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What To Include In Your Induction Training

Induction training ensures that new workers adopt good working habits, helps them to feel as though they are part of your company and alerts them to the expectations that your company has for employees.

Amy Galbraith

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Introducing new employees to your company and your processes is a vital part of hiring new talent. You will need to teach them about any administrative processes that will happen during their onboarding period, as well as show them the ropes of their new position.

This is known as induction training, and is of vital importance to any new employee who enters your company. Induction training ensures that new workers adopt good working habits, helps them to feel as though they are part of your company and alerts them to the expectations that your company has for employees.

The description and expectations of the role

This is one of the most important parts of your induction training and should be the first step you take for your new employees. This should start as soon as they have accepted their role, as it will make the onboarding process easier and more efficient.

You will need to send them an offer letter, two copies of the contract (one for them to sign and one for them to keep), details of all benefits and a copy of the employee handbook. On their first day in the office, you should describe their new role to them in detail as well as how they are expected to perform. By taking this simple step, you are preparing your employees for the rest of their time at your company.

Related: As An Entrepreneur, Be A Motivational Leader To Your Staff

Health and safety in the workplace

You are legally required to provide your employees with any health and safety information they need to carry out their roles. You will need to provide them with a copy of the company’s health and safety policy. And ensure that they sign it once they have read over it and understood it.

You must inform all new workers of the fire safety procedures and tell them what to do if the alarm should sound.  Health and safety in the workplace also involves your policies on using the kitchen in your office, so be sure to show them the kitchen and educate them on any rules you might have.

Tour the premises

It is important that your employees know the layout of the inside and outside of your office, especially if an emergency should occur. It is also helpful for them to know where the kitchen and restrooms are.

A tour of the premises will also allow new employees to familiarise themselves with the different departments. If they need to speak to the client services department, they will know exactly where to go rather than having to wander the halls lost. While this might not seem to be a vital part of induction training, it is helpful in making your employee feel welcomed and accepted in the company.

Introduction to their colleagues

Introducing new workers to their colleagues is an important part of induction training. You should start by introducing them to their line managers, the HR department, the health and safety officers and the employee representatives.

Meeting their line manager first will allow your new employee to get a feel for the role and get to know who they will be reporting to. It can make first days less stressful and maintain a friendly office atmosphere. Have a moment during your morning discussions to introduce your new employee to the rest of their colleagues, but be sure that they are okay with you doing this beforehand.

Related: What must I include in an orientation pack for new staff?

Provide ample orientation

The orientation period of the training should not be forgotten, nor should it be lackadaisical. You will need to include an introduction to the processes of logging on to computers, where to find stationery supplies, and the policy on use of phones during working hours.

Show your new employee how to turn on and log into their new computer, including how to access folders, emails and the company’s drive. It might be a good idea to assign a “work buddy” to your employee to help them with any new tasks at first. Providing ample orientation will make the transitioning process easier for your employees, but be sure to have regular catch up meetings during their first three months to see how they are handling the position.

Induction training is important

If you own a fast-paced company, you might not think that induction training is very important. However, nothing could be further from the truth. Induction training is immensely helpful for new employees, just as courses for team leaders are for more established employees.

You will need to provide a thorough description of their role, explain the health and safety procedures of your office and introduce new employees to the rest of the office on the first day. From here, you should have regular checkups during their first three months to ascertain their progress.

Amy Galbraith is a junior writer at Rogerwilco. She has had a passion for professional writing since graduating from the University of KwaZulu-Natal with a Masters degree in English Literature. She now writes compelling copy for an exciting variety of clients, and enjoys writing on topics including education, finance and millennial issues.

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Managing Staff

Why Small Teams Get It Done Better, Faster And Under Budget

How is a project delivered four months ahead of schedule and R2 million under budget? Because small teams deliver work within significantly shorter time frames and with smaller budgets. Here’s how.

THE TEAM SECRET

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The challenge

We will focus on teams that are given tasks that must be completed within a specific time frame, for instance a set number of items by close of business or objectives to be reached by a specific date, and we will also investigate the difference in performance between larger and smaller teams. Our case studies are based on client interventions by a management consulting company that co-author Anton Burger worked for. During these client interventions he worked with and managed teams ranging from two to 110 people across various industries.

An interesting truth was revealed during two such client interventions several years apart when two teams, one large and one small, had to deliver the same type of solution. The smaller team delivered the work within a significantly shorter time frame and with a smaller budget.

Over the 19-year period that our co-author Anton Burger worked with and managed teams, the question was often asked, why are smaller teams able to achieve so much more? Let’s look at the following example.

