Integrated control list for L&D – ELEARNING INDUSTRY

Rationalize the processes with an integrated control list for L&D

In the world of evolving business, a well -planned employee integration control list has become a necessity and more a good thing to have. This is the training period for employees in which the apprenticeship and development department (L&D) can directly present them a training generated by employees to increase productivity and retention. Statistics have proven that companies with a solid integration program retain 82% of their new employees, and these companies are 70% more productive than others, and therefore the importance of a strategic integration program is indisputable. This article will immerse themselves in the detailed ins and outs of a Employee integration control list For L&D and provide an in -depth guide explicitly intended for L&D professionals who wish to use their integration procedures best.

Understand the objective of an employee integration control list for L&D

An employee integration control list is a set of standardized procedures that compile all the actions that a company should perform for new members to adapt to the organization. This includes main tasks, documents on compliance, learning business culture and training linked to the role of the person. The elimination of documents is only the tip of the iceberg; It is more important than a feeling of community to be developed, the expectations of the two parties are aligned and organizational values ​​are deeply instilled. For L&D professionals, a properly managed control list will help achieve uniformity, establish quantifiable results and cause continuous improvement during various integration periods.

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The four stages of an effective employee equality program

To carry out the full potential of the integration process, L&D specialists can make it a more progressive action plan via pre-planche, orientation, integration and development.

1. Prebration: Preparation before the first day

• Aim
  Excite the employee and reduce his anxiety.

The efforts at this stage would include, without limiting itself, the following:

1. Sending an email or a welcome video with the CEO or the team.
2. Sharing the integration calendar and contact details of the integration friend.
3. Ensuring all IT equipment (laptop, access references) is prepared.
4. Provide reading equipment on the values ​​of the company, the mission and the advantages.
5. Completion of legal documents and checks of history.

Pre-Embarning is an important step in the integration process which has the potential to cause disengagement if it is not carried out correctly. According to a Sapling statistic, 88% of organizations are lacking a good pre-planche experience and it is a potential cause of disengagement before the first day. That said, focusing on this early stage, L&D leaders can obtain a painless introduction to the workplace.

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2. Orientation: activities of the first day and the first week

• Aim
  Make organizational culture and initial operational procedures known.

Being to the point and expressing yourself clearly is the key to the initial steps of the control list:

1. Carry out a virtual HR orientation session / in person
2. Visit the office or virtual workspace
3. Introduce the key members of the team and the implementation of welcome meetings
4. Review the manual of employees and company policies
5. Provide access to the learning management system (LMS)

Orientation must be a balanced mixture of formal training and occasional presentations. This is the main objective of a good orientation so that the new employee feels welcomed, informed and confident of the culture of the company.

3. Integration: 30 to 90 first days

The goal is to bring people to use their social skills and start work. Your task is to focus on the following problems:

1. Assigning specific training modules (technical and general skills)
2. Make weekly checks with managers and mentors
3. Define intelligent objectives and performance expectations
4. Encourage participation in team projects and social activities
5. Perform knowledge checks and feedback sessions

In their research, Gallup discovered that only 12% of the employees were of the opinion that their employer took care of integration adequately. Raising employee integration practices using an integration control list for L&D which provides them with role clarity and in turn offers a marked impact on the performance and retention of employees.

4. Development: beyond the first 90 days

The goal is to promote an open -minded attitude and continue to learn all the time. Some things to continue include:

1. Enter employees for leadership and professional development programs
2. Offering access to internal and external learning resources
3. Set up opinions on quarterly performance
4. Encourage interfunctional training and mentoring programs
5. Gather comments for improvements in integration processes

This phase marks the contribution that L&D makes to a long -term company: their responsibility is to instill a state of learning and encourage career development and internal mobility.

Build a digitally directed integration experience

The contemporary labor market requires technological experience following digital adoption. The use of tools such as the learning management system, automated integrated workflows and virtual reality simulations (VR) can give the innovation of integration process and large -scale characteristics. Key tools to consider:

1. LMS platforms for the delivery of scalable content
2. HRIS systems that automate long tasks
3. Digital control lists and progression dashboards
4. Integration bots led by AI for real -time questions and answers

As mentioned by the Brandon Hall group, an excellent integration process brings many advantages, such as new rental retention increases by 82% and productivity by more than 70%. A list of integration control of digital employees for L&D guarantees a high level of commitment, support and productivity among employees during their first days at work.

Key measurements to follow the effectiveness of integration

To continue improving the integration process, L&D professionals must follow the key performance indicators (KPI) which show that the program succeeds. Relevant measures include:

1. Productivity time
   How fast the new hires meet performance references
2. New rental retention rate
   Especially within the first 6 to 12 months
3. Integrated satisfaction scores
   Based on feedback surveys
4. Training rate
   For compliance and skills modules
5. Manager's satisfaction with new recruits
   Collected via the manager's comments

If necessary, the following figures allow the L&D departments to confirm the project return on investment, obtain the approval of the leadership and make informed changes to the integration strategies.

Final reflections: why L&D should have the story of integration

For a long time, consensus was that integration is only a week's HR function. In fact, it is a pure L&D strategy that has the potential to change the perception of an employee of the company, to engage them and to achieve their potential from the start. The use of a clear and well -organized integration control list for L&D can allow companies to:

1. Guarantee compliance and uniformity.
2. Boost cultural harmony and team unit.
3. Strongly encourage the productivity and confidence of employees.
4. Reduce early rolling rates and related costs.
5. Prepare the Foundation for sustainable career development.

With the new concept of hybrid work spaces, the L&D mission to design exciting, informative and based on the facts of the facts acquired a more salient role at this time.

In summary: how an integration control list for L & D Help

A powerful employee integration program depends much more than simply checking things on a list; It is a question of creating and directing the employee throughout his trip with the company. For L&D professionals, they can use it as the right time to fill the skills gaps and cultivate the value of the business. When he has done with great care and consideration, integration can prove to be a steering wheel for the career of an employee who will make them not only successful but also a future manager.