1 Orientation Program Created on December 7 th , 2015 Created By: Samantha Antonio Nicole Brinson Peter Goldie Mariah Johnson Sarah Perron Ruth Wawin
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Orientation Program Created on December 7th, 2015
Created By:
Samantha Antonio Nicole Brinson Peter Goldie
Mariah Johnson Sarah Perron Ruth Wawin
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Orientation Program Devonian Coast Wineries Limited
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Table of Contents
Orientation Program Overview 6
Human Resource Responsibilities 9
Department Manager Responsibilities 14
Mentorship Program 17
Appendices 20
Appendix A – Human Resource 22
Appendix B – Department Manager 62
Appendix C – PowerPoint 80
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Orientation Program Overview Devonian Coast Wineries Limited
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Orientation Program Overview
Individual Orientation
Devonian Coast has a strong commitment to the effective integration of new employees into the company. Devonian Coast is divided into three wineries and does not hire on a mass scale. Due to this, we provided an orientation program to each individual on his/her first day of work. Lead by the Department Manager, the individual orientation will cover important topics that are imperative to starting employment at Devonian Coast.
The topics covered in the individual orientation will assist in introducing the new employee to the culture and organizational structure of Devonian Coast. The Department Manager of the new employee is responsible for facilitating the orientation.
The Department Manager is one of the first points of contact a new employee will have with the company. It is extremely important to make a good first impression and set the tone of the company culture. Orientation is a methodology used to outline expectations of the employees, and to ensure employees understand the expectations of the company. The orientation process helps an employee become familiar with their job, work environment, the products and services we offer as a company, as well as policies and procedures that need to be followed within the work place. Our orientation process is the beginning of an ongoing workplace education for new employees.
Significant time and effort has been spent hiring the employee, therefore it is very important to take the time to provide him/her with a thorough and well-‐planned orientation to ensure they feel welcomed and are equipped with the skills needed to perform well in their position. It is also important to foster an open learning environment during the orientation process so that new employees gain a clear grasp of the overall goals and objectives of our company.
In order for orientation to run smoothly it is important for the Department Manager to understand their expected responsibilities. Included in this orientation program are the roles and responsibilities, as well as the tools necessary to facilitate a successful individual orientation.
Group Orientation The group orientation is an important aspect of the overall Devonian Coast Wineries orientation process because it allows employees to come together on an annual basis to learn about their company in a positive way. It allows for communication between employees who work in different locations and allows for management to convey the new company culture to the employees. This will in turn help aid employees with the transition of management and shifting corporate vision. The group orientation session is required for all employees to attend on an annual basis. This full day event consists of icebreakers, reviewing company culture, values, and the mission statement, addressing important policies, education on wine, along with many other important events. The Human Resource department facilitates the orientation, with support from both Department Managers and top management.
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Outlined in the Human Resource Responsibilities section of this handbook and Appendix A – Human Resources is a detailed step-‐by-‐step process of how the orientation program will occur. There is a specific order in which these must occur in order for the orientation day to run smoothly. It is important for our new company culture and values to be made clear to our employees, and to ensure that any questions are answered to the best of the facilitator’s ability. The main component of the group orientation program is the PowerPoint presentation that can be found in Appendix C. Also located in Appendix C are some helpful tips and tricks to running a successful PowerPoint presentation. Due to the length of our orientation, and the fact that it can only occur once a year, it is incredibly important to ensure the facilitator’s presentation is engaging for our employees.
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Human Resource Responsibilies Devonian Coast Wineries Limited
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The orientation process for employees at Devonian Coast Wineries is a collaborative effort between the Management team, Human Resource team, as well as the employees. In order for orientation to
run smoothly, it is important for our Human Resource Department to understand their responsibilities. The following represents the items that Human Resources is responsible for
completing before, during, and after the orientation process.
Reference Appendix A to find documents, checklists, templates, etc.
Prior to a new employee starting at Devonian Coast Wineries, it is the responsibility of Human Resources to notify the department of the new employee’s arrival.
• The checklist for the steps required can be found in Appendix A, entitled Checklist: New Employee Introduction.
• A template of the communication for Human Resources to send out to Department Managers regarding the new hire can be found in Appendix A, entitled Communication Template.
Once you finish using the checklist and templates, please ensure they are returned to the correct location in the Orientation Handbook.
Prior to a new employee starting at Devonian Coast Wineries, the Human Resource Department must compile a Welcome Package for the employee and send this package to the employee prior to his/her first day of work.
• The checklist for all that is required to be part of the Welcome Package can be found in Appendix A, entitled Checklist: Welcome Package.
• Other documents that are not included in this Orientation Handbook appendix must be acquired (i.e. most recent company newsletter).
• A complete copy of the Welcome Package can be found in Appendix A.
Once you finish using the checklist and documents, please ensure they are returned to the correct location in the Orientation Handbook.
Prior to the group orientation session, it is the responsibility of the Human Resources Department to prepare all the Orientation Packages for the employees participating in the group orientation session.
• The checklist for what to include in the Orientation Package can be found in Appendix A, entitled Checklist: Group Orientation Package.
• A complete copy of the Group Orientation Package can be found in Appendix A.
Once you finish using the checklist and documents, please ensure they are returned to the correct location in the Orientation Handbook.
It is the responsibility of Human Resources to facilitate the group orientation session. Any information pertinent to the orientation can be found in Appendix A.
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• The checklist for the group orientation can be found in Appendix A, entitled Checklist: Group Orientation for Facilitators.
Once you finish using the checklist and documents, please ensure they are returned to the correct location in the Orientation Handbook.
It is the responsibility of Human Resources to ensure a questionnaire regarding the employees’ reactions to the group orientation is completed by each employee, with the completed questionnaire then filed in each of the employees’ personnel files.
• The questionnaire for the reaction to the group orientation can be found in Appendix A, entitled Reaction to Orientation.
Once you finish using the checklist and documents, please ensure they are returned to the correct location in the Orientation Handbook.
The following section outlines how Human Resources will evaluate the overall effectiveness of the orientation program. This is important to ensure our orientation process is up to date and beneficial for our employees.
It is the responsibility of Human Resources to ensure the evaluation of the orientation is completed.
Evaluation
An evaluation of the effectiveness of the orientation program should take place approximately one year later. The purpose of the evaluation is to determine whether or not the objectives of the orientation program were met.
The two objectives for this orientation are to:
1. Increase employee retention
2. Acclimate employees with the culture of Devonian Coast Wineries
In order to determine whether or not the orientation has met its objectives there are a few factors to evaluate.
Turnover Rates
Examining the turnover rates a year after orientation will aid in determining if this orientation has aided in increasing employee retention. The Human Resource Manager will need to gather the number of employees who have left in that year in order to analyze the turnover rate. The number of turnovers per year should be examined, along with which departments experience the highest turnover. Turnover rates will also speak to organizational fit. If employees are not becoming acclimated to the culture of Devonian Coast Wineries this may result in a higher turnover rate.
Exit interviews should be performed upon an employee deciding to leave the company. An exit interview is a way to identify the reason behind an employee leaving so that specific issues can be identified and addressed.
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Observation
An observation performed by the Department Manager should take place in order to appropriately assess the employees fit with the culture. Different behaviours and actions exhibited by an employee can indicate whether or not the employee fits with the company’s culture. The following are examples of behaviours to observe when looking to assess cultural fit:
• How does the employee speak to their co-‐workers? Superiors? • Is the employee motivated? • Is the employee punctual? • How is the employee’s attitude at work? • Do they understand the values of Devonian Coast Wineries? • Are the employee’s personal values in alignment with the company’s values? • Does the employee exhibit pride in their work? • Does the employee appear to be satisfied with their job?
Follow-‐up Surveys
In order to evaluate the effectiveness of the orientation program the Human Resource Manager should review the information recorded in the follow-‐up surveys. These are conducted in two different ways. First the employee is asked to complete their reaction to the orientation the day of the orientation. Second, the employee receives a follow up survey one week following the orientation, one month after orientation, prior to the end of the probationary period (typically three months), and six months post orientation. Reviewing the reaction to orientation and follow-‐up surveys will be a good indicator of whether the employees are receiving the necessary information in the orientation sessions. It will also aid in determining if the information given in the orientation session was retained and applied to the job.
Other Considerations
Other methods to consider in determining an employee’s job satisfaction, is to conduct an attitude survey of the employee. An attitude survey will aid in determining problems within the organization and help to pinpoint the department where the problems exist. Performance management can also be considered by Devonian Coast. An employee’s uncertainty of the company’s goals can be addressed through performance management. This program will provide the necessary structure in helping the employee to understand the goals and direction of the company. Performance management would also benefit Department Managers by setting clear and measurable goals to work towards.
Devonian Coast Wineries has recently gone through a leadership change, which has initiated a change in the company’s culture. In order to close the gap between the new and old culture it is important for management to keep open lines of communication with the employees. The new plans and vision for the company should be conveyed to the employees. The goals should be communicated to employees so they can understand what they are working towards, and how the new culture supports this vision. Supervisors and Department Managers should be made aware of the new culture and should be the ones to model it for the employees. A change in culture can leave
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many employees with the feeling of frustration, resulting in high turnover rates. It is vital to the success of the company to ensure both current and future employees embrace the new culture.
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Department Manager Responsibilities Devonian Coast Wineries Limited
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The Department Manager is one of the first points of contact a new employee will have with the company. It is extremely important to make a good first impression and model the company’s culture. The orientation process allows an employee to become familiar with their job, work environment, the products and services offered as a company, as well as policies and procedures that must be followed. The orientation process is the beginning of an ongoing workplace education for new employees. It is also important to foster an open learning environment during the orientation process so that new employees gain a clear grasp of the overall goals and objectives of our company.
In order for orientation to run smoothly, it is important for our Department Managers to understand their expected responsibilities. The following represents the items that the Department
Manager is responsible for completing before, during, and after the orientation process.
Reference Appendix B to find documents, checklists, templates, etc.
