Chapter 3
Half-Day New Employee Orientation Workshop
What’s in This Chapter
• Objectives of the half-day New Employee Orientation Training Workshop
• Ideas for preparing for the new employees’ first day and before they even start
• Summary chart for the flow of content and activities
• Half-day program agenda
This chapter offers a half-day new employee orientation training workshop for all employees regardless of job level. It uses active training techniques in its design to keep the content relevant, meaningful, and interactive. Although a half-day workshop can’t cover the same ground as the one- or two-day workshops, it can still offer time for participants to get to know each other, build rapport, and reflect on what they are learning. They will also have an opportunity to network with other participants so that they have ready lifelines to call when they return to the job.
The half-day workshop incorporates activities that engage participants, getting them out of their seats and actively participating in relevant and meaningful experiential activities, small group discussion, and practice. It presents a good mix of activities, presentations, personal reflection, and small and large group discussions.
Bear in mind that the workshop designs offered here are only one part of the larger onboarding program. The organization’s overall onboarding approach as well as its goals, resources, and budget will drive the length of your training program as well as its content.
According to Talya N. Bauer, a professor at Portland State University in Oregon, onboarding has four distinct building blocks: compliance (basic legal and policy rules and regulations), clarification (understanding of the new job and related expectations), culture (sense of organizational norms), and connection (interpersonal relationships and information networks). Success depends on the degree to which organizations integrate these building blocks, with most organizations falling into one of three levels (Bauer 2010):
• Level 1: Passive Onboarding. Focuses on compliance, giving employees the rules (policies, procedures, and regulations). Neither culture nor connections is addressed. Research shows that approximately 30 percent of organizations of all sizes operate at this level.
• Level 2: High-Potential Onboarding. Includes both compliance and clarification and limited aspects of culture and connection. Only about 50 percent of all organizations have some culture and connection mechanisms in place.
• Level 3: Proactive Onboarding. Addresses all four building blocks and approaches onboarding as a systematic process. Only 20 percent of organizations achieve this level.
The workshops in this book are designed to address all four building blocks with varying degrees of depth. The half-day workshop covers compliance and clarification issues and briefly explores a few activities focused on culture and connection.
A half-day program is appropriate when
• Key leaders in the organization will support only an abbreviated program
• The targeted audience is 12 or more new employees
• Training facilities are not available for more than a half day
• Guest facilitators are not available.
Whether you choose a two-day, one-day, or half-day workshop format, time spent orienting your new employees will yield solid results in personal and organizational performance.
Half-Day Workshop Objectives
By the end of the half-day workshop, participants will be able to
• Identify the policies and procedures that determine how the organization operates
• Identify where to go for information or answers to questions
• Identify the tangible and intangible benefits of working for the organization
• Identify the organization’s core values
• Distinguish between ethical and unethical behavior in the workplace.
Preparing for New Employees
Onboarding and orientation tasks may be performed by a variety of people and departments in different companies, depending on their size and staffing. You may be in charge of facilitating the orientation sessions, you may play a broader role in training and human resources, or you may be a supervisor or manager who must conduct orientation sessions for your department. Whatever your role, it is important that you know your organization’s onboarding plan (see Introduction) and that you approach orientation as a process starting long before you conduct the orientation workshop.
Before New Hires Start
In addition to sending welcome letters, save time by having new employees complete the required documents online prior to the first day on the job. Also send company information (digital or hard copies) ahead of time. Include product samples, if applicable.
Consider creating a video (either DVD or web link) that includes interviews with employees sharing what they like about the company, the reasons they stay, and brief stories about their positive experiences with co-workers or customers. The video could also show clips of employees having fun at company-sponsored events or participating in community service projects.
Employees’ First Day
New beginnings can be challenging so it is important that everyone is ready for the new employees’ first day. Chapter 15 includes sample messaging, comprehensive checklists, and other helpful resources to help make employees’ first day as positive and comfortable as possible.
The new employees will likely start their first day in the HR department, where they will receive security badges, access codes, parking stickers, computer passwords, phone numbers, and keys.
When the new employees reach their new departments, their work areas should include all the equipment, tools, and resources they need to do their jobs. Be sure to notify their co-workers that someone new is joining the team.
To make new employees feel welcome, assign a team member to be a “first day greeter.” This assignment can rotate throughout the department. The greeter’s job is to welcome new employees and show them where to hang their coats, where to find the restrooms and the lunchroom, how to operate the telephone system, and other important logistical information. Another nice touch is to assemble “welcome baskets” at new employees’ desks or work areas that include items such as coffee mugs, snacks, maps, gift cards, and company logo items (pens, memo pads, mouse pads, key chains, and so on).
Even if someone else in your organization handles these activities, be willing to partner with them to help make new employees’ integration into the organization as smooth as possible from the very beginning.
Preparing Participant Materials
Printed materials are an important element of a new employee orientation program. Each new employee should receive a three-ring binder with the following materials and corresponding tab dividers:
• Mission, Vision, Values
• Organization History
• Organization Structure
• Products and Services
• Employee Handbook
• Resources and Contacts
• Helpful Information
• Checklists
• “Fun Stuff.”
