What should do you do with a group of new recruits who know nothing about your company? Sue Neumeister, HR manager at QS Cyril Sweett, tells all
The words "company induction" can be enough to strike fear into the hardiest of bright, eager graduates who've heard the horror stories, or world-weary professionals who've been there and seen it for themselves. In fact, an induction day should have much the same qualities as a receptionist: the ability to make the right impression, to treat each visitor in a consistent manner and to hold their attention.

After all, helping a new employee settle into a job quickly is not just an act of kindness 鈥� it also makes good business sense, and an organisation will reap benefits a lot faster than if the person is left to his or her own devices. Why, then, do so many companies overlook this important day?

The tone should be set as soon as a new starter steps into reception. A member of staff needs to be assigned to ensure all necessities are dealt with: introductions made, desk assigned and computer allocated (you'd be surprised at how many people I speak to who have started at companies and had to spend their first few days sitting on a crate scribbling with pen and paper as arrangements hadn't been made for a desk or computer).

Within the first few days, the new starter can expect a visit from human resources, marketing, facilities and IT, all bearing gifts 鈥� from information packs, to instructions, to a coffee and a chat. Of course, even the best-laid plans can go awry and there is the odd occasion when a new starter will slip through the net; nevertheless, a systematic plan should be put in place and an attempt made to catch the ones that get away.

You鈥檇 be surprised at how many people spend their first few days sitting on a crate scribbling with pen and paper

So, when should the induction take place? Well, it doesn't have to be on the first day but it should happen reasonably soon after they join. For a medium-sized company with a head office and regional offices countrywide, say, an induction session every quarter works well. Staff from all locations and at all levels can attend the same induction as it is not about learning individual roles but rather understanding the wider company. The objectives are manifold: the opportunity to learn where the company started, to see the vision for the future, current plans for success and growth and, most importantly, how their work fits in and how they can add value.

A good induction will take half a day, and provide an opportunity for the company to sell itself and for the starter to meet senior management, their new colleagues and other new hirings they will be working with. Speakers at the event should be picked from every level but it is a good idea to get the chairman or chief executive to share the company's vision of the future.

To make the morning more fun, try interspersing presentations, discussions and talks with a competition and a quiz and present gifts to the winners at a buffet lunch. After lunch is a good time to send the inductees forth to do a little networking with members of staff.