New employee orientation and acculturation is a process to ensure that new employees hired within the Department of the Interior (DOI) receive a complete orientation which includes both a Departmental and a Bureau/Office orientation within one year of appointment. The Departmental and Bureau orientations should provide new employees with comprehensive, uniform information about the Department--its operations, missions, functions, policies, compensation plans, benefits, services, work requirements, standards, rules, safe work habits, and desirable employer-employee relations--in addition to introducing them to these same issues within the Bureaus in which they will be directly employed.

Employee orientation and acculturation is a process-not a program (event). It encompasses more than getting the employees' paperwork processed on their first day on the job and providing them with reams of personnel and agency information. Effective orientation/acculturation occurs over time and may take up to one year. Therefore, it is essential for the information and activities that employees undergo be carefully designed and sequenced to provide them with the information they need, when they need it, where they need it, and in formats that allow them to learn most effectively.

The Department of the Interior is committed as an organization to continuous improvement and continual learning. A well-planned orientation process takes energy, time, and commitment, but it usually pays off for the individual employee, the Office, the Bureau, and the Department. The impressions that new employees get about the Department after they have accepted job offers can significantly influence their future commitment and job satisfaction. Everything about the Department--from the job application and selection process through the informational materials that new employees receive--gives these employees ideas--either negative or positive--about DOI. More specifically, how new employees are brought on board and helped to integrate themselves into DOI is a clear demonstration of the Department's commitment to them.

Scope. This policy applies to all new permanent DOI employees. All new employees, regardless of appointment type or work schedule, should participate in some form of orientation. Bureaus are encouraged to use applicable portions of this program to orient employees serving on time limited appointments, contract employees and volunteers. Current DOI employees may also participate in orientation activities as time and resources allow.

Orientation Framework. The new employee orientation can be grouped into four areas: Welcome and Introduction; Basic Operations (Learning the Ropes); Work Environment; and Mission, Structure and Values (The Big Picture). To ensure all new employees are provided with information, activities, and experiences that will help to successfully integrate them into their new organizations, all of the topics listed in the framework/checklist should be part of a Bureau/Office orientation process. New employees and their supervisors may also use this checklist to document completion of orientation activities.

Welcome and Introduction. First impressions are lasting impressions. Most new employees are nervous about beginning a  new job. The welcome should be used to reduce employees' anxieties so that they can begin to learn.



Basic Operations (Learning the Ropes). New employees need to have a good foundation before they become productive. They need to learn how the organization operates. This area covers the "rules of the Game," important procedures, who has what resources, how to get paid, and where to go for help.



Work Environment. Succeeding in a new job is often related to how well employees learn to deal with the informal as well as the formal work environment. The goal of this area is not to change new employees to fit into the current mold but rather, to give them a full understanding of the work environment. Once new employees gain this understanding, they are more able to have a positive influence on the work environment.



Mission, Structure and Values (The Big Picture). New employees are interested in the total organization and need to know how and where they fit in. This area provides the big picture information early in the orientation process.

Bureau Orientation Models. Four Bureaus--the Bureau of Land Management, the Fish and Wildlife Service, the National Park Service, and the U.S. Geological Survey--have recently implemented, or are about to implement formal new employee orientation processes/programs. Bureaus/Offices without formal employee orientation processes may benchmark existing programs/processes from these four bureaus.

Roles and Responsibilities. Three parties have roles and responsibilities in career management: the organization, supervisors/managers and employees themselves.

(1) The Department and Bureaus. The Department and the Bureaus have three major responsibilities in providing structure and policy for new employee orientation processes:

(A) To communicate clear information about themselves and their futures;

(B) To hold supervisors accountable for orienting and developing new employees;

(C) To support the orientation process.

(2) Designated Bureau Orientation Manager. Each Bureau should identify an individual to serve as the point-of-contact for Bureau orientation policies and processes. Bureau Orientation Managers will be responsible for integrating the Departmental orientation process with Bureau orientation programs and for ensuring employee access to orientation training, materials, and information. Bureau Orientation Managers must determine how best to implement and integrate the Departmental orientation with Bureau efforts. Once programs have been implemented, Bureau Orientation Managers should be involved in evaluating the effectiveness of the Departmental and Bureau activities as a whole, ensuring appropriate resource allocation (equipment, funding) for orientation, and suggesting changes to improve their combined effectiveness.

(3) Managers/Supervisors. The process of orientation belongs at every level of the organization but begins with the supervisor. In fact, they have the ultimate responsibility for ensuring new employees' transition into the Interior workforce since the success of new employees may depend on how well supervisors carry out this responsibility. Managers/supervisors must provide sufficient time and resources for employees to participate in and complete both the Departmental and Bureau orientation activities and they should also encourage new employees to ask questions. Managers/ supervisors should also provide feedback, on how well the orientation program prepared their employees for continued employment with Interior.

(4) New and other DOI Employees. Effective orientation processes should encourage and support new employees to take responsibility for actively participating in all aspects of their orientation. Employees should:

(A) Communicate their informational needs and actively seek additional information about the Department;

(B) Learn about the organization;

(C) Build relationships;

(D) Use all available tools and resources; 

(E) Be open to feedback and provide feedback upon completion of the orientation activities, on its effectiveness in preparing them to work for Interior.



Records. Appropriate records, in accordance with 5 CFR 410, should be maintained. It is recommended that employee orientation checklists be developed for the employee, the supervisor, and the servicing personnel office to ensure that all aspects of the orientation have been successfully completed.



Questions regarding this guidance may be directed to Margaret Portwood, Office of Personnel Policy, Plans and Systems Team at (202) 208-6428.
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