Many HR departments will already have a prepared binder or folder of information for new employees. You don’t need to reinvent the wheel here. Start with what is already prepared and available from HR and then supplement with other resources as needed. Some of the information will be in the binders when they are distributed to the participants at the beginning of the program. Think of this prepared binder as the textbook. Throughout the workshop you will be adding additional handouts as your participants take part in the various learning activities. When you photocopy the handouts and other supplementary materials for the participants, remember to three-hole punch the resources if you are using binders.
Consider including organization mementos such as logo pens, pins, mugs, and product samples. You might also include the annual report, brochures, and maps. Create a fun, practical, and professional package that can also serve as a useful reference tool.
Instead of printed materials, you may choose to make the resources available on your organization’s intranet. You can then ask the new employees to bring their laptops, tablets, or other electronic devices to the orientation session so they can access the material you are going to use in the program. Note, however, that if you choose this option, you will still need to print copies of the handouts to be able to conduct the learning activities.
Half-Day Workshop Overview
| TOPICS | TIMING |
| Welcome and Introductions | 10 minutes |
| Program Objectives and Format | 10 minutes |
| Learning Activity 1: Connections | 20 minutes |
| Learning Activity 7: All About Us | 15 minutes |
| Learning Activity 9: Organizational Structure Card Sort | 20 minutes |
| Learning Activity 14: In Search Of | 30 minutes |
| Learning Activity 15: What Not to Wear (or Do) | 20 minutes |
| BREAK | 15 minutes |
| Learning Activity 17: Living Our Core Values | 35 minutes |
| Learning Activity 18: Taking the High Road | 30 minutes |
| Learning Activity 19: FAQs | 20 minutes |
| Learning Activity 22: Reflections | 10 minutes |
| Close: Final Q & A and Evaluations | 5 minutes |
| TOTAL | 240 minutes (4 hours) |
Half-Day Workshop Agenda
| Half Day: (8:00 a.m. to 12:00 p.m.) | ||
| TIMING | SLIDES | ACTIVITIES/NOTES/CONSIDERATIONS |
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8:00 a.m. (10 min) |
Slide 1
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Welcome and Introductions Begin your session on time by getting the participants’ attention in a fun way (whistle, gong, or horn). Display the title slide. Introduce yourself (and other facilitators as appropriate) and welcome the participants. Note the usual housekeeping items such as restroom locations and breaks. |
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8:10 a.m. (10 min) |
Slide 2
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Program Objectives and Format • New Employee binder (or online equivalent) Use these next three slides to review the agenda and learning objectives with the participants by presenting them as the benefits of attending the workshop. (Slide 1 of 3) |
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Slide 3
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In reviewing the benefits on this slide, take a minute or two to distribute and note the contents of their New Employee binders (which will include the Employee Handbook, policies and procedures, benefits information, and other resources specific to your organization). If this resource is made available electronically, let the participants know that you will ask them to access that information at various points throughout the program. Explain that they will receive handouts to add to their folders or binders as part of the activities they will experience. (Slide 2 of 3) |
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Slide 4
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Wrap up your review of the benefits by asking, by a show of hands, how many participants have attended other orientation or onboarding programs during which presenters just talked at them accompanied by PowerPoint slides. Explain that this program is going to be different because they will be participating in interactive, engaging activities throughout the workshop. Encourage them to have fun with it! (Slide 3 of 3) |
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8:20 a.m. (20 min) |
Slide 5
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Learning Activity 1: Connections • Handout 1: Connections Tell the participants that you want to give them an opportunity to get to know each other through several high-energy activities. This first activity will get them out of their seats, “connecting” with the other new employees in the workshop. Debrief the activity using the discussion questions in the learning activity and award prizes to the winning participants (either first completed or most signatures). |
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NOTE: For a time-saving variation, instead of conducting the Connections activity during the formal opening activities, give Handout 1 to participants as they enter the room. Ask them to mill around the room and collect signatures before the program actually gets started. (This has the added benefit of giving those who arrive early something to do.) Award prizes at the beginning of the opening activities. |
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8:40 a.m. (15 min) |
Slide 6
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Learning Activity 7: All About Us • Handout 3: All About Us This next activity will help participants gain a better understanding of the organization and how they fit into the overall picture. Mention that you’re sure they come to their new positions with various degrees of knowledge about the organization. Remind them that they have discovered in the Connections activity that some people have friends or relatives who work for the organization and those insiders have probably provided some insight. Others, especially those who are new to the geographical area, may have limited knowledge based only on what they’ve read or learned about the organization through the review process. The All About Us activity will help them find out what they may or may not already know. Use the instructions in the learning activity to conduct and debrief the activity. |
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8:55 a.m. (20 min) |
Slide 7
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Learning Activity 9: Organizational Structure Card Sort • Handout 5: Organization Chart • Handout 6: Division and Department Cards • Tool 3: Sample Organization Chart • Tool 4: Sample Cards Explain that every company has a particular and often complex organizational structure that can be confusing and overwhelming to new employees. Becoming more familiar with the organization’s structure will help participants put into context the information they receive throughout the rest of the workshop. Explain they will be learning about the organizational structure through an activity called a card sort. They will work in teams to figure out how the organization is structured. Emphasize you do not expect them to know this information already. NOTE: Materials for this exercise require some customization to reflect your organization structure. See the learning activity for instructions for creating materials. |
