It is often said that employees are a company’s most important asset. I believe this is true, and that’s why employees should be engaged from the very beginning. From an engagement perspective, it is important that a new employee feels welcome and that the workplace has a positive atmosphere. Key tools for achieving this are proper orientation and an open, equal, and respectful work culture. High employee turnover is costly for a company, as training a new person always consumes resources. A positive work atmosphere has been shown to reduce employee sick leave and increase productivity. That is why, in the long run, it is economically beneficial to invest in orientation and in creating a good work environment within the company.
When a new employee starts working at a company or transfers to a new position within the organization, orientation is always needed. But what does orientation mean? It refers to all the actions that help a new employee become familiar with their new tasks, workplace, and the practices of the work community. At the same time, the employee becomes acquainted with the work community and its stakeholders. Through proper orientation, the employee also learns their new job faster and correctly from the beginning. This helps avoid unnecessary mistakes that consume resources. Additionally, orientation reduces occupational safety risks, as all hazardous areas in the workplace are reviewed with the new employee right at the start of the employment relationship.
In the case of young employees, the law even requires the employer to provide guidance and personal instruction. General employment-related matters should always be reviewed particularly carefully with a young employee, not to mention occupational safety issues. In orientation, the employer must take into account not only the working conditions of the workplace but also the employee’s age and other personal characteristics.
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Orientation increases well-being at work.
Orientation can also be seen as an excellent way to improve well-being at the workplace. A new employee must be given enough time to get to know their tasks, the work community, and the organization. In addition to time, the employee should also be assigned a mentor to support them during the first few months. The attitude of the work community toward the new employee plays a significant role from their perspective. In a friendly atmosphere, it is easier to ask for help when something is unclear. When new colleagues are introduced early on and their roles in the company are clearly explained, the newcomer also knows who to turn to with questions. A welcoming attitude from coworkers helps the newcomer feel included. The orientation process should also take into account the employee’s previous experience and adapt the orientation program accordingly.
A new employee must be given enough time to get to know their tasks, the work community, and the organization.
It is advisable for a company to create an orientation program. A well-designed program is easy to implement and, over time, can be established as a standard practice. In larger organizations, an HR specialist typically prepares the orientation program, but the actual orientation is carried out by the unit supervisor or, in terms of specific job tasks, the person best suited for the role. In smaller companies, the responsibility for creating the orientation program often falls to the business owner, HR manager, or team leader. The program should be developed in collaboration with employees and with the involvement of the person responsible for occupational safety. Among existing employees, there may be individuals who are unexpectedly interested and enthusiastic about helping to create the orientation program—such resources should definitely be utilized. Long-term employees often possess tacit knowledge about the company’s practices and values, which can be valuable in the planning process. The orientation program serves as a checklist for the person conducting the orientation, and once it has been carefully created, it is easy to update and adapt as needed.
Orientation can be implemented in many different ways. Over the years, a wide variety of orientation programs have been seen and heard of. At its simplest, a program can be a checklist of important topics that are ticked off as they are covered. Watching a video independently before arriving at the actual workplace has also sometimes been used as a preliminary introduction. A refreshing and different approach I came across recently was a Code of Conduct used in the orientation process of the Norwegian company Borregaard. This ethical guideline is in use both internally and externally. Typically, such documents are just a few pages long and primarily intended as ethical instructions for suppliers. However, this document is very extensive and applies to the company’s own employees as well as partners. The company also had the more traditional ethical guideline specifically for suppliers. All employees are required to go through the extended document, participate in the related training, and confirm by signature that they have done so. The company also supports training on the content of the Code of Conduct in partner companies. This kind of practice is sustainability at its best.
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A comprehensive toolbox to support orientation
The tools used in orientation are diverse, and in many cases, only creativity sets the limit. Different methods and communication styles can be used for different parts of the orientation process. What’s important is that the information is presented clearly and understandably. If self-study materials are used during orientation, it’s a good idea to ensure in some way that they have actually been reviewed—for example, by including a short multiple-choice test to be completed independently. Of course, when designing an orientation program, the available resources must be taken into account. The average number of new hires also affects what kind of program is reasonable to create. For instance, it may not be practical to produce videos or tests for just a few new employees. It is also advisable to divide the program into logically structured and easy-to-digest sections, and to plan their sequence in advance. It’s not effective to deliver all new information in one compact session, as a person’s capacity to absorb information is limited. Going through one section at a time, while practicing and reviewing what has already been learned, leads to better learning outcomes.
Good orientation signals genuine interest in the employee and their skills.
After the initial phase of orientation, it is also important to ensure proper follow-up. It should be agreed with the employee when the next meeting will take place to sit down and discuss how well they have adapted to their tasks and integrated into the work community. Good orientation signals genuine interest in the employee and their skills. After the initial orientation period, the employee should continue to be given time to plan their work—not just perform it. This strengthens long-term engagement and well-being at work.
Orientation is an ongoing process, needed at times to revisit certain topics or when working methods change. After all, we live in a constantly evolving world, and the pace of change only seems to be accelerating. Orientation is a reciprocal dialogue and a learning process on both sides—especially in an open and respectful environment. Since good orientation promotes well-being at work and a positive workplace atmosphere, it should be integrated into the company’s sustainability strategy under the social dimension. The level of workplace well-being is measurable and can be continuously improved.
References
Borregaard Code of Conduct . (2023). https://2044808.fs1.hubspotusercontent-na1.net/hubfs/2044808/Media/Design/Company/borregaard-s-code-of-conduct.pdf
HAMKin Viestinnän lehtori Lotta Hirvosen videoluento Esihenkilötyö ja muutosjohtaminen 2024: Työhyvinvointi (henkilökohtainen tiedonanto, 28.8.2024)
Joki, M., & Helsingin seudun kauppakamari. (2024). Henkilöstöasiantuntijan käsikirja (8., uudistettu painos.). Kauppakamari.
Työsuojeluhallinnon verkkopalvelu. (18.11.2024). Perehdyttäminen. https://tyosuojelu.fi/tyosuhde/nuori-tyontekija/perehdyttaminen
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