Job-Specific Orientation Plan
Natalie Kea
BUS 114
Professor Lauterborn
June 2, 2015

Job-Specific Orientation Plan An orientation plan is needed in order to prepare a new hire of what is expected, rules & regulations, standards and how to do their job. Each company has their own way of conducting an orientation and it is specific to their needs.

Cover Job-Specific Details
Provide the new employee with job-specific information such as:
a. Function and mission statement of the organization, and how the employee fits in.
b. The vision, values and goals of the organization.
c. Job responsibilities, expectations and duties detailed in a Standard Operations Procedures (SOP) Guide.
d. Job-specific policies, procedures, rules and regulations.
e. Career development opportunities, such as available professional organization membership, training, tuition reimbursement, and career progression.

Prepare a three- to four-page (not including the title and reference pages) job-specific orientation plan for a job with which you are familiar. Include the following:
•A detailed list of items covered in the plan. Identify which handouts, reference documents, and other supporting material will be required for the orientation.
Some of topics that will be covered by HRS include:
• online training requirements (general safety, sexual harassment, emergency preparedness)
• policy for use of UNC facilities, property, equipment
• campus safety and security
• accidents and emergencies – reporting and workers’ compensation requirements
• general policies
• safeguarding personal belongings
• review Becoming a Bear booklet and handouts
• compensation system and pay increases
• how to access the pay advise online (URSA)
• pay dates
• general overtime/compensatory time
• ensure employee has scheduled a follow-up appointment Benefits Coordinator
• professional organizations available
• professional development opportunities
• computer training and SkillSoft availability
• inclement weather/ campus closures

•Prepare an overview and list of instructions for the new employees’ mentor.
•Select one of the learning objectives and describe how you will train the person to learn the new skills or behavior.
•Explain how you will measure their achievement for this learning objective.

Orientation consists of a well thought out plan that is ongoing and provides feedback and training over the course of employment. Starting with a new employer or even accepting a new job in the same organization can be exciting, yet still challenging. It is important to provide appropriate information in a timely manner without overwhelming the employee.
If done properly, a good orientation program can save time and money in the long run by helping employees understand UNC’s culture, the job expectations, and the employee’s responsibilities. By learning the required skills quickly, the learning curve is reduced. Additionally, it can help reduce turnover, which is extremely costly to the department and the university. It is estimated that it costs an employer roughly three times the amount of annual salary of the vacant position when you factor in the costs of lost productivity, recruiting, hiring, and training a new employee. Therefore, a solid orientation program can foster commitment and loyalty to the university, lending to better morale, productivity, and motivation; while reducing long-term recruiting and hiring expenses.
Supervisors should review this guide and establish orientation procedures based on the type of position. This booklet will guide you through what departments should target during the orientation process. It is a general guide and will not cover all specific items that may relate to a position. Much of the information for the new employee is provided in the Becoming a Bear – A new-hire guide to UNC and covered during the HRS portion of orientation.

Reference:

Cassidy, C., & Kreitner, R. (2010). Supervision: Setting people up for success. Boston: South-Western Cengage Learning.