New Employee Safety Orientation Checklist: Fill & Download for Free

Ideally more than just HR is involved and hopefully onboarding is starting before the first day of work. I would make a list of things that need to happen as soon as an offer letter is sent to the candidate, then save it and refine it for each new hire going forward.Before the first dayHiring manager contacts employee about time and location of where the person should be at on their first day.Hiring manager should discuss parking locations and proper dress for the first day.Hiring manger and/or HR manager should email a list of identifications that the employee will need to bring on their first day of work to complete specific paperwork.Human Resources should contact I.T. and hiring manager about what type tools will be needed for the employee. EX: Computer, telephone, email address, software program access, security clearance for entrance into the building, chair, desk. etc.Reminders about specific tasks should be sent by HR and the hiring manager of things the employee must do prior to their first day of work. Background checks, drug tests, offer letter signing, etc. Often hiring is a sequential process, if one task is not completed it will likely have a domino effect.The First dayHiring manager should schedule a team lunch so the new employee can meet the team in a more comfortable setting outside the interview.Hiring manager should make a schedule for the new employee to follow so they don’t feel idle.Hiring manager and/or HR manager should provide a list of names and contact information of key individuals.Hiring manager and/or HR manager should give a tour of the office, don’t forget to mention the location of the bathroom.Other co-workers should go out of their way to introduce themselves stating their name more than once.HR manager should conduct orientation and training should be given on safety hazards (especially in hazardous working conditions)Hiring manager presents key performance indicators to the employee and an explanation of how the employees performance will be measured.HR and/or hiring manager should do something special to let the new employee know they are appreciated. Bring their favorite candy bar, write them a welcome note, or draw them a picture.HR should discuss with the new employee the available benefits the company offers them.After the first day90 days after the first day a new hire survey should be conducted by Human Resources to assess weaknesses in the onboarding process.Hiring manger should sit down with the employee and discuss progress and suggest corrections.10 Step Guide to Employee Onboarding Best PracticesNew Employee Onboarding GuideOnboarding Checklist: The Basics

For the novice :Understand the evolution of HRMIn 1960s ′ the subject restricted to:Personal Management consisting of :RecruitmentWage and salary administrationLabor lawsIn 1970’s the recruitment personnel found the person recruited need to be trained and developed. Hence new word coined HRD - Human Resource DevelopmentThe following functions got addedTraining and DevelopmentSkill developmentTeam managementIn 1990’s the concept got further development that human resource ha to be Managed . It becomes part of Corporate Strategy management. The new term got coined Human Resource Management .The following functions further addedStrategy ManagementHuman capital ( work force ) deploymentHuman resource planning and deploymentIn 2000 on wards ,with the Advent of Digital era and Information technology, the subject further . It has gone beyond recruitment , training, Development and management of Human resources. It is now Human Resource investment HRIThe organization is calling recruitment is capital expenditure. They work on return on investment concept ( ROI)Current role can be broadly classified as below:HR plays an integral role in the success of an organization overall -by recruiting and selecting the best candidates to fill job vacancies.Furthermore, HR continues to work closely with management teams within the company to ensure workforce efficiency.Human Resources, also called HR, derived from what was formerly known as the personnel department. The former personal department worked independently from the other departments in the organization and was primarily responsible for handling the administrative duties for the company.In essence, personnel handled the recruiting and interviewing of job candidates and the exit interviews for the employees who terminated employment with the company.Personnel were also responsible for keeping track of employees’ attendance records, employment law, administering benefits, and were pretty much reactive in supporting the needs of the organization. This was the extent of the duties that were performed by the personnel department.Nowadays, HR is proactive in the strategic planning process and the development of an organization.HR plays an integral role in the success of the organization overall –by recruiting and selecting the best candidates to fill job vacancies.Furthermore, HR continues to work closely with management teams within the company to ensure workforce efficiency.There are several facets of Human Resources today.The major functions of Human Resources are:strategic