Communication efficiency, prevention and low cos

The principle of action is the delivery of the information most suited to the profile and situation of the new employee. Communicating data that you will not use has negative effects. He may become confused if things are explained to him above his level and ability. Otherwise, it will lead to a waste of time and, unconsciously, you will associate values of lack of control, admission of waste or lack of concern to your perception of the new work environment. Company, employee and sector factors define the versions of the manual and its channels and the amount of content The discrepancy between the worker profile and the welcome information must be adjusted with a margin of tolerance that allows it to be used in other roles. In fact, the manuals—depending on the channel—are built as structured content in which the parts and their components are modular and can be exchanged.

This COPE philosophy allows for quick and economical updating of all Special Data types of manuals, and even their translation, if necessary. The modification is carried out once for all elements. It is always a question of economy and efficiency. This precept applies to both the case of Nordstrom and Valve . Nordstrom gives its employees a pack in which the manual is a card that says: Our only rule: use common sense in all situations . At the bottom, it indicates: Do not hesitate to ask your department manager, store manager or Human Resources any question at any time . Only 27 words that summarize a company culture. The first day of work manual Valve gives its new employees a 64-page, richly illustrated notebook that explains how to work, how to prepare for the position, what is expected of the employee and how they will be evaluated, in addition to the company's differentiating features. That is, it covers the first day and also the first month of work. The first 24 hours manual usually describes in as much detail as possible what the first working day will be like. It can be articulated by schedules or topics , and, among other topics, can include: Documentation . End of the administrative hiring process: signing of the contract, employment registration, signing of confidentiality clauses, personal accreditation and other paperwork. You are reminded of the documentation you must provide and the specific usefulness of each step is briefly described. Superior . It is presented to the manager to whom it will be presented: functions, responsibilities, seniority, etc. The position will vary depending on the company's organizational chart. Generally this will be the top manager closest to the employee's functional position.

The work unit . The document explains the organization of the work unit in which the new employee will be integrated: hierarchies and dependencies, responsibilities, functions and fit of the worker. He can identify those who are his companions and give some notes on the career of each of them. Facilities . Description of the space and the rest of the dependencies, with their respective productive functions, if they have them. From the parking lot and toilets, to the general manager's office or the dining room. The map serves as a tour in which you will be guided by one of your new colleagues, who will explain daily and operational details: where to clock in, where to pick up office supplies, where the coffee machine is, etc. Virtual spaces . When you have returned from the tour, it will be time to understand how to personalize the voicemail on the mobile phone, activate the email and create the professional signature, access the personal profile on the intranet, create a login in the system, etc. The manual explains how to do it step by step. Along with the first day manual, it is customary to attach a welcome letter signed by the company's top manager or the owner. Printed or emailed, and as personalized as possible, the letter explains what the company is and what it aspires to be, and how the boss expects the new employee to contribute to making it that way.