Co‐operative Group induction inspires enthusiastic and engaged employees : Award‐winning program proves to be great value for money

Purpose – This paper aims to describe a new induction process at the Co‐operative Group which is enthusing recruits, increasing their engagement with the organization and its values and reducing employee turnover. Design/methodology/approach – It explains the reasons for the program, the form it takes and the results it is achieving. Findings – The paper reveals that employee engagement at the group's head office has risen from 78 percent to 85 percent. Head‐office staff turnover has fallen to 4.5 percent. New employees are enthusiastic about the induction process and the Co‐operative as an employer. Positive feedback on the process has risen by 50 percent. At £250 a head, the induction process is proving to be great value for money. Practical implications – This paper explains that there is a good balance between health and safety requirements, business continuity, data protection and welcoming new people to a diverse organization. Managers are more aware of their responsibilities and carry them out in a diligent way to ensure that the Co‐op keeps a safe working environment for its entire head‐office staff. Social implications – It reveals that feedback from HR, training and membership colleagues from across the group, and in other co‐operatives, indicates that the tools developed will be of value to the wider co‐operative movement – saving time and development costs and bringing some consistency, where appropriate. Originality/value – The paper provides the inside story of an award‐winning induction process at the Co‐operative Group.