Some new appointees will be already have previous work experience that will have given them familiarity with the key terms used in their new job, and an understanding of the context and purposes of this job. However, it is important to bear in mind that any new job-holder will need time to go through the familiarisation stage of learning the key relationships and the unspoken/ informal rules and codes that exist in this workplace. They are likely to need time but also well as support and mentoring. A planned induction process, incorporating the usually hidden Spotlight skills, will help with:
The Spotlight approach allows for the recruitment of inexperienced staff. The intensity of early coaching, mentoring or training required, will depend on the gap between starting level and the level of proficiency required for day-to-day functioning in the job. Novice job-holders can be allowed to acquire proficiency before being faced with very challenging problems. Where the job design requires the new job-holder to be thrown in at the deep end, an intensive period of structured shadowing or on-the-job training may be required.
Team meetings can be designed so that novices hear expert practitioners exchanging briefings. For more experienced staff, problem-solving discussions, allow workplace issues to be seen in a fresh light, creating a learning culture.
To assist with the induction process, it is useful if possible to have a more experienced worker complete the Spotlight Job Requirements Analysis Workbook – International version or the Spotlight Job Requirements Analysis Workbook – Aotearoa/NZ version. This will help determine the skills the appointee will need to learn, the stages the new recruit will go through and the mentoring, training and development they will require to do the job well.