#MELODY ASSISTANT STAFF ORIENTATION HOW TO#

None of the answers to these questions should be left to chance they have to be included in the orientation. What impression of the organization do you want new staff members to walk away with?.Who are the important people, within and outside the organization, for this staff person to meet?.What's different about the target population?.Does the organization have unique features that are especially necessary for staff members to understand?.The organization should think out beforehand what a staff orientation for that organization should look like. Staff orientation programs may look either formal or informal, may be as short as a day or may continue through a month or more, may or may not include some training.

#MELODY ASSISTANT STAFF ORIENTATION HOW TO#

You'll save much more time in the long run, through the staff person knowing what he's supposed to do and how to navigate in the organization, than you'll save by putting it off. Conducting an orientation at the right time makes more sense not only for the staff member, but for the organization as well. It's worth it to make time for an orientation when it's needed - before and while the new staff member actually begins working. In reality, however, many organizations find it hard to schedule orientations right away, and new staff members may flounder for several days or weeks before they get any official introduction to the organization. All or most of an orientation, therefore, should best take place before the job starts. Orientation to a new job should give a staff member the basic information about the organization, her position, the target population, and the community, so she, too, can understand how to get where she wants to go. getting the basic information that tells you where you are and how to get where you want to go. The word 'orientation' literally means being turned toward the east, i.e. Most organizations find it useful to conduct a short informal orientation, or - if they have the resources - a longer, more formal one, for all new staff, so that they'll learn much of what they need to know to do their jobs before they actually start working. New staff members are generally given at least some idea of what they're supposed to do, introduced to other staff, shown around, and made to feel welcome.

You're on your own to learn all the ins and outs of the job and the organization - who your co-workers are, who does what, what the pitfalls of your position are, where to eat lunch.all of it.ĭo you think you'd be likely to be able to do your best work - or any work, really - in the first few weeks or months? More important, how would you feel about working for this organization? Would you have confidence that these folks had things under control, that they'd thought out what they were doing?įortunately, most organizations don't operate this way. That's it - your introduction to your new position. You accept the position, show up for work on the agreed-upon day, and the director shows you your space, welcomes you to the organization.and leaves.

Imagine starting a new job in a community-based organization in a new area. How do you conduct a staff orientation program?.What are the elements of a staff orientation program?.Learn how to develop a staff orientation so new staff members can understand and adjust to the organization and their jobs, and quickly become effective.

Melody assistant staff orientation