management,workforce planning and employment,human resource development,policy formulation,total rewards, labor relations, andrisk management.Let's take a look at the functions of HR and how each impacts an organization.Strategic ManagementHuman Resource professionals are proactive in planning for the future by meeting the continuous short-term and long-term strategic objectives of the organization.Workforce Planning and Employment (recruitment and selection)Workforce planning involves recruitment, selection, orientation, and exit process. Department managers collaborate with Human Resources to determine staffing needs and to fill job vacancies in a timely manner whenever the need(s) arise. The HR recruitment team strategically recruits and selects only the best candidates for the company and ensures workforce efficiency thereafter in an effort to help the organization accomplish it goals and objectives.Human Resource Development (training & development)HR is responsible for ensuring that employees receive the appropriate training (whether in-house or off-site) to adequately perform their jobs. Thus, employees will be equipped to help achieve desired departmental and company goals and objectives. Encouraging employees to take advantage of the tuition reimbursement benefit will give employees an incentive to further their education and use their acquired skills and knowledge for the betterment of the company in general. HR SPECIALIST also assists with change management and performance management needs of the organization.Total Rewards (compensation & benefits)The HR benefits team is responsible for acquiring and administering an attractive compensation and benefits package for new hires. This might include: a competitive salary range, medical and dental insurance, choice of life insurance, tuition reimbursement, 401k, flexible spending account, and more. The HR recruiter should promote and offer an attractive rewards package to those candidates who meet the selection criteria at some point during the interview process. A competitive reward package will attract top talent and hopefully retain them once hired.Most organizations use a computerized system, Human Resource Information System (HRIS) to in-put and keep track of employee data. HR compensation analyst and payroll specialist oversees the salary administrations of new hires, process payroll, employee benefits, attendance, vacation days, and maintain employees files. PAYROLL SPECIALIST also responds to employee inquiries regarding their salaries and other benefits.Policy FormulationHuman Resources keeps new hires and current employees abreast of the policies and procedures of the organization. This might include (but not limited to) the distribution of employee handbook, code of conduct manual, and performance appraisals guidelines.Employee and Labor RelationsThe employee relations team seeks to align the employees’ needs and rights with the needs of the organization. Things such as: union and non-union issues, discrimination issues, and sexual harassment claims are matters that should be handled by the labor relations department. Employers must stay in compliance with the law in making sure that every employee is treated fairly. Employees are encouraged to contact employee relations should they ever feel that they were treated unfairly or to resolve other workplace problems.Risk ManagementThe HR risk management team along with the department manager-should be proactive in detecting risk items that could pose a possible threat to the company:such as the removal of hazardous waste material from a work area within the organization.Health care institutions in particular, should take extra precautions in providing a safe work environment for its workers as well as its clients and customers.HR should provide safety training and issue handbooks to its employees to educate them on risk management issues.Employers face a legal obligation to provide a safe and hazard free work environment.Employers must also comply with OSHA (occupational safety and health administration) in keeping accurate records for all work related injuries.Concluding, understandably, some may still use the terms personnel and human resources interchangeably. However, keep in min that a HR professional’s role is not just limited to administrative duties in the company anymore, but instead, they provide continuous support in the planning process and the development of an organization.THE SEVEN WAYS (INDICATIVE)DAY 1 AND 2Step 1 understand the various recruitment methods practiced inPrivate small organizationLarger private organizationGovernment organizationNote down ,key points learnt that are to referred and rememberedDay 3&4Step2 Under stand that industrial laws governing labour and legal provisionsNote down the points governing the labour and various dispute resolution methods, Employee realtionship aspects.Day 5and 6Step 3Understand Training managementPerformance assessment managementTermination managementNote down the points that are to be referred and rememberedDay 7Step4 &5Understand policy management and development of HR policy Manual.Job description and definitionDeveloping management system procedures and in house operating proceduresNote down the