Supervisor Handbook: A Guide to Success

Supervisor's Handbook for Orienting New Employees

Your new employee is about to arrive for the first day on the job and you need the tools and strategies to enable you to give a successful orientation. The package, Orientation, has been designed to help you, the supervisor, orient your new employee with ease and flexibility.

Orientation gives new employees complete, uniform information about the Bureau of Land Management and its operations, mission, functions, policies, compensation plans, benefits, services, work requirements, standards, rules, safe work habits, and desirable employee-management relations.

Orientation consists of four parts:

Orientation: Employee Handbook with an accompanying video
Orientation: Supervisor Handbook with an accompanying video
Orientation: Local Perspectives
Orientation: Sponsor Guide

Each of these elements are part of the overall Orientation.

During orientation we need to convey to the new employee that we are committed as an organization to continuous improvement and learning. A well-thought-out orientation process takes energy, time, and commitment, but it pays off for the employee, the office, and the organization.

Several current trends in the business world make a high-quality employee orientation crucial to the success of both the employee and the organization: (1) Skilled workers do not have to put up with a poor manager. They just leave. (2) The total employee package is becoming more crucial to obtaining and retaining the best employees. (3) Skills, abilities, and motivation count more than experience. (4) Employers are demanding more accountability from employees. (5) Employees are becoming the competitive advantage in the modern business world. Being aware of these trends lets you maximize the abilities, strengths, and potential of your new employee.

All of the components of Orientation have been designed to help you provide a successful orientation to your employee. To help you understand the orientation process, we have listed below the actions that will take place during the next year. This handbook will help explain your role in the process. If you need help with any of these elements, please talk to your personnel officer or the program lead for orientation at the National Training Center.

Orientation Overview

Upon accepting a position, all new employees in your office will receive the Orientation: Employee Handbook from the local servicing personnel office. The handbook will explain the orientation program and help the new employee answer many questions that will arise during the first year. The handbook will include a video entitled Employee Orientation Video Series. This video welcomes the employee to BLM and highlights the programs in the organization and in the Department of the Interior. The new employee should not view the entire video in one sitting but throughout his or her first year on the job.
Along with the handbook, the employee will receive a package from the local personnel office with forms that need to be filled out. After completing these forms, the employee should return them directly to the local personnel office. The local personnel office will also give the employee an information package that will define ethics and employee conduct.
The employee will begin an on-site orientation to the office. The supervisor and sponsor should work together to ensure that the employee receives a full orientation on local matters and office practices that will affect productivity. The role of the sponsor is outlined in this handbook, Chapter 6, "Who is Responsible." The handbook given to sponsors is in the Appendix A of this handbook.
Orientation should begin with the supervisor and the employee on a broad range of human resource, organizational, and historical issues. The issues to be discussed are listed in Appendix B, Orientation Checklist. The depth to which you need to cover each item should be based on the experience of each new hire, the length of the appointment, and the assignment job. On the second page of the Orientation Checklist is a guide that will help you develop an orientation program for each new hire. The supervisor and the local personnel office should work closely together to complete the checklist items.
State offices, centers and the Washington Office are encouraged to hold an orientation program every 6 months to a year to help new employees understand BLM issues outside of their office boundaries and disciplines. To help support this effort, a course overview has been developed and distributed to each state/center/WO personnel office. The product is entitled Orientation: Local Perspectives. If your location does not participate in this program, review the course overview to ensure that during the first year of employment the employee receives the information in another form.
Employees should visit the Leadership Excellence Orientation web site throughout the first year (www.ntc.blm.gov/leadership). The online interactive quiz should be completed within the first 3 months of employment. There are also many Info Links to specific web sites for BLM topics and human resource issues.
During the first year, you and your employee should have many discussions on how the employee is adjusting to the work environment and performing on the job. Appendix C, Discussion with the Supervisor and the Employee, is a form you may use to facilitate the discussion. You and your employee should fill out the form before the discussion begins.
At the end of the orientation process, which may take up to a year, you and your employee will complete the Orientation Checklist and return the completed form to the Program Lead for Orientation at the National Training Center (NTC) . This process will track all items on the Orientation Checklist for all new BLM employees. Local personnel offices may require another evaluation of the program. Call your personnel office to find out what your local policy entails.
When NTC receives the Orientation Checklist for all new BLM employees, it will enter the data into the tracking system and send a letter to the employee certifying completion of the program.

