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Benchmark_Pro_Dev_.docx Benchmark: New Employee Orientation and Professional Developmen

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Benchmark_Pro_Dev_.docx Benchmark: New Employee Orientation and Professional Development Programs HCA-465 Grand Canyon University New Employee Orientation When there is a new employee, they must go through an orientation that often times includes a training. Training schedules are used for those times of orientation to show the new hire what is to be expected for that day. They not only provide the details by the hour but also for feedback on how well orientation is conducted or what needs improvement as a whole. When organizations hire new employees, they must provide a guidance and full information in regard to the facility and their position. This includes dos and donts as well as rules and regulations and an overlook of what is expected of them as part of the team. According to Akdere & Schmidt, (2008) â€œHaving a training schedule will allow for a new hire to be aware of what is to come during the orientation as well as inform them of any document that will be needing from homeâ€. Training presentations on the company side are very beneficial for it allows for the organization and better presentations. Day 1 0.333333333333333 New hires arrive to class and sign in 0.340277777777778 Instructor will introducethemselves as well as give some background of their position in the company. 8:30am New hires will get badges created as well as security clearance, etc. 0.375 New hires will check in their vehicles with police for any permission badges or stickers needed. 0.4166. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .

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