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close this bookGuidelines for the Management of Professional Associations in the Fields of Archives, Library and Information Work (UNESCO)
close this folderAppendix II
View the document(introduction...)
View the documentDetermination of personnel needs
View the documentRecruitment and selection
View the documentOrientation
View the documentPerformance appraisal
View the documentCompensation
View the documentPromotion
View the documentTermination


It is important to stress that the first several weeks in a new job are a critical period for a new staff member. During this time, the employee should receive a careful orientation to the position and the association. In large organizations, classroom lectures, movies or videotapes, or group conferences may be used. An experienced staff member may be assigned to provide an orientation, allowing plenty of time for an overview of the organization, a thorough introduction to office policies and procedures, and enough unassigned time to begin the actual work of the position.

Training of new staff members is usually an informal process. The new employee should be provided with as much information about the organization and the job as are available, such as the organization's handbook of personnel policies, policies and procedures manual, association publications, and minutes of meetings.

In the initial six months, the supervisor should set aside time for reviewing closely the staff member's work and for providing specific guidance. The initial supervisor/employee relationship is not unlike a one-to-one teacher-student relationship. In most instances, an individual with requisite skills for doing a particular job should be hired, with on-the-job training planned to refine skills and to teach new ones, not to teach basic skills.