Guide to Orientation in the Audiovisual Industry

Orientation refers to all the procedures that a new employee uses to learn about their workplace, its customs, people and expectations. As work in the audiovisual industry is often organised around projects, this can cause particular challenges at workplaces due to rapid changes in working groups and environments. This requires foresight and clear practices from employers as well as the ability on the employee’s part to quickly adapt to new teams, tools and working methods. Successful orientation is therefore crucial, as it lays the foundation for independent work and cooperation in changing circumstances.

The concept of orientation can include both introduction to the workplace and work guidance. Work guidance includes all matters related to the actual work. These include the parts and stages of the work, and the knowledge and competence required for the work. A supervisor, such as a producer, can introduce the working methods, objectives and values of the production company and their implementation in everyday practice. In addition, the foreperson, such as the set designer, is responsible for work guidance when carrying out practical tasks.

Applicable laws, such as those governing employment contracts or occupational safety and health, can be regarded as the minimum level of orientation, but high-quality orientation goes beyond statutory requirements. Sufficient advance planning, resourcing and personalisation as well as continuous support are important for successful orientation. In addition, the active development and monitoring of the orientation process within the workplace enables continuous improvement of practices and ensures that the orientation meets the changing needs of both employees and the organisation.

As a rule, the orientation of new employees must meet at least the legal requirements. The law requires, for example, that the employer introduces a new employee to matters related to the employment relationship or employment contract. Employers also have certain obligations related to planning and communicating, which include issues such as health and safety at work. In addition to obligations that are binding to all employers, there are obligations that are based on the size of the organisation.

It is important for workplaces in the film and television industry to understand the various benefits of investing in careful orientation from the perspective of both the organisation and the personnel. Good orientation is an important part of social and administrative responsibility and a prerequisite for achieving many strategic objectives – whether it be sustainable development, high quality of the workplace or other important goals within the organisation. Orientation not only helps employees adapt to their work environment and enables them to better understand the requirements of their work but also supports their safety and well-being at work in many ways; employees who go through a well-planned orientation process are more satisfied and committed and feel that their work is more meaningful.

Good orientation ensures that a new employee gets the best possible resources to excel in their work. When the orientation process is handled well, the employee can reach their full potential more quickly and do the work they have been hired to do effectively. High-quality orientation is an investment in the future on the employer’s part, as it increases productivity and strengthens business in the long term.

The orientation process begins with setting goals and planning. It is important for the party responsible for planning the orientation process to agree on an idea of what the orientation aims to achieve. In addition, it is good for the organisation to have common procedures that support those carrying out orientation. When people in the organisation have a common understanding of the orientation process, it is also possible to reflect on it and develop it further.

Once the objectives for orientation have been defined, an orientation plan can be drawn up. When planning the orientation process, consider the following

• what is included in the orientation
• who is responsible for the introduction of each matter
• the order in which the matters are to be discussed
• who is the orientation process aimed at.

Perspectives to take into account when planning orientation.

For example, it is a good idea to consider what the important matters are to explain about the employer, the production and the job description while also considering who the best person is to explain each matter. A kick-off event held at the start of a shoot may be suitable for discussing certain matters with, for example, the producer or director in the lead. On the other hand, matters related to, for example, vacations and payroll issues are better suited to be discussed at the beginning of an employment relationship in such a way that questions and discussions are possible. Often the HOD is the best person to provide work guidance and to pass on information about their department’s practices.

It is important to note that audiovisual productions often involve working at a shared workplace (further information in Finnish), which means that two or more employers exercise authority at the workplace; for example, in addition to the production company, there are often subcontractors, self-employed persons without employees, trainees and volunteers at the filming location.

In such a case, employers need to agree on the division of responsibilities for orientation, such as who introduces the general operating practices and safety practices of the production and who is responsible for orientation related to the use of specialised equipment, such as cranes.

Questions to support the planning of the orientation process

• What is the new employee’s educational background or work history?
• What kind of competence or experience does the new employee already have?
• At what stage of the production is the new employee starting their work?
• Who else will start work at the same time? Can parts of the orientation be handled jointly?
• Does the organisation have written materials that can be used in orientation?
• What tasks will the new employee have and in what order should the work be carried out?
• Which of the organisation’s employees has the best knowledge and competence in the areas to be introduced? Who are the best people to carry out orientation and work guidance?
• What information do the persons participating in the orientation need to successfully introduce new employees to their work?
• What kind of tacit knowledge does the workplace have and how could it best be communicated to a new employee?
• What would the organisation like to learn from the employee during the orientation?
• How can progress be assessed and feedback collected during the orientation process?
• Who are the people that the employee needs to know right from the beginning of the employment relationship?
• What does the employee find important to learn during the orientation period?

