[Set out constraints] It is not advisable to encourage creativity through out your organization without stipulating constraints. The constraints can be in form of finance, time-span and effects to operational flow. You do not want to create a ‘renaissance” workplace and then put a dampener on team-building by insisting that these ideas are not workable.

[Which department was affected?] Quite often, every well-meaning creative idea will translate into extra work for other departments. It is idealistic to expect your employees to accept changes from other “creative” department. Thus it is more prudent to encourage creative team to spare a thought for other departments. It will also be good practise for them to inform affected departments of changes after getting go-ahead from top management.

[Is there a shelf life for this idea?] Many creative teams do not factor in a dynamic environment where change is only certainty. By enquiring about potential shelf life of a creative idea, team members will also contemplate about respect and protection of organisation’s intellectual property.

[Which other organization may benefit from this?] Some creative ideas may not be appropriate to implement but can be used as potential solutions for other organizations in industry. With this in mind, we always encourage every organization to have a knowledge bank which can house these ideas and also serve as a pension for long-serving enterprising employees.

[Team Presentation] The importance of presenting ideas cannot be overstated; it encourages team to be proud of its efforts and gives rest of organization an opportunity to ask for clarification.

Obviously consideration needs to be given to costs involved in induction. These comprise salary costs for time off job, materials costs, supervision costs, telecommunications costs etc. In this case, organisation has a very sound Wide Area Network (WAN), desktop PCs and video-conferencing facilities in each of its offices, so by using existing infrastructure, they can provide for all of these methods without additional expenditure.

Delivery Strategy

On first day of commencement, new starters will be assigned ‘Buddies’ from their work teams. Buddies will introduce new starters to key people and places they need to know about and give them Phase One Checklist to continue on days two through five.

On each of those days inductees will spend at least some of their day meeting Responsible People shown on their checklist. For example, one of Fire Wardens will show inductees where fire escape routes are and locations of fire hydrants and other safety apparatus.

The union representative will discuss union, its services and fees. Someone will run through process for booking, obtaining fuel, and maintaining company vehicles.

After they have obtained a login for their computer, inductees will be directed to Induction/Orientation Site where they will work through their Phase Two program while completing assigned tasks. Their first task will be to send an email to their Induction Officer advising that they have access to system and are ready to begin their induction program.

Some of tasks will require participation in video-conference sessions, discussion lists, and self-directed research among wealth of corporate policies, procedures etc available across corporate intranet. These tasks will have a problem-solving focus and a few will be closely related to their occupational group. For example, inductees who work in accounts payable section will be asked to find a procedure relating to accounts and to answer a specific question. This will familiarize them with Electronic Performance Support System and organisation’s policies and procedures.

Designated Induction Officers in each Australian State and Territory will monitor inductees’ progress. They will receive electronic notification when inductees complete online quizzes and email them when arranging video conferences or discussion lists to give them research and presentation tasks. Where practicable, subject matter experts will participate in video conferences and discussion groups to answer questions and give examples.

Conclusion

While all this may sound like hard work, once ‘inductionware’ is produced, tested and validated for reliability and user friendliness, it will be quite a simple process.

Like any human endeavour, outcomes will be determined by effort stakeholders make in implementation. The best designed induction system in world, on or offline will only work if key players become involved and remain involved.

This induction program will resolve numerous audit and employee criticisms about induction either not being done or being done poorly. And it should be completed just in time for Christmas.

© Robin Henry 2001