1 REVOLUTIONIZE YOUR ONBOARDING Missy Hopson- Sparks, Director, Learning & Development, Ochsner Health System Jay Krishnan, Director of Product MarkeOng, GuideSpark October 28, 2014
2 Agenda How did Ochsner achieve 96% new hire job satisfaction rate and increase productivity How to create a 365-day robust onboarding plan Best practices to make your onboarding engaging and effective Missy Hopson-Sparks Director, Learning & Development Ochsner Health System Jay Krishnan Director of Product Marketing GuideSpark
3 Top Onboarding Challenges RetenOon Decentralized Inefficient process Inconsistency Volume & complexity of informaoon Time to producovity
4 Connections: New Hire Onboarding and Orientation Missy Hopson-Sparks
5 Which image best describes your current orientation & onboarding experience?
6 Why change orientation and onboarding? Redesign Phase 1 Pre-Hire Gains 2013 Voice of the Customer Our Facility Leaders Want: Floor-Ready Employees... Sooner Ensure Quality & Compliance Reduce/Stabilize New Hire Turnover Customized - yet Consistent On-boarding Enhance New Hire Experience Hiring Manager/HR Role Clarity & Expectations Redesign Phase 2 E-Optimization
7 Why change orientation and onboarding? Business Drivers Industry Experiencing Significant Change Geographically Dispersed Workforce Rapid Increase of Hiring Volume Compliance Gaps Rising Turnover Improve Time to Productivity Level-set on Manager s Role in Retention Shift to 365-day mindset Inconsistent Experiences Facility Variations Enhance New Hire Experience Leverage Pre-boarding Excitement Redesign Phase 1 Pre-Hire Gains 2013 Redesign Phase 2 E-Optimization
8 2012 Our Retention Challenge The facts If 12.3% voluntary new-hire turnover reduced to 8% (189) 45% within first 18 months Cost = ~50K / 1x / salary FTE The impact Potential Savings = $5,150, Hires 2012 Vol Turnover <1 yr $22 MM Oppt y
9 Compliance-related Gap 8% Compliance 19% of our Clinical paperwork never & 30% of our Nonclinical new hires collected fail to complete assigned regulatory training If 1.5% of 3,000 new hires (45) result in litigationrelated costs at average of $5000 per event... Potential savings: $225,000
10 Connections: System New Hire Onboarding & Orientation Making the co nnection - with confidence 10
11 What We Created: Key Changes Start Date à Floor-Readiness 50% Reduction Efficiency Waste-Out Improved Experience 98% Satisfaction Rate Quality Assurance Connections: New Hire Onboarding Logistics! No more weekly system New Employee Orientation (in person) Blended Model Pre-board 1 hr cultural and benefits orientation online (videos) OLN Modules Post-start 4 hours online orientation Non-technical & regulatory training Monthly Culture session ½-day System Culture Day Live in New Orleans -,Video-conferenced to 5 locations ½-day New Leader Orientation (NLO) Live in NO Hiring Manager ½ day Connections NEO/NLO Pre-Board Videos Buddy/ Co- Workers 11
12 Preliminary Stakeholder Analysis Champions Making It Happen Supporters More to do Hiring Mgrs Quality IS EPIC SBA - HR IS Prov Resistors need to find solu:ons TM Benefits Early Need: Manage the Change How do we move key stakeholder to green? Oper Sr. HR Ldhp Onboarding Re-design Payroll IGNITE Security SNPD CEO/ CDL HRIS SNEC EH TA
13 Process for when there is delay in start date OFFER ACCEPT Attend EH Appoint (EE) Pre-Board Action Step Attend NHO Appoint (EE) Employee File to HRIS (TA) Data Entry Complete in Lawson (HRIS) Submit Badge Info (Manager) Active Directory ID Creation (ISP; Manager Must Provide Access Required) Contact New Hire (Manager ) New Hire Arrival - Day 1(EE, Manager ) Deadline + 14 days +10 days +10 days + 5 days PRIOR + 4 days PRIOR + 4 days PRIOR + 4 days PRIOR + 3 days PRIOR ARRIVAL
14 On-Time Start Connect Together Recruiter New Employee Hiring Manager On- Time Start ü ü ü ü Set Expectations Communications Employee File Compliance ü ü ü ü Drug Screen Background Legal Documents Follow Through ü ü ü ü ü ü Week 1 Schedule Check s daily Follow-Up Order In Advance Personal welcome & Day 1 a.m. greet Do not request Exceptions ü Badge ü ID/Password ü Kronos ü OLN
