1. New Hire OrientationNew Hire Orientation
Kendra MormanKendra Morman
HRD 849HRD 849

2. Abstract and OutlineAbstract and Outline
 Introduction - Problem of high safety incident numbers by
new employees.
 Part II - General importance of new hire orientation and
the deficiencies in it’s current state.
 Part III - Provide safety statistics to identify new
employees as members of the workforce who are more
susceptible to injury
 Part IV - Number of examples of the type of training
being considered to improve new hire orientation.
 Part V - Description of a small study carried out which
involved the assistance of our operations management
team.

3. IntroductionIntroduction
The performance problem selected deals with the high
number of safety incidents by new employees in our
shipping facility.
Safety incidents are defined as first aid visits, OSHA
recordables, doctor cases, or lost time cases which
are determined by the severity of the injury or
illness.
The Bureau of Labor Statistics (BLS) has reported that
40% of workers injured have been on the job less
than one year.

4. Current Deficiencies inCurrent Deficiencies in
Training OrientationTraining Orientation
 Eliminate the new hire jitters: Any employee, when put into a
new, strange situation, will experience anxiety that can impede
his or her ability to learn to do their job safely.
 Reach productivity sooner: Proper orientation can expedite the
process needed to get employees “up to speed”.
 Decrease Turnover: Employee turnover decreases when the new
employee is engaged and their value to the organization is made
known.
 Minimize Manager Involvement: Proper orientation will require
less manager involvement in training the employee.
 Reduce Safety Incidents: Providing detailed safety training during
orientation has nearly eliminated the number of incidents.

5. Small Focus Group Study
 We created a temporary labor pool (focus group) of new
employees who underwent the extensive new hire
orientation and then worked together in our sorting facility
for a period of three months.
 At the end of the three months the results were evaluated
by area management, the training group (my group),
safety manager and human resources, who determined
from the 30 day, 60 day and three month performance
review and surveys indicated the training was more
effective than the previous program.
 However, the overwhelming factor was the elimination of
new employee injuries during this three month

6. Lessons Learned
As with any intervention or organizational improvement there
are lessons learned and ways things could have been
done differently, I’ve listed just a few below:
1. Subsequent deliveries of the new hire orientation will have
to be monitored and data gathered to ensure
effectiveness of the program
2. More preparation time for the trainers and mentors.
- We’re making a recommendation to provide our OJT trainers
and mentors more training to enhance their abilities
3. Use more high performers from the floor as trainers to
ensure up-to-date subject matter expertise in the
classroom and a smooth transition to the job.

7. ConclusionsConclusions
Our goals are zero incidents,
injuries, and illnesses for all
employees.
“Safe by choice,
not by chance.”