WPC>  x-5]&mir|Iױ0YYn 8DP%UIn Z_Z!w ˝}"O>"P`v˵s0Hyơ ;Y\iȺDvĨǕ$`gpmY$MD&E%j~*'!_/.k*|to(>EyZ}6er'X:b.~GWy5TpE:zЫc$"Small Circle"0 &0 d d !  ݛ_XX  Ỳ Orientation:  SupervisorHandbook#XlX,#XXlAGuidetoSuccess #XlX# P  KxXXl#XlXxg#January1999xXXl -) Y 8lXXdXXd8   #XlXx# XXl@ "#XlX đ#XXl TABLEOFCONTENTS 0  #XlX#Introductiond:AdedTuiddefGuidetoSuccessfg.................................g.....................................................................0 x Page3( xx(#x(# _OrientationOverview........................................................................................Page4̢Timeline_............................................................................................................0 x Page6 8 x(#x(# Chapter1:WhatIsOrientation?.......................................................................0 x Page9 x(#x(# Chapter2:WhyOrientEmployees?.................................................................. x Page10   Chapter3:WhoNeedsanOrientation?.............................................................0 x Page12  Ѐ x(#x(# Chapter4:FirstImpressionsAreLastingImpressions.....................................0 x Page13hx(#x(# Chapter5:The JoiningUpProcess...............................................................0 x Page15 H Ѐ x(#x(# Chapter6:WhoIsResponsible?.......................................................................0 x Page17(xx(#x(# Chapter7:TheBasics:LearningtheRopes......................................................0 x Page19 X Ѐ x(#x(# Chapter8:TheWorkEnvironment:TheNewKidonTheBlock....................0 x Page21 8 Ѐ x(#x(# Chapter9:TheFirstWorkAssignment:TestingtheWater..............................0 x Page23x(#x(# Chapter10:TheLongRun:ItsOnlyJustBegun.............................................0 x Page25   Ѐ x(#x(# Chapter11:EmployeeRightsandResponsibilities..........................................0 x Page26"x(#x(# Appendix...........................................................................................................0 x Page28h$!x(#x(#   A:Orientation:SponsorGuidelines......................................................0 x Page29H&!#x(#x(#   B:OrientationChecklist........................................................................0 x Page33((x#%x(#x(#   C:DiscussionwithSupervisorandEmployee........................................0 x Page36*X%'x(#x(#   D:Mission,CorporateAgenda,VisionandValuesofBLM..................0 x Page37+8')x(#x(# Ї XXlIntroduction:hAGuidetoSuccesshXlX   Yournewemployeeisabouttoarriveforthefirstdayonthejobandyouneedthetoolsand H strategiestoenableyoutogiveasuccessfulorientation.Thepackage, Orientation ,hasbeen 8 designedtohelpyou,thesupervisor,orientyournewemployeewitheaseandflexibility. Orientation givesnewemployeescomplete,uniforminformationabouttheBureauofLand   Managementanditsoperations,mission,functions,policies,compensationplans,benefits,services,workrequirements,standards,rules,safeworkhabits,anddesirableemployeemanagementrelations. Orientation consistsoffourparts: h    * Orientation:EmployeeHandbook withanaccompanyingvideo H    * Orientation:SupervisorHandbook withanaccompanyingvideo 8   * Orientation:iiLocalPerspectives  (x   * Orientation:SponsorjjkskmmGuidellinesl  h Eachoftheseelementsarepartoftheoverall Orientation . H Duringorientationweneedtoconveytothenewemployeethatwearecommittedasanorganizationtocontinuousimprovementandlearning.Awellthoughtoutorientationprocesstakesenergy,time,andcommitment,butitpaysofffortheemployee,theoffice,andtheorganization.Severalcurrenttrendsinthebusinessworldmakeahighqualityemployeeorientationcrucialtothesuccessofboththeemployeeandtheorganization:(1)Skilledworkersdonothavetoputupwithapoormanager.Theyjustleave.(2)Thetotalemployeepackageisbecomingmorecrucialtoobtainingandretainingthebestemployees.(3)Skills,abilities,andmotivationcountmorethanexperience.(4)Employersaredemandingmoreaccountabilityfromemployees.(5)Employeesarebecomingthecompetitiveadvantageinthemodernbusinessworld.Beingawareofthesetrendsletsyoumaximizetheabilities,strengths,andpotentialofyournewemployee.Allofthecomponentsof Orientation havebeendesignedtohelpyouprovideasuccessful %X " orientationtoyouremployee.XlXXXlTohelpyouunderstandtheorientationprocess,wehavelisted %H!