Prior to a new employee starting at Devonian Coast Wineries, it is the responsibility of the Department Manager to notify the department of new mentorship opportunities.
• It is the responsibility of the Department Manager to select a mentor, provide mentor with expectations and outcomes of the program, and provide mentor with the name and contact information of the new employee.
On the day of the orientation, it is the responsibility of the Department Manager to introduce themselves and their position to the new employee. It is equally important to introduce the new employee to their department, co-‐workers and mentor. It is the responsibility of the Department Manager to facilitate and oversee the individual orientation process from start to finish.
• The schedule for the individual orientation can be found in Appendix B. • The checklist for the individual orientation can be found in Appendix B, entitled Checklist:
Individual Orientation.
Please ensure once you finish using the checklist and documents they are returned to the correct location in the Orientation Handbook.
The Department Manager is responsible for answering and anticipating questions a new employee may have in order to minimize any apprehensions about their new job. It is important to convey an enthusiastic tone while facilitating the orientation process.
• It is the responsibility of the Department Manager to provide the new employee with the reaction to orientation questionnaire at the end of their orientation day. This questionnaire can be found in Appendix B, entitled Reaction to Orientation.
• It is the responsibility of the Department Manager to follow up with the new employee periodically. This checklist can be found in Appendix B, entitled Checklist: Follow Up.
• The follow up form can also be found in Appendix B, entitled Orientation Follow Up Form.
Please ensure once you finish using the form and documents they are returned to the correct location in the Orientation Handbook.
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Following up with the employee regarding the orientation process is a crucial component in a successful orientation program. By administering the reaction to orientation and follow up forms, you will gather valuable information that may allow you to improve future orientation programs and gain insight on employee’s opinions. Follow up occurs periodically during the first year.
• The first follow up will take place by the end of the first week. • Second follow up takes place by the end of the first month. • The third follow up will take place before the end of the probationary period (typically three
months). • The final follow up will take place six months after the new hire’s first day.
In each of these instances, give the new hire the Orientation Follow Up Form to complete. The follow up form instructs the respondent to return the form to the sender. It is imperative that the completed feedback form be returned to the Orientation Facilitator.
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Mentorship Program Devonian Coast Wineries Limited
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Mentorship Program
The mentorship program has been proven to inspire learning and development for both mentees and mentors. For employers, instilling a mentorship program increases retention, promotion rates, and employee satisfaction. Mentorship programs are also cost efficient, since mentors are often provided in-‐house. Unlike similar learning incentives like training programs, mentoring utilizes resources that your company already has.
Outlined below are the steps to follow for the mentorship program:
1. Determine what the learning objectives for the mentorship program will be. In this case, it will be to improve retention rates and acclimate the new hire to the company culture.
2. Explain what mentoring is in a training session for the mentors. • Explain why the mentorship program is positive. • Have leaders in your company support the program and communicate to employees that
it is important. Ensure that company leaders participate in the program themselves, as well as encourage other people to participate.
• Train mentors, define their basic roles, and establish boundaries. • Manage expectations • Four phase approach
o Preparation Phase § The mentor and mentee have a conversation about their expectations,
confidentiality, and the boundaries of the relationship. o Establishing Agreements Phase
§ The mentor helps the mentee work out a plan with clear tasks for achieving his or her goal.
o Enabling Phase § The mentor supports the mentee in following his or her plan as well as
provides feedback and enforces accountability. o Follow Up/Feedback Phase
§ The mentor continuously follows up with the mentee, and vice versa, to see how they are progressing.
Keys to Success:
1. Communicate • Make sure everyone in your organization knows that mentoring is occurring.
Preferably, the leaders of the organization should play a large role in this. 2. Embed Mentoring in your Culture:
• Start the mentoring program gradually. If your program ends with a day of training and doesn't have clear support from key people in the company, the reaction you might get may be, "well here comes another HR initiative."
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3. Evaluate
• When you have a goal, find a way to measure whether or not your program is making progress towards it. Ask mentors and mentees of their experiences regarding the mentorship program. Look at productivity and other measurable improvements in the areas that your program was targeting.
What Does a Mentor Do?
The following are a few of the mentor’s functions
• Teaches the mentee about a specific issue • Coaches the mentee on a particular skill • Facilitates the mentee’s growth by sharing resources and networks • Challenges the mentee to move beyond his or her comfort zone • Creates a safe learning environment for taking risk • Focuses on the mentee’s total development
Mentoring Characteristics:
▪ Takes place outside of a line manager-‐employee relationship, at the mutual consent of a mentor and the person being mentored
▪ Is career-‐focused and focuses on professional development that may be outside a mentee’s area of work
▪ Provides both professional and personal support
The mentor-‐mentee relationship may only last during the specific mentoring time period, however, the hope is that it will continue as an informal mentoring relationship.
The Benefits of Mentoring
A successful mentoring program benefits your organization by
▪ Enhancing strategic business initiatives ▪ Encouraging retention and reducing turnover costs ▪ Improving productivity ▪ Retaining the practical experience and wisdom gained from long-‐term employees ▪ Enhancing professional development ▪ Linking employees with valuable knowledge and information to other employees in need ▪ Supporting the creation of a multicultural workforce by creating diverse relationships among
employees and allowing equal access to mentoring ▪ Creating a mentoring culture, which continuously promotes individual employee growth and
development
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Appendices Devonian Coast Wineries Limited
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Using the Checklists
New Hire
Upon the hiring of a new employee please refer to the Checklist: New Employee Introduction checklist from Appendix A. Photocopy the checklist, then check off each item as you complete the task. Ensure that the form is completed with the appropriate signatures, the date of completion, and then file the completed checklist in the new employee’s personnel file.
Welcome Package
When compiling the welcome package please refer to the Checklist: Welcome Package checklist from Appendix A. Photocopy the checklist, and then check off each item as you add it to the welcome package. Ensure that the form is complete with the appropriate signatures, the date of completion, and then file the completed checklist in the new employee’s personnel file.
A basic, sample Welcome Package can be found in Appendix A, entitled Welcome Package. This can be removed from the orientation handbook, photocopied, and any additional items that are required can be added to the Welcome Package.
Group Orientation
Prior to the group orientation please refer to the Checklist: Group Orientation Package checklist from Appendix A. Photocopy the checklist, and then check off each item as you add each item to the group orientation package. Ensure that the form is complete with the appropriate signatures; date of completion, and then file the completed checklist in the new employee’s personnel file.
A basic, sample Group Orientation Package can be found in Appendix A, entitled Group Orientation Package. This can be removed from the orientation handbook, photocopied, and any additional items that are required can be added to the Group Orientation Package.
For the Group Orientation Facilitator, a checklist entitled Checklist: Group Orientation for Facilitator can be found in Appendix B. This checklist ensures the facilitator covers all the necessary points during the group orientation. Photocopy the checklist, and then check off each item as it is completed, and then file the completed checklist in the employee’s personnel file.
Individual Orientation
Prior to the individual orientation please refer to the Checklist: Individual Orientation checklist from Appendix B. Photocopy the checklist and then check off each item as you complete the task. Ensure that the form is complete with the appropriate signatures, date of completion, and then filed in the employee’s personnel file.
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Appendix A – Human Resource Devonian Coast Wineries Limited
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Checklist: New Employee Introduction
The Human Resource Department is responsible for informing other departments of any new hires and the pertinent information surrounding the new hires.
Please photocopy the checklist prior to marking on it. Please check off each item as the employee introduction is completed. Once the checklist is complete, please sign and date, and file it with the
new employee’s personnel file.
¨ Introduction to New Employee Complete Employee Name: _________________________
Date: _________________________
¨ Notifying departments of new employee ¨ New employee’s name ¨ Position ¨ Department ¨ Start date
Human Resource Name Human Resource Signature Date
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Checklist: Welcome Package
Prior to the new employee’s first day, please ensure the employee receives their Welcome Package. Below are the necessary items for the Welcome Package. The Welcome Package is the responsibility of the Human Resource Department. Please photocopy the checklist prior to marking on it. Once all items on the checklist are complete please sign and date the checklist in the area provided, and file the checklist with the employee’s personnel file. Do not forget to send the new employee their Welcome Package.
Please check off each item as the Welcome Package is created.
¨ Welcome Package Created Employee Name: ________________ Date sent: _________ Included in Welcome Package:
¨ Welcome letter ¨ Mission statement ¨ Company culture statement ¨ Company newsletter ¨ Directory of important contacts ¨ Uniform/dress code information ¨ Where to park ¨ Map of the grounds ¨ Scheduled orientation and training days ¨ Location of orientation and training ¨ Who they are meeting the first day, what time, and where ¨ Perks of the job ¨ Any necessary forms
¨ Payroll ¨ Taxes
¨ Attendance policy ¨ Hours of work
¨ Welcome Package Sent to Employee Human Resource Name Human Resource Signature Date
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Welcome Package for Employees
Devonian Coast Wineries Limited
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Table of Contents
Welcome Aboard Letter from our Proprietors 27
Our Company Culture: Who are we? 28
Our Mission Statement 29
Jost Vineyard 30
Gaspereau Vineyard 30
Mercator Vineyard 31
Getting to Jost 32
Getting to Gaspereau 33
Parking, Dress Code, What you should bring with you 34
Schedule for First Day – Individual Orientation 35
Schedule for your Group Orientation 36
Organizational Structure and Authority 37
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Welcome aboard!
