Instructions for the Completion of the Orientation Checklist for New Clerical and Technical Staff

The Orientation Checklist is to be completed for all new appointments and interdepartmental transfers or promotions.  However, in the case of interdepartmental transfers or promotion, all items may not be relevant.

Responsibility for planning on-the-job training for new employees, for conducting the orientation meetings and for the completion of this form rests with library supervisors.

Items on the checklist should be marked off as they are reviewed and discussed.  Most items should be addressed within the first few days of employment.  Although information listed on this form may be provided by other staff or University departments, the supervisor should review everything on the checklist to be sure that all items have been sufficiently covered.  The employee should sign the form after it has been completed and the form should be sent to the Library Personnel Office to be retained in the staff member’s personnel file.

CONSIDERATIONS IN PLANNING TRAINING FOR NEW EMPLOYEES

1. During the first few days of employment, review with the new employee the general guidelines for successful job performance, job duties, and responsibilities as outlined in the position description, and the department’s philosophy.

2. All elements of the training should be outlined and a schedule should be developed.  This schedule, May, of course, be adjusted as necessary.
 

3. The new employee should be given a copy of the training schedule, be aware of what the pace of training will be and at what points there will be a review of his or her overall progress and any areas of difficulty.

4. Periodic reviews between the supervisor, the new employee and the trainer (s) – if not supervisor – should be held to determine the individual's progress with the training.  Adjustments should be made at this time to slow down, repeat certain areas, or move faster based on the individuals capabilities.  This is also and opportunity for the supervisor to ascertain if other aspects of the orientation and training (i.e., working relationships, etc.) are going well.  These periodic reviews should be held on a weekly basis.
 

5. In establishing a training schedule, consideration should be given to the individual being trained.  For instance, what is the best part of the day for the individual to receive verbal instruction, to do reading, etc.  Is the employee a “morning” or “afternoon” person?  Does he or she need shorter instruction periods, more frequent breaks in the variety of materials, etc.? Training should always, to some degree, be tailored to the individuals needs, learning style, and preferences.

6. The training schedule should be designed as a progression of learning steps so that a foundation is established before moving on to the next step.  Each new task should build on what has been learned previously.

7. Training should present some variety in both content and approaches.  The individual should be given a mix of one-to-one instruction, periods for reading or reviewing written materials (manuals), opportunities to practice what has been learned, and time to assimilate what has been learned.

8. When appropriate, it is advantageous to have more than one person (i.e., supervisor and lead person active in the training process, although one person has to be responsible for coordinating the whole training process.   By using more than one person, you may take advantage of several employees’ specific capabilities in relating knowledge as well as approaches and general viewpoints.

9. Individuals who will be training should e chosen not only for their knowledge and experience, but also for their ability to relate that knowledge to another person in an effective way.  The trainer should be relaxed, should enjoy explaining things to individuals, have an open attitude toward new ideas and suggestions, and have a positive attitude toward the work they are explaining, the department and the Library.

10. Be sure that the current staff is aware of the new person's arrival and responsibilities.  In some cases, particularly when the new person is filling a managerial position, a memo may be circulated or an announcement made at PACC.

11. Be sure that the new employee has a clean, well-stocked, work place or desk.

12. Have instruction materials, including manuals, procedures, and guides available.