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An effective orientation program supports your recruitment efforts. Research shows that an effective orientation reduces staff turnover, increases productivity and boosts moral. This will initiate a positive working relationship with your employees and improve your bottom line.
Conducting a well-planned orientation program for new staff pays many dividends for both you and your new hires. Yet it is surprising how often orientation is conducted in an unsystematic fashion.
Orientation programs can run anywhere from an hour or two to several days in length. There are typically two components to an orientation program: a general introduction into the company, its culture, values, vision and policies; and a departmental or job-specific orientation when the employee actually starts work.
Explain the company's mission, values and policies
The general orientation should be designed to ensure that new employees understand your company's mission, values, vision, policies and procedures. If your company is adamant about providing exceptional customer service or is passionate about teamwork, then the orientation program can ensure that this message is provided in a consistent way to all new hires.
Plan your program
The employee's initial questions are often fundamental and cover items such as hours of work, pay days, grooming and dress code, vacation time, sick leave, breaks, training or performance questions. Familiarize your new employee with the policies and procedures of your organization. An employee handbook can be a helpful handout, allowing staff the opportunity to study the expectations and rules of their new workplace and take it home as a resource document. Your policies around absenteeism, harassment, theft, and training can also be explained to ensure that there are no misunderstandings when the employee starts to work.
Welcome your new employees
Nothing beats a good first impression, so start with a warm welcome. Introduce the new employee to all key staff, especially everyone with whom the new hire will be working over the course of a shift. It's important for the new employee to understand the "big picture," how each position relates to the others on the team, and how the team relates to other departments or areas of the operation.
If possible, the owner or CEO should also meet with the employee. This gives the leader an opportunity to impart company values and ideals, and lets the employee knows that the owner is a hands-on part of the business.
Share your company's history
Let your company shine. Brag about how the company started, and how it's growing. Talk about your culture of teamwork, and why you enjoy your own job. Showing pride in your company helps employees know they are part of something bigger. It also instills pride, making their adjustment more seamless.
Provide them with the basics
Never underestimate the simplest things. Point out the location of the washroom and lunchroom. A quick tour of the facilities, including where the new employee can store personal belongings and take breaks, is appreciated. Mention security and safety issues, such as how to lock up or call for help. Review your policy on Internet and telephone usage on company time. This attention to detail speaks to the care you have for new employees. Outline behaviour expectations and practices in your workplace including acceptable treatment of tools, property, other employees and customers as well as workplace safety and emergency procedures. It is often helpful to assign your new hire a "buddy" who can answer simple procedural questions later.
Complete all paperwork
Companies can also use the orientation program as the time to have new hires sign up for company's benefit programs and payroll. Employees want to know when, how and what they get paid. Review their salary, benefits, paydays, and, if appropriate, the probationary period and performance-appraisal time. Make sure appropriate income tax and benefit forms are signed.
Some companies also provide basic training (such as WHIMIS and safety procedures) at this time. If a union represents the new employee, there is often a component of the program that has the union representative talk explain the requirements and benefits of union membership.
Set job and employee expectations
Review the job description, pointing out what's expected in regards to hours, staff meetings, workload, training and job appraisal. Pay particular attention to sharing your customer service philosophy. Laying out this foundation provides a clear guideline of performance, and it sets the foundation for the employee's time with your company.
Begin the training program
On the first day, provide preliminary training, whether it's how to run the cash register or how to handle phone calls. The first day of work is truly the first day of training. Explain that you'll offer ongoing training in the days ahead—whether it's mentoring one-on-one or attending a training session.
An effective orientation program sets the tone for new employees. It allows you to motivate them to be successful, and it encourages them to do their best. That makes new employee orientation a sound investment for all concerned.
Checklist
Because an employee's orientation can be broken into multiple phases, you might want to cover off these fundamentals as soon as possible. Create a simple first-day checklist to keep from overlooking important steps.
You only have one opportunity to make a first impression; and for employers the orientation of new hires is that opportunity. Take the time to do it right and reap the rewards of another satisfied new hire.
