Oxford Learning Institute
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2. Approaches to induction
This section considers the various means of providing induction to new employees. A framework
for induction will usually be developed by a departmental administrator in consultation with line
managers, and adopted as good management practice within a department. The information and
advice provided in this section is intended to provide a background to the principles of induction
and to issues which need to be taken into consideration by those charged with responsibility for
developing an induction framework.
A departmental framework will consist of either one of, or a combination of, the following:
 induction checklists outlining areas to be covered within a new employee’s induction
period;
 induction programmes (delivered either departmentally or centrally);
 use of centrally provided resources, including the Oxford Learning Institute’s online
induction programme1;
 and any other resources relevant to the new employee.
An induction framework -
2.1 Producing an induction framework
2.2 Embedding the induction framework
Departmental induction programmes -
2.3 Planning a departmental induction programme
2.4 Orientation packs for new staff
2.5 A sample departmental induction programme
Individual induction programmes -
2.6 Planning an individual’s induction programme
2.7 Sample individual induction programmes
2.8 Whom to involve in induction
2.9 Evaluating the induction programme
2.1 Producing an induction framework
The induction framework should provide a template on which each individual’s induction can be
based. A simple and effective means of managing this is to produce a checklist for induction,
which includes sample programmes for those responsible for induction to draw adapt as
appropriate. A sample checklist and two sample programmes are provided in the ‘resources’
section of the website.
These can be downloaded and edited for use within departments, and with individual members of
staff. Responsibility for personalising this documentation should lie with the new employee’s line
manager, who should use the framework/checklist as a starting point for developing a programme
of induction for each individual. If you produce a framework and would like to discuss it with a
member of staff of the Oxford Learning Institute for advice on its content or structure, then please
contact services@learning.ox.ac.uk.
2.2 Embedding the induction framework
In order for effective induction practice to be embedded within a department, all staff need to be
aware of the principles underpinning the framework. Departments commonly do this in two ways.
One is to organise a departmental discussion on managing the induction process. This might take
the form of a one-hour briefing session run by the administrator, covering the issues raised in this
section. A briefing seminar affords the opportunity for line managers to ask questions relating to
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http://www.learning.ox.ac.uk/seminar_desc.php?cat=az&ls=&cc=IND/ONLI&page=3&id=
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their responsibilities in the area of induction, and for the administrator to make clear where the
boundaries of responsibility lie.
Another approach is to produce a departmental guide to inducting new staff, which could draw
from the materials in this website. Some departments have chosen to do both.
2.3 Planning a departmental induction programme
It can be of great benefit to new staff to attend a formally organised programme of induction.
Clearly, timing of such activity can be difficult, as staff tend to start in new posts at different times
of the year. However, a regular induction programme (perhaps at the beginning of each term) can
offer new staff the opportunity to meet other new starters from different areas of the department,
to share experience, and to hear from key members of departmental staff. A science department
within the University, for example, regularly offers a half-day induction seminar for new staff. See
below for their programme.
The types of issues that can usefully be covered in such a session are:
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formal welcome from the head of department and administrator
overview of the structure, objectives and functions of the department
health and safety, and accident reporting procedures
introduction to key members of staff (for example I.T. support staff, librarian, personnel
officer, trade union/staff representative)
overview of the benefits associated with working for the University
overview of opportunities for staff development and whom to contact
opportunity for new members of staff to meet and talk to established members of staff
informally (perhaps over coffee or lunch).
If you need advice about developing your own programme, please contact the Oxford Learning
Institute on 2-86808, email: services@learning.ox.ac.uk.
2.4 Orientation packs for new staff
Creating a pack of materials, guidelines and advice for staff which cover the key elements of
induction discussed in the first unit of this material (Induction – what it should cover) can be a
useful addition to induction activities. Such a pack can be a point of reference, and can be sent to
the new employee before they arrive. An example of such a pack is given below. Another idea is
to produce a leaflet to send to new staff prior to their arrival giving basic advice about what they
will need to bring with them on their first day. An example of this produced by Computing
Services is available for reference below.