All the products prepared for this program are posted to the Leadership Excellence web site (www.ntc.blm.gov/leadership). If the program is changed, the changes will be reflected on the web site as soon as possible.

The time you spend in the orientation process will give you the satisfaction of knowing that you have benefited your employee's attitude and behavior. Read the handbook, view the video, and use the sponsor concept, the checklist, and the interview process to ensure your success.

Congratulations on accepting the challenge.

Time Line

Before Employee Arrives:

	Yes	No	Action
1			The new employee has received a copy of the Orientation: Employee Handbook and personnel forms?
2			Are the new employee's desk, phone, computer, supplies, and other equipment ready?
3			Have you informed the present staff of the new employee's arrival? Be sure to include the employee's title.
4			Have you arranged for a sponsor and developed a plan with the sponsor for orienting the new employee?
5			Have you familiarized yourself with the new employee's experience and background?
6			Have you viewed the supervisor's video?
7			Have you planned work assignments for the first 30 days?
8			Have you completed the Orientation Checklist, part 2, in this handbook for developing the orientation plan?

1st Day

	Yes	No	Action
9			Have you welcomed the new employee and introduced him or her to coworkers?
10			Have you given the new employee a tour of the facility? Be sure to include a layout of the building and the emergency procedures.
11			Have you ensured that the new employee has been processed by the personnel office?
12			Have you put your employee at ease, encouraged questions, showed genuine interest, and explained your job to the new employee?
13			Have you given the new employee information on office policies and other items from the Orientation Checklist, part 1, such as the following: work schedule time and attendance procedures procedures for requesting annual and sick leave use of the telephone and the internet how to order supplies and use the copy and fax machines pay charge card travel Employee Assistance Program

End of 1st Week

	Yes	No	Action
14			Have you met with the employee to go over the plan for the orientation process that will continue throughout the year?
15			Have you met with the sponsor and employee to discuss how the orientation process is going?

End of 1st Month

	Yes	No	Action
16			Have critical performance results been developed and discussed with the employee?
17			Have you ensured that the employee has a clear understanding of the organization of the Bureau of Land Management?
18			Has the Orientation Checklist, part 1, been completed?

Six Months

	Yes	No	Action
19			Have you held a performance appraisal discussion with the new employee?
20			Have you introduced the new employee to officials outside the office?
21			Have you discussed the following subjects in depth: Budget process Bureau planning initiatives Current bureauwide issues (Appendix D, Mission Corporate Agenda, Vision, and Values of BLM might facilitate this discussion.)
22			Have you reviewed the orientation plan and made adjustments?
23			Have you explained individual development plans to the new employee and encouraged their use?

One Year

	Yes	No	Action
24			Have you conducted a Review of Performance Appraisal / Critical Results?
25			Have you ensured that all video programs have been viewed by the employee?
26			Have you sent the Orientation Checklist to the Program Lead for Orientation at the National Training Center?

Chapter 1: What is Orientation?

"Life is a succession of lessons which must be lived to be understood"...Ralph Waldo Emerson

Successful employee orientation is an ongoing process that helps the new person become a valuable part of the organization. Simply giving information to new employees does not help them become an integral part of the organization. The process of orientation belongs at every level of the organization but begins with the supervisor. Along with the role of the supervisor, the orientation will also include the role of a sponsor. The sponsor is a person who helps new employees have a smooth transition into the organization. (See Orientation: Sponsor Guide.)

An effective orientation process should encourage and support new employees to take responsibility for the following:

Communicating information needs
Learning about the organization
Building relationships
Using all available tools and resources
Being open to feedback

Chapter 2: Why Orient Employees?

