| If you are not currently conducting an Annual | | | | - How long should the program last (half-day or |
| Re-Orientation for your entire staff you are | | | | full-day)? |
| missing out on a valuable opportunity to reconnect | | | | - Who would be great facilitators/speakers? |
| them with the service philosophy of your | | | | - What time of year is best for Annual |
| organization, gain their re-commitment to the | | | | Re-Orientation (beginning of the year, mid-year, |
| organization, and to hold them accountable for | | | | our busy season, our slow season)? |
| driving excellence in the year to come. | | | | - What learning outcomes are expected as a |
| I was an employee with The Ritz-Carlton | | | | result of attending this program (re-commitment |
| organization for over 17 years, and believe it or | | | | to excellence, increased job competence, |
| not, every year I attended Annual Employee | | | | company-wide alignment)? |
| Re-Orientation -- and never got tired or bored | | | | - What will this cost the organization (in payroll, |
| with it. Why? Because it was an organizational goal | | | | room and audio visual equipment, food and |
| to ensure that the learning was engaging, | | | | beverages, printing of training materials)? |
| informative, interactive, and enjoyable. | | | | - Will the cost of this training be recouped in its |
| Now Annual Employee Re-Orientation was a little | | | | benefits (increase employee engagement, increase |
| different from the standard two-day orientation | | | | customer loyalty, increased revenue, reduced |
| that new employees participated in. The annual | | | | customer dissatisfaction, reduced internal |
| re-orientation program was shorter, typically one | | | | defects)? |
| day, and while it reinforced many of the same | | | | Step 3 - Present Your Business Case: I know you |
| values and principles covered in new employee | | | | may be thinking "what, I don't have time for this!" |
| orientation, it also was an opportunity to get | | | | But believe me it will be well worth your |
| updated on new projects, initiatives, and business | | | | investment in time, and most likely guarantee the |
| opportunities that the company was involved in, | | | | program will be approved and supported by senior |
| and learn how we would contribute to its success. | | | | leadership. Your business case should answer all of |
| At The Ritz-Carlton, Annual Employee | | | | the questions posed in your preliminary draft of |
| Re-Orientation was mandatory for all staff, | | | | the program, and culminate with a basic "cost |
| including leadership. But the benefits far exceeded | | | | benefit analysis" which should confirm that the |
| any cost or time incurred, and included: | | | | investment will be recouped in cost-savings due to |
| - Enhanced alignment and communication across | | | | increased employee engagement, alignment, and |
| departments | | | | productivity. |
| - Greater employee engagement and teamwork | | | | Two Rules of Thought |
| - Employees feel that they are "part" of the | | | | In creating your Annual Re-Orientation Program, |
| organization, not just a worker | | | | there are two different approaches: (1) You can |
| - Greater customer satisfaction, because | | | | have veteran employees attend your current |
| employees were re-energized | | | | New Employee Orientation program; or (2) You |
| - Company-wide recognition of employees and | | | | can create a separate program for veteran |
| departments who go above and beyond | | | | employees. I have seen both approaches in action, |
| - Increased employee competence, confidence, | | | | and therefore offer this advice: |
| and commitment to do their jobs | | | | · Having veteran employees attend your current |
| - Reduction in customers problems and internal | | | | New Employee Orientation program will save time, |
| defects due to increase competence | | | | and money. However, they may perceive it as |
| - Increased job satisfaction and value in | | | | too boring because the information covered it too |
| contributing to the success of the organization | | | | basic and geared toward new employees. Or, |
| Designing Your Annual Re-Orientation Program | | | | they could become disruptive by asking too many |
| Now that you understand the benefits, I hope it | | | | questions that are not relevant to new |
| has inspired you to consider scheduling Annual | | | | employees and require more detailed, longer |
| Re-Orientations within your organization. To assist | | | | answers than your time allows. |
| you in doing so, there are a few steps you should | | | | · Having veteran employees attend a separate |
| follow: | | | | Annual Re-Orientation Program will cost more in |
| Step 1 - Get Leadership Buy-In: Before you go | | | | development time, and money. However, it will |
| down the road of creating the program, start by | | | | allow you to focus on key issues that need to be |
| discussing it informally with 3-4 trusted advisors | | | | reinforced with veteran employees, dedicate |
| (department heads and senior leaders) within the | | | | more time to the type of questions and concerns |
| organization. First sharing what you believe will be | | | | that veteran employees want answered, and |
| the benefits to your organization, then going into | | | | create the basis for holding them accountable for |
| brief detail on how you envision the program | | | | driving excellence in their daily work. |
| working. Be open to their questions (positive or | | | | Bottom-line, Annual Re-Orientation is a process |
| negative), as well as their perspective on what will | | | | that many organizations cannot afford to ignore. |
| and will not work. | | | | If done effectively, the upfront investment in |
| Step 2 - Make a Preliminary Draft the Program: | | | | time and money will be quickly recouped in |
| This can be accomplished by asking yourself: | | | | employee engagement, customer loyalty, and |
| - What should the agenda include? | | | | internal cost-savings. |