Informal orientation begins when you decide to hire someone and make the job offer. Give instructions at that point about to whom to report, along with when and where to report. Terms of employment, including hours of work, rate of pay, when and how pay is issued. Other first day activities should include: assigning parking spaces and lockers, issuing I.D. cards or badges, completing payroll benefit or withholding forms, measuring for or issuing uniforms and issuing handbooks on rules of conduct. If you have a handbook-and most employers should-be sure the employee signs a form acknowledging receipt of the handbook and an agreement to read it. If you require physical examinations and one has not been completed prior to hiring, this would probably be the time to set up an appointment for one.

Formal company orientation can wait. Don't tell new employees too much too soon. The first day will be filled with new faces, new settings and new tasks. Giving them more than basic information on the first day will probably not be effective since it will be competing with too much other information. Formal orientation is much more effective some time after employees begin work. They will have some knowledge of the organization, will be more relaxed and will gain more from a program conducted a few weeks after starting.

Normal orientation begins in the department on the first day. Items covered by the departmental supervisor should typically include:

1. Introduction to co-workers and perhaps assigning a "buddy" for the first week or so.
2. A tour of the work area, which should point out locations of restrooms, drinking fountains, lunch or break room accommodations and storage areas.

Many organizations provide a checklist to guide the supervisor through introduction and orientation to department procedures, routines and tasks. Giving a copy of the checklist to the new employee serves to remind them of the topics that need to be covered.

The content of formal orientation programs varies among employees. It is affected by how much time each employer wants to give to the program, how often it's held and at what point following employment it's presented to new personnel.

A typical program might be given once a month for all employees who have been hired since the last orientation program was held.

Some organizations devote a full day to the program, but most last from two to four hours. Program content generally covers:

1. Company history and future plans.
2. Benefit programs including plan content and eligibility requirements.
3. Salary program-description of the performance appraisal program and eligibility for salary increases.
4. Opportunities for career development and advancement.
5. Safety and health.
6. Rules of conduct and company discipline.

Some organizations include facility tours and have company officials make presentations. Content, duration and frequency of your program will be determined by your organization's style and personality.

If your handbook contains a provision that all employees will receive an orientation, be sure you follow through. Check federal, state and local laws on hazardous materials to see if you are required to provide notification and training.

In a real sense, orientation continues beyond the formal programs. It is wise to follow up on how new people are doing at least through an introductory period. It's important to clear up any misunderstandings during this time. Anything that can be done to reduce turnover and help new people become fully productive is worthwhile.

Follow up also allows you to check the effectiveness of your formal and informal programs. Were items of interest left out? Could topics be covered more efficiently or effectively? Is the information being retained? Are supervisors up-to-date on policy and procedures?

Training is one of the most critical elements of your injury and illness prevention program. It not only allows employees to learn their jobs properly and bring new ideas to the workplace, it also puts your program in to action. Your employees will benefit from safety and health training through fewer work-related injuries and illnesses. You benefit from reduced workplace injuries, increased productivity, lower costs and a more cohesive and dependable work force.

An effective safety program includes training for both supervisors and employees. To be effective and help meet state and federal requirements, your training program should start with your supervisors. They should know:

1. They are the key persons responsible for the establishment and success of your safety program.
2. They are responsible for being familiar with safety and health hazards to which their employees are exposed, how to recognize them, the potential effects these hazards have on the employees and rules, procedures and work practices for controlling exposure to those hazards.
3. How to convey this information to employees by setting good examples, instructing them, making sure they fully understand and follow safe procedures
4. How to investigate accidents and take corrective and preventive action.

Your employees should know:

1. The success of the company's safety program depends on their actions as well as yours.
2. The safe work procedures required for their jobs and how these procedures protect them against exposure.
3. When personal protective equipment is required, how to use it and maintain it in good condition.
4. What to do if emergencies occur in the workplace.

As the employer, you must ensure that all employees are knowledgeable about the materials and equipment they are working with, what known hazards are present and how they are controlled.

Each employee needs to understand that:

1. No employee is expected to perform a job until he/she has received instructions on how to do it properly and safely and is authorized to perform the job.
2. No employee should undertake a job that appears to be unsafe.
3. No employee should use chemicals without fully understanding their toxic properties and without the knowledge required to work with them safely.
4. Mechanical safeguards must always be in place and kept in place.
5. Employees are to report to a supervisor all unsafe conditions or work practices encountered during work.
6. Any work-related injury or illness suffered, however slight, must be reported to management at once.
7. Personal protective equipment must be used when and where required and properly maintained.

Your safety training program should be customized around your operations and exposures. At a minimum, it should provide training and instruction:

To all new employees.

1. To all employees given new job assignments for which training has not been previously received.
2. Whenever new substances, processes, procedures or equipment are introduced to the workplace and present a new hazard.
3. Whenever new personal protective equipment or different work practices are used on existing hazards.
4. Whenever you or your supervisors are made award of a new or previously unrecognized hazard.
5. For all supervisors to assure they are familiar with the safety and health hazards to which employees under their immediate direction and control may be exposed.

A well written and implemented new employee orientation program is the first step in hiring and training the best individuals for the job. It reduces turnover, assists in providing a more safe work place for your employees, helps comply with local, state and federal requirements, reduces operating expenses and improves productivity.