Biomedical Engineering Reference
In-Depth Information
from the new hire's fi rst moment on the job. Thus the NEO
program is a timely setting for presenting these expectations.
However, both sets of expectations are far too extensive to
present in detail in the time available for NEO. The question
becomes: How to decide what to cover in the NEO program?
As a preliminary point, the term “new employee” should
briefl y be analyzed. The term is ambiguous - as Rollag points
out, “everyone might agree that an arriving recruit is a 'new
employee' on the fi rst day [but] when do members stop being
considered as 'new employees?'”
1
Likewise, the new
employee is frequently mentioned in discussions of
“onboarding,” even though “The most successful onboarding
programs [. . .] last one to two years.”
2
This ambiguity may
have an impact on the scheduling of NEO programs, for
example those that are scheduled on a biweekly or even
monthly basis. Thus the new employee can be on the job for
days or weeks before participating in the NEO program. It
will become clear that such scheduling practices can present
serious GXP compliance issues, or else prevent the new hire
from being assigned to work in a controlled (limited access)
area.
6.2 NEO and the Employment
Life-cycle
NEO is a crucial element in the Employment Life-cycle. This
section presents an overview of the Employment Life-cycle
and its components, including NEO, and two of the
perspectives from which that cycle can be viewed - the
organizational viewpoint and the viewpoint of the individual
employee. Next, the contribution that participating in the
NEO program can make for organizational and employee
goals is considered. Finally, this section discusses the