"Enthusiasm is contagious ... start an epidemic"... from a bumper sticker

Sustain Motivation .... Most new employees are enthusiastic when they begin their new jobs. Effective orientation can help sustain this early motivation.

Remember. . . early enthusiasm can be sustained if new employees feel:

Welcomed and included by others
That their work is meaningful and fulfilling
Appreciated and important
Competent to perform the job

Improved Productivity.....The quality of the orientation is related to both short-term and long-term employee productivity. Researchers have found that an investment in orientation can result in faster learning rates, higher work output, fewer costly mistakes, and lower absenteeism.

Remember. . .To improve productivity new employees must feel that:

The Orientation is meaningful
The Orientation meets individual needs

Reduced Turnover.....The Merit Systems Protection Board estimates that of the federal employees who leave their jobs, 25 to 30 percent leave within their first year. Other studies estimate that as many as 60 percent of the new hires leave their jobs in less than 12 months. Exit interviews have found that common reasons for leaving an organization within the first year include the following:

Not feeling welcomed
Not being valued
Not fitting in

Millions of dollars are lost when organizations fail to help newcomers become part of the organization.

Valuing a Diverse Workforce ..... Providing an effective orientation communicates that the Bureau of Land Management values each new employee. Valuing each employee is the first step in promoting workforce diversity. Orientation can help ensure that all new employees have an equal chance to succeed. Employees are more likely to succeed if they understand their responsibilities and rights.

Chapter 3: Who Needs an Orientation?

"It's difficult to remember when you are up to your neck in alligators, that your main objective was to drain the swamp."... unknown

People just entering the workforce are not the only ones who need an orientation. Orientations benefit all employees who are changing jobs, organizations, or work units. The orientation package should be tailored to the individual needs of the employees. Typical workers are expected to change jobs at least three to five times during their careers. Knowing the background and work experiences of your new employees will help you make sure that their unique needs are addressed during orientation.

Also, orientation is not just for permanent full-time employees. Interns, part-time workers, volunteers, and anyone else who is working for you should receive an orientation.

Chapter 4: First Impressions Are Lasting Impressions

"Surround yourself with only people that are going to lift you higher."... Oprah Winfrey

First impressions are lasting impressions. Think back. Do you remember your first day on the job? The most lasting impressions about an organization are formed early, within the first few months.

Most new employees are nervous about beginning a new job. The Welcome Phase should be used to reduce employee anxieties so that employees can begin to learn. It is easier to learn about your new job and organization when you are feeling confident about your career choice.

The Welcome Phase of the orientation should include the following:

Preparing the Employee's Work Space

Remove the former employee's personal items.
Make sure the work space is clean and organized.
Check to see if all equipment is working properly

Preparing the Sponsor

Select a sponsor for the new employee.
Meet with the sponsor and discuss the sponsor's role.
Set up a meeting to introduce the new employee to the sponsor.
Invite the sponsor to lunch with you and the new employee.

Putting the New Employee at Ease

Greet the new employee.
Give the employee an overview the orientation process and schedule.
Introduce the new employee to others.
Ask questions to find out how the new employee is doing.
Invite the new employee and the sponsor to lunch.
Introduce the new employee to the sponsor.

Chapter 5: The "Joining Up" Process

"My best friend is the one who brings out the best in me."... Henry Ford

The "joining up" process consists of making the transition from being an outsider to being a committed member of the organization. New employees are interested in the total organization and where and how they fit in. Interviews of new employees have found that the panoramic view of the organization is as important to them as is information about their jobs, departments, and other organizational information. New employees need to see the big picture early in the orientation process.

As a manager your job is to ensure that employees:

Establish relationships with supervisors, coworkers, and customers.
Feel confident they can perform the job.
Understand and feel part of the culture.
Develop an appreciation of all of the disciplines required to ensure the health of the land.
Learn about organizational history.
Develop an understanding of organizational vision, mission, goals, and values (see appendices).
Understand organizational structure and personnel.