The Oxford Learning Institute’s welcome pack for new staff
This pack is put together and given to new members of staff either before they start in post or on
arrival. It contains information about office procedures, about the University, and contains
relevant policy and other documents which affect the work of the Institute. The pack is regularly
updated so that it is relevant and current. A list of contents is given below:
Institute staff Office systems
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Names and contact details 
Job descriptions 
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Meetings 
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Institute socials 
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Team diary
Filing systems
Resources and ordering books
The role of the client services representative
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Access to University facilities
 Maps 
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 Access to the Bodleian library
 Application form for a university card
 Oxford University Computing Services
and IT training
Sports facilities
University club
New starters’ club 
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Harassment 
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Information about the University’s travel
scheme
 New starters’ club
Policy on harassment and bullying
University jargon, policies and structures
Glossary of terms and acronyms
 Structure of the University and colleges
The University’s learning and teaching strategy
 The role of faculty teaching representatives
Institute activities
Copy of the directory of services
HEFCE project on disability
 Research strategy
2.5 Sample departmental induction programme from a University of Oxford
science department
Induction Day - for new staff and academic visitors
All new staff and academic visitors in the department are cordially invited to attend this induction
day. Tea/coffee and lunch will be provided.
Programme:
9.00am
9.20am
9.35am
9.50am
10.05am
10.20am
10.30am
10.50am
11.15am
Welcome by the Head of Department
Administration of the Department - (Administrator/Deputy Administrator)
Equipment/General Facilities - (Head of Technical Staff)
Safety in the Department - (Area Safety Officer)
Stores and Ordering System - (Administrative Assistant)
Staff Training and Development - (Deputy Administrator)
COFFEE
Computing Facilities - (Webmaster)
Tour of workshops and photographic studio - guided by members of the Research
Staff Committee
Research Overviews
12.00pm - 12.45pm
12.45pm
1.30pm - 2.15pm
2.15pm - 2.50pm
2.45pm
Three research overviews
Lunch
Three further research overviews
Research in Lab A
Library Tours (Departmental Librarian).
2.6 Planning an individual’s induction programme
New staff should start their new post with a structured and planned induction programme based
on the departmental framework. This might include a departmental programme (see ‘Planning a
departmental induction programme’), but should always be tailored to the needs of the individual
and the post which they are taking up.
One means of ensuring that all staff have a clear overview of information and support to which
they should have access and the people who can provide this is by using an induction checklist.
This can be given to the new employee on their arrival, or sent prior to the individual starting in
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post. This checklist will need to be adapted and customised to suit individual departments, and
individual staff within them. Responsibility for ensuring that all areas of the checklist are covered
can be delegated to the inductee, however the employee will need initial assistance with
identifying whom they should contact about what, and this should be the line manager’s
responsibility.
2.7 Sample individual induction programmes
Sample induction programme 1 (Research Officer)
Name:
Day
Time
Activity
Purpose
Monday
9.30
Report to line manager
10.30
Coffee break
11.30
Meet administrator
1.00
Lunch with line manager,
followed by role discussion
3.00
Brief overview of IT network
10.00
Introduction to library with
librarian, including OLIS
Meeting with
departmental
secretary
Meeting with research
group
Welcome and introduction
to immediate working
environment, including tour
of office/laboratory, location
of catering and other facilities.
Meet other members of
research team informally.
Complete staff registration
form, discuss terms of contract,
health and safety.
Clarify expectation of role,
culture of department, working
hours, answer any specific
questions, identify immediate
development needs.
Establish access to email, and
key software packages.
Overview of provision and
how to access it.
Access to stationary,
overview of ordering
procedures etc.
Regular group meeting of
which research officer will
be a member.
To ascertain functions of other
departmental staff, their roles,
and how they will effect the role
of the research officer.
To discuss options and
transfer of previous pension.
To review the week, identify
areas to be covered in the
following week, and to
identify any further training
and development needs.
Set objectives for coming
week(s).