A big life insurance company wanted to computerise their business processes to improve operational efficiencies. This would not only bring down operational cost but also improve customer experience.

Related: Why Small Businesses Are Unable To Pay Staff Salaries

The management team of the organisation approached Victor Pereira (pseudonym), a management consultant, to assist with the selection of suitable software to computerise the business and to put a team together to implement the system. A system was soon selected and a seven-member team was established.

The team consisted of a team leader, a two-man development team, an IT expert and a three-man business analysis (to determine the needs of the business) and testing team. The members of the team were all specialists in their fields and had much experience.

Besides the normal challenges that go with a project of this nature, there was one additional challenge — the version of the software in question had never before been implemented anywhere in the world. The client would be the first.

Adding to this challenge was the fact that, should any software code issues come up, they could only be resolved by the software provider based in the United States. This meant the team needed to be flexible and had to work after hours in South Africa to coincide with the working hours of the software provider.

However, the project team took ownership of the challenges and was determined to solve the issues and implement the system. The relatively small size of the team made communication and decision-making easier.

Large teams heighten complexity

Each team member was adaptable, committed to the project goals, and took ownership. This insured effective and high-quality deliverables. A combination of factors, such as the size of the team, the right people with the right skills and their commitment to the goals, ensured that the project was delivered four months ahead of schedule and R2 million under budget.

After the successful completion of the project, Victor was approached by the life insurance company to salvage a project to replace their outdated and disparate transactional systems (that had already been computerised) with a single modern system. The company had already spent some time and money trying to implement a new transactional system but little progress had been made. As project director, Victor was confronted with the challenge to restart the project and complete it within the original time frame with a smaller budget.

Given the time pressure, the company believed throwing a big team at the problem would help solve it. Up until this point in his career, Victor had predominantly worked with smaller teams and had never experienced the challenges surrounding teamwork in a team of this size.

A mixture of existing and new teams was assigned to the project. This overall team, totalling 110, was made up of multiple sub-teams ranging between four and 12, each with their own team leader. Multiple vendors supplied software components, which had to be integrated with each other and existing interfaces.

The multiple teams and vendors, combined with a highly regulated financial services environment, created an extremely complex project. The size of the greater team posed a significant challenge in terms of communication and co-ordination. Teams started planning their respective deliverables, sometimes without consulting or planning with other teams that were involved. Some team leaders excluded team members from the planning process, which meant that team members could not commit to time frames. This led to a lack of commitment with team members not taking ownership.

Consequently, the project struggled to gain momentum. A project of this scale requires careful planning and coordination between the different teams involved. Teams depended on deliverables from other teams to meet deadlines. For example, the development team could not start development unless the business analysis team had completed their business needs specifications.

The problems were exacerbated by the fact that team leaders did not have the right authority levels to make decisions on the spot and this also hampered progress. One of the key teams started missing critical deliverables, which had a negative impact on all the other teams.

The moment non-delivery becomes a reality, pressure mounts for all parties involved. At times like these the level of trust among team members is the glue that holds things together. However, in this case there was a breakdown in trust among some members of the overall leadership team.

At this point Victor realised that at the current rate of progress the team would not reach the project goals. An intervention was needed. He red-flagged it with the managing director of the company and it was decided that a different approach to coordination was urgently needed.

The project was stopped and the approach reevaluated. The entire project was re-planned but this time with all the team leaders and team members involved. Victor was astounded by the complete about-turn in the team morale. This resulted in more realistic timelines and commitment from all team members, which fostered a sense of ownership.

The project made good progress but sadly, due to the significant delays, the original launch dates could not be achieved and the project was over budget. Surprisingly (or not), the small team that was incorporated into the bigger team made excellent progress and delivered on their scope of work, on time.

Related: 7 Team Building Ideas To Create An Engaged Team

Small teams achieve better teamwork

The value of teamwork, the importance of managing teams well and even the effectiveness of smaller teams have been well documented and developed over the past 70 years. In the 1950s a more scientific approach was introduced to the concept of teamwork when two American engineers, Joseph M. Juran and W. Edwards Deming, took their philosophy on quality to Japan. They were invited by the Japanese Union of Scientists and Engineers to do something about the perceived poor quality of Japanese products.

Their thinking gave birth to the concept of Quality Circles — a system in which small teams of employees voluntarily come together to define and solve a quality or performance-related problem. Secondly, it led to Total Quality Management — a system of managerial, statistical and technological concepts and techniques aimed at achieving quality objectives throughout an organisation.