To facilitate the transition, the following examples may help:

Field trips, reading assignments, viewing videos, understanding the mission statement, discussing how an employee's specific job affects BLM's overall mission.

TIPS:

Don't overwhelm the new employee with too much information all at once.
Give the employee written information, including brochures about the organization, mission statements, organizational charts, lists of key personnel, and strategic plans.
Review sections of the Orientation: Employee Handbook to help give the employee an overview of the agency.
Discuss the video tape from the Orientation: Employee Handbook package to present background information about the organization.
Arrange for new employees to conduct information interviews with key people to collect information about the organization.
Encourage new employees to take other actions to learn about the organization on their own.
Make sure that new employees understand where they fit into the big picture.

Chapter 6: Who is Responsible?

"We don't motivate people, we teach others how to remove barriers and self-imposed limitations, empowering them to motivate themselves and others."

The organization is responsible....For new employees to make a commitment, the organization and its leadership must be dedicated to valuing human resources.

Committed organizations:

Communicate clear information about the organization and its future.
Hold supervisors accountable for orienting and developing new employees.
Support the orientation process.
Ensure that every employee is valued.

Supervisors....have the ultimate responsibility for orienting new employees. The success of new employees may depend on how well supervisors carry out this responsibility.

Effective supervisors:

Are accessible.
Pass on their skills as well as wisdom about how to be successful.
Hold employees accountable for their own development.
Provide ongoing performance feedback.
Inform employees of their rights and responsibilities.
Foster career advancement.
Give employees challenging assignments based on their skill levels.
Help employees adjust to the community.
Encourage employees to complete individual development plans (IDPs).

Sponsors .... assist new employees through a smooth transition into the organization. (See Orientation: Sponsor Guide.)

Effective Sponsors:

Define organization culture.
Promote positive image.
Build confidence.
Advise but don't judge.
Help meet employee needs.
Are open.
Coordinate.
Work as a team.

The New Employee....is defined as new to the organization or an employee transferred to a new location. New employees have shared responsibilities for their own development and learning.

Chapter 7: The Basics: Learning the Ropes

"Few things are harder to put up with than a good example." Mark Twain

New employees need to have a good foundation before they become productive. They need to learn how the organization operates. This next phase of the orientation covers the rules of the game, important procedures, who has what resources, how to get paid, and where to go for help.

The basics of orientation should include the following types of information as found in the Orientation: Employee Handbook:

Employee rights and responsibilities
Probationary period
Key policies (e.g. ethics, diversity, sexual harassment, EEO)
Work schedule and hours
Pay and leave administration
Benefits
Performance management system
Incentives and awards
Training and development opportunities
Safety and security
Employee programs: Wellness, Employee Assistance Programs, Childcare, Elder care
Local amenities
Internal communication (e.g. critical phone numbers, phone systems, e-mail, bulletin boards, newsletters)

TIPS:

Be sure your new employee has a copy of the most current Federal Employee Almanac, which contains all of the basics.
Explain how to use agency handbooks, manuals, and other correspondence.
Conduct a tour to show new employees all important areas.
Show how to use the telephone system and other office equipment.
Give new employees a checklist so they can keep track of whether they have learned all of the of the required basics.
Encourage new employees to ask questions and to take responsibility for learning the information on the checklist.
Remind new employees that the sponsor can help you when you are not available.

Chapter 8: The Work Environment: The New Kid on the Block

"The sweetest of all sounds is praise"... Xenophon

Did you ever move when you were young? Do you remember what it was like to be the "new kid on the block"? It is hard to concentrate on learning a new job when you feel isolated, alone, or not part of the group.

Also, there are many unwritten rules that new employees discover only after they have broken them. Succeeding is related to how well employees learn to deal with the informal as well as the formal work environment.

Supervisors must ensure that no one is excluded from becoming a part of the work environment. The goal is not to change new employees to fit into the current mold but to give new employees a full understanding of the work environment. Once they gain this understanding, they are better able to contribute.

