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Orientation Guide for New Employees
I. Introduction

Do you remember your first day on the job?  Were you confident or were you a little anxious?

Most employees start a new job feeling a little uneasy about meeting their supervisor and coworkers and measuring up to their new job duties and expectations. They are often anxious to prove themselves and to “fit in” at the workplace. They also have many questions about their new work environment and wonder whether they can really do the job. Supervisors, however, often expect new employees will know what to do or will learn very quickly. Therefore, it is important for all new employees to participate in a solid orientation program to ensure a good start, to avoid potential miscommunication, and to make the job seem more manageable.

This guide is designed to introduce you to the University of Virginia New Employee Orientation (NEO) Program and to assist you in orienting your new employees. It will help you define what orientation is, why it is important, what should be covered during orientation, and who should orient new employees.

Orienting new employees will take considerable time and effort, but the time and effort spent is advantageous for your department and your new employees. The reward will be new employees making a smooth transition into the University’s workforce.



II. What is New Employee Orientation?

A comprehensive orientation for the new employee:
  • Provides the new employee with information that will ease the transition into the workplace;
  • Paints a precise picture of the department and the institution as a whole;
  • Introduces the new employee to departmental goals, policies and procedures, customs and traditions;
  • Conveys the employer’s expectations;
  • Relieves the new employee’s anxieties about starting a new job; and
  • Inspires the new employee to have a good attitude toward the University and his/her new job.

III. Why is New Employee Orientation Important?

Orientation is important because it lays a foundation for the new employee’s entire career with the department. First impressions are important since they establish the basis for everything that follows. Without orientation, a new employee sometimes feels uncomfortable in his/her new position and takes longer to reach his/her full potential.

Orientation is important because it:
  • Provides the new employee with concise and accurate information to make him/her more comfortable in the job;
  • Encourages employee confidence and helps the new employee adapt faster to the job;
  • Contributes to a more effective, productive workforce;
  • Improves employee retention; and
  • Promotes communication between the supervisor and the new employee.
IV.  What Should Be Covered During New Employee Orientation?

It is important to develop good communication with the new employee from the start. Distinct, well-defined expectations will reduce potential misunderstandings that may occur later. The more an employee knows about where he/she works the more comfortable he/she will feel in his/her new position.

Suggested topics to cover during orientation:
  • History, mission, and goals of the department/institution;
  • Position description and responsibilities;
  • Expectations of the supervisor;
  • Career development;
  • Safety precautions;
  • Responsible computing policies; and
  • Benefits and other personnel policies.
V.  Who Will Orient the New Employee?
  • Hiring Officials
  • Supervisors
  • Departmental Contacts
  • Others
Suggestions: Although several people may be involved in orientation, each department should consider having one person coordinate the department’s orientation efforts. It is important to involve supervisors because they are usually the first to have contact with the new employee and will probably be the most influential involving the new employee’s attitudes and impressions.


VI.The U.Va. New Employee Orientation Program

In an effort to make the University’s New Employee Orientation Program more employee friendly, the program has been revised to focus more on the employees and less on the paperwork. The goal is to make the orientation experience more enjoyable and memorable for employees and to involve top administrators, department heads, and immediate supervisors in the process. The charge is also to instill a sense of pride in employees, to familiarize them with the University’s mission, values, organization, and culture, and to convey information that would help employees perform their jobs more effectively.

The New Employee Orientation Program consists of:
  • Departmental Orientation
    • Provides the new employee with important information that will ease the transition into the department.
  • Faculty/Staff Resource Fair
    • Formal program introduces senior management and features a guest speaker;
    • Highlights the University community via a 10-minute new employee welcome video;
    • Presents approximately 50 University and University-related exhibitors to new faculty and staff; and
    • Informal reception offers new faculty and staff the opportunity to meet senior management and other faculty and staff.
 
VII.  Departmental Orientation 

Departmental orientation enables the new employee to receive one on one attention during orientation and allows departments to tailor information to meet their department’s needs.

An orientation checklist, the “Departmental Orientation Checklist,” is provided for the department and the new employee to help specify information to be covered during the orientation process.  A copy of the checklist is given to the new employee at the benefits/payroll appointment so the new employee will know what to expect during the department orientation.

Highlights of the orientation checklist include:
  • Topics to discuss with the new employee via telephone;
  • Department arrangements to complete before the new employee’s arrival;
  • Topics to discuss with the new employee during the 1st day/1st week;
  • Topics to discuss with the new employee three months from date of hire; and
  • Space is provided for departments to customize the orientation information to suit the department’s unique needs.
Information to Be Discussed Using the Checklist

A. Prior to the 1st Day of Employment
  • Contact the new employee via telephone and welcome him/her to the University;
  • Determine the name the employee wants to be called;
  • Emphasize the importance of the benefits/payroll appointment and remind them of date and time;
  • Provide parking and transportation information;
  • Discuss department’s dress code and/or uniform requirements;
  • Discuss payroll details; and
  • Introduce the new employee by email and/or letter to the department faculty and staff.
Suggestions: Arrangements should be made beforehand regarding the new employee’s workspace and office supplies. Doing so conveys that the department is prepared for the new employee’s arrival. Current employees should also be alerted to the new employee’s arrival, especially if an associate/peer will be assigned to the new employee. To ensure a smooth orientation, a department orientation agenda is recommended so the new employee and current staff know what to expect.

