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United States
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Training people – a story continued
Chapter 3 – The Induction Process
Bev Brightspark, the owner / manager of Brightspark Travel, reviewed the Induction documents she had developed for new staff members. Because Mandy had one years’ experience, the induction process was more concise than if she had been completely new to the business. Nevertheless, Bev still thought it important that Mandy team up with a mentor, or ‘buddy’ for the first three months.
Mandy’s mentor was Brian Best. Brian had been with Brilliant Travel for some years – in fact, Bev had inherited him when she bought over the agency. At that time, Brian had been a bit over the whole job and had told her he was looking to move on. This would have been a blow, as Brian was a valuable consultant with a loyal clientele.
To encourage him to stay, Bev spent a long time listening to what he wanted from the job and, as a result, had instigated a development program for him which included a coaching/mentoring course. Brian had shown a real aptitude and now mentored all new staff as well as implementing the induction program, thus freeing up Bev to work on other things.
Bev had developed a checklist for inductions covering all aspects of a consultant’s role – routine information such as holidays, sickness, rosters, etc, as well as Brilliant Travel’s mission and goals. Bev and her team had spent a long time developing these and now all staff members lived them every day.
The induction checklist also covered HR issues for new employees. Bev knew her success depended on her staff and always ensured she carried out regular performance reviews, as well as monthly meetings where team issues could be raised. The induction ensured Mandy would know from the moment she joined the organisation what the expectations were and how they would be tracked. Bev knew this was part of her success.
Next time – more on Bev’s induction process.
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