10.12.07

New Employee Integration:
A Basic Necessity
Anna Kobozeva
HR Solutions, Alinga Consulting Group

The first days on a job are the most difficult for a new employee. Most employees who quit a job during the first year often make this decision on the very first day. A well-planned integration program for new employees can ease entry into a new work environment. Unfortunately, in many enterprises, formal programs are either altogether absent or exist only on paper.

Integration programs can benefit both the company and the employee. From the company’s point of view, it is far more economical to maintain an integration program than lose new employees and then spend the time and resources to find replacements. In turn, an employee who quits in the first year often faces unemployment, a blemished resume, and disappointment at the experience.

An integration program, designed to quickly and effectively unite the new employee with the existing team, is a basic necessity for every company. Preferably it should be individually tailored for each firm, taking into consideration its business activity, specific goals, and corporate culture. The bigger the company, the more complex the integration may be.

Of course, assuring that the employee can fit into the company should begin at the recruitment stage. HR departments should strive to find the best match in qualifications, education, and personality when hiring a new employee. The closer the match between employee, position, and company, the easier the integration process will be.

Regardless of a how close the match is, every new employee should be given help in settling into a new life at the company. Integration programs can be divided into three basic phases:

1. The First Day
   This part of the integration is conducted primarily by the HR manager. It should include an introduction to the company’s history and an explanation of its goals and purposes. Next, the new employee should be briefed on internal rules, organizational structure, and corporate ethics. Special attention should be given to explaining basic policies on breaks, food, timeliness, etc. These everyday issues are likely to arise quickly and the new employee will appreciate not having to unknowingly break a rule to be informed of it. The new employee should also be introduced to each member of his or her workgroup and briefed regarding his/her responsibilities. Lastly the employee should be introduced to his/her immediate supervisor who can then explain the employee’s responsibilities in detail.
2. The First Weeks
   The employee must be gradually acclimated to his/her new tasks and new team. This part of the integration is usually completed by the department manager or by a mentor. Many companies have already found that mentoring, pairing the new employee with a more experienced colleague, can be an effective training method and help build positive relationships.
3. Throughout The Probationary Period
   Throughout the probationary period, if any problems arise, the immediate supervisor should inform the HR-manager. After the new employee has been on board a few weeks, a representative of the HR department should arrange a meeting with the employee to discuss and identify possible problems. The HR representative should explore specifically whether the employee is maintaining interest in the job, building professional and personal contacts with coworkers and his/her immediate supervisor, and if the worker is satisfied with the workstation provided. The employee should be given every opportunity to express opinions for improving mutual cooperation and about his/her job satisfaction level. The HR department should analyze the results of this meeting and report them to the employee’s immediate supervisor. The HR department, together with the supervisor, should work together to solve any outstanding problems if need be.

HR managers should also remember that Russians place high value on informal relationships. Often, in order to create a positive attitude and to assure the employee that he/she is needed and valued by the company, a few minutes in private conversation should be spent with the employee to express sincere interest in his/her welfare and status in the company. A lunch invitation from the immediate supervisor can also be very effective for creating a friendly tête-à-tête relationship.

An integration program is especially important in today’s highly competitive labor market. Qualified applicants often have their choice of potential employers and can be “headhunted” by rival companies. Employees often go – or stay – where they feel their worth is known, where they feel they are treated attentively and considerately, and where they feel they have the most opportunity for self-realization.

Successful integration programs can help companies of any size create an open, supportive work environment. They can cut the time and expense needed to find and train new employees by improving employee retention and loyalty, and can have a positive effect on building team spirit – which is always good for any business.

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