Donna and I are thrilled that you have made the choice to become part of our Devonian Coast Family. By joining our team of committed and passionate individuals, you are now part of an organization that is both firmly anchored by its rich history and utterly inspired by its bright future in the Nova Scotia wine industry. Devonian Coast Wineries owns and operates three distinctly different award-‐winning wineries in our province with total production of well over 100,000 cases per year. The largest, Jost Vineyards, produces world-‐class wines from some of the most distinctive premium-‐quality grapes in North America. As the undisputed leader and longest operating winery in the Atlantic region for the past 30 years, we aspire to capture the true character and essence of our unique terroir in every bottle of wine we produce. The second winery, Gaspereau Vineyards is a premium boutique operation in the Annapolis Valley. In 2012, it was rated number 16 among the over 400 wineries in Canada. The third operation is in its infancy and the goal is for the Devonian team to shape it into a game changer in style and quality for wineries in the province. It is an exhilarating time to be part of one of the world’s fine emerging wine regions, it is even more exciting to be part of the Devonian Coast team. We are a group of passionate individuals who care deeply about our craft and are excited to play a role in building our company and reputation. We are committed to our products, each other and our focus on customer experience. These are exciting times at Devonian Coast. We are innovating. We are growing. We are changing the landscape for Nova Scotia wines. It is our hope that professionally and personally, you will also be inspired to join us on this journey and grow along with us! Sincerely,
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Our Company Culture: Who are we?
Proprietors
Carl & Donna Sparkes
Carl and Donna Sparkes founded Devonian Coast Wineries in 2011, then bought two already established and respected wineries, Jost and Gaspereau Vineyards, and soon after began planning for a third. Devonian Coast Wineries unites their love of wine and of Atlantic Canada. It builds both on Carl’s agricultural roots and the couple’s dedication to the future of Nova Scotia’s wine industry. With their Canada-‐wide business experience and in-‐depth acquaintance with the world’s finest winemaking regions, they bring fresh ideas and a commitment to elevating Nova Scotia’s expanding and maturing wine industry to challenge the world’s best.
The Sparkes family’s farming roots run deep in Atlantic Canada, going back to 1761 when Carl’s ancestors left Devon, England and settled on Newfoundland’s Avalon Peninsula. A farming family, they were also innovators; Carl’s grandfather was the founder of what is now the Atlantic Cool Climate Crop Research Centre in St. John’s, Newfoundland.
Carl and Donna met in Halifax in 1984, while Carl was a geologist working on his MBA and Donna worked as Creative Director of C100/CJCH. Business projects took them across Canada but home always included a backyard with container gardens and growing plots. Vacations, meanwhile, meant trips to international wine-‐growing regions. Now instead of being backyard gardeners, they are farm owners with 150 acres of estate-‐grown vines and extraordinary relationships with grape growers around the province who provide much needed fruit for their wines.
With the help of growers, winemakers, tasting room staff, viticulture experts, consultants, cellar hands and vineyard workers the Sparkes, and Devonian Coast, are dedicated to making Jost Vineyards, Gaspereau Vineyards, Mercator, and Nova Scotian wines the pride of Canada.
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Mission Statement
We are a Nova Scotian grower, producer, and marketer of wines of the highest quality and value. We are committed to sharing information about the enjoyment of food and wine, as more of a lifestyle rather than meal. We are dedicated to the continuous growth and development of our people and our business. Our Core Values are simple; Collaborative, Strategic, Shows Integrity,
Passionate, Authentic, and Performance Driven. We take great pride in running our business using these Core Values, as do our employees.
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Jost Vineyards
Nestled in the gentle hills and sheltered coastal inlets of the Northumberland shores, our winery is
Nova Scotia’s largest. A pioneer of the Nova Scotia wine industry, Jost Vineyards produces distinctive wines and styles, which have won hundreds of national and international awards.
Jost creates wines for all occasions and every palate—from the connoisseur to the newest wine taster. We take pride in showing the world that Nova Scotia adds a fresh new dimension to the
world of wine. We love our place in the world and find joy in crafting our products—you will enjoy them too.
Gaspereau Vineyards
Situated in the romantic, rolling hills of the sun-‐kissed Gaspereau Valley we are a boutique winery situated on a picturesque, 50-‐acre vineyard close to Wolfville, Nova Scotia. We create award-‐
winning, premium, estate-‐grown, limited edition wines.
Best known for outstanding Rieslings, Gaspereau Vineyards specializes in fruit forward, terroir driven elegant white and robust red wines.
With minimal intervention winemaking we create wines that reflect the quality of the land, the long summer days and the longest growing season in the province. Our catalogue of artfully made wines,
including a handful of single vineyard selections, is appreciated among the most discerning of palates, because quality always trumps quantity.
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Mercator Vineyards
Situated on a bluff above the historic Acadian dykelands, Mercator Vineyards sits at the point where the Cornwallis River enters the tidal bay of the Minas Basin. The vineyards are located just to the east of the town of Wolfville, Nova Scotia and adjacent to the Grand Pré National Heritage site.
Named for the pioneering cartographer whose map was the gold standard for sailors in the age of exploration, Mercator Wines challenge our perceptions of “local” wine. Mercator takes us into a world of premium, estate-‐select and cellared wines that can rival the best the world has to offer.
Mercator Vineyards is devoted entirely to growing exceptional grapes and making extraordinary limited edition wines. In the not too distant future we will be inviting Devonian Wine Club members
to exclusive events on the estate property.
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Getting Here
Jost Vineyards
Located in beautiful Malagash, Nova Scotia along the Northumberland Strait, finding your way to our vineyard from Nova Scotia, Prince Edward Island or New Brunswick is easy.
Should you require directions, please do not hesitate to contact us.
Jost Vineyards 48 Vintage Lane,
Malagash, Nova Scotia, Canada B0K 1E0 E-‐mail: [email protected]
Phone: 902-‐257-‐2636 Toll Free: 1-‐800-‐565-‐4567
FAX: 902-‐257-‐2248
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Getting Here
Gaspereau Vineyards
Located in the beautiful Gaspereau Valley, just 3K from Wolfville, finding your way to our vineyard is easy.
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Parking
All parking will be provided onsite at our Jost, Gaspereau and Mercator Vineyards for all of our new hires during our orientation period.
Dress Code
We are all ambassadors of Devonian Coast Wineries Ltd. and as such must take pride in our how we present ourselves to the public both on and off site. The dress code is described as ‘Smart Farm Casual’ in all areas of the organization. ‘Smart Farm Casual’ does not include sweat pants or pajama pants. In addition, those employed in retail as well as the Devonian Coast Driver will be required to wear an approved uniform, which includes black pants and shirt branded with our corporate logo. What you should bring with you:
• This welcome package, for your own reference
• Void cheque in order to set up direct deposit
• Water bottle and lunch
• Yourself & a positive attitude!
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Schedule for First Day – Individual Orientation
Time Activity
8:30 – 8:45 am
All participants to arrive at the pre-‐specified vineyard. Meet in the Grand Tasting Room. Welcomed by the Human Resource Team and Department Managers
8:45 – 9:45 am Introduction to Devonian Coast & Introduction to the job
9:45 – 10:30 am Tour of the Facility with the HR Manager
10:30 – 10:45 am Break
10:45 – 11:45 am Set up of access cards, email access, passwords, etc.
11:45 – 12:45 pm Lunch with mentor and/or department manager
12:45 – 1:00 pm Regroup in the Grand Tasting Room
1:00 – 2:45 pm Job Shadowing with Mentor
2:45 – 3:00 pm Break
3:00 – 4:15 pm Scavenger Hunt
4:15 – 4:30 pm Employees to fill out Feedback Form
4:30 pm Depart for home
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Schedule for your Group Orientation Day
Time Activity
8:30 – 9:00 am All participants to arrive at the pre-‐specified vineyard; meet in the Grand Tasting Room
9:00 – 10:00 am Ice Breaker – Values Exercise
10:00 – 10:30 am Meet the President 10:30 – 10:45 am BIO Break
10:45 – 11:30 am Policy and Procedure/Budget 11:30 – 12:15 pm Facility Tour 12:15 – 12:30 pm Regroup in the Grand Tasting Room
12:30 – 3:45 pm Sales and Service Strategy
4:00 – 5:30 pm Wine Appreciation
5:30 – 7:00 pm BBQ Hosted by our President, Carl 7:00 pm Depart for home
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Organizational Structure and Authority
This chart highlights the reporting relationships in the organization. This ensures that everyone in the organization is aware of their own and others' responsibilities, and to whom they should go if they need approvals, sign-‐offs, etc.
Employee Name Employee Signature Date
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Checklist: Group Orientation Package
Please ensure employees receive their Group Orientation Package at the start of the group orientation. Below are the necessary items for the Welcome Package. The Group Orientation Package is the responsibility of the Human Resource Department. Please photocopy the checklist prior to marking on it. Then, once all items on the checklist are completed, please sign and date the checklist in the provided area, and file the checklist in the employees’ personnel file. The communication template, entitled Group Orientation Trainee Communication must be provided to each employee attending the group orientation session upon his/her arrival. Ensure you fill out the employee’s name, orientation date, and orientation time. This communication must be sent out at least two weeks prior to the group orientation date.
Please check off each item as the Group Orientation Package is created.
¨ Group Orientation Package Created Employee Name: ________________
Date sent: _____________________ Included in Group Orientation Package:
¨ Welcome letter ¨ Mission statement ¨ Company culture statement ¨ Organizational chart (obtain signatures to ensure employee has seen chart) ¨ Monthly company newsletter ¨ Directory of important contacts ¨ Uniform/dress code information ¨ Map of the grounds ¨ Schedule of orientation ¨ Perks of the job ¨ Send communication of location of group orientation session (prior to orientation)
¨ Communication of Location of Group Orientation Sent to Employee ¨ Group Orientation Package Provided to Employee Human Resource Name Human Resource Signature Date
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Group Orientation Trainee Communication
Dear < Group Orientation Trainee>,
We would like to extend an invitation to you to attend our company-‐wide Orientation Day. This will take place at Jost Vineyards on < insert date> at <insert time>. Please be advised that a complimentary barbeque at the end of the day will be provided. Parking will be available on the premises and enclosed in this communication are the directions to Jost Vineyards.
Attendance is mandatory and dress code is casual. Please confirm with Human Resources that you have received this communication and you will be participating.
Directions to Jost Vineyards
Located in beautiful Malagash, Nova Scotia along the Northumberland Strait, finding your way to our vineyard from Nova Scotia, Prince Edward Island or New Brunswick is easy. Should you require directions, please do not hesitate to contact us.