points to be referred and rememberedDay 8Step 6Understand how human capital is treated as part of Company Balance Sheet and how it is linked to Return on Investment conceptsNote down the points to be referred and rememberedDay 8Stpe 7Understand the Risk Management AreasDeveloping action plan for getting employees engaged in Risk avoidance and Risk mitigation Activity (s)Note down the points to be referred and rememberedDay 9 and 10Plenty of public domain material available to conclude as belowSeven waysRecall all noted points and get an over view of the HR evolutionNote down the leading methods used by great organization in this areaUnderstand how Quality Management principles are used to run a Cost Effective HR Activity (s).Note down the famous books and journals that you can refer as guidesFrom public domain read case studies how HR related issues are handled and solvedIdentifying good HR management gurus and seek their guidanceHave self confidence that your learning will never let you down.Remember this is the first seven steps ,If you have courage to take these steps, your destination of becoming HR specialist is unstoppable.You will find your own methods to succeed.Blessings and best wishesRecently I came across this article .It may give some inputs on the subjectToday, the HR executive role is shifting to align with more forward-thinking practices.Modern human resource executives must contribute ideas and lead organizations in advancing corporate objectives.Additionally, HR executives must grow and change in parallel with their respective organizations. This is especially vital, as large enterprises grow nimbler and consumer-centric.The following 7 passages reveal a few of the relatively newer responsibilities of human resources executives in the modern work environment.Responsibility 1: Participate in Planning and DevelopmentIn the modern marketplace, human resource executives serve as strategic partners.They participate in the identification, development and execution of corporate objectives. In this capacity, HR executives align the work of their business unit to achieve company goals.The participation in company planning allows human resource leaders to gain a profound understanding of the organizational activities needed to aid in the sustainable growth of the enterprise.Responsibility 2: Provide Employees With Career AssistancePeriodically, human resource leaders conduct staff member evaluations. Today, HR professionals take an active role in helping employees advance their careers.Instead of simply grading employees on a checklist of performance points, modern human resource specialists help workers identify areas for improvement and develop specific action steps.By helping employees with career development, modern HR professionals gain deeper insight into available human capital and the availability of internal candidates for potential role succession. This helps organizations gain a marked advantage in filling future roles and meeting forthcoming market demands.Responsibility 3: Find and Recruit Employees That Advance Company ObjectivesToday’s human resource executives do more than post ads and interview job candidates to fill open positions. Modern HR executives formulate employer brands designed to attract the right job candidates.In this responsibility, human resource leaders work to promote their respective firms as highly favorable workplaces. HR executives often earn this kind of accolade for organizations by creating a positive culture and providing satisfactory compensation and benefits as ways to attract ideal work candidates.Responsibility 4: Serve as Leaders of ChangeModern human resource leaders frequently lead change initiatives for their organizations. As a result, current HR executives yield strong project management skills in their corporate toolboxes. The professionals are skilled at helping organizational stakeholders make the connection between change initiatives and strategic needs, minimizing change resistance and employee unrest.Shaping organizational culture, managing staff member satisfaction and weighing the success of change initiatives are all a part of the human resource professional’s scope of responsibility in the modern workplace.Responsibility 5: Advocate for EmployeesWhile fulfilling their role as employee advocates , HR executives play an integral part in the success of organizations. In this regard, human resource professionals contribute to building a work environment where employees feel satisfied and motivated.To promote this outcome, HR leaders deploy effective practices such as employee empowerment, goal setting and open communication, resulting in a positive culture that leads to the workforce delivering better consumer experiences.Responsibility 6: Provide Support for Domestic Violence VictimsThe Centers for Disease Control (CDC) forecasts that domestic violence can affect 1 in 4 women and 1 in 7 men in the United States.The issue has grown so prevalent that employers can no longer afford to think of domestic violence as a matter best left to the local authorities. As a result, today’s HR professionals encourage those who’ve experienced domestic violence to seek help in the workplace.To encourage this, human resource