Some may think that welcoming new employees requires no preparation and that it is the employee who needs to be prepared.

Others may consider it a minor task alongside their major responsibilities. They forget how they felt about the way they were

welcomed on their first day at work, how it affected their performance and motivation, and ultimately how it affected

the work itself.

When employees first join an organization, they go through an orientation period. This orientation may last

It may last several months, or be shortened to a few weeks or days, depending on the new employee’s experience and previous work in a similar field.

and the size of the organization. In all cases, however, orientation training is essential. Orientation training

can be divided into three main sections:

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First: Administrative topics: 

Such as employee rights and obligations, working hours, disciplinary policies, salaries, bonuses, and allowances,

The organization’s services, such as healthcare, retirement benefits, available service locations, and how to access them. This section

is clearly important, as employees need to understand their rights and responsibilities. Even so, some organizations may

overlook this role, leaving employees to discover their rights and the organization’s services by chance or by asking

colleagues when they need help. This can result in employees missing out on some of their entitlements or receiving incorrect information. This section

may be delivered by HR staff. It can take several days, several hours, or less, depending on the size of

the organization and the number of systems it has.

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Second: General introduction to the organization:

Arrangements are made for a representative or group of representatives from each department to explain

the department’s responsibilities. This part of the orientation program is highly beneficial, as it familiarizes new employees

with the responsibilities of every department and team across the organization, so they know who to contact

when they need to request something. It also gives them some understanding of those departments’ needs when working with them. In addition,

employees gain a better understanding of what is happening around them, which helps them—over time—do their work in a way that takes the circumstances into account.

المؤسسة.

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Third: Job-specific training:

This training prepares employees to perform the duties they were hired for. The training period varies depending on the type of work.

and its relevance to the employee. This training is usually conducted on the job, with much of it involving hands-on practice

performing the work under supervision and guidance. We’ll explore this section in more detail in the following paragraphs.

Notes on onboarding training:

أولا: Make sure orientation training is provided as soon as new employees start work.

ثانيا: Make sure orientation training is successful and continually improved. Sometimes an orientation program is delivered, but

it fails because it lacks seriousness or is poorly prepared.

ثالثا: Make the program long enough to be effective, but short enough to avoid boring trainees. Make sure that

Make the program engaging.

رابعا: Be sure to choose suitable trainers. As you know, not everyone is good at explaining things. Also,

Whenever possible, try to choose successful people who are enthusiastic about training and committed to the organization.

A list of some administrative tasks required to onboard new employees:

- Notify the relevant departments so each can take the appropriate steps.

- Add the new employees’ names to the organization’s records.

Organization ID card

-مكتب

-أدوات مكتبية

-دواليب ملابس

Organization clothing (uniform)

An account in the computer system and any information systems

-أدوات الأمان

Access keys and keys to any offices

Any work-related tools

Any vehicle access permits

Any other permits required to work

Any subscriptions to transport services (bus or car)

This is in addition to the legal requirements for hiring a new employee, such as a work permit, social insurance, and more.

These requirements vary from country to country according to local labor laws.

Additional procedures may apply when recruiting workers from abroad, such as obtaining a visa, notifying government authorities, and purchasing

تذاكر سفر

Note that it is best to complete all these arrangements before the new employee or employees arrive, but it may be

Some of these tasks may need to be completed after the employee arrives, in accordance with the organization’s policies. In that case, it is essential to finish

the essential tasks before the employee arrives, such as providing a desk and basic work tools. You should also prepare to

complete the remaining tasks as soon as the new employee arrives.

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The initial period at work:

Orientation begins when the employee starts work. Its first and second parts last

anywhere from one day to several weeks, followed by specialized job training. In the next section, we’ll cover

what to do during the first days at work—when the employee starts their new job and is present

في مكان عمله.

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اليوم الأول

Welcome new employees and make them feel at home

Show new employees to their workstations (offices)

Introduce new employees to their colleagues in the same department

Explain where workplace facilities are located, such as changing rooms, restrooms, the cafeteria, and other amenities and systems

الدخول والخروج

Explain working hours and break times

Explain how to use information systems and where computers are located

Explain any other workplace resources.

Explain the organization’s overall goals.

Show them where files and information are located.

Make them feel welcome and cared for. Feel free to get creative.

Some managers may feel they’re above handling these simple things, but although they may seem simple,

they ease a new employee’s discomfort and make it less difficult to adjust to this new environment.