Jost Vineyards 48 Vintage Lane,
Malagash, Nova Scotia, Canada B0K 1E0 E-‐mail: [email protected]
Phone: 902-‐257-‐2636 Toll Free: 1-‐800-‐565-‐4567
Regards,
<Human Resources Management>
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Group Orientation Package Devonian Coast Wineries Limited
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Table of Contents Welcome Aboard Letter from our Proprietors 42
Our Company Culture: Who are we? 43
Our Mission Statement 44 Schedule for Group Orientation Day 45 Organizational Chart 46 Dress Code and Perks of the Job 47
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Welcome aboard!
Donna and I are thrilled that you have made the choice to become part of our Devonian Coast Family. By joining our team of committed and passionate individuals, you are now part of an organization that is both firmly anchored by its rich history and utterly inspired by its bright future in the Nova Scotia wine industry. Devonian Coast Wineries owns and operates three distinctly different award-‐winning wineries in our province with total production of well over 100,000 cases per year. The largest, Jost Vineyards, produces world-‐class wines from some of the most distinctive premium-‐quality grapes in North America. As the undisputed leader and longest operating winery in the Atlantic region for the past 30 years, we aspire to capture the true character and essence of our unique terroir in every bottle of wine we produce. The second winery, Gaspereau Vineyards is a premium boutique operation in the Annapolis Valley. In 2012, it was rated number 16 among the over 400 wineries in Canada. The third operation is in its infancy and the goal is for the Devonian team to shape it into a game changer in style and quality for wineries in the province. It is an exhilarating time to be part of one of the world’s fine emerging wine regions, it is even more exciting to be part of the Devonian Coast team. We are a group of passionate individuals who care deeply about our craft and are excited to play a role in building our company and reputation. We are committed to our products, each other and our focus on customer experience. These are exciting times at Devonian Coast. We are innovating. We are growing. We are changing the landscape for Nova Scotia wines. It is our hope that professionally and personally, you will also be inspired to join us on this journey and grow along with us! Sincerely,
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Our Company Culture: Who are we?
Proprietors
Carl & Donna Sparkes
Carl and Donna Sparkes founded Devonian Coast Wineries in 2011, then bought two already established and respected wineries, Jost and Gaspereau Vineyards, and soon after began planning for a third. Devonian Coast Wineries unites their love of wine and of Atlantic Canada. It builds both on Carl’s agricultural roots and the couple’s dedication to the future of Nova Scotia’s wine industry. With their Canada-‐wide business experience and in-‐depth acquaintance with the world’s finest winemaking regions, they bring fresh ideas and a commitment to elevating Nova Scotia’s expanding and maturing wine industry to challenge the world’s best.
The Sparkes family’s farming roots run deep in Atlantic Canada, going back to 1761 when Carl’s ancestors left Devon, England and settled on Newfoundland’s Avalon Peninsula. A farming family, they were also innovators; Carl’s grandfather was the founder of what is now the Atlantic Cool Climate Crop Research Centre in St. John’s, Newfoundland.
Carl and Donna met in Halifax in 1984, while Carl was a geologist working on his MBA and Donna worked as Creative Director of C100/CJCH. Business projects took them across Canada but home always included a backyard with container gardens and growing plots. Vacations, meanwhile, meant trips to international wine-‐growing regions. Now instead of being backyard gardeners, they are farm owners with 150 acres of estate-‐grown vines and extraordinary relationships with grape growers around the province who provide much needed fruit for their wines.
With the help of growers, winemakers, tasting room staff, viticulture experts, consultants, cellar hands and vineyard workers the Sparkes, and Devonian Coast, are dedicated to making Jost Vineyards, Gaspereau Vineyards, Mercator, and Nova Scotian wines the pride of Canada.
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Mission Statement
We are a Nova Scotian grower, producer, and marketer of wines of the highest quality and value. We are committed to sharing information about the enjoyment of food and wine, as
more of a lifestyle rather than meal. We are dedicated to the continuous growth and development of our people and our business. Our Core Values are simple; Collaborative,
Strategic, Shows Integrity, Passionate, Authentic, and Performance Driven. We take great pride in running our business using these Core Values, as do our employees.
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Schedule for Group Orientation Day
Time Activity
8:30 – 9:00 am All participants to arrive at the pre-‐specified vineyard; meet in the Grand Tasting Room
9:00 – 10:00 am Ice Breaker – Values Exercise
10:00 – 10:30 am Meet the President 10:30 – 10:45 am BIO Break
10:45 – 11:30 am Policy and Procedure/Budget 11:30 – 12:15 pm Facility Tour 12:15 – 12:30 pm Regroup in the Grand Tasting Room
12:30 – 3:45 pm Sales and Service Strategy
4:00 – 5:30 pm Wine Appreciation
5:30 – 7:00 pm BBQ Hosted by our President, Carl 7:00 pm Depart for home
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Organizational Chart
Please read this organizational chart and sign off in the desginated space below. This is required by Devonian Coast Wineries to ensure you have read and understood how our
organization is set up, and how communication occurs within the company.
Employee Name Employee Signature Date
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Dress Code
We are all ambassadors of Devonian Coast Wineries Ltd. and as such we need to take pride in our how we present ourselves to the public both on and off site. The dress code is described as ‘Smart Farm Casual’ in all areas of the organization. ‘Smart Farm Casual’ does not include sweat pants or pajama pants. In addition, those employed in retail as well as the Devonian Coast Driver will be required to wear approved uniform, which include black pants and shirt with specified corporate branding. Perks of the Job As a Devonian Coast Winery employee you will receive both “End of Season” wine and “Weekend Wine” (for Jost employees), as well as discounts on company purchases. End of Season Wine Each December, all employees are entitled to one bottle of wine (maximum value of $20) for each month of service in the previous year. Part time/seasonal – Upon departure, the Manager will advise the Director of Finance on the appropriate qualifying months of service. Regular seasonal – Those who have been employed seasonally for more than two consecutive years are eligible for 12 bottles of wine. Full time – By December 1 of each year. The Director of Finance will identify the number of bottles that each full time employee will be qualified to claim. Employees will make their orders to Teresa MacDonald no later than mid December. Weekend Wine There is no guarantee to the availability to weekend wine. Full time, part time, and seasonal employees will be required to claim their “Weekend Wine” between 8-‐12 on Friday mornings. The wine will be distributed on a first come, first served basis. Staff Purchases Our discount policy is available to all full time, part time, and seasonal employees. Employee discounts are as follows: Meals and merchandise – 25% discount Wine – 20% discount
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Checklist: Group Orientation for Facilitator
It is the Human Resource team’s responsibility to provide the orientation facilitator(s) with a copy of the Group Orientation Checklist prior to the start of orientation.
Please photocopy the checklist and provide it to the facilitators. Once the checklist is
complete, please sign and date in the provided space and file it in the employee’s personnel file.
Please check off each item as it is covered in the group orientation session.
Employee Name: ________________________ Date: ______________________
¨ Group Orientation Completed Orientation Facilitator: ______________________
¨ Icebreaker ¨ Welcome from owner ¨ Review mission statement ¨ Review company culture ¨ History of Devonian Coast Wineries ¨ Health and Safety information ¨ Important dates:
¨ Orientation days ¨ Training days ¨ When benefits become activated
¨ Information on training ¨ Mentorship program (if applicable) ¨ On the job training (if applicable)
¨ Wine Education ¨ How to effectively describe wine to customers ¨ Information about pairing food with wine ¨ Information on the wine making process ¨ Reaction to orientation
Human Resource Name Human Resource Signature Date
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Group Icebreaker Outline This Icebreaker is intended as a way for all employees to get acquainted with each other and the facilitators, become comfortable working as a team and also as a way to introduce all employees to our core values – Collaborative, Strategic, Shows Integrity, Passionate,
Authentic and Performance Driven. This is a guideline for the facilitators to follow as they guide employees through the activity.
Time: 9:00 a.m. – 10:00 a.m.
• Ensure that all participants have a nametag.
• Human Resources Director will welcome all team members and make the appropriate introductions. The Human Resources Department and Department Managers will be facilitating the Icebreaker.
• Review the agenda for the day and review the objectives for the day. (10 min)
• Each facilitator will talk briefly of their time/role with Devonian Coast.
• Each team member will then share the following with the rest of the group. (15 min) 1. Name 2. Background 3. One word that comes to mind when you think of Jost/Gaspereau; what is the
Devonian Coast Winery brand?
• After this is complete, there will be a values exercise. (35 min) Our values are Collaborative, Strategic, Shows Integrity, Passionate, Authentic, and Performance Driven. We want to know what this looks like to the new team members.
• Break the new team members into teams of two people – one from each location.
• Each team takes one Value and a flip chart paper and moves to a quiet space around the facility. Instruct them to brainstorm on what that value looks like at work. The teams will have 15 minutes to document their ideas and come back to the main room.
• Each team will post their value at the front of the room and present back to the rest of the team. (3 minutes each) The rest of the team members will discuss any changes or suggestions to their values.
• Wrap up this Icebreaker activity by suggesting that we need to look for ways to
demonstrate our Devonian Coast Values at every moment of every day.
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History: Guide for Facilitators
Each Devonian Coast winery offers a different wine style that contributes to the ever-‐growing, quality-‐driven wine scene developing and prospering in Nova Scotia. It is important for all staff to understand the differences in culture and wine creation between Devonian
Coast Wineries. To accompany the PowerPoint Presentation found in Appendix C below is a script to guide
your lecture on the history of winemaking and the history of Devonian Coast: Jost, Gaspereau, and Mercator.