The successful implementation of orientation requires sufficient resources and a clear division of responsibilities. The supervisor’s role is central, as they are responsible for the orientation as a whole, even if practical orientation or work guidance has been delegated to other employees.

It is important to ensure that all people involved in orientation have sufficient competence and time for the orientation. Also pay attention to the orientation of supervisors, as they are often responsible for the orientation of their own teams and therefore serve as an important link in communicating the organisation’s practices and information.

In the audiovisual industry, employees often start work at different stages of the project, such as in the final stage of pre-production, in the middle of filming, or after filming has been completed. Even if understanding the production as a whole is not crucial for the position, it can be very useful for the employee and their understanding of their own role within the production, which can help them integrate and do their work better.

Various tools and materials can be used as support in the orientation process: sts and notes are available for the orientation provider to monitor the progress of the orientation. The employer can support the independent familiarisation of a new employee by offering various written materials, such as their own checklists, production information, the employer’s compiled written guidelines, or HR instructions. However, keep in mind that written material alone is rarely sufficient, and it is a good idea to complement it with personal guidance and interaction, such as discussions on the themes of the written materials and opportunities to ask questions if necessary.

The organisation can create its own custom checklists based on the special features of its own workplace and develop them based on, for example, feedback and user experiences. This supports the continuous development of the orientation process and ensures that the orientation always meets both the organisation’s current needs and the personnel’s wishes.

Checklists for orientation

Personalisation and inclusion in orientation

The orientation process should be flexible enough to be adapted to the level of competence and previous work experience of the new employee. For example, the orientation of an employee or trainee that is new to the industry may require more time and more detailed guidance than that of a more experienced professional. Moreover, new employees might not know what they need orientation for, and they do not always have the competence or courage to ask for it.

In addition to the level of competence and duration of employment relationships, the orientation process can be personalised by taking the employee’s background into account. Each individual is influenced by, for example, cognitive factors, personal history, values, and cultural factors. These include learning styles, language skills, functional capacity, cultural background, and possible individual special needs.

Inclusive orientation is based on taking the background and practices of each employee into account in work guidance and work-related practical arrangements. This may mean, for example, offering orientation materials in different languages, using alternative learning methods, flexibility in schedules and implementation methods, and reasonable accommodations for persons with disabilities. Accommodations may apply to the physical environment (e.g., an accessible route or lighting), work tools (e.g., assistive devices), or work arrangements (e.g., the possibility of remote work).

An employer planning reasonable accommodations can apply for subsidy for arranging working conditions if needed. Additionally, various disability organisations provide practical advice for different situations. The key principle is always to consider the individual’s needs. 

Questions for the new employee

• How long is your work experience in similar tasks?
• Have you completed any safety training, such as a first aid course or an occupational safety card course for creative productions?
• Have you worked at this workplace before and what was discussed in the orientation at that time?
• What is you preferred method of learning: through practical work, visual materials, written or explained instructions?
• What is the most typical way of working for you?
• Is there any support we can offer you to help you learn your tasks?
• Do you wish us to take any measures so that you can perform your tasks as well as possible?

Checklist for Unconscious Bias

During and after the orientation process, it is important to have regular discussions with the employee. This will ensure the progress of learning according to the plan, help identify development needs and, if necessary, enable changes to the content or schedule of the orientation. Keep in mind that, especially in short projects, learning takes place throughout the project, and not everything needs or should be introduced on the first day.

When developing the orientation process, feedback surveys or debriefing events open to all personnel can be utilised, for example, to discuss the functionality and development needs of the orientation process together.

Fulfilment of legal obligations forms the basis for the orientation process, but high-quality orientation goes beyond these obligations. Successful orientation relies on a human-centred approach, sufficient resources and continuous development based on the feedback received. Orientation can be considered successful when the employee is able to work independently and feels that they are part of the work community.

Below you can find all the links and checklists presented in the guide that can be used as support in orientation. However, it is important to remember that written information and checklists are not a sufficient replacement for a comprehensive orientation process and personal participation, guidance and interaction often produce the best results.