The Work Environment of orientation should include the following:

Providing current employees with information, including:

Positions held by new employees
Work assignments of new employees
The effect new employees will have on the workload

Matching expectations with new employees

Be sure the Employee Performance Plan is in place.
Ask new employees to share their expectations.
Clarify expectations
Responsibilities
Job/tasks/description
Priorities
Performance and conduct standards
Communication styles and procedures
Decision making authority

Sharing the informal rules with new employees

Explain the techniques that you have used to make the system work.
Point out potential land mines.

Providing support

Provide resources that may help with family and community adjustments.
Assign a sponsor.

TIPS:

Exchange expectations with new employees several times during the first months; expectations often change over time.
Select a sponsor who is helpful, has good judgment and communication skills, is trustworthy, will give the new employee a positive image of the office and BLM, and has good interpersonal skills.

Chapter 9: The First Work Assignment: Testing the Water

"got milk?"... media ad

The First Work Assignment is critical. It should be challenging but not impossible. It is important to have meaningful work ready for new employees. New employees get frustrated when they are given make-work to fill their time. At the other extreme, new employees may be expected to pick up where the previous person left off (and also catch up on the work that has been piling up since that person's departure). Throwing new employees in over their heads to either sink or swim is not constructive. New employees need to be able to test the water and to gain confidence.

The First Work Assignment of orientation should include the following:

Providing Needed Knowledge and Skills Training

Make sure new employees understand standard procedures used to complete assigned tasks.
Determine if new employees have the skills to complete the assigned tasks.
Give new employees with techniques for solving potential problems before they arise.

Communicating Work Assignments Clearly

Select work assignments that new employees can complete successfully.
Give examples showing the correct way to complete assignments.
Ask new employees to explain how they intend to approach the assignment.
State due dates.

Monitoring Work in Progress and Providing Feedback

Review work progress early and often.
Give guidance as needed.
Reinforce progress as well as excellence.

TIPS

Consider using a structured on-the-job training process or apprenticeship. Remember that the first work assignment is a continuation of the orientation process.
Give new employees job aids and other tools to help them learn as they are working.

Chapter 10: The Long Run: It's Only Just Begun

"Happiness: The full use of your powers along lines of excellence"... JFK

Orientation does not end with the completing of the first assignment. Successful orientation gives ongoing support through the first year on the job.

Conduct follow-up meetings with new employees.
Review the match between expectations and recent experiences.
Continue to discuss the formal and informal work environments.
Make sure that family and community adjustments are working smoothly.
Determine other training needs.
Determine if employees feel like an integral part of the team.

Looking Toward the Future

Provide opportunities for continued development.
Have employees share in the responsibility for their own development.
Use all agency resources in developing career plans for each employee.

Chapter 11: Employee Rights, Responsibilities, and Opportunities

"There cannot be a crisis today, my schedule is already full."... unknown

Use the following list to ensure that new employees are informed of their rights and responsibilities:

Training and Career Development. Inform new employees about training and development opportunities to help them succeed at their new jobs or to prepare them for future jobs. Make sure to explain how to take advantage of these opportunities.
Leave: It takes a while for new employees to accumulate leave. Review the leave options employees can use if they have a medical or family emergency.
Benefits: Review the health insurance, life insurance, retirement, and other federal employee benefits. Give the name of the benefits counselor for more information.
Flexibility: Flexibility in work schedules, days off, and place of work may be important to new employees. Take time to explain the alternative work schedule program, flexiplace arrangements, and space-sharing options.
Assistance Programs: Let new employees know about the Employee Assistance Program or other such programs.
Performance: Explain to new employees that it is critical that they meet performance standards. Stress the importance of asking for help and guidance if they do not understand how to perform their jobs.
Conduct: Review the conduct and ethics guidelines that employees must follow.
Adverse Actions: Review the grounds for performance-based or conduct-based adverse actions and explain that employees have the right to receive written notification, review related materials, be represented, make an oral or written response, and appeal or grieve the agency's decision. Explain that the first year for new federal employees is considered a probationary or trial period. Note that during their first year employees have limited rights if they are separated involuntarily.
Fair Treatment: Tell new employees that they may not be discriminated against due to race, color, religion, sexual orientation, gender (including sexual harassment), national origin, age, or a disabling condition. Explain that an agency may not take action against them for whistle blowing or for exercising a grievance or appeal right. Cover the steps employees should take if they feel that they have been discriminated against or if they have been sexually harassed.