Source: Copyright © 2007 go2 Tourism HR Society
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The Manitoba Tourism Education Council in partnership with Travel Manitoba welcomes Disney Institute to the Victoria Inn Hotel & Conference Centre, on Thursday, June 5th, 2008 from 8:00am-4:30pm
The Disney Keys to Excellence program contains four core topics:
- Leadership, Disney Style – how effective leadership can be the catalyst to drive employee and customer satisfaction with measurable improvement.
- Management, Disney Style – how improving organizations culture means integrating selection, training and care
- Service, Disney Style – exploration of world renowned principles for service excellence.
- Loyalty, Disney Style – Key practices and principles in building and sustaining staff.
www.disneyetools.com/apps/dicustomizer/invites/winnipeg08/savethedate
Contact Mindie Kitkowski at 204-957-7437 or 800-820-6832 or career@mtec.mb.ca for more information on how to register.
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As a high school and provincial level tri-athlete, Neil Jenkins knows the meaning of hard work, discipline and drive. And with jobs in places as diverse as a tanning salon, funeral services, the trucking industry and as a DJ, Neil “…decided to choose the tourism industry because of all the people we get to meet. We could be doing something new everyday.”
Neil’s first tourism experience was with the Canadian Academy of Travel & Tourism or CATT program. Attracted by the possibility of travelling to Vancouver to take part in the first CATT pilot program in Canada, Neil was one of three Manitoba students interviewed for the opportunity to attend. Another of Neil’s classmates was chosen to go to Vancouver, but the program has paid him back in many other ways.
Neil credits the CATT program for providing him with the experiences and connections to people that helped him land his first tourism job, working as a porter in the banquets department at the Delta Hotel Winnipeg. Neil also took advantage of the extracurricular activities within the CATT program to see different sides of the industry. Trips to parks and resorts and participation in conferences were highlights of the program that he encourages students to take advantage of. “It taught me a lot about interacting with people outside of school, taught me life skills, like dealing with people, and it opened my eyes to the unexpected.”
“Learning happened but it was not always a classroom setting, we got to put on conferences and work at hotels, learning things like labour costs and food costs and the workings of an actual business.”
While in high school, Neil had many different jobs, but it was the flexible schedule at the hotel that allowed him time to do other things during his down time. “I was constantly busy, but organized!”
From high school, Neil moved into full time work at the hotel where he also became involved with the Canadian Auto Workers Union. He started as a volunteer and moved quickly into a local chairperson position. Neil participated in a variety of union-related training, but due to personal circumstances, shifted focus back onto his career in sales. While working at a tanning salon he confirmed his love of sales. When a Sales Manager position opened up at the Radisson Hotel (formerly the Delta Hotel, where he had started), Neil’s hard work and experience were recognized and he got the job. Neil then moved through several departments completing on the job training in a variety of new areas.
“I did a lot of on the job training. I do not have any degrees; it’s been just a lot of hard work. I do have to say that one of my mentors is Ron Popiel. He is the Food and Beverage Director of the Radisson Downtown.”
Neil credits the mentorship he received along the way in helping him to recognize his skills and encouraging him to move forward in his career. Mentoring is so important to him in fact, that he sees it as one of this personal job rewards. “Of course guest satisfaction is my main reward, but helping fellow employees to achieve their career goals is also important to me.”
Newly located at the Fairmont Hotel, as the Banquet Manager, Neil has the following advice for young people, “Learn patience and learn how to take constructive criticism!” For employers, he reminds them to give young people a chance.
“I would like to thank my family as they have always supported me through all the things I have done and accomplished. I would to thank all my teachers from Elmwood High School and Kim Ewchuk who gave me my first opportunity in management at the Radisson Downtown.”
Attracting the future leaders for the industry can start in high school! For more information on the Canadian Academy of Travel & Tourism, visit their website at www.cthrc.ca/eng/catt
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Do you experience a high turnover within your business? Are you looking for ways to help retain your current staff in order to save the time and money it takes to train new people? It is no secret that one of the most important facets of the hospitality and foodservice industry is hiring and keeping the best staff.
Hospitality jobs, which include hotel jobs, resort jobs, restaurant jobs and other foodservice jobs, require constant positive interaction between individual employees and guests in order to establish a connection that will keep the business thriving.