This system expanded into teams with the relevant authority (at low levels) to make decisions. During the late 1980s and early 1990s organisations across the globe were dominated by self-managing teams,  relatively small and highly autonomous work teams that take responsibility for a product, project or service, and self-directed teams,  small groups of employees who have day-to-day responsibility for managing themselves and their work.

Another type of team that is often used to improve organisational performance is a mission-directed work team. The aim of mission-directed work teams is to provide leaders and their teams with the skills to:

  • Achieve high and continually improving levels of quality, speed and cost effectiveness
  • Establish goal alignment and business focus
  • Benchmark themselves against best leadership and workplace practices to identify and address high leverage areas for improvement in a systematic manner
  • Create a visual workplace (the use of pictures, graphics and other images to convey information and meaning quickly and simply) to simplify the management
  • of objectives
  • Achieve teamwork, participation and continuous learning.
  • Work teams have gained worldwide acceptance in organisations. However, while teamwork is essential to organisational performance, effective teamwork is often elusive.

A decline in effectiveness is often caused by teams that are too big, teams that do not have a clear purpose or a structured plan or are made up of the wrong members. Teams that are not trusted with great responsibility and are not allowed much freedom to make their own decisions may also fail. Conflict, mistrust and poor leadership are often the leading causes of poor performance by a team.

Professors Martin Hoegl, head of the Institute of Leadership and Organisation at Ludwig-Maximilians University in Munich, Hans Georg Gemuenden, of BI Norwegian Business School, Oslo and K. Praveen Parboteeah of University of Wisconsin–Whitewater investigated the effects of team size on teamwork quality among 58 software development projects. They found that the top five teams, in terms of teamwork quality, ranged in size from three to six members and the bottom five from seven to nine members. More significantly, on average, teams of three members achieved 63% of the teamwork quality of the best team, which is in stark contrast to teams of nine members which only achieved 28%.

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Managing Staff

7 Simple Steps To Strategise For 2019’s Success

To make that happen you will need to start strategising soon. So let’s talk about how all of us can create effective team strategies for 2019.

Revel Africa

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With the buzz and hoopla in full swing this holiday season, as managers and business owners it’s good to remember that the new year is right around the corner. We all want next year to be better than this one, and you probably have a few improvements in mind that you want to see come to fruition.

To make that happen you will need to start strategising soon. So let’s talk about how all of us can create effective team strategies for 2019.

1. First, clarify your goals

To know what the new year should look like, start by understanding what this year was like. Pull reports now while data is fresh, and look at this year’s performance. Identify the changes you’d like to see in the upcoming year.

Then you can clearly see what you want your team to achieve in the new year:

  • What specific metrics need work?
  • Do you want to see an increase in overall revenues by a certain percentage?
  • How about improving productivity and cutting costs?

2. Time to plan

Once you have an idea of what needs changing you can work out the details of how you will achieve it.

Consider the SMART acronym when putting your plan together. Is your plan:

  • Specific (simple, sensible, significant).
  • Measurable (meaningful, motivating).
  • Achievable (agreed, attainable).
  • Relevant (reasonable, realistic and resourced, results-based).
  • Time bound (time-based, time limited, time/cost limited, timely, time-sensitive)

As leaders we need to lead with clarity and decisiveness, but we will do well to gain the input and ideas of those we lead.

Once you have your plan in place, you can bring in your team.

Related: Planning A Year End Function On A Budget? Five Fabulous Tips To Get The Most Bang For Your Buck

3. Book a break-away meeting

Plan your meeting after the holiday season has passed. The start of the year is a good time, as everything has calmed down, minds are fresh, and people are ready for vision. So, early in January, bring your key management team together and let them know you would like to discuss the goals for the upcoming year.

Plan a meeting away from the office so that the usual distractions are eliminated, and you can all focus on the key objectives. Sometimes we need help arranging these things, like finding a great venue, arranging food, including ice-breakers, creative starters and games to get the juices flowing, and so on. This is not your core skill set, so consider hiring an event planner and an MC to keep the day on track, so that you can focus on the main thing – getting the team focused and energised for success in 2019.

4. Setup the meeting agenda

Start the meeting by bringing everyone up to speed by reviewing last year’s stats. Show the results that you reviewed and allow them to see where the areas of success were, as well as the areas that need attention. If you haven’t already, recognise the team members who stood out in various important aspects of the business. This is tremendously motivating and encouraging.

Get a conversation going either in small teams, or around the table where ideas are brainstormed for how to solve the areas that need improvement. Find out from the team why they think the business struggled in these areas, and how they think improvements can be made.

