Workplace
Success Stories - Best Practices 2002
Recognition
Strategies for a Diverse Workforce
|
Practice
Name: New Career Employee Orientation |
Workplace
Issues Addressed: |
Description
of the practice
Three
times during the academic year the Vice Chancellor holds a reception
for new career employees. This includes an overview of the work at
UGA, an opportunity for the employees to talk about their work, and
a tour of a few departments where a representative of that department
talks about key topics. This is followed by refreshments. Each new
employee is recognized and presented with a bear sculpture in appreciation
for their choosing UGA as their place of employment.
Benefits
of adopting the practice
This
is easy to plan and execute. New employees say that they have
never experienced a welcome like this and that they are particularly
touched that someone at the vice chancellor's level takes time
out of his busy schedule to meet with them. This practice meets
the needs of a diverse workforce in the following ways: Information,
resources, and orientation is specific to meet the needs of new
employees.
How
this practice works
Two
HR managers oversee the planning and implement the program. The
Vice Chancellor commits to meeting with new employees three times
a year. All new career employees at all levels of the organization
are invited to attend an orientation. New employees are sent an
invitation to attend the orientation reception. Employees are
greeted by the Vice Chancellor, led on a tour of a few representative
units in the division where they meet employees who explain the
unit's mission and services. Refreshments are provided. At the
reception, new employees hear about the organization and are invited
to introduce themselves. At the close of the reception, each employee
receives a sculpture of a bear with thanks from the VC for joining
the organization.
What
you need in place to replicate this practice
Direct
support from the top--including time commitment from the VC to
meet with new employees. Commitment to take the time to organize
and keep the program going (track who enters when, send invitations,
arrange for current employees to meet them during the tour, coordinating
the reception). Funding for the gifts and refreshments.
Tangible
improvements to the department as a result of adopting this practice
Testimonials
are given at the end of the program--employees say they were made
to feel special, and it created a sense of belonging to this organization
(and to UCB as a whole). The gift of the bear sculpture is a small
but effective symbol that employees can draw inspiration from
throughout their time here.
Why
this practice was so successful and is worth replicating
Several
years ago, a quality of life survey revealed that staff felt removed
from upper management, and this was one of several approaches
to address the concern. Today, this practice is widely known throughout
the division (older employees say they wish they had had something
like this when they came, and want one of those bear sculptures!).