15 Ochsner Frontline Staff Onboarding Map Pre-Board Information Videos Clinical Staff Non-Clinical Staff Pulse Survey Enroll Benefits by day 30 Day 1: Core/ Skills Day 1: Mgr/ Dept Welcome Day 5 CPI (as needed) Day 1-4 Online Quality/ Safety Orient Day 2-3: EPIC Trng Day 2-3: Online Quality/ Safety Orient Day 1-4: Facility/ Dept Orient Facility/ Unit Orient Mgr/ Unit Welcome Connections NEO ESS Trng ESS Trng Day 180: IPE Annual Perform Eval (APE) Day 90: IPE Annual Perform Eval (APE) 15
16 Ochsner Leader Onboarding Map Day 1: Core/ Skills Pre-Board Information Videos Day 1: Mgr/ Dept Welcome Clinical Leader Non-Clinical Leader Clinic Supervisor Non-Clinic Supervisor Pulse Survey Enroll Benefits by day 30 Day 1-5 On-line Orient Day 2-3: EPIC Trng Day 2-3: On-line Orient Day 4: Facility/ Dept Orient OLN, ESS Trng Facility/ Unit Orient Training: Kronos, Match, EPSI Day 180: IPE Mgr/ Unit Welcome New Spvsr Orient (SLP) Connections NEO/NLO Dept. Assimilation New Leader Orient Pre- Work Training: Kronos, Match, EPSI OLN, ESS Trng Annual Perform Eval (APE) Day 90: IPE SLP Modulesà 18 mo Day 31! Ongoing Commitment to Professional Development Q3 Mid- Year Review Q1 Talent Review 16
17 Preview... SharePoint Toolkit Pre-boarding Checklists Onboarding Checklists Best Practices/Articles NLO Connection Power of One Resource for: Policies/Procedures Job Aids Welcome Packet Materials/Comms Checklists 17
18 Embraced Multimedia Partnering with GuideSpark
19 Onboarding- Connections Offer Offer Extended Offer Accepted New Hire Portal e- mail Checklist for prehire Workflow notifications Pre-Board Checklist Forms (I-9, etc) Drug Screen Background Tasks & Checklists Organization Culture Location/Dept/ Benefits Videos Manager Connect Welcome Call Itinerary for Wk 1 Onboarding Videos Start 1 st Day/Week Badge/ID Mgr Welcome & Checklist Classroom Training Set Expectations Buddy/Peer Onboarding Online orient (OLN) Facility welcome Recognition Orientation 1 st Month ½ day System Culture Day/ NLO Online Modules OLN Day 14 Survey Goals Day 30 Check-in Test Out of NEO/NLO Making the Connection New Employee Lifecycle Evaluation & Feedback Day 90 Check-in Ongoing Feedback Day 180 Check-in Performance Evaluation & Feedback 1 Yr of Serv Recognition Day 365 Check-in 19
20 Leader s Tactical Onboarding Checklist First Week q Meet with one-over leader: q Review department-specific orientation q Establish goals and objectives. Discuss Professional Development Plan. Review performance management. q Ochsner system and dept. org charts, job desc., leader competencies, and service excellence q Review Service Excellence & Behavioral Expectations: rounding, 10/5, no vent safe zones, non-negotiables q Review Ochsner System Operating Calendar q Department staff manual/handbook and/or policies and procedures including: Emergency Management Team A / Team B safety procedure, attendance and scheduling policy, dress code, Managing WLB requests, holidays, division/facility parking, and license verification policy q Review HIPAA and privacy compliance q Take tour of: work space, conference room, break areas, supply room, safety and security, Power of One Power Center, location of Vent Zone, etc. q Meet with buddy q Begin required online training assigned in Ochsner Learning Network (OLN), headphones recommended q Become familiar with phone and GroupWise ( ) q Update/gain access to all reports/programs needed: q MATCH (Taleo) q Kronos q ½ day NEO/ NLO Connections confirm q Lawson q SOS - Safety on the Spot (incident occurrence reporting system) q Bi-weekly Flex Report Available on Leadership Portal, contact Patrick Cresson for access q Shared (G:) drive q Review Leader Onboarding OchPoint site for helpful onboarding resources. q Locate and review Safety Data Sheets (SDS), Safety Reference Cards, and Demonstrate appropriate use of Universal/Standard Precautions First 30 days q Complete assigned online training in the Ochsner Learning Network (OLN) q Quality/Safety q Waste Out q Kronos q Match (Taleo)/EPSI q Review hiring procedures for department q Review unit specific communication vehicles. q Review recognition programs and processes q Review links