Orientation Passport Will Help You Get New Hires Productive ASAP!
PASSPORT is a patent-pending business
method that integrates new employees into the organization resulting
reduced learning curve, improved productivity and increased retention.
Human Resource organizations have eliminated 35% of the human resource
positions since 2001. This presents a potential resource problem
because the responsibility for orienting new employees usually lies
with human resources first and then managers second. Organizations are
coping for now, because organizations have not been hiring. Research
has shown that having a good employee integration program can improve
employee retention by as much as 25%. Most companies deal with new
employees in one of the following ways:
Have them fill out paperwork on the first day and send them to their
department with little or no formal explanations on how to be
productive. This type of individual usually learns his/her job on an ad
hoc basis from other workers. Quite a bit of time is spent standing or
sitting around waiting for some-one to tell them what to do. It
usually takes new hires 2-4 weeks to be productive.
Employees come into an organization and there is a formal orientation.
This can be anywhere from 4 hours to several days. The problem with
this is that new employees have no context to link the information to
and immediately forget 90% of what they heard.
Employees come into an organization and complete orientation online.
While online orientations provide new hires with a place to find
information, the problems with this are that there is not follow up to
see if the new hire understands or has even covered the material. It
does not get new employees to go beyond their immediate work group to
meet others in the company or to understand how their job fits into the
Once organizations begin hiring, they will need to find new ways to
handle business methods or rehire the staff to do it. Many
organizations push managers to do the department or work group
orientation. This varies based on the manager's skills, time, and
Relying on managers provides no consistency or discipline to ensure
that each new hire will have the same information. When an organization
has a decentralized structure (several sites throughout the country or
world), consistency becomes even more important to increasing
productivity and reducing the learning curve. Human Capital is the
competitive advantage of many of the best organizations that are
thriving in this economy.
Organizations, especially large organizations, have a requirement to
provide documentation of training, etc. for several compliance audits.
These include EEO/AA, OSHA, and ISO. When a person files a
discrimination charge, the organization must provide evidence to
counter that discrimination. This requires resources both time, and
systems to capture and maintain that proof.
With all the downsizing of the past two years, employee loyalty is at
an all-time low. Predictions say that by 2005, there will be another
labor shortage where organizations will be fighting for limited
resources. Each time an employee quits an organization, it costs the
organization at least one to one-and-a-half times that person's annual
salary to recruit, hire and train the new employee.
According to SHRM (The Society of Human Resource Managers), the
national employee turnover rate is 17% for companies with less than 500
employees and it goes up to 25% for larger companies. Some industries
like the hospitality industry have employee turnover rates of as much
as 300%. A company with 1000 employees with a turnover rate of 17%
loses an average of $5.1 million per year because of turnover. This
directly hits the bottom line. By improving retention by only 1% will
save this company $51,000 per year.
PASSPORT is a business method that addresses
all of these problems simultaneously. The process shifts the
responsibility from human resources and management to that of the new
hire. New employees receive a booklet called ORIENTATION
consists of about 100 task statements that the new hire must accomplish
within the first ninety days on the job. The new employee must network
through the organization to acquire the information. When the new hire
has synthesized the information, they accomplish the task in front of a
mentor who initials completion of that task. Employees can have many
mentors throughout the organization. A mentor can be the person
receiving the paperwork or teaching a class. It can be a manager or a
At the end of
the ninety days, the new employee and the manager review the
accomplishments in the pass-port. The employee signs off in the
passport. The manager signs verifying that the new hire has completed
all the tasks and associated training. The employee turns the signed
passport into Human Resources. The organization has established a
reward the employee receives upon completion. The employee receives the
reward. Human Resources file the completed passport in the employee
personnel file. When the organization is audited or a charge is filed,
the human resources department refers to the passport.
PASSPORT is a legal document that has three
levels of verification: The mentor initials stating that the employee
has accomplished a task. Each task has a mentor’s initials. The
employee and the manager have signed verifying completion.
passport and accomplishing the tasks over ninety days reduces the need
for taking the employees off the job for formal training. Instead of
providing a data-dump during orientation, the employee absorbs the
information when it is relevant. By having a reward system, support
departments do not need to spend time tracking down new employees to
accomplish tasks (like turning in paperwork or getting a parking
decal); the new employee comes to them.
method/process encourages employees to be proactive from the first day
of work. It shifts the responsibility from the human resource
representative and manager to the employee. The manager becomes an
advisor with specific task statements providing feedback loops back to
the manager through-out the process. It facilitates an empowered
workforce that identifies problems and searches out solutions.
PASSPORT provides consistency in terms that
each employee must demonstrate understanding and proficiency in the
same tasks. The tasks are written in a way to accommodate various
diverse functions within the organization. No longer do organizations
rely on the manager to have a check-list of items to cover and actually
PASSPORT is unique in that it records
completion once a new hire can synthesize the information in the task
and demonstrate that the can or have performed the task themselves.
Currently, orientation checklists track what human resources or the
manager tells to the employee - not what the employee does.
PASSPORT provides a disciplined approach to
ensure consistency. The ORIENTATION PASSPORTincludes
tasks that facilitate goal alignment looking at the organization and
seeing how the employee's job and function adds value to the overall
organization. Organizations may customize the passport task statements
to include the items that are critical to their company or industry.