Hcareers interviewed people at all levels of the hospitality industry to see what kept employees from leaving their jobs.
Each of those interviewed said that maintaining a busy workplace, a certain comfort level, advancement potential, innovative feedback and addressing of employee's needs, and a close-knit group were essential in the decision to not look elsewhere for work.
Start at the Beginning
When it comes to employee retention, the process begins at the interview stage. Cindy Humphrey is the restaurant manager at Earl's Restaurant, a casual dining chain with locations throughout North America.
Humphrey states, "The key is to hire the right people. You're going to have high turnover if you're not hiring the right people."
A good look at an individual's resume is an important start. Watch out for people with a history of "leapfrogging", and for those who are reluctant to supply references. Many restaurant jobs are apt to binge hire, taking on groups of people in training in the hopes that a few of them will stay on. This is bad strategy, according to Humphrey.
"Great people attract great people. Employing the right techniques in hiring individuals is key."
Keep Them Occupied
Humphrey herself has been with the same Earl's location for 15 years. She began part-time while attending university, and upon her graduation decided to stay with the restaurant and was promoted to manager. When asked about the reason for her long stay, Humphrey points to the amount of business the restaurant does.
"I have been to Europe twice with Earl's, and all over North America. It's a great restaurant with a great reputation, and it's busy."
That level of activity seems to be key among long-term employees. Terrie, Kelly, and Jodi have held long-term restaurant jobs with Kelly O'Bryan's restaurant for 18 years, 13 years, and seven years respectively. When asked why they have carried on in their foodservice jobs for those years, it is Jody who replies.
"It's busy," she says simply. Kelly adds that if Kelly O'Bryan's isn't busy, the staff knows that most other restaurants in town are not, either.
"You get a lot of repeat customers, and a lot of that has to do with the quality and the consistency".
Innovation
Al Raine, owner and operator of the 192-condominium Cahilty Lodge at world-famous Sun Peaks Resort, exemplifies the innovative owner in his approach to his business. For the 2005-2006 season, Raine implemented a shuttle program that took employees from their residences in the city of Kamloops up to the Resort. This helped address challenges both among employees without vehicles, and with those who had reservations about a winter drive up to a ski resort. Raine plans to expand the service to include the town of Barriere for the upcoming season.
Keturah Neustater managed a staff of 20 at Forster's Hotel and Convention Centre. One way in which she kept her staff motivated and around was to recognize their individual achievements.
"It might sound silly," she says, "but I would utilize little things like star charts and weekly rewards. We made it a bit of an inside joke, but the staff really loved it anyway."
Comfort
Neustater's strategy hints at a broader technique when it comes to keeping employees in their hotel jobs, restaurant jobs, or other hospitality jobs. Inside joke or not, there is a certain level of comfort implied in her strategy.
This comfortable atmosphere is a universal key among those interviewed. Raine and his staff get together often for parties, when a particularly positive hotel review comes in, for the end of the season, even for staff birthdays. Humphrey and her staff often get together for food and wine samplings, both at Earl's and in other restaurants. The staff at Kelly O'Bryan's can often be seen together about the town.
Michelle Clayton, of Boston Pizza (a restaurant specializing in gourmet pizza and pasta in a casual atmosphere), puts a much finer point on it. "It's a real family atmosphere. When you feel close as a staff, people are much less likely to leave, even when they may be experiencing some frustrations."
Certain challenges are a part of the territory when it comes to the foodservice and hospitality industry at all levels, but this does not mean that a high turnover has to be. It is clear that within the right environment, with the right approach, there is much less likelihood that an employee will bounce around from one restaurant job or hotel job to another. And the longer an employee stays, the better they will learn their job. In the end, this expertise will benefit the guests.
Article provided by Hcareers, the leading online recruitment solution for the hospitality industry. www.Hcareers.ca
This article may not be republished without the express permission of the copyright owner.
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“To gain presence of LEADERSHIP
Be present at WORKSHOPS.”
Charmaine Gosselin
MTEC Workshop & Training Coordinator
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