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9:15 a.m. (30 min) |
Slide 8
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Learning Activity 14: In Search Of • Handout 8: In Search Of • New Employee binder (or online equivalent) Introduce this activity by explaining that the organization is committed to helping everyone become happy, healthy, and productive employees. To that end, various policies and procedures have been put in place to support them. Point out that the organization has developed an Employee Handbook to provide important information to ensure the well-being of all employees. Rather than listen to boring presentations highlighting the information in the handbook, they will work in teams to search out critical information. |
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9:45 a.m. (20 min) |
Slide 9
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Learning Activity 15: What Not to Wear (or Do) • Tool 6: Agree/Disagree Cards One troublesome aspect in today’s work environment is figuring out the dress code. Every organization is different—what might be acceptable in one is totally unacceptable in another. What works for casual Fridays may not work for other days of the week. This activity will help participants better understand what is appropriate in this organization by speculating about what they perceive is appropriate and inappropriate attire and personal grooming in their new work environment. In addition to clothing, there are also behaviors that are not acceptable in this organization. This activity will help also them avoid any uncomfortable situations that may arise simply because they weren’t aware of the organization’s expectations. Point out that the expectations regarding appearance and behavior could vary somewhat depending on the department or location. NOTE: For this activity to be meaningful for your participants, you will need to use codes of dress and conduct that are specific to the organization. Create a list or slides that describe or show examples of appropriate or inappropriate clothing and behaviors. Follow the instructions in the learning activity to prepare for and conduct this activity. |
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10:05 a.m. (15 min) |
Slide 10
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BREAK |
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10:20 p.m. (35 min) |
Slide 11
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Learning Activity 17: Living Our Core Values • Organization’s values statement (as a separate handout or part of the New Employee binder) To introduce this activity, begin by asking participants to share an example of a value and how that particular value affects behavior. Be prepared to offer an example to get them started. If someone values health, for example, that individual cultivates a healthy lifestyle by exercising, eating healthy foods, and getting enough sleep. Likewise, someone who values honesty would not cheat on his or her timesheet or income taxes. Explain that organizations, like people, base the way they conduct business on a certain set of values. Sometimes these values are written; sometimes they are simply understood. This activity will help participants gain a better understanding of how the organization’s core values relate to employee behavior. Follow the instructions in the learning activity to conduct and debrief this team activity. |
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10:55 a.m. (30 min) |
Slide 12
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Learning Activity 18: Taking the High Road • Handout 10: Taking the High Road • Organization’s ethics policy (as a separate handout or part of the New Employee binder) An organization’s ethics policy has direct bearing on the behavior the organization expects from its employees. Ask participants for examples of ethical issues they may have heard about recently in the news. Be prepared to offer your own example. This pairs activity will help them become more familiar with the organization’s ethics policy. |
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11:25 a.m. (20 min) |
Slide 13
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Learning Activity 19: FAQs • Handout 11: FAQs Introduce this segment by mentioning to participants that one of their challenges as new employees is to identify where to go or whom to contact when they have a question. To make that process easier, they now will create their own user-friendly resource list. |
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11:45 a.m. (10 min) |
Slide 14
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Learning Activity 22: Reflections Tell participants that you would like them to think about the most important thing they learned in this program and what has been the most meaningful piece of information or experience for each of them. The reflections activity will help them focus on the true value of the workshop. |
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Slide 15
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Food for Thought You will want your participants to leave the workshop feeling confident and inspired to do their best in their new positions. Share this quotation on excellence from development expert and author Brian Tracy as a transition to the workshop closing. |
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11:55 a.m. (5 min) End at 12:00 p.m. |
Slide 16
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Close: Final Q & A and Evaluations • Assessment 1: End-of-Program Questionnaire Share any final details and follow-up plans (highly recommended). See Chapters 10 and 11 for ideas to follow up the training with support and activities. Be open to answering any final questions about the concepts presented in the workshop. Distribute the evaluations (Assessment 1 or your own form) and ask participants to complete them before they leave the workshop. Remind them that their insights help facilitators get better. Thank them for their participation and wish them the best of success! |
What to Do Next
• Determine the schedule for workshops; reserve location and catering you may wish to provide.
• Identify and invite participants.
• Review the workshop objectives, activities, and handouts to plan the content you will use.
• Prepare copies of the participant materials and any activity-related materials you may need. Refer to Chapter 16 for information about how to access and use the supplemental materials provided for this workshop.
• Gather tactile items, such as Koosh balls, crayons, magnets, Play-Doh, or others to place on the tables for tactile learners. See Chapter 8 for other ideas to enhance the learning environment of your workshop.
• Confirm that you have addressed scheduling and personal concerns so that you can be fully present to facilitate the class.
Additional Resource
Bauer, Talya N. (2010). “Onboarding New Employees: Maximizing Success.” SHRM Foundation’s Effective Practice Guidelines Series. Alexandria, VA: SHRM.