every speaker. Why not surround the new hire in a sort of corporate hug where it is clear they are wanted and needed in the organization. A little gift is always welcome. If you make products that are sought after, let them have one or a gift certificate to a restaurant or something like that. Also get their new team and boss to do something fun. Some companies place balloons in their work area. Some sign a card or make it a big card by signing a flip chart paper. Some companies keep a role of red carpet in the closet and bringing out chest for new hires. It isn't an important psychological moment. New hires should feel a bit important and have an easy time of forming that new network. Meeting team members, getting some time with the boss, learning who the top leaders are, and representatives of other departments so they can start getting things done through other people. So give managers, team members and instructors a heads up. They could all help with the new hire to make them feel welcome. It's much better than being shown to a dusty cubicle with a full garbage can and a missing mouse. T's right next to the bathroom. Okay, last lesson, some resources to help your instructors and some ideas for next steps. 9. Getting Your New Hires a Deep Immersion into Company Culture: New hires want to know how they can jump in and help their new company improve. They wanted to show the organization they made the right choice in choosing them. So let's talk about how you can help them get caught up in the exciting plans to improve the company and make it thrive. The best person to do a class like this is the top person available, the top VP or CEO, or the person in charge of that location. It can be done by a live video or an alternate if they are traveling, but it should mostly be their role. They are an important phase of the company. Their words hold weight, and this is why they are the perfect person to go over the company mission and short and long-term goals. The purpose of this part of the orientation is to wrap up students in the company's history and future journey. This is an opportunity to instill some pride, get them excited, and for them to get a feel for the company culture. Some great questions to answer for these hard one new hires could be, how did the company get started? What are the challenges now? What are the competitors like? What are some of the changes the company is trying to pull through right now? What are the 15 and 10 year goals for the company? And most important, how can new hires get involved in helping the company reach those goals? Do you need excellent project management, wonderful, effective teamwork, continuous improvement projects, creative risk-taking, amazing decision-making skills. Now, how do you show new hires, examples of company culture and how and where can they jump in? Some companies do informal video shoots and create a compilation video of teams working on him, making improvements or working safely or volunteering in the community. Some companies actually have committees. Employees can join right away, like learning counsels, safety teams, and peer mentors. Companies I've been part of helped us to volunteer with Habitat for Humanity, coastal cleanups, Christmas in April, and volunteering and schools and school lunch programs. So don't forget all the cool things your company may do and get new hires involved right away. It will help them expand and deepen those networks that are so important for new hires. Even if they do not join right away, they will get a better sense for how the company's internal culture works. Also, consider some recognition from the new hires in accompany newsletter or sitewide announcement. You can collect a small bio from each person and a picture to encourage other people in the organization to recognize them and other ONE welcome. Again. It is so important that they join the company community with introductions, tours, and the basics of information that they're looking for so they can settle in fast. They'll need to speak with the people who can help them and generally cut down on the amount of time that they wander around. Lost and confused. Because that can easily lead to frustration, which can lead them right out the door. Next, let's discuss the big transition and the skills your subject matter experts might need. 10. The Transition From Orientation to Technical Learning on The Job: Lesson 8, the transition from orientation to technical learning on the job. And so they are out of your hands. Bye, bye. You stay in touch now you here. The next part is less than your hands. As I presume, you do not know the ins and out of everyone's jobs. Let me tell you a brief story of what I experienced as a new hire when I first started as a biotech and we're talking decades ago, there was no formal training and I fumbled around and made critical mistakes that I shudder to think about now. But the cost of those errors must have cost twice my salary that first year, I managed to contaminate an entire bioreactor due to a plug line that I didn't recognize signs for. I mean, it was only my first week come on. Talk about being dumped in the deep end. I was sure I would be fired, but it wasn't my fault. It took around six months to learn the basics of the job and I was left alone for much of that time while learning by mistakes. Since then the company has saved millions on structured training. This means they have SOPs, approved procedures, a trained trainer, and skill assessments and record keeping system. I have a whole class on this platform all about setting up technical training with subject matter experts. Effective training side-by-side. Just look for the class called setting up structured on the job training by KDKA Sally. One thing that helps is a checklist for leaders to continue what you've started. And I've attached to checklists, one for new hires and one for new leaders. They are in Microsoft Word versions, so feel free to modify them to be more specific to your company. They are designed to get leaders to provide some basics in a structured way. Now the last piece I'd like you to know is there are two easier ways you can round up all the subject matter experts who will need to be part of a new orientation program and teach my Train the Trainer class for classroom trainers so that by the end of that course, they will have a training plan to teach each part of the orientation the way I've taught you, or just get me to teach it for your group through Zoom or another platform. I've set up several orientations, my helping subject matter experts to each do and effective and engaging presentation. My train, the trainer workshop, is a hands-on class where students do a needs assessment, set objectives for their students, and design an interactive and engaging class so that by the time they leave the course, they have a training plan and simply need to polish it up and get ready to teach. And you may be ready to teach them yourself using my workshop. Good, my website at building giant.com and see the details there. Teaching others about teaching is one great way for you to learn this stuff well, learning theory, how to make training effective and avoiding death by PowerPoint. I'm so glad I learned this stuff early in my career. I go to my website at building giant.com and see the details there. Good luck to you. I am so thrilled you made it through this class. Cheers, I know you're gonna do a great job with orientation.