The aim of a briefing is to prepare someone for their specific role. The content of the briefing will have a positive impact on how the person performs, especially in the early stages of employment. The briefing should start on the first day of someone’s employment. As the line manager is responsible for the new member of staff, he or she should oversee the briefing, even if other people take part in briefing the person about certain topics.
Planning for briefingBefore the briefing, the line manager should develop a briefing schedule. Consider the various aspects of the job and identify what the individual needs to know and who should brief them about each aspect.
In the table on this page we suggest some of the topics that a briefing could cover. These could be covered in many different separate sessions, or in just one or two sessions. This table could be turned into a schedule by adding extra columns to show who is responsible for taking each part of the briefing, and when it will take place.
For roles that involve implementation of relief and development projects, it can be helpful to give the new recruit information about the background and current situation of the project. Suggested issues to cover are given in the table below.
It can also be helpful to set up briefing sessions for the new recruit with other team members, even if they will not work very closely together. This will help the new recruit to understand their context and how their role fits into the team’s work.
Handover notesIt is best if the person who previously carried out the job can brief the new recruit face-to-face. However, this is not always possible, so written handover notes are essential. The line manager should ensure that the person who previously carried out the job has had time to write these before finishing their contract. Handover notes are helpful, even where there is a face-to-face handover. The notes can guide the discussion and can be referred to later on.
Handover notes could include the following:Current context of the role, such as key individuals, external environment, how the role fits into the organisation’s strategy.
Any objectives and targets associated with the role. The line manager should set the main objectives with the new staff member. For more information see Section 6 about performance management.
Processes and procedures explaining how the role is performed on a day-to-day basis.Standards associated with the role, such as organisational policies and national laws that affect what the person is able to do or how they do it.
Any work packages that need to be carried out or completed.