to online resources and job aids for Match/ Taleo can be found on the Leader Onboarding SharePoint site. q Review payroll schedule and information. Links to online resources and job aids for Kronos can be found on the Leader Onboarding SharePoint site. q Review department strategic plan and Monthly Operating Review (MOR)/Quarterly review process and schedule q Log-in to the Manager Self Service site to review your team s demographics, pay info, etc. q Review current team s Employee Engagement Survey data and identify department service issues contact the HR Service Center for access at (504) 280-HR4U q Review Organizational Communication Vehicles: Power of One, Ochsner This Week, Ochweb q Department Disaster Plan q Review the OAE Orientation Assessment & Evaluation - for clinical leaders q Review HR policies from the HR page on Ochweb q Schedule bi-weekly meeting 1:1 with one-over q Attend scheduled NEO (New Employee Orientation) q Enroll in benefits q Attend scheduled NLO (New Leader Orientation) q Begin 1:1s with direct report staff Making the Connection with Confidence By days q Review OLN and OLI courses with one-over leader q Determine and finalize Learning Map q Work alongside staff to learn roles q Round with one-up leader, discuss and follow-up. q Begin scheduling meetings with key stakeholders. Examples: HR, Finance Partner, Performance Imp. q Conduct New Leader Assimilation Meeting with Direct Reports Coordinate through HR Business Partner/ Advisor q Review current Joint Commission (JC) organizationalspecific strategies. q Review role of CMS and DHH. q Contact [Title,]for information on Patient Satisfaction and to gain access to the Press Ganey website (patient satisfaction survey vendor) q Learn about contract management and vendor relations processes q Attend Patient Satisfaction online training to learn about running patient satisfaction reports -- Press Ganey website (if applicable)- register through OLN q Complete individual performance evaluation (IPE) as required (non-clinical supervisors). Days q Establish consistent communication with team q Continue to review policies specific to dept q Prepare action planning for your Employee Engagement Survey q Continue 1:1s with one-over and staff q Attend system leadership meetings q Round in dept, discuss with one-over and follow up q Complete Mid-Year Leadership Performance Evaluation (managers and above) q Day Complete Initial Performance Evaluation (IPE)- clinical supervisors q Meet with one-over for feedback q Attend system on-boarding activities for new leaders. q Meet with one-over for Annual Performance Evaluation (180 day IPE as applicable)
21 Frontline Staff s Tactical Onboarding Checklist First Week q Meet with one-over leader: q Review department-specific orientation q Discuss Learning Map. q Review Service Excellence & Behavioral Expectations: rounding, 10/5, no vent safe zones, non-negotiables q Department staff manual/handbook and/or policies and procedures including: attendance and scheduling policy, dress code, GPT requests, holidays, division/facility parking, and license verification policy q Review HIPAA and privacy compliance q Take physical tour of: work space, conference room, break areas, supply room, safety and security, Power of One Power Center, location of Vent Zone, etc. q Meet with buddy q Begin required online training assigned in Ochsner Learning Network (OLN) courses contain audio, headphones recommended q Become familiar with phone system and GroupWise ( ) q Update/gain access to all reports/programs needed: q Kronos q ½ day NEO/ Connections confirm date of attendance q SOS - Safety on the Spot (incident occurrence reporting system) First 30 days q Complete assigned online training in the Ochsner Learning Network (OLN) q Quality/Safety q Making Care Affordable q Kronos q q q q q q q q q q Review unit specific communication vehicles. Review payroll schedule and information. Links to online resources and job aids for the intranet (Ochweb) Log-in to the Employee Self Service site to review your information and make any updates as needed Review Organizational Communication Vehicles: Power of One, Ochsner This Week, Ochweb Department Disaster Plan Review HR policies from the HR page on Ochweb Ensure you have bi-weekly meeting schedule1:1 with one-over Attend scheduled NEO (New Employee Orientation) Enroll in benefits Begin 1:1s with your immediate leader. Making the Connection with Confidence By days q Review OLN courses with one-over leader q Work alongside staff to learn roles q Review current Joint Commission (JC) requirements q Review role of CMS/DHH/OSHA and Patient Safety q Attend Patient Satisfaction online training to learn more about running patient satisfaction reports on the Press Ganey website (if applicable)- register through OLN q Complete individual performance evaluation (IPE) as required ( 90 day) Days q Continue to review policies specific to department/ work area q q q q q q q Continue 1:1s with your one over Attend team meetings Day Complete Initial Performance Evaluation (IPE) Attend additional classes and training through OLN Meet with one-over for feedback and fine tuning of performance. Discuss career objectives as needed Meet with one-over for Annual Performance Evaluation (180 day IPE as applicable)
22 Sample New Hire Onboarding Scorecard 22
23 YTD 2013 New Hire Onboarding Scorecard NPS SCORES- - Survey Response % Total OMC- Jefferson Hwy Benson Tower St. Anne Chabert Baton Rouge NHO Connec:ons August 12th NPS Session Date OMC- Jefferson Hwy Benson Tower NorthShore St. Anne Baton Rouge Total April 15th May 6th June 3rd July 8th August 12th System Total % Fill Rate Great Retention Story Since Implementation: +7% from
24 Connections: What does this mean for Managers? Increased ownership of new hire s onboarding experience Onboarding toolkit for support (SharePoint) Prepared to receive new hire on the start date* (*EE needing Core/Skills will, however, attend Core/Skills on Day 1) Onboarding is a 365-day experience Connections is building relationships
25 Onboarding Strategy Playbook Jay Krishnan
26 Talent acquisi:on and reten:on is a huge priority
27 Losing a quality employee is expensive Consider the costs: 1-2 YEARS Exit Costs RecruiOng Interviewing Hiring OrientaOon/Training External Reduced factors Morale for of pay and benefits customers, other Customer Lost ProducOvity Reduced/Lost Business DissaOsfacOon employees, and business operaoon AdministraOve Costs Lost ExperOse Etc. per employee turnover Plus:
28 Onboarding plays a CRITICAL role in employee retenoon % of companies perceive effecove onboarding as improving :me to produc:vity (SHRM) % of new hires don t return afer the first 45 days of employment (The Wynhurst Group) % of new hires make the decision to stay or leave an organizaoon within their first 6 months. (Human Capital InsOtute)
29 Top Onboarding Challenges RetenOon Decentralized Inefficient process Inconsistency Volume & complexity of informaoon Time to producovity
30 Ways the HR community is solving for a more creaove onboarding GamificaOon Trivia Games Scavenger Hunts with ipads Giveaways Company Swag Movie Tickets Special AcOviOes/Events Breakfast with CEO Culture Day Onboarding Academy AutomaOon Tools Social Docusign, Sharepoint, Red carpet Facebook Groups for new hires
31 Top 10 Tips for Effec:ve Onboarding
32 1 Get aligned with who owns the onboarding process and the different roles & responsibilioes of the stakeholders.
33 2 Engage your new hires with a pre- onboarding program. (Before day 1!)
34 3 Give new hires an opportunity to meet and learn from your execu:ve team.
35 4 Don t read your values. Show how you live them and make your new hire experience them.
36 5 Empower your employees to shadow their managers and peers and get them closer to the voice of customers.
37 6 Empower managers to work with new hires to set measurable goals and :melines.
38 7 Give new hires Hands- on experience in every funcoon.
39 8 Get feedback on the onboarding from your new hires to measure success.
40 9 Automate your process & add interacovity; make the content engaging and fun by embracing new trends and technology.
42 10 Create a 365 day onboarding plan and keep it realisoc by selng the right expectaoons for new hires.
