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The difference between orienting your new staff and really integrating them into the life of your program is the difference between learning about something and becoming a part of it.
New employees need:
- ....to receive training on procedures, needed skill sets, policies, best practices.
- ....to become oriented to their new surroundings; learn where things are, who people are, how things happen.
- ....to be given time and opportunity to become integrated into the environment and structure.
New employees need instruction in the procedures and protocols of the company; to be told precisely what their job is. They need to be made aware of expectations and limitations. This training includes attendance policies and enforcement guidelines.
 New people in any company need to be taught how to run all special equipment safely and effectively. Coworkers should be introduced, and their respective duties outlined to the new person. All supervisory staff should be pointed out. Learning who to call upon for advice and guidance concerning job performance is also a part of the orientation process.
Integration of employees is a significant next step beyond orientation and training. As a person is integrated, he or she is expected to begin carrying a reasonable share of the workload. The employee becomes part of a team of people who accomplish a task as a department.
I find that in Head Start, we:
- do a "pretty good" job on the first one (training), especially in those areas that are required by the standards.
- The second one (becoming oriented) most often just happens with time, but without much intentionality - which often leads to staff being oriented in ways you would not prefer.
- And I find almost no focus on the intentionality for integration, which is such a key factor to employee success.
Integration of employees takes orientation up to the next level. This takes time, but it should be done alongside the employee working in their position, not as a precursor. So it's not a matter of "I don't have time to do this because I need the person in the position" (believe me, I get that -- I've been there!). It's just a matter of not tossing them out to sink or swim.
To be intentional about using your training as also an integration strategy, consider how Training Without Travel resources can be used incrementally:
- Provide the "We're Glad You're Here" workshop as part of your pre-service week, to set a foundation for excitement and high staff morale.
- Utilize Head Start 101 in four separate sessions -- in a small group setting, so new staff have time to process in between sessions and get questions answered.
- Consider the longer course Performance Standards 101 incrementally during the first whole year of employment -- 12 separate modules -- provide in small group setting.
- For those on Policy Council or Governing Body, Program Governance 101 allows you to bring critical information in 'small chunks' so information can be learned and retained easier
- And for new supervisors, Supervisor 101 provides training on core competencies including dealing with conflict, personality differences, going from peer to supervisor, and much more.
- For those in any kind of leadership role, Leadership Success Circle provides monthly support, 'sound-bite' training, and a membership resource library filled with helpful tools and strategies CLICK HERE for info on LSC .
Training Without Travel does the training preparation for you - so you not only train, you integrate at the same time, as you use it incrementally and allow the new staff person to learn, ask questions, and process. So take a look at...
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