professionals promote an organisational culture where sraff members do not feel intimidated or ashamed organizational to approach to HR employees with domestic violence concerns.Responsibility 7: Ensure No Cyberbullying At WorkTraditionally, workplace intimidation took place solely in the office.Today, however, the connectivity of the internet extends the influence of bullies Internet to victims’ personal workstations and homes, an activity called cyberbullying.Employees and supervisors know that this can happen in the workplace, yet dealing with office cyber bullying may prove challenging.Despite this, contemporary human resource executives strive to eliminate this kind of negative activity in the workplace.Modern HR professionals are leaders in their organizations. The specialists sponsor the organizational mission, vision, values and goals among staff members, and they monitor and adjust organizational activities to ensure the success of various initiatives. Human resource specialists contribute to enterprises by managing the most important asset of any organization, the people who complete the daily tasks that result in productive outcomes. Their work aids in the global success of their organizations.Such article can further the learning strength of HRMThanksBeyond 10 days and moving further:Human Capital Management.Get an insight in the following ISO standardInternational Standard for human capital reportingAn organization is only as good as its people – which is why the workforce of a company is often one of its largest costs. But measuring the true return on that investment can be a tricky business. It just got a lot easier with the first International Standard for human capital reporting.It is well known that effective human resources (HR) strategies can have a positive impact on organizational performance. And with workforce costs making up to 70 % of an organization’s expenditure, it is important to get that strategy right.There are many different HR management systems and processes aimed at maximizing the return on investment in staff, but they vary from business to business and country to country, making it difficult to accurately benchmark and be internationally relevant. A new ISO standard just published provides globally agreed ways of doing just that.ISO 30414, Human resource management – Guidelines for internal and external human capital reporting, is the first International Standard that allows an organization to get a clear view of the actual contribution of its human capital. Applicable to enterprises of all types and sizes, it provides guidelines on core HR areas such as organizational culture, recruitment and turnover, productivity, health and safety, and leadership.Dr Ron McKinley, Chair of the ISO technical committee that developed the standard, said ISO 30414 will enable organizations to gain a better understanding of their impact on staff and help maximize employee contribution for long-term success.“Workforce reporting is about rethinking how organizational value should be understood and evaluated, and allowing for more data-driven decision making across workforce management,” he explained.“What’s more, by providing a number of relevant key metrics that are recognizable on an international scale, multinational companies can more easily transfer human capital information, better control their international HR activities and provide greater transparency for all their stakeholders,” he said.“But the standard is not just for multinationals. Organizations of all sizes, including small and medium-sized companies, can benefit from being able to choose the metrics that are most relevant to them.”Governments and policy makers also stand to benefit, said McKinley, by acquiring greater knowledge of human capital development in their country’s organizations in relation to others, which is important for political labour market initiatives.ISO 30414 was developed by ISO technical committee ISO/TC 260, Human resource management, the secretariat of which is held by ANSI, ISO’s member for the USA. It can be purchased from your national ISO member or through the ISO Store.HRM best practices are:Providing security to employeesSelective hiring: Hiring the right peopleSelf-managed and effective teamsFair and performance-based compensation/li>Training in relevant skillsCreating a flat and egalitarian organizationMaking information easily accessible to those who need it

Generally, NO.Hell, NO!That should be your reaction.A great opportunity to learn about a bugbear known as Runway Incursion.On 8 October 2001, Scandinavian Airlines Flight 686, a McDonnell Douglas MD-87 airliner carrying 110 people bound for Copenhagen, Denmark, was hurtling down the runway in thick fog at Milan's Linate Airport at 270.5 kilometres per hour when, to their horror, the pilot and co-pilot of the SAS Boeing MD-87 suddenly found that a Cessna Citation CJ2 private jet was cutting across the runway in front of them. Just before the Boeing smashed into the Cessna 525-A, breaking it into three separate pieces, the cockpit voice recorder (CVC) registered an "unintelligible exclamation" from one of the Boeing pilots.At the moment of impact, the SAS Boeing still had its wheels on the ground, gaining speed