What Can Go Wrong When a New Employee Does Not Have a Proper Induction?
A good induction helps a new employee understand their job, the workplace and what is expected of them. It also gives them the knowledge and confidence they need to work safely and perform well.
When induction is rushed, delayed or missed altogether, small misunderstandings can quickly become expensive employment problems. The employee may make avoidable mistakes, feel unsupported or believe they are being treated unfairly. In some cases, poor training can contribute to a personal grievance or a health and safety complaint.
Starting a new job can be overwhelming. Even an experienced employee will not automatically know your systems, customers, policies or preferred ways of working.
An effective induction should introduce the employee to:
Their duties and performance expectations,
Their manager and other team members,
Workplace policies and procedures,
Health and safety risks and emergency processes,
The equipment, technology and systems they will use,
Hours, breaks, leave and reporting requirements,
Who to ask when they need help, and
How and when their performance will be reviewed
Induction is more than showing someone where the bathroom is and giving them a login. It should give the employee a realistic foundation for doing their job.
What can go wrong if an employee is not properly inducted?
The employee makes preventable mistakes
Without clear instructions, employees often fill in the gaps themselves. They may use the wrong process, give incorrect information to a customer or fail to complete an important task. The employer may see this as carelessness. The employee may reasonably believe they were never shown what to do. This creates frustration on both sides. It can also make performance management much more difficult.
Productivity suffers
A poorly trained employee may take longer to become productive. They may repeatedly ask colleagues for help or spend time correcting mistakes. This can affect the whole team. Experienced employees may become frustrated because they are informally training the new person while also trying to complete their own work. Investing time at the beginning usually saves much more time later.
Health and safety risks increase
Employers have a duty to provide the information, training, instruction and supervision needed to protect people from workplace risks, so far as is reasonably practicable. The level of training required will depend on the job. Someone operating machinery, handling hazardous substances, working at height or dealing with aggressive customers may need detailed training and close supervision before working independently.
WorkSafe says employers should consider the employee’s experience, the complexity of the work and the level of risk when deciding what training and supervision are required. Simply asking an employee to sign an induction form may not be enough. The employer should check that the employee has understood the information and can perform the work safely.
The employee loses confidence
New employees usually want to make a good impression. If they are left without guidance, they may become anxious about asking questions or making mistakes. They may also feel that the employer does not care whether they succeed. This can damage trust early in the employment relationship and lead to disengagement, absence or resignation.
Good employees leave
A new employee who feels ignored or unsupported may quickly start looking for another job. This leaves the employer facing another recruitment process and the cost of replacing them. A thoughtful induction helps people feel welcome and shows them that the business is organised and invested in their success.
Could poor induction lead to a personal grievance?
A missing or inadequate induction does not automatically give an employee a personal grievance. There generally needs to be an unjustified action by the employer that disadvantages the employee, an unjustified dismissal or another recognised grievance ground. However, poor training can become an important part of a grievance.
Unjustified disadvantage
An employee might claim unjustified disadvantage if the employer’s actions unfairly affect their employment or working conditions. For example, an employee may have an arguable complaint if they are:
Given a warning for breaching a process they were never taught,
Removed from duties or shifts because they cannot use a system they were not trained to use,
Denied a pay increase or promotion because of performance problems caused by missing training,
Placed on a performance improvement plan without first being given clear expectations, support and reasonable training, or
Blamed for errors caused by unclear or conflicting instructions.
Under the Employment Relations Act 2000, an unjustified disadvantage can arise when an employer unjustifiably affects an employee’s employment or conditions to their disadvantage. Whether the action was justified depends on what a fair and reasonable employer could have done in the circumstances.
Unjustified dismissal
Poor induction can also be relevant if an employee is dismissed for poor performance or misconduct. Before disciplining or dismissing someone for performance concerns, an employer should be able to show that the employee knew what was expected of them, received suitable training and resources, was told where they were falling short, had a reasonable opportunity and support to improve, and was treated through a fair process. It is risky to dismiss an employee for failing to meet a standard that was never properly explained.
A valid 90 day trial period may limit an employee’s ability to raise a personal grievance for dismissal. However, a trial period does not remove the employer’s health and safety duties or allow discrimination, harassment or other unlawful treatment.