Please read each section thoroughly and align the information with the PowerPoint
Presentation. History: Introduction Growing grapes has been a Nova Scotia craft since the 1600s with French Settlers in Annapolis Valley. The modern Nova Scotia wine industry, however, began with Roger Dial’s Grand Pre Vineyards in the late 1970s. The Jost Family soon followed Dial’s example of commercial wine grape production by establishing commercial grape plants in Malagash, Nova Scotia, in the early 1980s. This marked the beginning of Jost vineyards and of Devonian Coast Wineries as a whole. By the mid 1980s, founder Han Wilhelm Jost began producing wine for the Nova Scotia market. His son, Han Christian Jost, took over the winery in the early 1990s and expanded it to be the largest in Nova Scotia. Today, there are 70 grape growers, 600 acres of vine, and 15 wineries in Nova Scotia. History: Jost Jost is the largest and longest operating winery in Nova Scotia and produces wines with distinct styles that have received hundreds of national and international awards. Jost wines can be enjoyed by both the connoisseur and the newest wine taster. Founded by Hans Wilhelm Jost and passed down and expanded by Hans Christian Jost, Jost Vineyards has a 400-‐year history of winemaking tradition. Carl and Donna Sparkes became the new owners of Jost in 2012, and since then Jost has seen many new and exciting changes. The winery was newly renovated in 2013 in a beautiful rustic style, with a circular tasting bar gaining inspiration from a large oak barrique. They created the umbrella name, Devonian Coast Wineries, to encompass Jost and Gaspereau and the Sparkes’ new winery, Mercator. Farming is a long-‐standing family tradition in the Sparkes’ family since 1791 when Carl’s ancestors settled in Newfoundland from Devon, England. A variety of business projects allowed Carl and Donna to travel Canada, but took them away from their love of agriculture. Their new business adventure allows them to combine their two loves.
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It’s a new beginning for Devonian Coast Wineries, one that starts with a commitment wine education, scientific analysis of soil types, new plantings, and a love for Nova Scotia Terroir and wine. History: Gaspereau Gaspereau Vineyards is located in Gaspereau Valley, near Wolfville, Nova Scotia. It is surrounded by rolling hills and apple blossoms characteristic of the romantic Gaspereau boutique and its wine. The first grape vines established on Gaspereau Vineyards were planted in 1997 and the boutique opened to the public in 2004. Since then, Gaspereau has grown to produce award-‐winning, premium, estate-‐grown, limited-‐edition wines. Gaspereau is well known for fruity whites and robust reds, specializing in Riesling. Gaspereau consists of 50 acres with a variety of grapes on-‐site, including L’Acadie, Lucie Kuhlmann, New York Muscat, Seyval, Chardonnay, Riesling, Vidal, and Petite Milo. It was the first winery to establish in Annapolis Valley and the former site of a dairy farm and apple orchard. In concordance with the history of the property, the boutique winery is a replica of a historic barn. Gaspereau’s winemaker, Gina Haverstock, is originally from Nova Scotia and studied winemaking in Europe. She stresses minimal intervention winemaking and has been producing award-‐winning wine since 2007. Gaspereau’s grapes are harvested by hand and produce premium wines that pair perfectly with Nova Scotian cuisine. History: Mercator The newest edition to the Devonian Coast family, located at the meeting point between the Cornwallis river and the Minus Basin to the east of Wolfville, Nova Scotia, Mercator creates premium, estate-‐select and cellared wines rivaling the best in the world. The pioneering cartographer, Gerardus Mercator, inspired the Mercator name. The first white wine created under the Mercator title won an honorable award received in New York titled the Chairman’s Trophy Award in the Ultimate Wine Challenge’s White Blends – North America category. It received a score of 92, rendering it a highly recommendable wine choice. Mercator prides itself on growing quality grapes and creating exceptional, limited edition wines. Nova Scotia has not seen the last of Mercator, and can expect more excellence to come.
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Wine Tasting Education: A Guide for Facilitators It is important for all employees under Devonian Coast to be familiar with the wine styles,
aromas, and flavor of signature Jost Vineyards, Gaspereau Vineyards, and Mercator Vineyards wines. Below are definitions to familiarize yourself with and information on how to
taste, smell, and appreciate the texture of great wines.
Jost Vineyards is the oldest and longest operating vineyard in Nova Scotia and creates wines for both wine connoisseur and the newest wine taster. Some popular wines include Tidal Bay, Selkie, and 4 Skins.
Gaspereau Vineyards creates quality, limited-‐edition wines that are incomparable to any other Nova Scotia wine boutique. They are well known for their Riesling, as well as their Rosé and Lucie Kuhlmann.
Mercator Vineyards is a new edition to the Devonian Coast family and has produced premium, estate-‐select and cellared wines that rival the best in the world.
Each Devonian Coast winery offers a different wine style that contributes to the ever-‐growing, quality-‐driven wine scene developing and prospering in Nova Scotia.
Definitions:
Acid: Next to water and sugar, acid is the most important element in the grape. The acidity in wine sets it apart from all other beverages. Acidity gives wine its tartness, and makes it thirst quenching. It causes a person to salivate. Without acidity a dry wine would taste flat and a sweet wine would be flabby and cloying. Acidity contributes to the aging ability of wine. There are 2 types of acids in wine; fixed acids include: malic, tartaric, and citric. Volatile acids include: acetic acid (vinegar) et.al. These acids are unwanted and result from flaws, oxidation and long age.
Alcohol: Made by yeasts that feed off the sugar in the grape juice (fermentation process). Gives body or mouthfeel to wine. The amount of alcohol in a wine is directly related to the amount of sugar in the grapes that the yeast is able to consume during the fermentation. More sugar = more alcohol strength. Additionally, cool climate wines may contain lower amounts of alcohol than warm climate wines because their growing season is shorter and the grapes may not achieve the ripeness of grapes grown in warmer climates. This is a result of the cooler climate grapes containing less sugar for the yeast to feed on so, for example, German wines are usually 7-‐10% alcohol by volume, whereas a warm climate Shiraz such as in Australia would be 12-‐15% alcohol by volume.
Aroma: A single odour given off by a wine.
Balance: A good wine has balance. This occurs when no one thing stands out above the other in a wine.
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Body: Described as the weight of the wine on the palate. Think of milk. Cream is heavy bodied. Whole milk is medium bodied. Skim milk is light bodied. Cabernet Sauvignon is an example of a full-‐bodied wine whereas Riesling exemplifies a light bodied wine.
Bouquet: A complex group of aromas. Bouquet develops in older wines. Think of a bouquet of flowers containing different types of flowers, each with their own aromas.
Brettanomyces: A type of yeast which in small quantities give greater complexity. The yeast contributes aroma of barnyard, manure, earthiness which in unwanted quantities flaw the wine. Picking up “brett” from a wine may hint that it is an Old World wine.
Corked: Term used to describe a bottle of wine that is tainted by a bad cork. The aroma of the wine will smell of mildew and wet cardboard. It is commonly believed to affect anywhere from 5% to as much as 10% of ALL wine bottles. It’s not the restaurant’s fault. These wines were affected as soon as the cork was inserted into the bottle. Prior to bottling, real cork is chlorinated to kill any harmful natural occurring microbes in the cork. If any remaining cleaning agents come into contact with any microbes that have not been killed, after the final rinse, than a chemical compound called TCH is created. TCH causes the off odours in the bottle. Different people have different thresholds for detecting TCH.
Dryness: The absence of perceptual sweetness in a wine.
Finish: The length of time the flavours of a wine linger in the mouth after swallowing. Good wines have long finishes which should show some hint of complexity.
Lees: The sediment of yeast, grape skins, etc. left from fermentation. Some wines, e.g. chardonnays may be left to sit on the lees for a period of time determined by the winemaker, in order to give the wine certain characteristics imparted by the lees, namely a mouth feel of creaminess. Some labels indicate the grape varietal followed by the term ‘sur lie’, which means the wine rested on the lees after fermentation.
Tannin: Belongs to a group of compounds called Phenols. It comes from two sources; grapes (stems, seeds, skins) and oak barrels used in fermentation or ageing. Tannins act as natural preservatives, and lessens in degree as the wine ages in the bottle, thereby bringing the fruit character of the wine to the fore. Tannins are not a part of taste. Tannins are sensed in the mouth as astringency. Think of sucking on a teabag.
Viniculture: The process of making wine out of the harvested grapes.
Viticulture: The process of growing the grapes, as in agriculture.
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Wine Tasting Activity: A Guide for Facilitators
Explain the following to employees regarding the four categories of wine assessment (appearance, aroma, flavour, and texture). After the facilitator has taught the employees how to taste, smell, and distinguish between wine textures, please distribute the Wine Tasting Cards found in Appendix B to all employees and follow the directions attached to the Wine
Tasting Card in Appendix B. Appearance
Appearance can be described as:
o Hue: The overall colour of the wine o Saturation: The depth of colour o Brightness: The sparkle and brilliance o Clarity: The winemaking techniques for cleaning the wine o Turbidity: The opposite of clarity, a hazy or cloudy appearance
Appearance and colour of a wine informs us of:
o Concentration: A deeper colour means a more concentrated wine o Body: A wine with no body will appear watery or thin o Age: A wine with a brown or brick colour will have age. Older wines brown with age.
Reds get lighter and whites get darker. Watery or clear rims may be indicative of young whites.
o Variety: Chances are a light-‐coloured red wine may be a pinot noir. Syrah/shiraz tends to make very dark wines whereas pinot noir is light.
Aroma
Smell is a highly underrated sense when it comes to assessing wines. The aroma of a wine can tell us more about a wine than any of the other senses. Molecules given off by a source allows us to experience “smell” and often describe the smell of a wine as “apple” or “pear,” for example, as opposed to describing the formula for the chemical compound responsible for the apple-‐like or pear-‐like aroma. Using everyday language to describe a wine’s aroma can help communicate the wine’s unique character to others.