Don’t overwhelm employees with too much information about every aspect of their work on their first day. Start with what they need to settle into the workplace,

begin with general information about the organization, then gradually introduce more details over the coming days

and weeks.

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الأيام الأولى

- Explain the organizational structure

- Explain the organization’s culture

- Briefly explain the organization’s strategy, then outline the department’s goals

Clarify what is expected of the employee

Explain how employees are evaluated

Focus on introducing employees to other departments and their staff as needed

Arrange an introductory meeting with the senior manager—the employee’s manager’s manager

Provide tools to support employee training, such as training materials, work instructions, maps, or diagrams

هندسية………إلخ

Explain how to access information, such as where to find catalogs, drawings, files, and other resources

Train new employees on the organization’s information systems.

Identify urgent training courses for new employees and arrange for them to be nominated for those courses.

Complete any required permits, administrative paperwork, or work equipment arrangements, in line with the nature of the job and the organization’s regulations.

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The first weeks on the job

Give the employee a chance to learn about the job and help them get familiar with it.

Give the employee opportunities to try out tasks, and guide them by explaining any mistakes.

Training an employee for the job doesn’t mean asking them to handle all the tasks at once; it means giving them a chance to practice.

عليها تدريجيا

When you ask a new employee to work on something that was already underway before they joined, make sure to provide them with

information about how it has progressed.

Try to provide the information the employee needs, and explain anything you expect them to ask about.

Encourage the employee to ask about anything they don’t know, and help them feel comfortable doing so. For example, when you assign them a task, you could remind them to ask about anything they need,

and sometimes mention how you once had the same question before finding the answer.

This can help them feel more at ease.

The order of the steps listed may vary depending on the organization’s circumstances, but what matters is that we make sure to help

the new employee get through the initial period comfortably, integrate with colleagues, and provide them with the resources that

will help them learn the job so they can become a strong addition to the rest of the team.

5 Ways to Earn Your Employees’ Respect

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Mentoring (guidance) by an experienced person

Even when time is set aside for training and the necessary information and tools are provided, there is still a need for someone to

mentor the new employee and offer advice and guidance when needed. This mentor or advisor passes on

A mentor shares some of their work experience with a new employee and provides guidance on any work-related matter they need help with. This

advice, guidance, and support help the new employee advance in their work and significantly improve their performance.

This mentoring may happen informally, with a new employee and another, more experienced person who wants to

help them. In some organizations in developed countries, there is a formal mentoring program, meaning that

a mentor is assigned to each new employee. In this case, mentoring should be optional: the employee should be matched with a mentor

from among people who have volunteered for the role, so the mentor is willing to take it on. In fact, I have never heard of it at all

There are organizations in the Arab world that have formal mentoring programs. In fact,

the word “mentoring” is not widely known.

Another system similar to or complementary to mentoring is assigning a buddy to a new employee. This

buddy is one of the more experienced colleagues in the workplace, and their role is to help the new employee learn any

general information about the workplace or their job. Assigning someone as a buddy for a new employee reduces feelings of

discomfort when they first start work and helps them feel comfortable asking even simple questions.

This person helps the new employee understand the ins and outs of the job. A mentoring relationship may last for several years, while a

buddy relationship may last for a few months before becoming an ordinary work relationship or a friendship.

Are these systems useful? Let’s ask: what is the alternative to these systems? The alternative is that the new employee would have to

beg colleagues for information. Some may welcome their questions, some may be annoyed by them, and some may give them

incorrect information. Another alternative is that the employee would have to get information from someone lower than them in the

organization, putting them in a very awkward position. Another alternative is that the employee would make many mistakes before learning

How does the process work? Are these alternatives acceptable?

Assigning someone to serve as a buddy or mentor for a new employee is straightforward. Interestingly, this arrangement benefits the new employee,

the more experienced employee (the buddy or mentor), the organization itself, and other colleagues. The benefits for the new employee

were explained in the previous paragraphs. The employee selected to serve as a buddy or mentor also

benefits in several ways: they develop supervisory skills, build a strong relationship

with new employees, enjoy helping others, and gain recognition as an experienced employee. The important thing, however, is to choose the right person

who enjoys this work. The organization benefits from how quickly the new employee masters their role and from passing on the company culture.

for new employees and helps them stay in their jobs. Colleagues benefit because this system helps the employee

integrate easily with them and prevents the new employee from making mistakes that could affect their work.