B.  1st Day/1st Week of Employment
  • Provide a brief history of the department along with departmental/University organizational charts;
  • Discuss the daily operation of the department and matters such as staff meetings, newsletters, hours of work, time cards/clock, lunch breaks;
  • Discuss the process for accumulating leave time and requesting time off;
  • Provide the new employee with performance expectations, including an up-to-date position description;
  • Discuss the performance planning and evaluation process;
  • Review Responsible Computing Handbook (refer to website http://www.itc.virginia.edu/pubs/docs/RespComp/resp-comp-facstf.html); and
  • Discuss department and University policies and procedures.
Suggestions: Supervisors should discuss with the new employee the expectations detailed in the performance planning and evaluation process. All salaried staff is expected to serve a 12-month probationary period upon initial hire into a state position. During this probationary period, supervisors may not apply the “Standards of Conduct” (refer to website: http://www.hrs.virginia.edu/policies/emprel/standards.html and employees may not use the Grievance Procedure (Grievance Procedure Brochure is distributed at the benefits/payroll appointment). Supervisors should use the performance expectations to guide the new employee in learning what is expected of him/her in the position.


C.  The Probationary Process

All new and rehired salaried staff work on a probationary basis for the first 12 months (360 calendar days) after their date of hire. Within the first 30 days of employment, the supervisor should establish performance expectations for the new employee. Supervisors are encouraged to use this as an opportunity to discuss the position with employees, to clarify aspects of the job for employees and to discuss expected performance with the employees.

Employees must receive a “formal” performance review at a 6 month point and within three weeks prior to the completion of their probationary periods. It is strongly recommended that supervisors provide structured feedback to probationary employees by completing Probationary Review Forms at 3 months and 9 months.

A probationary employee is expected to maintain the highest standards of conduct and job performance. If a supervisor feels that a probationary employee’s behavior or performance can be improved to a satisfactory level with counseling prior to the end of the probationary period, there are counseling guidelines available to assist the supervisor.

For more information, call Human Resources Consulting Services Division at 924-4598 or visit the University Human Resources website at http://www.hrs.virginia.edu.

D.  Customizing the Departmental Orientation Checklist

Departments are encouraged to customize the checklist to address department-specific information. Examples include:
  • Proper handling of hazardous materials;
  • Equipment safety procedures for any staff who operate equipment such as chainsaws, trimmers, and mowers;
  • Safety protocols for bus drivers and institutional chauffeurs; and
  • Law enforcement protocols for University police.
E.  Returning the Departmental Orientation Checklist

After completing the checklist, the employing department should retain a copy of the checklist in the department files and provide the new employee with a copy.  Completing the checklist will help departments and new employees ensure a comprehensive orientation.  


VIII.  The Faculty/Staff Resource Fair

The Faculty/Staff Resource Fair gives newly hired faculty and staff the opportunity to explore University services and resources and the opportunity to meet senior administrators and other faculty and staff. It is important for new faculty and staff to attend the fair because it:
  • Welcomes new faculty and staff to the University;
  • Provides interaction with about 50 University and University-related exhibitors;
  • Brings information about University services and resources to one location; and
  • Introduces new faculty and staff to senior management, to other faculty and staff and to the University community.
The resource fairs, hosted twice per year, are currently held in Newcomb Hall. The fair begins with introductions of senior management and a guest speaker. A short new employee welcome video, produced by and for University faculty and staff, is also shown. The fair concludes with an informal reception and an exciting array of exhibits showcasing University services ranging from employee benefits and services to social and cultural opportunities within the University community.

To help new faculty and staff acclimate to the University, departments are encouraged to send a representative(s) to the fair to accompany their department’s new faculty and staff. It is important to promote orientation as a shared responsibility between the employing department, University Human Resources, senior management and the University community.


IX.  Frequently Requested Reference Information

Within the first several months from the date of hire is also a good time to discuss other resources available to the new employee. Frequently requested information is included in the University Human Resources “Resource Directory for Faculty and Staff”.  The directory and other new employee resources are available on the University Human Resources website at: http://www.hrs.virginia.edu/relations/orientation.html.



X.  Need Help?

New employees must be clear about their responsibilities at the University and given the tools needed to be successful in their jobs. A good orientation program takes time and effort, yet it is an important investment for hiring departments, new employees, and the University.

This guide is intended to assist the department’s orientation efforts by highlighting the advantages and suggested content of a comprehensive orientation program. Please contact us so we may assist you with new employee orientation or any other human resources related matter.

Additional Information:
Human Resources General Information:

University Human Resources
914 Emmet Street, P.O. Box 400127
Charlottesville, VA 22904-4127

Phone: (434) 924-4598

E-mail: hrdept@virginia.edu

Please visit our website at http://www.hrs.virginia.edu
Updated: 9-15-08