From

1. CASE STUDY
Induction Training

2. Background
• Attitude to induction training was that it was ‘extra’ work on the Team Leader and a Burdon. Minimal
structure, new employee was left to their own devices.
• Users often not set up with technology on their first day.
• Knowledge transfer involved ‘brain dump’ that could last for more than 1 hour at a time.
• Inductee was read the employee manual which could take up to 90mins
• 1st week involved copious amounts of video learnings with no practical application.
• No formal welcome, no checklist to cover first aid, emergency procedures etc.
• No structured check-ins for format for feedback and progress review.
• Lack of understanding of learning or career pathways.
• Onboarding was a 1 day process.

3. The Problem
Employees felt disengaged and frustrated
by inability to ‘start work’. Up-to-speed
progress often took longer
than expected. Knowledge retention
diminished and increased frustration on
having to revisit content or ask repeated
questions. in 2017 - 100% turnover of new
employees within their 1st 3-6months
compounded poor attitude to induction
training as a ‘waste of my time’ and
increased frustration at having to recruit
the right staff.

4. The Solution
Create a clear and easily implemented
Induction Training and L&D Pathway.

5. Methodology
Induction begins before the start date.
Established minimum expectations for
day 1: All login credentials created,
tested and ready to go. Desk set up with
required technology. Employee Manual
and policies sent to new recruit with
contract, and confirmation they have
been read and agreed upon via e-mail at
signing of contract. Create a project plan
using Monday to track employee
progress through the training.
Connect
Engage
Inspire
Inform

6. Connect
Connection begins before the start date.
• Ensuring the candidate recruitment
experience is engaging, inspiring and
informative.
• 60sec welcome video filmed by the staff
and management to personally
welcome new recruit and share the
team’s excitement.
• Where possible, a Friday afternoon
start date so they could participate in
weekly team meetings, massages and
Friday night drinks.

7. Engage
• Use Learning Principals (brain science)
to deliver content – 6 times til it sticks,
the 6 trumps, and gamification.
• Mini-meets with all staff to create
connection and cover a particular
learning module.

8. Inspire
• Director meet & greet, orientation 1st thing
• 1st & 2nd Full day – lunch with the CEO to
discuss about RMS Tech, Vision, Mission,
Culture, and team lunch share stories of
success.
• 3rd Full day – 1st in-house improvement
project given
• Weekly 30min Check-ins with Team Leader for
the first 6 weeks
• Attend minimum 1 client account management
meeting, 1 onsite visit, 1 healtcheck audit in
the 1st month.

9. Inform
• Create ‘Chunks’ for induction training - “Our
Technical Experience”, “Our Customer
Experience”, “Our Daily Experience”.
• Structure for each ‘Chunk’
• Vary learning applications regularly –
online/video, face to face, reading etc.
• Use of existing Vendor training platforms to
deliver consistency and measurable quality
control.
• Checklists and progress monitored using
Monday for anytime access reporting
for leadership

10. Process
ONE
Create purpose and
intention for Induction
training with stakeholders
TWO
Create an outline
and timeline
THREE
Implement and create and
curate content
simultaneously to avoid
excessive content creation
billable hours
FOUR
Review progress weekly,
pro-actively ask
for feedback
FIVE
Continue to tweak and
improve as new
employees are recruited

11. Outcomes
• Time involved for Team Leader was reduced
• New recruits hit the ground running in their
first week
• New recruits reporting feeling settled much quicker
than previous candidates
• Team work and collaboration began in the first week
• Confidence in their learning and career pathway