Tuesday
11.30
2.00
Wednesday
Thursday
10.00
Friday
2.00
Various meetings with
departmental contacts (e.g.
members of research team,
finance administrator)
Meeting at pensions office
Meeting with line
manager
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Sample induction programme two (departmental secretary)
Name:
Day
Time
Activity
Purpose
Monday
9.30
Report to line manager
10.30
Coffee break
11.30
Discussion about role
with line manager
Welcome and introduction to
immediate working environment,
including tour of
office/laboratory, location of
catering and other facilities.
Meet other members of
department informally.
Clarify expectation of role,
culture of department, working
hours, answer any specific
questions, identify immediate
development needs.
1.00
Lunch with immediate
colleagues
Meet administrator
2.00
3.00
Tuesday
10.00
11.30
Wednesday
Thursday
10.00
Friday
2.00
Introduction to network,
computer software, filing
systems, who’s who in the
department with senior secretary
or peer
Training on local IT systems with
member of IT support or peer
Meeting with departmental
secretary/peer
Various meetings with
departmental contacts (e.g.
those for whom the employee
will be providing secretarial
support)
Meeting at pensions office
Meeting with line
manager
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Complete staff registration form,
discuss terms of contract, health
and safety.
Establish access to email, and
key software packages, begin to
develop understanding of office
systems.
Access to stationary, overview
of ordering procedures, financial
matters (e.g. coding) etc.
To ascertain functions of other
departmental staff, their roles,
and how they will affect the role
of the secretary.
To discuss options and transfer
of previous pension.
To review the week, identify
areas to be covered in the
following week, and to identify
any further training and
development needs. Set
objectives for coming week(s).
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2.8 Whom to involve in the induction process
Staff in similar roles to the new employee, those with specific departmental responsibilities, and
peers and colleagues of the new member of staff can all usefully be involved in the induction
process. Indeed, involving others in the process lessens the burden on the line manager, and
also serves as a useful means of introducing the new member of staff to colleagues, enabling the
development of key working relationships to begin early on in the new member of staff’s period of
employment.
A new member of staff may:
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be welcomed by their line manager;
shown round the department/building by a colleague from their section;
meet the departmental safety officer for information about fire and evacuation
procedures;
talk to the departmental administrator about personnel issues and to complete the staff
registration form;
have some IT training with the IT support officer (if applicable);
be introduced to the head of department; be introduced to the administrative systems of
the department by a member of clerical or secretarial staff;
be introduced to the departmental library (if appropriate) by the departmental librarian;
be informed of departmental customs and norms by the line manager or administrator;
and meet any other key members of staff with whom they will have professional contact.
This list is not exhaustive; it merely illustrates that many different people can usefully be involved
in the process of induction. It is, nevertheless, the responsibility of the line manager to ensure that
such contacts are put in place, and that a programme of events has been agreed for the new
member of staff before they arrive.
It can be beneficial to give the new employee joint responsibility for the progress of their
induction. This affords the new employee some autonomy and control over the process. One
means of doing this might be to provide the inductee with a skeleton programme of activities, and
then to charge them with the responsibility for arranging meetings with key individuals. When
developing a framework for induction it is important to consider the role of the new employee, and
how much autonomy you wish to afford them.
2.9 Evaluating the induction process
Evaluation of an individual’s induction period is crucial to the development of induction
procedures within a department. Two key times for evaluating the process are at the midprobation review point, and at the end of probation review. In addition to this it can be useful to
obtain feedback at the end of the first week, and even after a year or so of the individual having
been in post. It can be difficult for a new employee to know what it would have been useful for
them to know in your first few weeks in post until they have been in post for a substantial period
of time.
Suggested questions for evaluating induction
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Looking back to your first week/month/six months in post, please reflect on the support
and induction arranged for you within the department:
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o Was the support you received adequate?
o If not, in what ways could it have been improved?
o Can you identify other information/advice/resources which would have been useful to
you in your first week in post?
o Did you meet relevant members of staff during your first week in post?
o Are there any other members of staff whom it would have been useful for you to have
met?
o What general feedback can you give on documentation we provided?
o Was the documentation informative?
o Was the documentation relevant to your needs?
o Was the documentation accessible?
o What aspects of your induction were most useful, and why?
o What aspects were less useful, and why?
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