CHAPTER 3 HUMAN RESOURCES MANAGEMENT AND TECHNOLOGY by Julie Bulmash LEARNING OUTCOMES AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO Describe how HR technology has evolved. Explain what a human resources
Developing an Effective Health Care Workforce Planning Model Contents Executive Summary...1 Getting Started with a Workforce Planning Model...2 Data Collecting, Understanding, and Using...3 Strategy Understanding
Human Capital Management Trends 2013 It s a Brave New World January 2013 Mollie Lombardi and Madeline Laurano Page 2 Executive Summary Human capital management is a key business initiative. Without insight
TABLE OF CONTENTS TABLE OF CONTENTS... 2 EXECUTIVE SUMMARY... 4 ASSURANCES... 5 STRATEGIC COMMUNICATION PLAN... 5 PINNACLE POINTS... 7 Pinnacle Point 1 Recruitment and Support of Resource Families... 7
HUMAN RESOURCES: Strategic Plan The Human Resources strategic plan is based on what we learned from UT s first workforce strategic plan. Workforce strategic planning provides the framework for the university
D E P A R T M E N T O F P E R S O N N E L Recruitment Process Benchmark and Best Practice Study Table of Contents TOPIC PAGE EXECUTIVE SUMMARY 3 METHODOLOGY 4 BENCHMARK PARTNERS 4 Best-in-Class Employers
Guide to Implementing Quality Improvement Principles Foreword Quality Improvement in health care continues to be a priority for the Centers for Medicare & Medicaid Services (CMS). In the Affordable Care
Follow-Up Services CONTENTS FocusedFutures YOUTH DEVELOPMENT SYSTEM BUILDER by Michael E. Wonacott, Judith O. Wagner, and Diana Jackson PART I What Is Follow-Up Services? 2 Follow-Up Services and Comprehensive
ID # (assigned by CSG): 12-MW-04-NE Please provide the following information, adding space as necessary: State: State of Nebraska Assign Program Category: Government Operations and Technology Program Name:
Dr. Stephen C. Schoonover is the president of Schoonover Associates, Inc., a management consulting firm that specializes in leadership and executive development, organizational effectiveness, change initiatives,
2015 TRAINING CATALOG Table of Contents Three Easy Ways to Register... 2 About CAI Benefits of Membership... 4 Training Philosophy... 5 Learning and Development Team... 6 What s New for 2015... 9 Alternative
PREFACE: ORGANIZATIONAL PROFILE P.1. Organizational Description P.1a(1) Main healthcare services. St. Gertrude s Health and Rehabilitation Center (SGHRC) is a 75-bed skilled nursing facility (SNF) with
SHRM Foundation s Effective Practice Guidelines Series Onboarding New Employees: Maximizing Success By Talya N. Bauer, Ph.D Sponsored by Right Management SHRM Foundation s Effective Practice Guidelines
Retaining and Developing High Potential Talent Promising Practices in Onboarding, Employee Mentoring & Succession Planning TABLE OF CONTENTS Executive Summary 3 Diversity and Inclusion 4 Building a Talent
Advanced Techniques for Work Search Target your work search Develop your network Market yourself effectively Stand out in an interview Government Career Practitioners This workbook was developed to help
Interviewing with UP Education Network This page contains information regarding the interview process for UP Education Network and its schools. It is not meant to cover everything that will happen in the
WHITEPAPER Get the Right People: 9 Critical Design Questions for Securing and Keeping the Best Hires Steven Hunt & Susan Van Klink Get the Right People: 9 Critical Design Questions for Securing and Keeping
Resumes Don't Belong in Email How an Applicant Tracking System Streamlines Recruiting Contents Introduction: What is an ATS?... 3 ATS Features Vary Widely... 3 The Small Business Case for Applicant Tracking
Recruitment Software 101 What is Talent Acquisition? Once upon a time, personnel departments existed to simply find warm bodies to fill vacancies. Today, the best companies realize that success requires
Operational Excellence Management System An Overview of the OEMS Contents 2 4 6 8 14 16 17 Back Cover Operational Excellence Management System Leadership Accountability Management System Process OE Expectations
Improving General Practice PHASE 1 REPORT March 2014 IMPROVING GENERAL PRACTICE: A CALL TO ACTION PHASE ONE REPORT NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information