There are three levels of smell:
o Primary: Aromas from grapes prior to fermentation (e.g. fruit) o Secondary: Aromas from fermentation (e.g. yeast, oak, butter) o Tertiary: Aromas from aging (e.g. oxidation, leather, tobacco)
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Flavour
Although flavour is an important factor in experiencing a wine, it is the most overrated sense used. The four main components include:
o Sweet: The sugar in grapes is converted into alcohol and can be tasted in the front tip of tongue. Dry wines have no sugar and off-‐dry wines have some sugar. The quality of sweet wines depends on a crucial sugar/acid balance.
o Sour: Refers the acidity of wine. Can be tasted in the sides and bottom of the tongue toward the back. Provides freshness, balance, longevity, colour, and stability in wines.
o Salty: Not a flavour typically found in wine, but plays a role in food pairings. Can be tasted in the front, top, and sides of tongue.
o Bitter: Comes from tannins released from the grape’s skin during fermentation and from oak barrels that wine is commonly stored in. Can be tasted in the rear top of tongue, front gums, and back of the lips.
Texture
Texture refers to the “feel” of a wine in the mouth. Thin and light wines are perceived as having too little alcohol, and hot wines that may burn the back of the throat are perceived as containing too much alcohol.
Warm regions often render high-‐alcohol, full-‐bodied wines. Cooler regions render light and delicate low-‐alcohol wine. To be considered well-‐made, both textural types must have an alcohol and acidity balance.
Once you have informed participants of the four categories of wine assessments, pour a sample of the first wine for each participant and have them fill out their Wine Tasting Card
according to the appearance, smell, taste, and feel of the wine.
Once they have filled out their cards, open the corresponding PowerPoint slide to inform them of what they should or should not be seeing, smelling, tasting, or feeling when sampling
the wine.
Continue this process for all wines outlined on the PowerPoint.
*Wines may vary with season
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Wine Tasting Cards
Please photocopy enough Wine Tasting Cards for each employee participating in the orientation. Each trainee will require one card per wine tasted. Distribute these cards to
participants and explain the following:
“Write down the name of the wine you are tasting in the “wine name” section. First, smell the wine and write down beside “Nose” any scents you identify. Next, taste the wine and
write down any tastes you detect beside “Palate.” Finally, write down any foods you feel will compliment the wine beside “Pairings.”
After your participants have completed their Wine Tasting Cards, display the correct nose,
palate, and pairings found in the PowerPoint presentation found in Appendix C.
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Reaction to Orientation
Name:
Position:
Facilitator Name: Date:
In order to provide feedback on our orientation process as well as your facilitator, please
complete the following questions pertaining to the orientation process.
Place a check mark in the box that you feel is most appropriate for the question.
The Orientation Material
Questions Strongly Disagree Disagree Neutral Agree Strongly
Agree 1. The subject matter was useful to your own
job. ¨ ¨ ¨ ¨ ¨
2. The subject matter was placed in the correct order. ¨ ¨ ¨ ¨ ¨
3. The subject matter was presented in an efficient manner. ¨ ¨ ¨ ¨ ¨
4. A sufficient amount of material was covered. ¨ ¨ ¨ ¨ ¨ 5. The media provided aided in learning (e.g.
visual aids, checklists). ¨ ¨ ¨ ¨ ¨
The Facilitator
Questions Strongly Disagree Disagree Neutral Agree Strongly
Agree 6. The facilitator presented the material in a
clear manner. ¨ ¨ ¨ ¨ ¨
7. The facilitator was knowledgeable of the subject material. ¨ ¨ ¨ ¨ ¨
8. The facilitator explained the value of the material. ¨ ¨ ¨ ¨ ¨
9. The facilitator explained the aim of the material. ¨ ¨ ¨ ¨ ¨
10. The facilitator clarified the material when needed. ¨ ¨ ¨ ¨ ¨
11. The facilitator encouraged participation. ¨ ¨ ¨ ¨ ¨
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The Learning Environment
Questions Strongly Disagree Disagree Neutral Agree Strongly
Agree 12. The available resources met your
expectations. ¨ ¨ ¨ ¨ ¨
13. The available reference material met your expectations. ¨ ¨ ¨ ¨ ¨
14. In your opinion, the instructor was a subject matter expert. ¨ ¨ ¨ ¨ ¨
15. The workspace promoted learning. ¨ ¨ ¨ ¨ ¨ 16. The instructed knowledge on the orientation
content met expectations. ¨ ¨ ¨ ¨ ¨
Free From Discrimination
Questions Strongly Disagree Disagree Neutral Agree Strongly
Agree 17. The learning material was free from
discrimination. ¨ ¨ ¨ ¨ ¨
18. The instruction was free from discrimination. ¨ ¨ ¨ ¨ ¨ 19. The location of the orientation was free from
discrimination. ¨ ¨ ¨ ¨ ¨
What did you like about the orientation?
What did you dislike about the orientation?
Please rate (by circling) the orientation on a scale from 1 (lowest rating) to 10 (highest rating)
1 2 3 4 5 6 7 8 9 10
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Communication Templates
Communication templates are an efficient way to have a paper trail for record keeping purposes. It is a good way to have a consistent flow of communication between departments throughout the orientation process. Having clear cross-‐departmental communication procedures will allow you to be prepared for the employee’s arrival.
The following samples have been designed as a guide to simplify the communication process for:
• Communication to Department Manager re: new hire • Communication to new hire’s department • Communication to CEO re: upcoming orientation
Communication to New Hire’s Department
Dear <Department Name> team,
Please extend a warm welcome to the newest addition to our team, <insert new hire’s name>. <New hire’s name> is coming to us from <name place> and will be starting on <insert start date>.
<New hire’s name> will report directly to <insert direct supervisor’s name> and will be one of our <insert position>.
<Insert mentor’s name> will be mentoring <new hire’s name>. If you have any questions or would like to meet with <new hire> we encourage you to contact <mentor’s name> to do so.
Regards,
Human Resource Team
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Communication to Department Manager re: New Hire
Dear <Name of Department Manager>,
As you know, Department Managers are required to facilitate the individual orientation. The following tasks must be completed before and on the day of <insert new hire’s name> arrival. Please plan the completion of these tasks accordingly.
Tasks to be completed before <insert new hire’s name> first day are as follows:
• Communicate with staff of upcoming mentorship opportunities • Post mentor sign-‐up sheet • Select a mentor • Provide mentor with expectations and outcomes of the program • Provide mentor with the name and contact information of the new employee
On the day of <insert new hire’s name> arrival, the following tasks are your department’s responsibility to complete:
• Introduce yourself and your position • Introduce new employee to coworkers • Outline departmental policies and procedures including: Parking and the mentor
program • Introduce new employee to mentor
Please refer to the attached checklist to guide you through the other upcoming tasks for the first week, up until the sixth month of your new employee’s orientation process. If you have any further questions please do not hesitate to contact me, or refer to your roles and responsibilities in the Managers Guide handbook.
Please post the following information on the staff bulletin board to welcome <new hires name>. Let’s make <insert new hire’s name> feel welcome here at Devonian Coast!
• Name • Position • Department • Start Date
Thank you in advance for completing these tasks to help welcome the new staff. Regards,
Human Resource Team
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Communication to CEO re: Upcoming Orientation
Dear <Name of Executive Team member >,
We have a new hire joining our team on <insert date>. As their start date approaches, there are a few things we need to have prepared. The following tasks must be completed before the day <insert new hire’s name> arrives.
Each employee is essential to the process and each provides value to this company. It is important to show new employees how much we value them. Orientation is our first opportunity to make them feel welcomed.
It is important that our Executive Team show interest in new employees joining Devonian Coast Wineries. Acknowledging our new employees conveys our appreciation of their value in this company. Employees who feel their work and input is appreciated integrate more quickly into the workplace culture and become more invested in the company as a whole. This is something we want to accomplish through this orientation program.
It would be greatly appreciated if you were able to come and welcome our new employees during their orientation process. Please advise the Human Resource team if you are able to, as we would be happy to schedule a time for you to do so during the orientation.
Please RSVP by <insert date>.
We look forward to seeing you at Orientation
Regards,
Human Resource Team
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Appendix B – Department Manager Devonian Coast Wineries Limited
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Checklist: Individual Orientation
It is the responsibility of the Department Manager to provide the orientation facilitator with the Individual Orientation Checklist. Please photocopy the checklist prior to marking on it.
Please check each item off as completed. Once the checklist is complete, please sign and date it in the provided space and file the checklist in the new employee’s personnel file.
Please ensure the new employee has received all of the following by the end of the first day.
Please check each item as it is completed and given to the employee. Employee Name: ________________________ Position: ______________________ Orientation Leader: ______________________ Date: _________________________
¨ Individual Orientation Completed ¨ Job description ¨ Email access (if applicable) ¨ Organizational chart ¨ Employee handbook ¨ Orientation schedule ¨ Introduction to team members ¨ Introduction to direct supervisor ¨ Set up time to sit down with direct supervisor ¨ Tour of facility
¨ Lunch area ¨ Washrooms ¨ Work area
¨ Scavenger Hunt ¨ Reaction to Orientation
Department Manager Name
Department Manager Signature Date
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Schedule for Employee’s Orientation
All the activities listed in the schedule are to be facilitated by the Department Managers. Please ensure that this schedule is followed to the best of your ability, as the orientation day should run no longer than the eight hours.
Schedule for Individual Orientation Day
Time Activity
8:30 – 8:45 am
All participants to arrive at the pre-‐specified vineyard. Meet in the Grand Tasting Room. Welcomed by the Human Resource Team and Department Managers
8:45 – 9:45 am Introduction to Devonian Coast & Introduction to the job
9:45 – 10:30 am Tour of the Facility with the HR Manager
10:30 – 10:45 am Break
10:45 – 11:45 am Set up of access cards, email access, passwords, etc.
