Augustine Coley Induction
B120 TMA 02
Contents
Page 3………………………………. Executive Summary Page 4…………………………………….....Part I Part (a) Page 5……………………………………….Part I Part (b) Page 7……………………………………….Part I Part (c) Page 9……………………………………….Part I Part (d) Page 10……………………………….…….Part II Part (b) Page 11……………………………………..….References
Executive Summary
This report outlines a problem I faced a few years ago in my present employment.
Identified that there was a lack of communication between management and staff, resulting in de-motivated staff, …show more content…
Leaving the company induction several months in Kristine Coley’s case)
Most inductions seemed to include mandatory information such as company history, Health and Safety policy and procedures, fire training and then job specific information.
Ryan Fryer touched upon the point ‘As I work for a small company, there isn’t really a very structured induction’. I work for a small company myself but still introduced the formal induction some time ago to enable informal information to be relayed to all new staff, and also to have a record of their induction for outside auditors.
Another common theme seemed to be the ‘buddy’ or mentoring system. This appeared to be a positive element of induction as it was in my experience. Having an experienced person to shadow for a length of time can often give insight into some things that a formal induction may not cover. Maybe in Daniel Coughlin’s case where he felt that he needed more help with how to deal with rude and aggressive customers, a buddy may have benefited him. He could see them in action and learned from their experience.
207
Contents
Page 3………………………………. Executive Summary Page 4…………………………………….....Part I Part (a) Page 5……………………………………….Part I Part (b) Page 7……………………………………….Part I Part (c) Page 9……………………………………….Part I Part (d) Page 10……………………………….…….Part II Part (b) Page 11……………………………………..….References
Executive Summary
This report outlines a problem I faced a few years ago in my present employment.
Identified that there was a lack of communication between management and staff, resulting in de-motivated staff, …show more content…
Leaving the company induction several months in Kristine Coley’s case)
Most inductions seemed to include mandatory information such as company history, Health and Safety policy and procedures, fire training and then job specific information.
Ryan Fryer touched upon the point ‘As I work for a small company, there isn’t really a very structured induction’. I work for a small company myself but still introduced the formal induction some time ago to enable informal information to be relayed to all new staff, and also to have a record of their induction for outside auditors.
Another common theme seemed to be the ‘buddy’ or mentoring system. This appeared to be a positive element of induction as it was in my experience. Having an experienced person to shadow for a length of time can often give insight into some things that a formal induction may not cover. Maybe in Daniel Coughlin’s case where he felt that he needed more help with how to deal with rude and aggressive customers, a buddy may have benefited him. He could see them in action and learned from their experience.
207