PASSPORT captures the new employee’s
perspective, resulting in innovation, streamlining products and
processes, and uncovering customer service opportunities for the new
hire's department or workgroup.
PASSPORT includes categories such as Health
& Safety and Human Resources EEO where new hires accomplish
tasks required for those compliance audits. The ORIENTATION
PASSPORT focuses on understanding processes,
policies and procedures necessary for ISO and the Malcolm Baldridge
assessments. The ORIENTATION PASSPORT
being a self-contained, the booklet proves valuable as a defense
strategy documenting the new employee's understanding.
shown that integrating new employees into an organization socially
provides connections that retain employees. Using the ORIENTATION
PASSPORTbusiness method pushes new hires to
get to know others in the organization beyond their immediate
workgroup. SHRM has stated that it can increase retention by as much as
to feel that they are providing value to the organization. The ORIENTATION
PASSPORT includes task statements to help them
determine that value and link their work to the organization's business
How the Process Works
for the Implementation
organization decides to implement the ORIENTATION
PASSPORT, there are several things to be
decided prior to implementation:
Do we need customization?
Do the generic passports fit your needs? We have conducted numerous
focus groups of HR leaders from all industries to determine the tasks
included in the generic passports. We have three versions of generic
passports: Employee, Manager, and English-Spanish. The Employee and
English-Spanish versions have the same tasks, but one is printed in
both languages. The Manager version has many of the same tasks as the
employee to orient themselves to the organization; but also included
are several task statements designed to ensure the manager understands
his/her role and the steps to consistently lead direct reports.
of the tasks may include eliminating some of the tasks or adding tasks
unique to that organization. We work with you to analyze, write and
publish the changes. Once this decision is made, the pass-ports should
be ordered while the rest of the planning is completed.
We recommend that the organization show the new employees that
completing the passport is important by determining some reward new
employees receive upon completion of the passport. The reward provides
the incentive for each employee to complete the passport within the
We have found
that rewarding employees saves significant time in follow-up of
managers and HR personnel. The reward should be something that
encourages everyone from directors to non-exempt to complete it on
time. Rewards could be a gift certificate or smart card with a monetary
value; a pay bump (if you normally give a pay increase after the
probationary period - you could now link to passport completion), or
some other special gift.
You need to
determine what is right for your organization's culture, its employees,
and your financial limitations. Remember, loosing these people will
cost you approximately $30,000 per person, so make it of value to the
The people who sign under mentor initials can be anyone. Some
organizations assign a specific person to be a mentor to another, while
other organizations assign numerous mentors. If you do not assign
men-tors, you will need a listing of "Go to" people or departments to
get specific information. Online resources may be used as one source;
but you want new hires to network throughout the organization and talk
to people outside of their workgroup. You might want to provide a
"Yellow Pages" with phone numbers (and office locations) for such areas
as Payroll, EAP, Finance, Travel, Health & Safety, etc.
Briefing Managers & Mentors.
The process itself is quite simple once it is implemented, but managers
and mentors need to understand that new employees will be networking to
acquire and then synthesize the information.
In order to get
a sign-off, the new hire must demonstrate proficiency in that task
statement. Some are easy such as getting a parking decal. Others take a
little bit of work such as coming up with one step that can be
streamlined in a process and sharing it with the manager. Managers must
understand the benefits of this tool, while understanding their role in
may be done in town halls or department meetings. We encourage
organizations to share the new process personally and encourage
questions. This culture shift will encourage employees to be proactive
and find solutions to problems.
Productive on the First Day
On the first
day of employment, the new employee is given a passport even before
orientation begins. The process is explained that they have ninety days
to accomplish all the tasks in the passport. They must net-work
throughout the organization and find the information. When they are
ready to accomplish the task, a mentor verifies accomplishment. The
mentor will initial the passport. At the end of the ninety days, they
are to have completed all the tasks and met with their manager to
verify completion. Both the new employee and his manager sign on this
page verifying completion.
When the new
employee has completed all the tasks and has had the passport validated
by their manager, they turned it in to Human Resources, where they will
receive a reward.
Documentation for Audits
Once the new
employee turns the verified passport in to human resources, HR files
the ORIENTATION PASSPORT
booklet in the employee's personnel file. Punch a hole through it to
keep it in place in the folder. When it is time for an audit, show the
auditors a completed ORIENTATION PASSPORT.
Explain the organization gives employees an ORIENTATION
PASSPORT booklet at orientation, and HR files
completed passports in the personnel folders. This simple form of
documentation covers all the audits and legal requirements typically
associated with new employees.
PASSPORT is a simple, yet elegant business
method that accomplishes several things at one time. It:
- Integrates employees effectively &
consistently throughout the organization.
- Facilitates productivity quickly eliminating
2-4 weeks lost time.
- Captures compliance documentation.
- Encourages an empowered, proactive workforce.
- Ends awkwardness for new hires not knowing what
- Creates networks and connections that improve
your retention rate .
- Employees like it because it gives them
permission to meet others, ask questions, and provide suggested
- Managers like it because employees become
- Human Resources like it because it provides
auditable documentation for compliance issues.
- The Organization likes it because it provides
discipline and consistency in orienting all employees throughout the
It’s a new and
effective way of bringing employees into the organization.
PASSPORTis copyrighted and use is
prohibited without the express permission of CABA Inc., parent
corporation of Orientation Passport.