Discrimination
Employers should also be consistent about training opportunities. An employee may raise concerns if they receive less training because of their age, sex, disability, ethnicity or another prohibited ground. The Employment Relations Act recognises that discrimination can include failing to offer an employee the same training opportunities provided to comparable employees. Employers may also need to adjust how training is delivered for an employee with a disability, language need or other reasonable requirement.
How to avoid induction and training problems
Seven tips to help you avoid problems with inducting and training new staff.
Prepare before the employee starts
Have the employment agreement, workspace, equipment, system access and induction schedule ready. Tell the employee where to go, who will meet them and what their first day will involve.
Use an induction checklist
A checklist creates consistency and helps prevent important topics from being missed. It also gives the employer a record of what was covered. However, do not treat the checklist as a tick-box exercise. Allow time for explanations, demonstrations and questions.
Spread training over a reasonable period
Trying to deliver everything on the first day can overload the employee. Cover urgent information first, especially health and safety matters, then schedule further training over the first few weeks.
Some tasks should not be performed without direct supervision until the employee has shown that they can complete them safely and correctly.
Assign a clear point of contact
Give the employee one person they can approach with questions. This may be their manager, supervisor or an experienced colleague. Make it clear that asking questions is expected. New employees should not feel embarrassed about seeking clarification.
Check understanding
Do not assume that providing information means it was understood. Ask the employee to explain a process back to you, demonstrate a task or complete supervised practice. Training should be presented in a way the employee can reasonably understand.
Schedule regular check-ins
Meet with the employee after their first day, first week and during their first few months. Discuss what is going well, what remains unclear and whether further training is required. Keep brief records of training, feedback and agreed actions.
Address problems early and fairly
If performance concerns arise, first ask whether the employee understood the standard and received the necessary training, equipment and support. Where training has been missing, provide it before moving into formal performance management. This is fairer to the employee and puts the employer in a much stronger position if problems continue.
When should an employer get help?
Consider getting HR or employment relations support if:
An employee claims they were not properly trained,
You are considering a warning or performance improvement plan,
A mistake has created a serious safety or financial risk,
The employee alleges bullying, discrimination or unfair treatment,
You are considering dismissal during or after a trial or probationary period, or
The employment relationship is already breaking down.
FAQs
Is employee induction legally required?
There is no single employment rule requiring every employer to use a particular induction programme. However, employers must provide the information, training, instruction and supervision needed to protect people from health and safety risks. Other training may also be necessary for an employee to perform their role fairly and competently.
How soon should induction take place?
Essential information should be provided before the employee begins relevant work. This includes emergency procedures, workplace hazards and instructions for high-risk tasks. Other induction topics can be delivered in stages, but they should not be delayed so long that the employee is expected to work without the information they need.
Is a signed induction checklist enough?
Not necessarily. A checklist is useful evidence, but it does not prove that the training was suitable or understood. Employers should keep records of practical training, supervision, questions, competency checks and follow-up support where appropriate.
Can I give a warning if a new employee makes a mistake?
Possibly, but first consider why the mistake happened. If the employee was not given clear instructions or proper training, a warning may be premature and potentially unjustified. Provide the missing training and clarify expectations before deciding whether disciplinary action is appropriate.
Who should deliver the induction?
The person should understand the workplace, the employee’s role and the relevant safety requirements. Different parts may be delivered by a manager, health and safety representative, systems specialist or experienced team member. One person should remain responsible for making sure the whole process is completed.
How long should induction last?
There is no standard length. A simple office role may require a shorter formal induction followed by regular check-ins. A complex or hazardous role may require several weeks of supervised training. The process should reflect the duties, risks and employee’s experience.
Employer Direct can help you create a practical induction process, manage performance concerns and follow a fair process before the situation develops into a personal grievance. Employer Direct also offers resources including an induction checklist and manual if you are looking at creating or updating your induction process. Get in touch today for a free consultation and see how we can help. Employer-Direct.co.nz | 0800 612 355
Disclaimer: The information provided in this blog is for general informational purposes only and should not be considered legal advice. While we strive to keep the information accurate and up to date, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the blog or the information, products, services, or related graphics contained on the blog for any purpose. Any reliance you place on such information is therefore strictly at your own risk. For specific legal advice tailored to your situation, please contact a qualified legal professional.
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