Employee Orientation

EmployeeOrientation

EmployeeOrientation

Afterthe arrival of the new team, activities of training need to beorganized for the orientation event. As strategies for theorientation process will be three actions including an openingicebreaker followed by exercises and the last one will be games(Janssen &amp Yperen, 2004).

1.Opening Icebreaker

Thiswill incorporate groups of five on each side and will take a maximumof ten minutes.

Objective: to reveal three things that all the members of the two groups havein common. For instance, all of them have been to New York or alllove kids. The other aim is to establish one thing that isdistinctive to every member of the group (Janssen &amp Yperen,2004).

Routine: Appoint one player per group to act as the scribe. For the firstthree minutes, the determination of the common things happens. Thescribe then writes them down and reports when done (Janssen &ampYperen, 2004).

2.Exercises

a.Quotes

Theleader puts a stack of quotes on papers then the new staff picks oneup. After that, they start to talk about what the quote teaches aboutand its essence. The leader then gives a signal and the membersswitch partners (Janssen &amp Yperen, 2004). This takes fifteenminutes.

b.Questions

Theleader puts large numbers, from one to six on the wall at specificplaces in the room.

Thegroup prepares six questions that have a similar number of answers tothe ones on the wall. Each question matches an answer and eachresponse codes to a number (Janssen &amp Yperen, 2004).

3.The Quarter Game

Thisstarts with the formation of two teams and each lines up to face theother. Everyone then seats on the ground. The one who flips coinsbegins to do so in a quarter basis. If the coin drops on tail, thenthe leader does nothing. However, if it lands on the head, then theleader squeeze the hand of the next member (Janssen &amp Yperen,2004).

Reference

Janssen,O., &amp Van Yperen, N. W. (2004). Employees` goal orientations, thequality of leader- member exchange, and the outcomes of jobperformance and job satisfaction. Academyof management journal,47(3),368-384.