for lift-off. In the immediate aftermath of the crash, the Boeing pilot attempted to the get the plane airborne, even succeeding in getting it just 35 feet off the ground for 12 agonising seconds.The damage done by the impact with the Cessna, however, not only made the Boeing impossible to handle but it also caused thrust reduction (engine power loss) with debris from the Cessna being ingested by the Boeing engines. After 12 seconds, the Boeing smashed on to the runway again, with the pilot hitting the engine reverse levers and the brakes as hard as he could.At this stage, the Boeing's wing-tip was dragging in the grass, making it impossible to control the plane, which then slewed off the runway, heading straight for a baggage-handling hangar just 460 metres away. When the Boeing hit the hangar, it was travelling at 257.6 k.p.h. On impact, it burst into flames, turning the hangar into an inferno.All 114 people on both aircraft were killed, as well as four people on the ground.The Linate Airport crash was Italy's worst civil aviation disaster.Investigators later uncovered a series of shortcomings at Linate, including the lack of a ground radar system. public prosecutors' report after the crash called the airport a "death trap".Four Italian air traffic control officials were found guilty of manslaughter for their roles in Italy's worst air disaster, in which 118 people were killed. Fabio Marzocca, Enav's director general, was sentenced to four years and four months, while the authority's top official at Linate, Raffaele Perrone, and an employee, Nazareno Patrizi, each received three years and 10 months for their part in the crash. Another employee, Santino Ciarniello was given three years and four months.Runway incursions are those events in which an airplane or other vehicle or pedestrian enters an active runway without authorization.Incursions can have deadly consequences.The 1977 collision of two 747s on the runway at Tenerife, which killed 583, was the result of a runway incursion.The 1999 collision in Quincy, Illinois, between a Beech 1900 and a King Air A90 at an intersection resulted in the deaths of all 14 people aboard the two airplanes.Read about it and see why it causes controllers sleepless nights.Let’s see the procedure adopted in the United States; all other countries follow more or less similar models.During the four-year period from 1997 to 2000 there were 266 mil-lion takeoff and landing operations at the country's 459 tower-controlled airports, and only 1,369 of those operations involved a runway incursion. That means pilots or controllers only make a potentially dangerous mistake five times for every one million takeoffs or landings.Not bad.But three of those mistakes between 1997 and 2000 caused fatal accidents.And the fact remains that the most deadly aircraft accident in aviation history was caused by a runway incursion when two Boeing 747s collided on Tenerife Island in 1977, killing 578.A runway incursion report is initiated when Air Traffic Control sends a written report of a runway incursion to the FAA Regional Operational Center. The Operational Center forwards the information to Flight Standards, which initiates an investigation.There are three possible outcomes from this investigation. The FAA can close the file with no further action; open an Enforcement Investigation Report, which could result in a civil penalty or the suspension or revocation of the pilot's certificate; or recommend remedial training.The FAA's incursion programs are intended to prevent just such accidents, and there has been progress.In 2005, Justin Croyle, an Embry-Riddle University student wrote a thesis on Part 91 runway incursion contributing factors. He analyzed the FAA's data on runway incursions, then did his own research using the Aviation Safety Reporting System (ASRS) database as the source for his material.The FAA divides runway incursions into four categories.The FAA classifies events from Level D, the least dangerous, to Level A, in which airplanes collide or very nearly do so.Because the definition of a runway incursion is so broad, it is essentially a useless metric to study safety.If a pilot taxied across a runway without a clearance when another airplane was cleared to land but was still a long way out on final, that was a runway incursion.Nobody wants that to happen, but it isn't nearly the same as having two airplanes, or a vehicle and an airplane, on the runway at the same time.To clarify the situation, the FAA developed four levels of runway incursion ranging from Category A, the most serious, to Category D, the least.In a Category D incursion the airplanes, or airplane and vehicle, involved are moving slowly and little, if any action, is needed to avoid a collision.Category D incidents meet the definition of an incursion, but there was little or no chance of a collision.A Category A incursion requires instant and abrupt action to avoid a collision.Category B requires immediate action to avoid impact, and Category C is only a little more threatening than Category D.Obviously, it is Category A and B incursions that get everybody's attention.In Categories C, B and A, there was a decrease in separation with either ample time and distance to avoid a potential