11:45 – 12:45 pm Lunch with mentor and/or department manager
12:45 – 1:00 pm Regroup in the Grand Tasting Room
1:00 – 2:45 pm Job Shadowing with Mentor
2:45 – 3:00 pm Break
3:00 – 4:15 pm Scavenger Hunt
4:15 – 4:30 pm Employees to fill out Feedback Form
4:30 pm Depart for home
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Job Description: Administration Assistant Devonian Coast Wineries Limited
Job Identification Title: Administration Assistant Job Code: Supervisor:
Status: Full time Date: Written By: Peter Goldie
Approved By: Salary: Branch:
Job Summary The Administration Assistant assists with the day-‐to-‐day organization of Devonian Coast Wineries. The Administration Assistant’s responsibilities include: Coordinating all communication coming into and leaving the organization, interdepartmental communications, collecting and filing documentation and additional support functions. Relationships Reports to: Director of Finances Internal Contacts: Director of Finances, Director of Human Resources and Administration, Retail Team, Admin Team, Sales Team, Logistics Team. Responsibilities and Duties Administrative Operations
• Use Microsoft Outlook to prepare communications, memos and documents. • Sort mail, faxes and parcels for distribution to the appropriate recipients. • Prepare outgoing mail, faxes and parcels. • Forward emails and voice mails to the appropriate recipients. • File materials by following established organizational procedures. • Update the organization’s databases and ensure their accuracy. • Provide administrative assistance to managers and other staff.
Financial Operations
• Prepare invoices and financial statements. • File financial material according to records procedures. • Process accounts payable in a timely manner and ensuring accuracy. • Prepare accurate bank statements and deposits.
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• Handle petty cash in accordance to established procedures. • Assist with financial reports as required.
Reception Operations
• Answer general phone enquires in a professional manner. • Direct phone calls to the appropriate staff members. • Reply to requests for general information in a professional manner. • Greet visitors and clients in a professional and cautious manner.
Teamwork
• Foster teamwork and collaboration within the workplace. • Exhibit positive workplace behaviours. • Participate in structured workplace discussions/activities.
Working Conditions and Physical Environment Position involves an indoor environment. The majority of time will be spent indoors in the organization’s Administration Department. Hours of operation are Monday to Friday, 0800 to 1700. Qualifications Education and Training
• High School Diploma required. • Certificate, Diploma or Degree in relatable discipline is an asset.
Experience and Professional Designations
• Administrative Experience is an asset. Other
• Strong Communication and inter-‐personal skills. • Ability to learn in the workplace and apply knowledge. • Able to work in a team environment. • Able to accept instruction and perform delegated tasks. • Literacy and numeracy skills. • Ability to Multi-‐task. • Ability to work in a fast pace environment. • Proficiency in Microsoft Outlook.
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Job Description: Cellar Hand Devonian Coast Wineries Limited
Job Identification
Title: Cellar Hand Job Code: Supervisor:
Status: Full time Date: Written By: Peter Goldie
Approved By: Salary: Branch:
Job Summary The Cellar Hand works closely with the Wine Maker and the Associate Wine Maker. The duties of the Cellar Hand will vary depending of the season, but will include: Working the harvest, managing ferments and macerations of grapes, barrel work, rackings and toppings, doing inventory, taking samples and tasting. Additional duties, which may overlap with logistics, include: Wine transfers, preparing wines for bottling, preparing orders for shipping and cleaning the work area.
Relationships
Reports to: Wine Maker and Vineyard Manager (Jost Vineyards); Wine Maker, Associate Wine Maker, Vineyard Supervisor (Mercator and Gaspereau Vineyards).
Internal Contacts: Director of Human Resources and Administration, Wine Maker, Vineyard Manager, Retail Team, Amin Team, Sales Team, Logistics Team.
Responsibilities and Duties
Cellar Operations • Following the designated Standard Operating Procedures. • Accurate record keeping processes. • Preforming Vintage related tasks. • Transfers, rackings and additions. • Barrel operations. • Wine clarification and filtration. • Bottle line preparation. • Multi-‐tasking as required. • Winery Upkeep and Hygiene • Maintain general winery cleanliness and upkeep.
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• Maintain the hygiene of the cellar to a high standard. • Use equipment in a safe and responsible manner. • Identify damage and faults and report them to the appropriate authority.
Teamwork • Foster teamwork and collaboration within the workplace. • Exhibit positive workplace behaviours. • Participate in structured workplace discussions/activities.
Administration
• Maintain Cellar Operations logs in detail and with accuracy. • Maintain Equipment logs in an accurate and timely manner. • Assist with stock takes as necessary.
Health and Safety Responsibilities
• Ensure that the organization’s health and safety procedures are followed during the execution of duties.
• Identify potential hazards and contaminates in the work place and notify the proper authority.
• Report any work incidents or near misses in accordance with the organization’s health and safety procedures.
Working Conditions and Physical Environment
Position involves indoor and outdoor environment. The majority of time will be spent indoors within the cellar. The employee may also be required to work within the Bottling and Warehouse facilities. At times the employee may be required to assist in the vineyard, and will be subject to conditions of an outdoor working environment.
Scheduled workweek is 0730 to 1630, Monday to Friday. Flexible work hours and over-‐time maybe required during peak seasons.
Employee is responsible for own transportation to and from the work place.
Job Specifications
Education and Training • Certificate, Diploma or degree in Viniculture/ Winemaking an asset.
Experience and Professional Designations
• Experience in a wine cellar/ vineyard an asset.
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Other • Able to handle machinery and understand processes in a competent manner. • Ability to learn in the workplace and apply knowledge. • Able to work in a team environment. • Able to accept instruction and perform delegated tasks. • Fit and capable of preforming physically demanding tasks. • Literacy and numeracy skills.
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Job Description: Retail Associate Devonian Coast Wineries Limited
Job Identification Title: Retail Associate Job Code: Supervisor: Status: Full time Date: Written By: Peter Goldie Approved By: Salary: Branch: Job Summary The Sales Representative is the link between Devonian Coast and its customers. The Sales Representative promotes, sells and secures product orders from the organization’s existing clientele through an effective relationship approach. The Sales Representative also searches for and secures new customers interested in Devonian Coast’s products within the organization’s sales region. Finally the Sales Representative demonstrates product knowledge to existing/potential customers, and assists them with selecting the best products suited to their needs. Relationships Reports to: Director of Sales and Marketing. Internal Contacts: Director of Sales and Marketing, Director of Human Resources and Administration, Retail Team, Amin Team, Sales Team, Logistics Team. Responsibilities and Duties Sales Operations
• Establishes, develops and maintains relationships with current and prospective customers to generate new business for Devonian Coast’s products.
• Makes telephone calls, corresponds through email, and makes in person visits with current and prospective customers.
• Handles customers’ enquires and complaints in a timely and effective manner. • Informs Sales Management of customers concerns, complains and interests and
enquires into new products. • Participates in off-‐site product presentations.
Research
• Analyze the market’s potential and evaluates existing and potential customers. • Researches and compares Devonian Coast’s products.
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• Plans and organizes personal sales strategy. • Maintains product knowledge, advertising and promotional activities by reading relative
literature and consulting with the marketing department.
Teamwork • Foster teamwork and collaboration within the workplace. • Exhibit positive workplace behaviours. • Participate in structured workplace discussions/activities.
Administration
• Maintains sales records as per Devonian Coast’s requirements • Co-‐ordinates sales efforts between Sales, Accounting and Logistics Departments. • Assist with other administrative functions as necessary.
Working Conditions and Physical Environment Position involves an indoor and outdoor environment. The majority of time will be spent indoors within the Sales Department. The employee may also be required to meet with customers and preform product presentations outside of the premises. Scheduled work week is 0800 to 1700, Monday to Friday. Flexible work hours and over-‐time maybe required during peak seasons. Employee is responsible for own transportation to and from the work place. Job Specifications Education and Training
• High School Diploma required. • Certificate, Diploma or Degree in relatable discipline an asset.
Experience and Professional Designations
• Sales Experience an asset. Other
• Strong Communication and inter-‐personal skills. • Ability to learn in the workplace and apply knowledge. • Able to work in a team environment. • Able to accept instruction and perform delegated tasks. • Literacy and numeracy skills. • Competency in Microsoft Office.
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Job Description: Vineyard Hand Devonian Coast Wineries Limited
Job Identification Title: Vineyard Hand Job Code: Supervisor: Status: Full time Date: Written By: Peter Goldie Approved By: Salary: Branch: Job Summary The Vineyard Hand assists with the first step in the process of making wine at Devonian Coast. Directed by the Vineyard Manager, the vineyard hand’s responsibilities include: Assisting with the planting and maintaining of the grape vines, pruning and spraying the grape vines and assisting with the harvesting and processing of the grapes into juice. Relationships Reports to: Vineyard Manager (Jost); Vine Yard Supervisor, Vineyard Manager (Gaspereau) Internal Contacts: Vineyard Manager, Vineyard Supervisor, Director of Human Resources and Administration, Retail Team, Amin Team, Sales Team, Logistics Team. Responsibilities and Duties Vineyard Operations
• Assist with the cultivation and fertilization of the soil. • Assist with the planting of the grape vines. • Erect trellis and setup irrigation equipment. • Administer herbicides and pesticides according to standard procedures. • Prune and train growing vines. • Assist with the harvesting of the grapes at designated times. • Assist with the processing and fermentation of grape juice.
Teamwork
• Foster teamwork and collaboration within the workplace. • Exhibit positive workplace behaviours. • Participate in structured workplace discussions/activities.
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Health and Safety Responsibilities
• Ensure that the organization’s health and safety procedures are followed during the execution of duties.
• Identify potential hazards and contaminates in the work place and notify the proper authority.
• Report any work incidents or near misses in accordance with the organization’s health and safety procedures.
• Ensure that any chemicals are handled with appropriate safety equipment and in accordance with Health and Safety procedures.
Working Conditions and Physical Environment Position involves an outdoor environment. The majority of time will be spent outdoors in the organization’s Vineyards and will be subject to inclement weather conditions depending on the time of year. Hours of operation:
Summer Season, March to October: Monday to Friday 0700 to 1600.