# belowtheactionsthatwilltakeplaceduringthenextyear.Thishandbookwillhelpexplainyourroleintheprocess.Ifyouneedhelpwithanyoftheseelements,pleasetalktoyourpersonnelofficerortheprogramleadfororientationattheNationalTrainingCenter. +&)  8lXXdXXd8   @EE  OrientationOverview   .c  .cM"0    Uponacceptingaposition,allnewemployeesinyourofficewillreceivethe Orientation:  EmployeeHandbook fromthelocalservicingpersonneloffice.Thehandbookwill p explaintheorientationprogramandhelpthenewemployeeanswermanyquestionsthatwillariseduringthefirstyear.Thehandbookwillincludeavideoentitled Employee P  OrientationVideoSeries .ThisvideowelcomestheemployeetoBLMandhighlightsthe @  programsintheorganizationandintheDepartmentoftheInterior.Thenewemployeeshouldnotviewtheentirevideoinonesittingbutthroughouthisorherfirstyearonthejob..cMh݌ (#(# Ќ  .c  .c"0    Alongwiththehandbook,theemployeewillreceiveapackagefromthelocalpersonnel @  officewithformsthatneedtobefilledout.Aftercompletingtheseforms,theemployeeshouldreturnthemdirectlytothelocalpersonneloffice.Thelocalpersonnelofficewillalsogive#XlXXXl#XlXXXlԀtheemployeeaninformationpackagethatwilldefineethicsandemployee  conduct..c݌ (#(# Ќ  ݀.c  .c "0    Theemployeewillbeginanonsiteorientationtotheoffice.Thesupervisorandsponsor  shouldworktogethertoensurethattheemployeereceivesafullorientationonlocalmattersandofficepracticesthatwillaffectproductivity.Theroleofthesponsorisoutlinedinthishandbook,Chapter6, WhoisResponsible.ThehandbookgiventosponsorsisintheAppendixAofthishandbook..c !݌ (#(# Ќ  .c  .c#"0    Orientationshouldbeginwiththesupervisorandtheemployeeonabroadrangeof 0 humanresource,organizational,andhistoricalissues.TheissuestobediscussedarelistedinAppendixB,OrientationChecklist.Thedepthtowhichyouneedtocovereachitemshouldbebasedontheexperienceofeachnewhire,thelengthoftheappointment,andtheassignmentjob.OnthesecondpageoftheOrientationChecklistisaguidethatwillhelpyoudevelopanorientationprogramforeachnewhire.Thesupervisorandthelocalpersonnelofficeshouldworkcloselytogethertocompletethechecklistitems..c#7#݌ (#(# Ќ  .c  .c&"0    Stateoffices,centersandtheWashingtonOfficeareencouragedtoholdanorientation "  programevery6monthstoayeartohelpnewemployeesunderstandBLMissuesoutsideoftheirofficeboundariesanddisciplines.Tohelpsupportthiseffort,acourseoverviewhasbeendevelopedanddistributedtoeachstate/center/WOpersonneloffice.Theproductisentitled Orientation:LocalPerspectives .Ifyourlocationdoesnotparticipate p&!$ inthisprogram,reviewthecourseoverviewtoensurethatduringthefirstyearof.c&.&݌ (#(# Ќ    employmenttheemployeereceivestheinformationinanotherform.pp ,`'* .c  .cF)"0    Employeesshouldvisitthe LeadershipExcellenceOrientation websitethroughoutthe  firstyear(www.ntco.onblmn.gov/leadership/leader/html).Theonlineinteractivequizshouldbecompletedwithinthefirst3monthsofemployment.TherearealsomanyInfoLinkstospecificwebsitesforBLMtopicsandhumanresourceissues..cF)a)݌ (#(# Ќ  .c  .c>+"0    Duringthefirstyear,youandyouremployeeshouldhavemanydiscussionsonhowthe `  employeeisadjustingtotheworkenvironmentandperformingonthejob.AppendixC,DiscussionwiththeSupervisorandtheEmployee,isaformyoumayusetofacilitatethediscussion.Youandyouremployeeshouldfillouttheformbeforethediscussionbegins..c>+Y+݌ (#(# Ќ  .c  .c4-"0    Attheendoftheorientationprocess,whichmaytakeuptoayear,youandyour `  employeewillcompletetheOrientationChecklistandreturnthecompletedformtotheProgramLeadforOrientationattheNationalTrainingCenter(NTC).ThisprocesswilltrackallitemsontheOrientationChecklistforallnewBLMemployees.Localpersonnelofficesmayrequireanotherevaluationoftheprogram.Callyourpersonnelofficetofindoutwhatyourlocalpolicyentails..c4-O-݌ (#(# Ќ  .c  .c/"0    WhenNTCreceivestheOrientationChecklistforallnewBLMemployees,itwillenter  thedataintothetrackingsystemandsendalettertotheemployeecertifyingcompletionoftheprogram..c//݌ (#(# Ќ  Alltheproductspreparedforthisprogramarepostedtothe Leadership Excellence website ` (qqwww.ntcqqq.blmq.gov/leadership/leader/html).Iftheprogramischanged,thechangeswillbereflectedonthewebsiteassoonaspossible.#XlXXXl1 # @ Thetimeyouspendintheorientationprocesswillgiveyouthesatisfactionofknowingthatyouhavebenefittedyouremployeesattitudeandbehavior.Readthehandbook,viewthevideo,andusethesponsorconcept,thechecklist,andtheinterviewprocesstoensureyoursuccess.Congratulationsonacceptingthechallenge.  !    XXlTIMELINE#XlX3#     BeforeEmployeeArrives: X Yes  No  8  X   __  __0 ` 1.Thenewemployeehasreceivedacopyofthe rrOrientation:Employee  @    Handbookrr and personnelforms? ` (#` (# __  __ ` 2.Arethenewemployeesdesk,phone,computer,supplies,andotherequipment       ` ready?__  __0 ` 3.Haveyouinformedthepresentstaffofthenewemployeesarrival?Besureto h  includetheemployeestitle. ` (#` (# __  __0 ` 4.Haveyouarrangedforasponsoranddevelopedaplanwiththesponsorfor 8 orientingthenewemployee? ` (#` (# __0  __0` (#(#5.Haveyoufamiliarizedyourselfwiththenewemployeesexperienceand X background? ` (#` (# __0  __0` (#(#6.HaveyouviewedtheSupervisorsVideo?(` (#` (# __0  __0` (#(#7.Haveyouplannedworkassignmentsforthefirst30days?` (#` (# __0  __0` (#(#8.HaveyoucompletedtheOrientationChecklist,part2inthishandbookfor  developingtheorientationplan. ` (#` (#  1stDay  X   Yes  No  8" 0   __  __ ` 9.Haveyouwelcomedthenewemployeeandintroducedhimorhertotheother$h!(#(#    ` coworkers?