Designing the perfect induction

Following the acquisition of a new arm of the business, a multinational commercial property and real estate services provider were faced with the challenge of redesigning their induction programme, to ensure that it accurately reflected the values and ethos of the newly merged organisations.

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Background

Background

Background

As a global commercial property and real estate service provider

As a global commercial property and real estate service provider, the customer organisation offers strategic support to businesses in areas such as property management, corporate services, and property appraisals amongst many other things. They are a highly diverse organisation with offices across the globe, and in order to meet the demands of the industry they represent, they have recently acquired a number of other organisations to help them achieve full capability in their field. With a diverse range of employees spread across the globe, and on-going prospects for further expansion, the organisation is eager to provide an effective L&D strategy to enable their workforce to contribute in the most effective and impactful way.

Problem

problem

The Problem

As a global commercial property and real estate service provider

In order to expand the range and reach of their services, the organisation recently acquired an external business. Due to this acquisition there was a period of significant restructure both within the parent business and the newly acquired organisation. In order to create a cohesive and unified workforce spanning both organisations, the parent business wanted all of the employees from the acquired organisation to be fully conversant with their goals, mission and values. Due to the nature of the situation, it was important to the organisation that the induction was sensitive to the fears and concerns of the new employees from the acquired company. The intention was to create a brand new induction programme that merged the existing programmes of the two organisations and to create a more streamlined process that improved the induction experience for all employees. TLD were asked to provide support in setting up a new induction programme to meet this end.

Solution

solution

The Solution

As a global commercial property and real estate service provider

Due to it being an induction programme, where the new employees would be introduced to the company, they were conscious of making sure that the programme was in complete alignment with the business in terms of tone, content and delivery. Thus in order to achieve this, the training team at TLD had to be able to fully adopt the values and persona of the organisation and then represent these during the induction programme. To accomplish this there were several discussions with both the parent and acquired organisation to allow TLD to fully understand the nuances of the different businesses, ensure they understood the ultimate goals and vision of them both, and then find a way to reflect this in the training. In addition to adopting the persona of the organisations, it was also extremely important that the training team were fully conversant in the history, brand, identity and politics of the organisations, so that should they be asked questions, they could respond with ease.

The customer organisation also had very specific ideas for what they wanted included in the programme, and they were very keen for it to be highly interactive, informative and valuable to new employees. To ensure this was the case, TLD worked closely with the organisation to design the programme according to their specifications. Once this had been achieved a pilot programme was run and further revisions made allowing the final version to be launched soon after. The agreed programme was a half-day session where employees were provided with a comprehensive overview of the organisation via a series of presentations, videos, discussions and quizzes. This was then run weekly to induct new staff, and remains an on-going regular programme within the organisation.

Training

Training

The Training

As a global commercial property and real estate service provider

During the half day training a large amount of material was covered, looking at the history of the organisation, how the two newly merged businesses will complement one another, the expectations for employees and the long term vision and strategy of the wider organisation. This content was presented in a number of different formats to maximise impact and ensure high levels of engagement throughout. Although much of the factual information was delivered via presentation, within the presentation a number of videos were also used. These had senior leaders of the business’ discussing various topics and explaining their role and the structure of the organisation. This was intended to ensure that employees had a clear understanding of the management structure, knew who the senior leaders were for each area, and how the different departments fit together. Following on from this, the employees were also asked to complete a quiz reviewing the information they had been presented with, in order to help embed the learning. The training was highly interactive, and discussions were actively encouraged to ensure people had the opportunity to ask questions, give feedback and get what they needed from the session.

Outcomes

outcomes

Outcomes

As a global commercial property and real estate service provider

Once the programme had been designed and provisionally agreed, several pilots were run, during which significant changes were made to content and delivery style. Continuous feedback was also provided by the customer, with senior leaders frequently sitting in on sessions to review and offer suggestions for improvements. This was then used to amend and update the content and delivery approach to ensure they were in alignment with the tone and culture of the organisation. Since the original conception and delivery of the programme over a year ago, TLD are still the trusted provider to deliver the induction programme to new starters, and are given wider scope for making flexible changes as needed to ensure employees get the most impact from the induction. The willingness of the organisation to allow TLD to continue to deliver the content and be trusted to use their judgement to make necessary amendments demonstrates the level of trust gained by TLD throughout the process.

 

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