Winter Season: Varies, depending on the weather conditions. Qualifications Experience and Professional Designations
• Vineyard Experience or equivalent an asset. Other
• Strong Communication and inter-‐personal skills. • Ability to learn in the workplace and apply knowledge. • Able to work in a team environment. • Able to accept instruction and perform delegated tasks. • Literacy and numeracy skills. • Ability to Multi-‐task. • Ability to work in a fast paced environment. • Able to perform physically demanding tasks. • Able to work in an outdoor environment.
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Scavenger Hunt – 2015
This activity enables new employees to discover important facts about Devonian Coast Wineries that are essential to performing their job well and assimilating successfully into our
Devonian Coast culture.
Please photocopy of these questions and provide each employee with a copy. After the new employee completes the Scavenger Hunt activity, go over their answers with them and
correct any mistakes.
Please Answer on the Back of this Sheet.
1. What is the name of our three wineries? 2. Who is our Director of Winemaking and Viticulture? 3. Who is Carl married to? 4. What is our probationary period? 5. What are the hours of operation for Jost Retail on July 15th? 6. What are the hours of operation at Gaspereau Retail on February
15th? 7. When do our annual pay reviews happen? 8. What is a ‘Tardy’? 9. What is my vacation allocation if I have worked at Devonian Coast
for 2 years? 10. What is the uniform for Devonian Coast Driver? 11. Please give the name of one person who is on the Health and
Safety Committee. 12. Smoking is prohibited within how many metres of the building? 13. What is the email address for our Suggestion Box? 14. If you worked in retail for 3 months, how many bottles of
Christmas wine are you eligible for? 15. When and where is the 12 Tides event? 16. How many categories of wine do we have on our website? 17. What is the name of our grower from Middleboro? 18. What was the first white wine that we produced at Mercator
Vineyards? 19. When were the first vines planted at Jost? 20. How many acres of vines do we grow at Devonian Coast Wineries
Ltd.? 21. What is your favourite menu item at the Seagrape Café? 22. Where was Gina Haverstock born? 23. Where did Jonathan Rodwell study? 24. When was Tidal Bay launched? 25. How many cases does Devonian Coast Wineries Produce annually? 26. What are the varietals you would find in a Jost Tidal Bay?
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Scavenger Hunt – 2015 ANSWER SHEET
1. What is the name of our three wineries? Jost, Gaspereau, Mercator 2. Who is our Director of Winemaking and Viticulture? Jonathan Rodwell 3. Who is Carl married to? Donna Sparks 4. What is our probationary period? Three Months 5. What are the hours of operation for Jost Retail on July 15th? 9-‐6 6. What are the hours of operation at Gaspereau Retail on February 15th? 10-‐5 7. When do our annual pay reviews happen? December 8. What is a ‘Tardy’? When employee not present and ready to begin working at their
scheduled time 9. What is my vacation allocation if I have worked at Devonian Coast for 2 years? 4% 0r 2
weeks per year 10. What is the uniform for Devonian Coast Driver? Black pants and shirt with corporate
branding 11. Please give the name of one person who is on the Health and Safety Committee. Karn
Nichols, Anna Johnson 12. Smoking is prohibited within how many metres of the building? 9 meters 13. What is the email address for our Suggestion Box? [email protected] 14. If you worked in retail for 3 months, how many bottles of Christmas wine are you eligible
for? One for each month working in the last year = 3 15. When and where is the 12 Tides event? June 4th at the Halifax Marriot Hotel 16. How many categories of wine do we have on our website? Four–red, white, rose, specialty 17. What is the name of our grower from Middleboro? Mel Waldner 18. What was the first white wine that we produced at Mercator Vineyards? Lat 45° White 19. When were the first vines planted at Jost? 1978 20. How many acres of vines do we grow at Devonian Coast Wineries Ltd.? 145 21. What is your favourite menu item at the Seagrape Café? *Subjective answers* 22. Where was Gina Haverstock born? Port Hawkesbury 23. Where did Jonathan Rodwell study? University of California 24. When was Tidal Bay launched? 2012 25. How many cases does Devonian Coast Wineries Produce annually? 100,000 26. What are the varietals you would find in a Jost Tidal Bay? L’Acadie Blanc, Ortega, Muscat
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Reaction to Orientation
Name:
Position:
Facilitator Name: Date:
In order to provide feedback on our orientation process as well as your facilitator, please
complete the following questions pertaining to the orientation process.
Place a check mark in the box that you feel is most appropriate for the question.
The Orientation Material
Questions Strongly Disagree Disagree Neutral Agree Strongly
Agree 20. The subject matter was useful to your own
job. ¨ ¨ ¨ ¨ ¨
21. The subject matter was placed in the correct order. ¨ ¨ ¨ ¨ ¨
22. The subject matter was presented in an efficient manner. ¨ ¨ ¨ ¨ ¨
23. A sufficient amount of material was covered. ¨ ¨ ¨ ¨ ¨ 24. The media provided aided in learning (e.g.
visual aids, checklists). ¨ ¨ ¨ ¨ ¨
The Facilitator
Questions Strongly Disagree Disagree Neutral Agree Strongly
Agree 25. The facilitator presented the material in a
clear manner. ¨ ¨ ¨ ¨ ¨
26. The facilitator was knowledgeable of the subject material. ¨ ¨ ¨ ¨ ¨
27. The facilitator explained the value of the material. ¨ ¨ ¨ ¨ ¨
28. The facilitator explained the aim of the material. ¨ ¨ ¨ ¨ ¨
29. The facilitator clarified the material when needed. ¨ ¨ ¨ ¨ ¨
30. The facilitator encouraged participation. ¨ ¨ ¨ ¨ ¨
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The Learning Environment
Questions Strongly Disagree Disagree Neutral Agree Strongly
Agree 31. The available resources met your
expectations. ¨ ¨ ¨ ¨ ¨
32. The available reference material met your expectations. ¨ ¨ ¨ ¨ ¨
33. In your opinion, the instructor was a subject matter expert. ¨ ¨ ¨ ¨ ¨
34. The workspace promoted learning. ¨ ¨ ¨ ¨ ¨ 35. The instructed knowledge on the orientation
content met expectations. ¨ ¨ ¨ ¨ ¨
Free From Discrimination
Questions Strongly Disagree Disagree Neutral Agree Strongly
Agree 36. The learning material was free from
discrimination. ¨ ¨ ¨ ¨ ¨
37. The instruction was free from discrimination. ¨ ¨ ¨ ¨ ¨ 38. The location of the orientation was free from
discrimination. ¨ ¨ ¨ ¨ ¨
What did you like about the orientation?
What did you dislike about the orientation?
Please rate (by circling) the orientation on a scale from 1 (lowest rating) to 10 (highest rating)
1 2 3 4 5 6 7 8 9 10
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Checklist: Follow Up
It is the responsibility of the Department Manager to periodically follow up with the employees following orientation, to assess the transfer of knowledge from orientation to application. Follow up includes arranging a one on one meeting with the employee and
discussing job satisfaction, requiring the employee to complete the Orientation Follow Up Form, transfer of knowledge, areas in need of improvement, and answer any
questions/concerns of the employee.
Please photocopy the checklist prior to marking on it. Please check each item off as completed. Once the checklist is complete, please sign and date it in the provided space and
file the checklist in the employee’s personnel file.
Please check each item as it is completed and given to the employee.
Employee Name: ________________________ Position: ______________________ Orientation Leader: ______________________ Date: _________________________
¨ Follow Up Complete
¨ Follow up after 1st week Date: _____________ ¨ Follow up after 1 month Date: _____________ ¨ Follow up prior to end of probationary period (3 months) Date: _____________ ¨ Follow up after 6 months Date: _____________ ¨ Complete follow up questionnaire Date: _____________
Department Manager Name
Department Manager Signature Date
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Orientation Follow Up Form
Name:
Date:
Facilitator Name: Winery:
This survey is to measure the efficiency of our current orientation process, and to help us
make changes where needed.
Please respond to the questions below in as much detail as you would like, and return to your orientation facilitator within two weeks of your orientation.
1. Did you find the materials discussed in the orientation process relevant to your job? 2. Did you find the instructor knowledgeable, engaging, and easy to follow? 3. What did you think of the delivery of the orientation materials? 4. Did you feel like we left out any important information from the orientation that you would have benefited from had it been included? 5. Do you have any additional feedback regarding our orientation process, any changes you would recommend, anything you think we should have expanded upon or left out entirely?
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Appendix C – Orientation PowerPoint Devonian Coast Wineries Limited
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Group Orientation PowerPoint The sleeve attached contains the Group Orientation PowerPoint Presentation. Please ensure you utlize this PowerPoint when facilitating the orientation. Following the orientation, please ensure the PowerPoint is placed back in the sleeve so it can be utlized in future orientations.
Tips and Tricks for Running a Successful PowerPoint Session
Please ensure you have read the Tips and Tricks for Running a Successful PowerPoint
Presentation prior to the group orientation.
1. Planning
• Ensure to be knowledgeable of the material covered in the PowerPoint. This will enable you to interact with your audience and elaborate on points effectively, rather than just reading off of the slides.
2. Practice
• Practicing your PowerPoint out loud will make it flow during the session. During your rehearsal you will discover any awkward sentences that need editing.
3. Display one point at a time
• Typically, once a point is displayed on the slide, your audience will read it immediately.
By displaying one point at a time, this will ensure your audience is paying full attention to what you are saying. This will keep your audience attentive during each slide since they are unaware of the next point.
4. Pause
• You may be extremely knowledgeable of the information, however your audience might
not be. Allow time in your presentation to pause so your audience can take the information in, formulate any questions, and take effective notes.
5. Ask questions to the audience
• Asking your audience questions is a great way of understanding if they have grasped the information.
• Should someone ask you a question, throw the question back to the room and see if your audience can answer it. Example: “That is an excellent question, (insert name, group, general audience) what do you think about this?”
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6. Integrate relevant activities into your presentation
• Activities will break the presentation up and allow your participants to apply the knowledge they have just learned.
• This will also allow for any questions or uncertainties to arise from the participants, which will allow you to assess the level of understanding and clarify as necessary.
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