More and more firms are recognizing the need to go to greater lengths to make their work environment as appealing as possible to prospective hires. One way they are accomplishing this is by designing formal orientation programs for new employees to help them integrate more quickly with the office.

The first few weeks on the job are especially informative – this is the time when newcomers establish attitudes about the position, coworkers, management and the firm itself. Over the long term, this decisive stage can even influence overall job satisfaction and determine whether a staff member decides to stay.

However, while most employers recognize the value of orientation, many programs provide new hires with only a cursory introduction to the firm's policies and procedures. For the new employee, who is often inundated with information in his or her first days on the job, orientation that is spread over several weeks or months will yield more lasting results. Even the most experienced staff members need time to adjust to new colleagues, and could use periodic reminders of office policies and employer expectations.

Plan Orientations Strategically
The best orientation programs are well-planned, ongoing processes tailored to your firm's corporate culture and its unique employee base. Objectives are likely to include:

• Providing clarity of responsibilities to new hires
• Educating employees on your firm's overall mission and business practices
• Providing an overview of policies and procedures and giving new hires a sense of the prevailing culture at your firm
• Ensuring that employees feel they have the tools they need to be productive and can reach their full professional potential
• Engendering a sense of camaraderie and collaboration and making sure all employees feel they're part of the team

Orientation should begin with a basic overview that details your firm's culture and organizational structure. Facts about compensation and benefits – from health insurance to vacation policies to training programs – should also be presented at the outset. Information on conditions of employment, such as ethics and confidentiality policies, are critical, as well as facts about the working environment, facilities and amenities.

It's also valuable to explain some of the technical and administrative resources employees can access – such as computers, fax machines, copiers, voice mail and e-mail. If possible, these topics should be reinforced in writing in your firm's employee handbook. Logistical information about such basics as building security, ID cards, voice mail and anything else that will be needed immediately should also be presented.

Always look for ways to incorporate new ideas and fresh approaches into your program. Studying other orientation policies as well as conducting additional research can help you identify innovative and successful methods of integrating new employees.

Timing Is Critical
For many firms, a multiphased orientation process yields the best results. Details can be broken down into components and presented as employees become more familiar with their jobs. For example, on the first day of employment, the new employee will want to know how his or her job fits into the big picture. This is where a basic overview of the mission, clients and competitors is valuable. Having a partner or senior attorney on hand to give this introduction can prove beneficial in conveying the value your firm places on the orientation of new hires.

Individual attention on the first day is as important as the corporate overview. The second part of an employee's first day is ideally spent with his or her immediate supervisor, who can provide introductions to those with whom the new hire will work most closely.

To help newcomers hit the ground running, there should be a set job description and ideally one or two projects they can begin work on right away. Assigning a mentor can help reduce the learning curve and take some of the stress out of their first few days. Longer-tenured staff members or managers can show new hires the ropes, provide informal introductions to coworkers, answer questions and provide support.

After a month or two, when the employee has become adjusted to the job and immersed in his or her new role, the orientation process can continue. For example, you might consider having the employee spend time "shadowing" others in his or her department to learn more about different roles. This is particularly valuable for entry-level hires.

It's also important to seek feedback from new employees during these first few weeks and months to see how they are adjusting to the job. You may be able to resolve potential concerns early on.

Tactics for Success
Strategically planned orientation programs are usually a group effort. For example, a human resources manager may talk about key personnel policies and compensation issues, while a partner may address the firm’s ideals and goals.

How this information is conveyed is just as important as what is said. Whereas a group setting is appropriate for executive overviews, a one-on-one session is best for conveying details about the new hire's individual job duties.

Videos, online resources, custom software and brochures can be effective means of delivering information that is factual in nature. For instance, multimedia presentations can be used to depict distant office locations or show video clips of important events in the firm's history. However, purely informational orientation materials should be supplemented with facilitated training that allows employees to ask questions and have concerns addressed.

While a certain amount of staff turnover is common, as a manager you can boost retention rates by investing in a solid employee orientation program. Augment this effort with ongoing internal communications to build loyalty and motivate, and you'll be that much closer to maintaining a productive, committed staff.