Appendix A
Orientation Sponsor Guide

"Opportunities multiply as they are seized."... Sun Tzu

WHY A SPONSOR PROGRAM?

The purpose of this program is to welcome new employees into the organization and help them make a smooth transition into the community, the Bureau of Land Management (BLM), and their new position. The information presented here is intended to guide those wanting to be sponsors. The Sponsor Program will help maintain an efficient and effective orientation process.

WHAT IS A SPONSOR?

A sponsor is a volunteer employee who helps a new employee move smoothly into BLM.

WHY YOU WERE CHOSEN TO BE A SPONSOR?

You were selected by your supervisor because you are helpful, have good judgment and communication skills, are trustworthy, and will give the new employee a positive image of the office and BLM. The answers to the following questions were considered when you were selected as a sponsor:

Do you get along well with new people?
Do you know enough people within your office and the community to introduce the newcomer to key people outside the immediate work group?
Can you answer questions or direct the newcomer to people who can?
Do you know basic office procedures?
Will your workload let you to take on the these additional duties?

WHAT IS YOUR ROLE OF A SPONSOR?

As a sponsor you can provide a variety of services for new employees. Your responsibilities start right after the new employee is selected and may continue for 1 to 12 months after the reporting date. Being a sponsor is voluntary and should not interfere with your work and does not entitle you to compensatory or overtime pay to carry out your sponsoring duties.

The following is a list of suggested activities. You may not need to do all of these things, and the things you do as a sponsor need not take much time. How well you carry out each duty will affect the success of the new employee, so take on this role with enthusiasm.

Suggested Sponsor Activities:

Talk to the new employee and find out what she needs to help her move smoothly into her new job. She may need real estate listings, local newspapers, maps, and other information of value for relocating to a new area.
Meet with the supervisor and discuss your role and your plans.
Greet newcomers when they arrive in town and help when you can.
Be on hand when the new employee reports to work on his first day.
Acquaint the new employee with office procedures.
Explain where parking is and ways of getting to work.
Tell the employee about the local area and its services.
Explain formal and informal processes for completing work.
Help the employee get a "feel" for all aspects of your office.
Use the Orientation: Employee Handbook as a reference guide for web sites that might be useful to the new employee.
Name BLM brochures or books that relate to your office and that will help the new employee.

HOW TO BE A GOOD SPONSOR.

Sponsoring is all about building a partnership between yourself and the new employee. It is a way of building self-worth, sharing ideas, giving support, and ensuring success. Here are some tips:

Once the employee has been selected, immediately call, e-mail, or meet with the new employee.
Be friendly and sincere. Emphasize that you are really interested in the new employee.
Encourage the new employee to be open. Let her know that she can talk to you at any time.
When suitable, have the new employee share his goals and experiences.
If you are in the same line of work, invite the new employee to attend some of your professional meetings.
Help define the organizational culture.
Promote a positive image of BLM.
Advise but don't judge.
Help the employee meet his or her own needs.
Be open and honest. Help build the new employee's confidence.
Work together with the supervisor and employee as a team to complete the orientation process.

The sponsoring relationship will end on its own accord when it no longer needed.

Appendix B
Orientation Checklist
Parts I and II

After reading this guide, it may appear that you have a wide range of responsibilities. That's true. It is important that you work closely over the next year to ensure the success of your new employees.

Use the check list to ensure your success.