Your agenda could cover these conversation starters:

  1. What are the three most important objectives for this year. Think “big picture” here, things that touch on profit and future achievement.
  2. Who is responsible for each of these?
  • What will you do?
  • How will you do it?
  • By when will you do it?
  1. Break the year up into monthly metrics and put quarterly goal-planning reviews on your calendar. This commits you to pause and measure every 90 days, while keeping a close eye on profits, clients, projects, revenue in 30-day intervals.
  2. Link up. Remember, lone wolves starve to death. Think about who can you partner with in 2019 to reach your goals – who are your advocates, allies, referral sources, and potential joint venture partners who can help you leapfrog over obstacles and who complement your own products and services. Get contact details and build your relationship with them so you can collaborate more closely – starting right now.

Remember to take breaks that are fun and creative in order to unhook from this intense deep dive into strategy. You don’t want to burn out your team right at the start of the year. Keep snacks, water, and activities going so that they have fuel to keep on but start the year motivated and positive.

5. Draw up the final plan

Once done, it is time to go through all of the input you have received to supplement your strategies, and draw up the final plan. When your final plan is ready, bring the remainder of your team together and lay out the plan for 2019. This can be done via a video recording, Skype, an email, a meeting, or one-on-one conversations, depending on the size and locations of your team. Be clear about what they need to bring to the table in 2019 and how it will be measured. Then ask for a commitment from each team member to work toward the improvement in the coming year.

6. Tracking and Measuring

Once the team is committed and bought into the 2019 strategy, you’ve only just begun. Set policies and procedures in place to track progress, provide updates, and hold people accountable to their commitments. Some managers might opt to check the metrics daily and send out weekly updates, while others may check weekly and send out monthly updates. Whatever you decide, consistency is key to ensure you stay on track to achieve your goals in 2019.

7. Invest in resources for success in 2019

As this year winds down, commit yourself to leading, motivating, and inspiring your team to work together towards your common goal. Plan how you can come alongside your managers to ensure their success by offering mentoring, support, training, and whatever resources they need to achieve these goals.Their success is ultimately your success.

Similarly it might be a good time to invest more into your own growth – consider a mentor for the year ahead who can help take you past your own limitations and rutted thinking. Read books on leadership and other’s business successes; plan three mini-holidays in the year to keep you sharp and focused. Remember you can only give to others what you yourself have.

This simple yet effective strategy can be applied to whatever type of business you are in, and can help you gain the buy-in of your vision by your team and make 2019 a year of achievable success.

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Managing Staff

The Value Of Employee Growth

When you’re running a fresh and shiny new business, how do you ensure your employees feel like they have a place to go?

Chris Ogden

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Investing into the future of an employee is a complex task at the best of times. Well-established organisations battle to manage employee expectations and growth trajectories so what options does a startup have when it is still finding its feet? While having an agile and energetic young company is often enough of a drawcard for talent, you still need to create pathways that are unique to your business and that allow for employees to grow, both personally and professionally.

Step 01: Embrace difference

Recognise that your business is made up of a variety of different roles and that each one offers different employee pathways. You need to find the pathways and roles that suit an employee’s personality and their idea of where they want to grow.

It’s in seeing these differences and embracing them that you are already providing your employees with a voice and showing them that they are heard.

Related: 5 Benefits Of Turning Your Employee Into An Intrapreneur

Step 02: Be inventive

Find a way of creating growth opportunities even with the few roles you have in your business. For example, you could create a methodology that has tiered levels within a specific role. Then a person has opportunity to expand their skills and responsibilities in that role. This would work for roles that are fixed, like an office admin, or for roles that are flexible.

Step 03: Finance and responsibility

Outline how a person can grow financially and show them the additional objectives and responsibilities their role offers. Some people aren’t just about the money, they want more to do and they don’t want to be bored.

Step 04: Key Performance Indicators (KPIs)

It is essential that you measure people so that you can create opportunity for them. Tell them their KPIs so that they have benchmarks and everyone has expectations. This allows you to let people know when they are or are not doing well.

They can assess their performance properly and there is no risk of people having differing expectations that impact on ability or role. You must openly and honestly review employees and yourself.

Related: 6 Ways To Build Your Business With Employee-Entrepreneurs

Step 05: Encourage mentorship

It’s really worth encouraging people to guide or mentor one another. Some people may stay in your business for years, some only for a few months, but you want to see them all grow. By creating an environment that inspires people to mentor and guide one another, you’re ensuring that every person in your business is given a chance to teach and to learn.

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