__  __0 ` 10.Haveyougiventhenewemployeeatourofthefacility?Besuretoincludea &8"$ layoutofthebuildingandtheemergencyprocedures. ` (#` (# 0   __  __ ` 11.Haveyouensuredthatthenewemployeehasbeenprocessedbythepersonnel)%'(#(#    ` office? +&) Ї Yes  No   __  __0 ` 12.Haveyouputyouremployeeatease,encouragedquestions,showedgenuine  interest,andexplainedyourjobtothenewemployee?  ` (#` (# __  __0 ` 13.Haveyougiventhenewemployeeinformationonofficepoliciesandother `  itemsfromtheOrientationChecklist,part1,suchasthefollowing: ` (#` (#    `  *workschedule   `  *timeandattendanceprocedures   `  *proceduresforrequestingannualandsickleave   `  *useofthetelephoneandtheInternet   `  *howtoordersuppliesandusethecopyandfaxmachine   `  *pay   `  *chargecard   `  *travel   `  *EmployeeAssistanceProgram Endof1stWeek    Yes  No  p 0   (#(# 0   __  __ ` 14.HaveyoumetwiththeemployeeandtogoovertheplanfortheorientationP(#(#    ` processthatwillcontinuethroughouttheyear?__  __ ` 15.HaveyoumetwiththesponsorandemployeetodiscusshowtheOrientation  p    ` processisgoing? Endof1stMonth @ __0  __0` (#(# 16.Havecriticalperformanceresultsbeendevelopedanddiscussedwiththe   employee? !` (#` (#   "  __  __0 ` 17.Haveyouensuredthattheemployeehasaclearunderstandingofthe #! organizationoftheBureauofLandManagement? ` (#` (# __0  __0` (#(#18.HastheOrientationChecklist,part1,hasbeencompleted?p&!$` (#` (#  SixMonths  P(#&  Yes  No  0*%( __  __ ` 19.Haveyouheldaperformanceappraisaldiscussionwiththenewemployee? ,`'* Ї Yes  No   __  __ ` 20.Haveyouintroducedthenewemployeetoofficialsoutsidetheoffice?  __  __ ` 21.Haveyoudiscussedthefollowingsubjectsindepth: p    `  *Budgetprocess   `  *Bureauplanninginitiatives   `  *Currentbureauwideissues   ` (AppendixD,Mission,CorporateAgenda,VisionandValuesofBLMmight   `  facilitatethisdiscussion.)__0  __0` (#(#22.Haveyoureviewedtheorientationplanandmadeadjustments?  @  @ P ` (#` (# __0  __0` (#(#23.Haveyouexplainedindividualdevelopmentplanstothenewemployeeand 0  encouragedtheiruse? ` (#` (#  OneYear  Yes  No   __  __ ` 24.HaveyouconductedaReviewofPerformanceAppraisal/CriticalResults? p __0  __0` (#(#25.Haveyouensuredthatallvideoprogramshavebeenviewedbythe P employee? ` (#` (# __0  __0` (#(#26.HaveyousenttheOrientationChecklisttotheProgramLeadforOrientation  p atNTC? ` (#` (#    ,`'* ЇXXlChapter1:WhatisOrientation?#XlX>L#    ( ( (#>XXl Lifeisasuccessionoflessonswhichmustbelivedtobeunderstood..._RalphWaldo_ԀEmerson 8 #XlX>L# Successfulemployeeorientationisanongoing process thathelpsthenewpersonbecomea   valuablepartoftheorganization.Simplygivinginformationtonewemployeesdoesnothelpthembecomeanintegralpartoftheorganization.The process oforientationbelongsatevery r   leveloftheorganizationbutbeginswiththesupervisor.Alongwiththeroleofthesupervisor,theorientationwillalsoincludetheroleofasponsor.Thesponsorisapersonwhohelpsnewemployeeshaveasmoothtransitionintotheorganization.(See Orientation:SponsorGuidesliness .) B   Aneffectiveorientationprocessshouldencourageandsupportnewemployeestotake "r  responsibilityforthefollowing:  b 0   (#(# 0  *Communicatinginformationneeds2(#(# 0  *Learningabouttheorganization(#(# 0  *Buildingrelationships(#(# 0  *Usingallavailabletoolsandresources(#(# 0  *Beingopentofeedbackb(#(# XXXl̀ $*t%# Ї#XlXXR# XXlChapter2:WhyOrientEmployees?#XlXS#XXXl  > #XlXXqS# >XXl   `     h Enthusiasmiscontagious...startanepidemic...bumpersticker   #XlX>S#SustainMotivation.... Mostnewemployeesareenthusiasticwhentheybegintheirnewjobs. 0  Effectiveorientationcanhelpsustainthisearlymotivation. Remember...earlyenthusiasmcanbesustainedifnewemployeesfeel  P    *Welcomedandincludedbyothers 0    *Thattheirworkismeaningfulandfulfilling    *Appreciatedandimportant    *Competenttoperformthejob   ImprovedProductivity..... Thequalityoftheorientationisrelatedtobothshorttermandlong ` termemployeeproductivity.Researchershavefoundthataninvestmentinorientationcanresultinfasterlearningrates,higherworkoutput,fewercostlymistakes,andlowerabsenteeism. Remember...Toimproveproductivitynewemployeesmustfeelthat  p   *TheOrientationismeaningful P   *TheOrientationmeetsindividualneeds 0  ReducedTurnover..... TheMeritSystemsProtectionBoardestimatesthatofthefederal ! employeeswholeavetheirjobs,25to30percentleavewithintheirfirstyear.Otherstudiesestimatethatasmanyas60percentofthenewhiresleavetheirjobsinlessthan12months.Exitinterviewshavefoundthatcommonreasonsforleavinganorganizationwithinthefirstyearincludethefollowing:  *Notfeelingwelcomed `'"$   *Notbeingvalued @)$&   *Notfittingin  +p&(  ,`')  Millionsofdollarsarelostwhenorganizationsfailtohelpnewcomersbecomepartofthe  organization.    ValuingaDiverseWorkforce..... Providinganeffectiveorientationcommunicatesthatthe p BureauofLandManagementvalueseachnewemployee.Valuingeachemployeeisthefirststepinpromotingworkforcediversity.Orientationcanhelpensurethatallnewemployeeshaveanequalchancetosucceed.Employeesaremorelikelytosucceediftheyunderstandtheirresponsibilitiesandrights.  `   XXlChapter3:WhoNeedsanOrientation?#XlX]#    XXXl0   XX(#(#(##XlXX:^# ___>XXl Itsdifficulttorememberwhenyouareuptoyourneckinalligators,thatyourmainobjectivewas H    `    t h  h t h   todraintheswimmingpool....unknown#XlX>^# _XXXl  #XlXXM`# Peoplejustenteringtheworkforcearenottheonlyoneswhoneedanorientation.Orientations |  benefitallemployeeswhoarechangingjobs,organizations,orworkunits.Theorientationpackageshouldbetailoredtotheindividualneedsoftheemployees.Typicalworkersareexpectedtochangejobsatleastthreetofivetimesduringtheircareers.Knowingthebackgroundandworkexperiencesofyournewemployeeswillhelpyoumakesurethattheiruniqueneedsareaddressedduringorientation.Also,orientationisnotjustforpermanentfulltimeemployees.Interns,parttimeworkers,volunteers,andanyoneelsewhoisworkingforyoushouldreceiveanorientation.    _XXl Chapter4:FirstImpressionsAreLastingImpressions#XlXc#    >XXl0  0` (#(#0 ` (#` (#0 (# (#0h(#(#  Surroundyourselfwithonlypeoplethataregoingtoliftyou H higher....OprahWinfrey h(#h(# #XlX>)d#Firstimpressionsarelastingimpressions.Thinkback.Doyourememberyourfirstdayonthejob?Themostlastingimpressionsaboutanorganizationareformedearly,withinthefirstfewmonths.Mostnewemployeesarenervousaboutbeginninganewjob.The WelcomePhase shouldbe ,|  usedtoreduceemployeeanxietiessothatemployeescanbegintolearn.Itiseasiertolearnaboutyournewjobandorganizationwhenyouarefeelingconfidentaboutyourcareerchoice.The WelcomePhase oftheorientationshouldincludethefollowing: ,  PreparingtheEmployeesWorkSpace     *Removetheformeremployeespersonalitems. |   *Makesuretheworkspaceiscleanandorganized. \   *Checktoseeifallequipmentisworkingproperly. <  PreparingtheSponsor   \   *Selectasponsorforthenewemployee. ",    *Meetwiththesponsoranddiscussthesponsorsrole. $ "   *Setupameetingtointroducethenewemployeetothesponsor. &!$   *Invitethesponsortolunchwithyouandthenewemployee. |(#&   L+&) ЇPuttingtheNewEmployeeatEase     *Greetthenewemployee. `    *Givetheemployeeanoverviewtheorientationprocessandschedule. @    *Introducethenewemployeetoothers.  p    *Askquestionstofindouthowthenewemployeeisdoing. P    *Invitethenewemployeeandthesponsortolunch. 0    *Introducethenewemployeetothesponsor.   XXXl  .~ #XlXXl#XXlChapter5:The JoiningUpProcess#XlXOm#    >XXl0  0` (#(#0 ` (#` (#0 (# (#0h(#(#0h(#h(#0(#(#  Mybestfriendistheonewhobringsoutthebestin 8 me....HenryFord (#(# #XlX>m# 0   (#(# The joiningupprocess consistsofmakingthetransitionfrombeinganoutsidertobeinga \  committedmemberoftheorganization.Newemployeesareinterestedinthetotalorganizationandwhereandhowtheyfitin.Interviewsofnewemployeeshavefoundthatthepanoramicviewoftheorganizationisasimportanttothemasisinformationabouttheirjobs,departments,andotherorganizationalinformation.Newemployeesneedtoseethebigpictureearlyintheorientationprocess.Asamanageryourjobistoensurethatemployees  *Establishrelationshipswithsupervisors,coworkers,andcustomers.    *Feelconfidenttheycanperformthejob.    *Understandandfeelpartoftheculture.  0  *Developanappreciationofallofthedisciplinesrequiredtoensurethehealthofthe l land. (#(#   *Learnaboutorganizationalhistory. < 0  *Developanunderstandingoforganizationalvision,mission,goals,andvalues(see l appendices). (#(#     *Understandorganizationalstructureandpersonnel. !< Tofacilitatethetransition,thefollowingexamplesmayhelp.0  Fieldtrips,readingassignments,viewingvideos,understandingthemissionstatement,discussinghowanemployeesspecificjobaffectsBLMsoverallmission. (#(#  L+&)  TIPS...     PDontoverwhelmthenew_employee_Ԁwithtoomuchinformationallatonce.  0  PGivetheemployeewritteninformation,includingbrochuresabouttheorganization, `  missionstatements,organizationalcharts,listsofkeypersonnel,andstrategicplans. (#(# 0  PReviewsectionsofthe Orientation:EmployeeHandbook tohelpgivetheemployee 0  anoverviewoftheagency. (#(# 0  PDiscussthevideotapefromthe Orientation:EmployeeHandbook packagetopresent P  backgroundinformationabouttheorganization. (#(# 0  PArrangefornewemployeestoconductinformationinterviewswithkeypeopleto   collectinformationabouttheorganization. (#(# 0  PEncouragenewemployeestotakeotheractionstolearnabouttheorganizationontheir  own. (#(#   PMakesurethatnewemployeesunderstandwheretheyfitintothebigpicture. p    @ __ XXlChapter6:WhoisResponsible?#XlXz#    >XXl0  0` (#(#0 ` (#` (#0 (# (#0h(#(# Wedontmotivatepeople,weteachothershowtoremove H barriersandselfimposedlimitations,empoweringthemtomotivatethemselvesandothers. #XlX>-{# h(#h(#  Theorganizationisresponsible.... Fornewemployeestomakeacommitment,theorganization 6  anditsleadershipmustbededicatedtovaluinghumanresources. Committedorganizations:  V    *Communicateclearinformationabouttheorganizationanditsfuture. 6    *Holdsupervisorsaccountablefororientinganddevelopingnewemployees.    *Supporttheorientationprocess.    *Ensurethateveryemployeeisvalued.   Supervisors.... havetheultimateresponsibilityfororientingnewemployees.Thesuccessofnew f employeesmaydependonhowwellsupervisorscarryoutthisresponsibility. Effectivesupervisors  6   *Areaccessible. f   *Passontheirskillsaswellaswisdomabouthowtobesuccessful. F   *Holdemployeesaccountablefortheirowndevelopment.  &   *Provideongoingperformancefeedback. "    *Informemployeesoftheirrightsandresponsibilities. $"   *Fostercareeradvancement. v&!$   *Giveemployeeschallengingassignmentsbasedontheirskilllevels. V(#&   *Helpemployeesadjusttothecommunity. 6*%(    * Encourageemployeestocompleteindividualdevelopmentplans(_ԢIDPs_).  ,f'* ЇSponsors.... assistnewemployeesthroughasmoothtransitionintotheorganization.(See   Orientation:SponsorGuideulinesu. )   EffectiveSponsors:  p   *Defineorganizationculture. P    *Promotepositiveimage. 0    *Buildconfidence. `    *Advisebutdontjudge. @    *Helpmeetemployeeneeds.     *Areopen.    *Coordinate.    *Workasateam. p __ TheNewEmployee.... isdefinedasnewtotheorganizationoranemployeetransferredtoanew 0 location. Newemployeeshavesharedresponsibilitiesfortheirowndevelopmentandlearning.  p  XXXl  @ #XlXX#XXlChapter7:TheBasics:LearningtheRopes#XlX>#    >XXl#XlX>Ƈ#>XXl   `     h Few_Ԁthingsarehardertoputupwiththanagoodexample.     `     h      p      x MarkTwain    #XlX> #Newemployeesneedtohaveagoodfoundationbeforetheybecomeproductive.Theyneedtolearnhowtheorganizationoperates.Thisnextphaseoftheorientationcoverstherulesofthegame,importantprocedures,whohaswhatresources,howtogetpaid,andwheretogoforhelp.Thebasicsoforientationshouldincludethefollowingtypesofinformationasfoundinthe Orientation:EmployeeHandbook : &  0  *Employeerightsandresponsibilities(#(# 0  *Probationaryperiod(#(# 0  *Keypolicies(e.g.ethics,diversity,sexualharassment,EEO)v(#(# 0  *WorkscheduleandhoursV(#(# 0  *Payandleaveadministration6(#(# 0  *Benefitsf(#(# 0  *PerformancemanagementsystemF(#(# 0  *Incentivesandawards &(#(# 0  *Traininganddevelopmentopportunities" (#(# 0  *Safetyandsecurity$"(#(# 0  *Employeeprograms:Wellness,EmployeeAssistancePrograms,Childcare,Eldercarev&!$(#(# 0  *Internalcommunication(e.g.criticalphonenumbers,phonesystems,email,bulletinV(#&(#(#   boards,newsletters)0   (#(#   *Localamenities(libraries,schools) &+v&)  ,f'* Ї TIPS...   0  PBesureyournewemployeehasacopyofthemostcurrentFederalEmployeeAlmanac,  whichcontainsallofthebasics. (#(# 0  PExplainhowtouseagencyhandbooks,manuals,andothercorrespondence.` (#(# 0  PConductatourtoshownewemployeesallimportantareas.@ (#(# 0  PShowhowtousethetelephonesystemandotherofficeequipment. p (#(# 0  PGivenewemployeesachecklistsotheycankeeptrackofwhethertheyhavelearnedall P  oftherequiredbasics. (#(# 0  PEncouragenewemployeestoaskquestionsandtotakeresponsibilityforlearningthe   informationonthechecklist. (#(# 0  PRemindnewemployeesthatthesponsorcanhelpyouwhenyouarenotavailable.(#(#  XXl   #XlX#XXlChapter8:TheWorkEnvironment:     ` TheNewKidontheBlock #XlXN# h  >XXl0  0` (#(#0 ` (#` (#0 (# (#v0h(#(#v0h(#(#0h(#h(#x0(#(#xw񀀀w Thesweetestofallsoundsispraise...Xenophon#XlX># P (#(# Didyouevermovewhenyouwereyoung?Doyourememberwhatitwasliketobethe newkidontheblock?Itishardtoconcentrateonlearninganewjobwhenyoufeelisolated,alone,ornotpartofthegroup.Also,therearemanyunwrittenrulesthatnewemployeesdiscoveronlyaftertheyhavebrokenthem.Succeedingisrelatedtohowwellemployeeslearntodealwiththeinformalaswellastheformalworkenvironment.Supervisorsmustensurethatnooneisexcludedfrombecomingapartoftheworkenvironment.Thegoalisnottochangenewemployeestofitintothecurrentmoldbuttogivenewemployeesafullunderstandingoftheworkenvironment.Oncetheygainthisunderstanding,theyarebetterabletocontribute.The WorkEnvironment oforientationshouldincludethefollowing:  Z  Providingcurrentemployeeswithinformation,including:  * 0  *Positionsheldbynewemployees (#(# 0  *Workassignmentsofnewemployees"(#(# 0  *Theeffectnewemployeeswillhaveontheworkloadj$!(#(#  Matchingexpectationswithnewemployees  :'"$   *BesuretheEmployeePerformancePlanisinplace. )j$& 0  *Asknewemployeestosharetheirexpectations.*J&((#(#  +:') 0  *Clarifyexpectations:(#(#    ` +Responsibilities     ` +Job/tasks/description     ` +Priorities p    ` +Performanceandconductstandards `     ` +Communicationstylesandprocedures P     ` +Decisionmakingauthority @   Sharingtheinformalruleswithnewemployees  `  0  *Explainthetechniquesthatyouhaveusedtomakethesystemwork.@ (#(#   *Pointoutpotentiallandmines.    Providingsupport     *Provideresourcesthatmayhelpwithfamilyandcommunityadjustments.    *Assignasponsor. `  TIPS...   p 0  PExchangeexpectationswithnewemployeesseveraltimesduringthefirstmonths; P expectationsoftenchangeovertime. (#(# 0  PSelectasponsorwhoishelpful,hasgoodjudgmentandcommunicationskills,is   trustworthy,willgivethenewemployeeapositiveimageoftheofficeandBLM,andhasgoodinterpersonalskills. (#(# XXXl  $" #XlXXʡ#XXlChapter9:TheFirstWorkAssignment:TestingtheWater#XlX$#    >XXl0  0` (#(#0 ` (#` (#0 (# (#0h(#(#0h(#h(#0(#(#0p(#(#0p(#p(#0 (#(# gotmilk?...mediaad#XlX># H (# (# The FirstWorkAssignment iscritical.Itshouldbechallengingbutnotimpossible.Itis   importanttohavemeaningfulworkreadyfornewemployees.Newemployeesgetfrustratedwhentheyaregivenmakeworktofilltheirtime.Attheotherextreme,newemployeesmaybeexpectedtopickupwherethepreviouspersonleftoff(andalsocatchupontheworkthathasbeenpilingupsincethatpersonsdeparture).Throwingnewemployeesinovertheirheadstoeithersinkorswimisnotconstructive.Newemployeesneedtobeabletotestthewaterandtogainconfidence.The FirstWorkAssignment oforientationshouldincludethefollowing: b  ProvidingNeededKnowledgeandSkillsTraining  2 0   (#(# 0  *Makesurenewemployeesunderstandstandardproceduresusedtocompleteassigned  tasks. (#(# 0  *Determineifnewemployeeshavetheskillstocompletetheassignedtasks.(#(# 0  *Givenewemployeeswithtechniquesforsolvingpotentialproblemsbeforetheyarise.b(#(#  CommunicatingWorkAssignmentsClearly  2  0  *Selectworkassignmentsthatnewemployeescancompletesuccessfully.#R (#(# 0  *Giveexamplesshowingthecorrectwaytocompleteassignments.$2 "(#(# 0  *Asknewemployeestoexplainhowtheyintendtoapproachtheassignment.&"$(#(#   *Stateduedates. (#&   r+&) ЇMonitoringWorkinProgressandProvidingFeedback   0  *Reviewworkprogressearlyandoften.` (#(# 0  *Giveguidanceasneeded.@ (#(# 0  *Reinforceprogressaswellasexcellence. p (#(#  TIPS...  @  0   (#(# 0  PConsiderusingastructuredonthejobtrainingprocessorapprenticeship.Remember  thatthefirstworkassignmentisacontinuationoftheorientationprocess. (#(# 0  PGivenewemployeesjobaidsandothertoolstohelpthemlearnastheyareworking.(#(#   P  XXlChapter10:TheLongRun:ItsOnlyJustBegun #XlXۭ#  **(# >XXl Happiness:Thefulluseofyourpowersalonglinesofexcellence...JFK#XlX>#  H Orientationdoesnotendwiththecompletingofthefirstassignment.Successfulorientationgivesongoingsupportthroughthefirstyearonthejob.  *Conductfollowupmeetingswithnewemployees. R  0  *Reviewthematchbetweenexpectationsandrecentexperiences.2 (#(# 0  *Continuetodiscusstheformalandinformalworkenvironments.b(#(# 0  *Makesurethatfamilyandcommunityadjustmentsareworkingsmoothly.B(#(# 0  *Determineothertrainingneeds."(#(# 0  *Determineifemployeesfeellikeanintegralpartoftheteam.(#(#  LookingTowardtheFuture   0  *Provideopportunitiesforcontinueddevelopment.R(#(# 0  *Haveemployeesshareintheresponsibilityfortheirowndevelopment.2 (#(# 0  *Useallagencyresourcesindevelopingcareerplansforeachemployee."b(#(#  r+&) Ї XXlChapter11:EmployeeRights,Responsibilities,and  Opportunities#XlXֳ#  X >XXl66(#  Therecannotbeacrisistoday,myscheduleisalreadyfull....unknown  P  #XlX>#Usethefollowinglisttoensurethatnewemployeesareinformedoftheir rightsand  J responsibilities:   :  0  * TrainingandCareerDevelopment. Informnewemployeesabouttrainingand   developmentopportunitiestohelpthemsucceedattheirnewjobsortopreparethemforfuturejobs.Makesuretoexplainhowtotakeadvantageoftheseopportunities. (#(# 0  * Leave: Ittakesawhilefornewemployeestoaccumulateleave.Reviewtheleave @!  z optionsemployeescanuseiftheyhaveamedicalorfamilyemergency. (#(# 0  * Benefits: Reviewthehealthinsurance,lifeinsurance,retirement,andotherfederal J employeebenefits.Givethenameofthebenefitscounselorformoreinformation. (#(# 0  * Flexibility: Flexibilityinworkschedules,daysoff,andplaceofworkmaybe j importanttonewemployees.Taketimetoexplainthealternativeworkscheduleprogram,flexiplacearrangements,andspacesharingoptions. (#(# 0  * AssistancePrograms: LetnewemployeesknowabouttheEmployeeAssistance * Programorothersuchprograms. (#(# 0  * Performance: Explaintonewemployeesthatitiscriticalthattheymeetperformance   standards.Stresstheimportanceofaskingforhelpandguidanceiftheydonotunderstandhowtoperformtheirjobs. (#(# 0  * Conduct: Reviewtheconductandethicsguidelinesthatemployeesmustfollow.j$!(#(# 0  * AdverseActions: Reviewthegroundsforperformancebasedorconductbased J&!# adverseactionsandexplainthatemployeeshavetherighttoreceivewrittennotification,reviewrelatedmaterials,berepresented,makeanoralorwrittenresponse,andappealorgrievetheagencysdecision.Explainthatthefirstyearfornewfederalemployeesisconsideredaprobationaryortrialperiod.Notethatduringtheirfirstyearemployeeshavelimitedrightsiftheyareseparatedinvoluntarily. (#(#  +:') Ї0  * FairTreatment: Tellnewemployeesthattheymaynotbediscriminatedagainstdue  torace,color,religion,sexualorientation,gender(includingsexualharassment),nationalorigin,age,oradisablingcondition.Explainthatanagencymaynottakeactionagainstthemforwhistleblowingorforexercisingagrievanceorappealright.Coverthestepsemployeesshouldtakeiftheyfeelthattheyhavebeendiscriminatedagainstoriftheyhavebeensexuallyharassed. (#(#   P   XXlAppendix P   #XlX#>XXl(# Opportunitiesmultiplyastheyareseized....SunTzu   p #XlX>#XXl #XlX#  AppendixA,Orientation:SponsorGuidelines  AppendixB,OrientationChecklist  AppendixC,InterviewwiththeSupervisorandtheEmployee  AppendixD,Mission,Corporateagenda,VisionandValuesofBLM      `     h      p     AppendixA  e  XXXl% !   