Employee's Name:	Organizational Unit:
Position Title:	Grade: Entrance on Duty Date:
After the following items have been discussed with the employee, please sign below:

	Access to personnel representative
	Appeals and grievances
	Applicable safety regulations
	Appropriate awareness of manual and handbooks
	Availability of supervisor for assistance
	Awards and recognition
	Computer access
	Correspondence appropriateness
	Credit union, labor organizations, and other employee organizations
	Delegation of authority
	Duties and responsibilities of employee/position description
	EEO Program/policies
	E-mail protocol and internet use
	Employee Assistance Program (EAP)
	Employees work area, desk, etc.
	Ethics and personal conduct
	Federal, department, and bureau regulations of importance to employees
	Financial Disclosure Report (if applicable)
	Furnish publications
	Health benefits and group life insurance
	Hours of work, lunch periods and breaks - timekeeping
	Injuries on the job
	Introduction to fellow workers, including employees in other divisions, as appropriate
	Leave benefits (annual, sick, LWOP, etc.)
	Merit Promotion Program
	Notice to mail room of new employee
	Organization and mission of bureau and region/project
	Pay periods and days, holidays
	Payroll deductions (taxes, bonds, retirement, insurance, etc.)
	Performance appraisal
	Performance requirements of position
	Prior approval of annual leave
	Reporting sick and emergency annual leave
	Retirement plan / Social Security
	Role of the supervisor
	To whom employee reports in your absence
	Training opportunities (IDPs), required training (i.e. safety, e-mail, internet, etc.)
	Type of appointment (probationary, period and tenure)
	Unusual or hazardous conditions
	Use of government vehicles and equipment
	Wages and / or salary and periodic step increases

Employee signature and date:

Supervisor signature and date:

Orientation Checklist
Part II

In developing an individual orientation plan, please consider the following:

Were these items part of the plan?	Y	N	Evaluation of Product 1-2-3-4-5
Watched employee's video
Watched supervisor's video
Sponsor appointed and used
Web site visited
Web site quiz completed
Attended Local Perspectives
Used Employee Handbook
Used Supervisor Handbook
Used Sponsor Guide

After completing the above chart, the supervisor and the employee should evaluate the orientation program on this form. Rate each item on a scale of 1 to 5 with 1 is "poor" and 5 is "Excellent."

Send both Part A and Part B to the National Training Center after completion.

Appendix C
Interview with the Supervisor and the Employee

Use this to help facilitate a discussion between the supervisor and employee during performance discussions.

Observation of Employees:	Above Average	Average	Needs Improvement
1. Work Performance
2. Attitude
3. Initiative
4. Conduct
5. Ability To Get Along With Others

Have you noticed any particular weakness in the employee's performance?
What are the employee's strong points?
Do you believe the employee is serving in a position best suited for his/her qualifications and abilities? Has he/she expressed interest in other types of work?
Does the employee need more training?
Other remarks

Appendix D
The BLM Mission Statement

The Bureau of Land Management sustains the health, diversity, and productivity of the public lands for the use and enjoyment of present and future generations.

The Corporate Agenda

Maintain Healthy Ecosystems
Serve Current and Future Public
Promote Collaborative Leadership
Improve Business Practices
Improve Human Resource Management Practices

Vision

The Bureau Of Land Management will:

Provide for a wide variety of public land uses without compromising the long-term health and diversity of the land and without sacrificing significant natural, cultural, and historical values.
Understand the arid, semiarid, arctic, and other ecosystems it manages and commit to using the best scientific and technical information to make resource management decisions.
Resolve problems and implement solutions in collaboration with other agencies, states, tribal governments, and the public.
Understand the needs of rural and urban public and provide them with quality service. Maintain a skilled and highly professional work force.
Clearly define and achieve objectives through the efficient management of financial, human, and information resources.
Efficiently and effectively manage land records and other spatial data.
Recover a fair return for the use of publicly owned resources and reduce long-term liabilities for the American taxpayer.

Values

I Pledge To:

Tell The Truth
Obey The Law
Treat All Customers With Courtesy And Respect
Work As A Member Of A Team
Reward Excellence
Ask "Why Not?"
Celebrate Diversity