collision (C), a significant potential for collision (B), or the participants took extreme action to narrowly avoid a collision or a collision actually occurred (A).As you would expect, the greatest percentage of incidents fall into category D (54%), followed by C (34%), B (8%), and finally A (4%).According to the FAA, 57% of incursions are caused by pilot deviations, 23% by operational deviations on the part of a controller, and 20% by vehicle or pedestrian deviations.At least one GA aircraft is involved in 82% of the pilot deviations, even though general aviation aircraft ac-count for only 57% of all aircraft operations.In its analysis of runway incursions, the FAA identified the following common errors that contributed to the pilot deviations:Pilots read back controller's instructions correctly but did not comply with the instructions.Pilots failed to hold short of the runway as instructed and crossed or taxied into position on the runway.Pilots accepted clearances issued to an aircraft other than their own. Justin noticed that while the FAA statement reflected what had happened, it did not address why it had happened.He also felt it was “not reasonable to classify all incursions as instances of three common errors.” Justin said, “If it were that simple it would have been resolved by now!”As he analyzed both the FAA and ASRS data, he found 22 factors contributing to runway incursions that could be sorted into four groups:Positional Awareness Lost—unfamiliar with airport; poor signs; disorientation (cause unknown); bad airport diagram; parallel runway/taxiway confusion.Miscommunication—lengthy clearances; pilot did not communicate properly/at all; followed wrong clearance; nonstandard phraseology; similar call signs; radio problems; language problems; hold misinterpretations.Pilot Human Factors—fatigue; weather anxiety; expectation overrode clearance; distracted by checklist; hurried; pi-lot expected hold short instructions in that situation.Non-Pilot Error—controller mistake; relied on pilot not flying who was wrong; error “hot spot” where incursions are common.In comparing the FAA data to the ASRS reports, Justin found that the FAA data was biased toward blaming the pilot for the incursion.While both sources showed non-pilot error at about 6% and positional awareness lost at about 27% of all incidents, they were reversed on the other two.The FAA data attributed 21% of the incidents to pilot human factors and 47% to miscommunication errors, while the ASRS data showed almost the opposite: 46% pilot human factors and only 19% for miscommunication errors.This is not surprising because the FAA report is initiated by Air Traffic Control personnel, who often blame the incursion on a miscommunication and have no way of knowing what factors were affecting the pilot.There is usually no effort to dig deeper into the human factors involved once the incursion is attributed to pilot error.The ASRS data comes from the pilots themselves and thus provides much more information about the human and other factors involved in the incident.There were three contributing factors in particular that the ASRS data showed were much more important than the FAA data would seem to indicate:Poor signage (10.9% vs. 3.8%)Pilot expected hold short clearance in that situation (9.8% vs. 1.3%)Lengthy clearance (6.5% vs. 2.1%)The ASRS data shows that these three factors represent over 27 percent of all incursions, which means that significant progress in these areas could result in a commensurate decrease in the number of incursions each year.Even better, there are simple fixes for each of these problem areas.SignsWhile the FAA is working on improving paint markings and signs, Justin's study shows that a similar effort should be made to ensure the visibility of the signs.Some of the incursion reports mentioned signs oriented so that they are difficult for the pilot to read, signs that are not lit at night, or no sign where one is needed.Some airports have identified “hot spots” where incursions are more likely to occur.These hot spots are shown on Jeppesen approach charts and would be good candidates for better use of signs.Lengthy Clearance/Pilot Expected Hold Short ClearanceIn almost 10% of the incursions the pilot indicated he thought he would have been given a hold short clearance if he was expected to hold short of the runway he taxied onto.Another 6.5% said the incursion was due to a lengthy clearance which they found confusing and hard to follow.Justin said that both of these problems could be solved if the controller was only allowed to clear a pilot to the point where he was expected to hold short, and was required to tell the pilot to hold short at that point.With traffic increasing, the FAA is pursuing new ways to reduce incursions, including surface surveillance systems (AMASS and ASDE-X) that alert controllers and/or pilots to potential collision hazards on or close to the ground.AMASS is credited with preventing a potentially disastrous collision at Atlanta Hartsfield Airport between a landing commercial jet, and a fuel truck that was crossing the runway without authorization.In any case, if you ever have even the slightest doubt where you are or where you should be going, stop and ask ground control.