Orientation:SponsorGuide   #XlXX#January1999  j*%!   WhyaSponsorProgram?  WhatisaSponsor?WhatisYourRoleAsaSponsor?WhyYouWereChosenToBeaSponsor.HowtobeaGoodSponsor.  WHYASPONSORPROGRAM? 0    Thepurposeofthisprogramistowelcomenewemployeesintotheorganizationandhelpthem  makeasmoothtransitionintothecommunity,theBureauofLandManagement(BLM),andtheirnewposition.Theinformationpresentedhereisintendedtoguidethosewantingtobesponsors.TheSponsorProgramwillhelpmaintainanefficientandeffectiveorientationprocess. WHATISASPONSOR?  ` AsponsorisavolunteeremployeewhohelpsanewemployeemovesmoothlyintoBLM. WHYYOUWERECHOSENTOBEASPONSOR? Youwereselectedbyyoursupervisorbecauseyouarehelpful,havegoodjudgmentand @ communicationskills,aretrustworthy,andwillgivethenewemployeeapositiveimageoftheofficeandBLM.Theanswerstothefollowingquestionswereconsideredwhenyouwereselectedasasponsor:1.Doyougetalongwellwithnewpeople?0  e 2.Doyouknowenoughpeoplewithinyourofficeandthecommunitytointroducethe (#(# Ѐnewcomertokeypeopleoutsidetheimmediateworkgroup?3.Canyouanswerquestionsordirectthenewcomertopeoplewhocan?4.Doyouknowbasicofficeprocedures?5.Willyourworkloadletyoutotakeonthetheseadditionalduties? ,`'* Ї WHATISYOURROLEOFASPONSOR?   Asasponsoryoucanprovideavarietyofservicesfornewemployees.Yourresponsibilitiesstartrightafterthenewemployeeisselectedandmaycontinuefor1to12monthsafterthereportingdate.Beingasponsorisvoluntaryandshouldnotinterferewithyourworkanddoesnotentitleyoutocompensatoryorovertimepaytocarryoutyoursponsoringduties.Thefollowingisalistofsuggestedactivities.Youmaynotneedtodoallofthesethings,andthethingsyoudoasasponsorneednottakemuchtime.Howwellyoucarryouteachdutywillaffectthesuccessofthenewemployee,sotakeonthisrolewithenthusiasm. SuggestedSponsorActivities:  P  ̀1.Talktothenewemployeeandfindoutwhatsheneedstohelphermovesmoothlyintoherπnewjob.Shemayneedrealestatelistings,localnewspapers,maps,andotherinformationofπvalueforrelocatingtoanewarea.̀2.Meetwiththesupervisoranddiscussyourroleandyourplans.̀3.Greetnewcomerswhentheyarriveintownandhelpwhenyoucan.̀4.Beonhandwhenthenewemployeereportstoworkonhisfirstday.̀5.Acquaintthenewemployeewithofficeprocedures.̀6.Explainwhereparkingisandwaysofgettingtowork.̀7.Telltheemployeeaboutthelocalareaanditsservices.̀8.Explainformalandinformalprocessesforcompletingwork.̀9.Helptheemployeegeta feelforallaspectsofyouroffice.10.Usethe Orientation:EmployeeHandbook asareferenceguideforwebsitesthatmightbe #! Ѐusefultothenewemployee.11.NameBLMbrochuresorbooksthatrelatetoyourofficeandthatwillhelptheneẁemployee. ,`'*  HOWTOBEAGOODSPONSOR.   Sponsoringisallaboutbuildingapartnershipbetweenyourselfandthenewemployee.Itisawayofbuildingselfworth,sharingideas,givingsupport,andensuringsuccess.Herearesometips:*Oncetheemployeehasbeenselected,immediatelycall,email,ormeetwiththeneẁemployee.*Befriendlyandsincere.Emphasizethatyouarereallyinterestedinthenewemployee.*Encouragethenewemployeetobeopen.Letherknowthatshecantalktoyouatanytime.*Whensuitable,havethenewemployeesharehisgoalsandexperiences.*Ifyouareinthesamelineofwork,invitethenewemployeetoattendsomeofyour̀professionalmeetings.*Helpdefinetheorganizationalculture.*PromoteapositiveimageofBLM.*Advisebutdontjudge.*Helptheemployeemeetherownneeds.*Beopenandhonest.Helpbuildthenewemployeesconfidence.*Worktogetherwiththesupervisorandemployeeasateamtocompletetheorientationprocess.Thesponsoringrelationshipwillendonitsownaccordwhenitnolongerneeded.  "       m     u    %  } AppendixBChecklists:Afterreadingthisguide,itmayappearthatyouhaveawiderangeofresponsibilities.Thatstrue.Itisimportantthatyouworkcloselyoverthenextyeartoensurethesuccessofyournewemployees.Usethechecklistonthefollowingpagestoensureyoursuccess.̀   XlXXXl>XXl@gg  ORIENTATIONCHECKLIST  @'PartI  z ______________________________________________________________________________Employee'sName m     u   OrganizationalUnit ^ ______________________________________________________________________________PositionTitle   m    Grade u    % EntranceonDutyDate  Afterthefollowingitemshavebeendiscussedwiththeemployee,pleasesignbelow.#XlX>#sXXlr  Accesstopersonnelrepresentative    r  Appealsandgrievances ~   r  Applicablesafetyregulations 2   r  Appropriateawarenessofmanualandhandbooks  6  r  Availabilityofsupervisorforassistance    O   O5p0    Awardsandrecognition O5P݌N (#(# Ќ  r  Computeraccess R  r  Correspondenceappropriateness   r  Creditunion,labororganizations,andotheremployeeorganizations j  r  Delegationofauthority n  r  Dutiesandresponsibilitiesofemployee/positiondescription " r  EEOProgram/policies  r  EmailprotocolandInternetuse : r  EmployeeAssistanceProgram(EAP) > r  Employeesworkarea,desk,etc.   O   O]p0    Ethicsandpersonalconduct O]x݌V(#(# Ќ  r  Federal,DepartmentandBureauregulationsofimportancetoemployees  Z r  FinancialDisclosureReport(ifnecessary)  r  Furnishpublications r r  Healthbenefits/grouplifeinsurance &v r  Hoursofwork,lunchperiodsandbreaks/timekeeping * r  Injuriesonthejob  r  Introductiontofellowworkers,includingemployeesinotherDivisions,asappropriate B r  Leavebenefits(annual,sick,LWOP,etc.) F  r  MeritPromotionProgram ! r  Missionofoffice,division,branch,team ^" r  Noticetomailroomofnewemployee b# r  OrganizationandmissionofBureauandRegion/Project $ r  Payperiodsanddays,holidays z% r  Payrolldeductions(taxes,bonds,retirement,insurance,etc.) . ~& r  Performanceappraisal  2' r  Performancerequirementsofposition !( r  Priorapprovalofannualleave J") r  Reportingsickandemergencyannualleave "N* r  Retirementplan/SocialSecurity #+ r  Roleofthesupervisor f$, r  Towhomemployeereportsinyourabsence %j - r  Trainingopportunities(IDPs),requiredtraining(i.e.safety,email,Internet,etc.) %!. r  Typeofappointment(probationary,period&tenure) &!/ r  Unusualorhazardousconditions 6'"0 r  Useofgovernmentvehiclesandequipment ':#1 r  Wagesand/orsalaryandperiodicstepincreases (#2 #XlXs#>XXl______________________________________________  __________________________________________ *6&5 #XlX>)#>XXlEmployeeSignatureDate   u SupervisorSignatureDate#>>##XlX>#  +'6 Ї XlXXXl@  ORIENTATIONCHECKLIST   @' PartII   Indevelopinganindividualorientationplan,pleaseconsiderthefollowing.*w(ddd Xdd Xdd Xe(#e(#w,dd ,dd ,dd ,dd ,dd ,dd ,dd ,dd +   `   Weretheseitemspartoftheplan?  T  Y 'T  'N +!T  +>XXlEvaluationof t  Product#XlX># >  12345 !X  !Watchedvideos:̀1.Employee's̀2.Supervisor's     (    (    (    (    (    (    (  Sponsorappointedandused  <!   <"   <#   <$   <%   <&   <'   <( Websitevisited  )   *   +   ,   -   .   /   0 Websitequizcompleted  D1   D2   D3   D4   D5   D6   D7   D8 AttendedLocalPerspectives  9   :   ;   <   =   >   ?   @ UsedEmployeeHandbook  LA   LB   LC   LD   LE   LF   LG   LH UsedSupervisorHandbook   I    J    K    L    M    N    O    P UsedSponsorGuide  TQ   TR   TS   TT   TU   TV   TW   TX   (Y   (Z   ([   (\   (]   (^   (_  (` #XlXXXl# Aftercompletingtheabovechart,thesupervisorandtheempl9yoyeeshouldevalutatetheorienationntation #c programonthisform.Rateeachitemonascaleof1to5with1is poorand5is Excellent.SendbothPartAandPartBtotheNationalTrainingCenterfoaftercompletion.  -   % e  8,'l Їe 0 r 0r(#r(#0" (#(# z    *      2   AttachmentC" (#" (# @   XXl DiscussionWithSupervisor&Employee  @rr$@@#(Optional) #XlX #Ԉ  (Usethistohelpfacilitateadiscussionbetweenthesupervisorandemployeeduringperformancediscussions.)*(d ddd dd dd dd dd dd dd dd ((#(#,dd ,dd ,dd ,dd +     @mm Observationof <  @ Employees: ',  '@ AboveAverage ',  '@.%Average ',  '@ee9NeedsImprovement ',  '>XXl1.WorkPerformance '`  ' '`  ' '`  ' '`  '2.Attitude ' ' ' ' ' ' ' '3.Initiative 'l ' 'l ' 'l ' 'l '4.Conduct 'z ' 'z  ' 'z! ' 'z" '5.AbilityToGetAlongπWithOthers '$ ' '(% ' '(& '#XlX>#"('  "1.Haveyounoticedanyparticularweaknessintheemployeesperformance?2.Whataretheemployeesstrongpoints?3.Doyoubelievetheemployeeisservinginapositionbestsuitedforhis/herqualificationsandπabilities?Hashe/sheexpressedinterestinothertypesofwork?4.Doestheemployeeneedmoretraining?5.Otherremarks:  |)$9  r    "  z    *      2 AppendixD  @ TheBLMMissionStatement   TheBureauofLandManagementsustainsthehealth,diversity,andproductivityofthepubliclandsfortheuseandenjoymentofpresentandfuturegenerations.@@@ TheCorporateAgenda  @  @*MaintainHealthyEcosystems@00*ServeCurrentandFuturePublic@ *PromoteCollaborativeLeadership@*ImproveBusinessPractices@ *ImproveHumanResourceManagementPractices@& Vision   @r r TheBureauOfLandManagementwill:Provideforawidevarietyofpubliclanduseswithoutcompromisingthelongtermhealthanddiversityofthelandandwithoutsacrificingsignificantnatural,cultural,andhistoricalvalues.Understandthearid,semiarid,arctic,andotherecosystemsitmanagesandcommittousingthebestscientificandtechnicalinformationtomakeresourcemanagementdecisions.Resolveproblemsandimplementsolutionsincollaborationwithotheragencies,states,tribalgovernments,andthepublic.Understandtheneedsofruralandurbanpublicandprovidethemwithqualityservice.Maintainaskilledandhighlyprofessionalworkforce.Clearlydefineandachieveobjectivesthroughtheefficientmanagementoffinancial,human,andinformationresources.Efficientlyandeffectivelymanagelandrecordsandotherspatialdata.RecoverafairreturnfortheuseofpubliclyownedresourcesandreducelongtermliabilitiesfortheAmericantaxpayer. ,`'* @& Values   @# IPledgeTo:   @  !*TellTheTruth@"*ObeyTheLaw@ *TreatAllCustomersWithCourtesyAndRespect@YY*WorkAsAMemberOfATeam@kk *RewardExcellence@"*Ask WhyNot?@dd*CelebrateDiversity r