On-Boarding Handbook For New Managers. New Employee Orientation. DHR / bar / April2012 1

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "On-Boarding Handbook For New Managers. New Employee Orientation. DHR / bar / April2012 1"

Transcription

1 On-Boarding Handbook For New Managers New Employee Orientation DHR / bar / April2012 1

2 Onboarding Defined ONBOARDING HANDBOOK FOR MANAGERS Table of Contents What is Onboarding? The Goal of Onboarding WHY! Onboarding and Employee Engagement Cost of Ineffective Onboarding MSM Onboarding Process Description and Overview Pre Board Strategy New Hire Orientation Post Board Strategy Role and Responsibilities Program Timeline to Maximize Engagement Pre Board Activities Day One Activities First 30 Days Days Enhancing the Orientation Process Performance Management Performance Planning During Onboarding Training During Onboarding Appendix: Manager s Toolkit - Manager s New Hire Checklist - On Boarding Workflow Outline - Faculty On Boarding Checklist - Performance Plan Questionnaire - Employee Training Plan Instructions DHR / bar / April2012 2

3 Onboarding New Employees At Morehouse School of Medicine, we believe onboarding a new employee must be more than a traditional one day orientation experience. Employees are our most important workplace resource. Effectively onboarding new employees is an ongoing process that begins with the acceptance of the employment offer and continues until the new hire is fully oriented to the School s culture, practices, policies, and mission. This process helps the new employee understand the organization s expectations of their new job and gives each new employee the tools they need to be as effective and successful in their new job as possible. Our goal is to provide employees with the information, resources, and support they need to become fully engaged in their roles and understand how they contribute to the overall mission and vision of the School. The Onboarding Handbook for Manager s was developed to facilitate the following: - Help manager s fully understand the goal and objective of the MSM Onboarding Strategy. - Help manager s embrace their responsibility in helping engage new employees to perform their job proficiently. - Provide instructions and resources to aid manager s in promoting a positive new hire experience for each new hire to achieve long term success. DHR / bar / April2012 3

4 WHAT IS ONBOARDING? Onboarding Defined Onboarding is the process through which new employees acquire the necessary knowledge, skills, and behaviors to do their jobs effectively. The Onboarding Process at Morehouse School of Medicine encompasses the time from notification of job offer to three months after date of hire. It is governed by the Department of Human Resources in conjunction with the Dean s Office, but is the responsibility of every manager involved in the hiring process. THE GOAL OF ON-BOARDING On-boarding involves integrating new employees into the organization, preparing them to succeed at their job, and helping them become fully engaged in helping MSM achieve set goals and objectives. This strategic process incorporates pre-boarding, new hire orientation, and post employment follow-up for a defined period of time. The process is designed to ensure that the new hire embodies the desired organizational culture and vision and that every contact the employee has with the company - before and after employment begins - is both beneficial and positive. Although this may seem to be a time-consuming process, effectively implemented, it is time well spent and will make your supervisory role much easier. As critical as onboarding is for new employees, it is equally as crucial to you and your success. The new hire s success or failure will directly impact your ability to achieve your departmental objectives. The process ensures that the new employee: Feels welcomed upon arrival and is introduced to a prepared, organized and friendly environment. Is empowered to contribute immediately and is not left to feel isolated. Has the tools required to do their jobs. Clearly understands job expectations and success factors. Has a completed training / development plan to ensure performance success. Is actively building relationships with key individuals within their team and work unit. Develops an understanding of how MSM operates. Understands the layout of MSM s main campus and the off site locations. ONBOARDING AND EMPLOYEE ENGAGEMENT The numbers speak clearly and loudly employees who participate in effective onboarding programs are more engaged with their employer and remain with employers longer. Employers report the following benefits from effective employee onboarding: DHR / bar / April2012 4

5 ADVANTAGES Increased Mission and Vision Focus More Team Engagement Faster Learning Curve Reduced Employee Turnover Higher Retention Rates Stronger Team Cohesion Increased Productivity OUTCOMES Effective onboarding connects new hires to the School s vision and mission more quickly and with more enthusiasm; helps new leaders more quickly align with the Strategic Plan. New hires feel connected to team members more quickly which enhances employee engagement. New employees experience faster learning curves, which results in the new hire master performance competencies more quickly. The process greatly reduces voluntary turnover rates and vastly improves the success of the recruiting process. It results in higher employee on-the-job satisfaction and longterm retention. It enhances managers and coworkers capacity to promote team cohesion and build high performance teams. It increases new hire commitment to perform tasks and responsibilities proficiently. THE COSTS OF INEFFECTIVE ON-BOARDING ADVERSE EFFECT Information Overload Perception of No-Value Increased Turnover Disengaged Employee OUTCOMES Cramming too much information into a short time span makes it impossible for employees to comprehend all the critical information they need to know. This leads to new hires only retaining what interests them at the moment and ignoring other important details, deadlines, and processes Cramming information into at a lengthy, but insufficient new hire orientation sends an undesirable message to your new hires. This tells new employees that the employer has little concern for its employees or for how they feel about working at the organization. Ineffective on-boarding results in increased turnover which leads to diminished productivity (quality employees will leave and new employees will have a larger learning curve and make more mistakes). Ineffectiveness results in reduced employee engagement, reduced respect for management, lowered expectations from the organization as a whole, and reduced organizational pride. This does not support a culture that embraces the vision and mission of the organization DHR / bar / April2012 5

6 DESCRIPTION AND OVERVIEW MSM Onboarding Process At Morehouse School of Medicine (MSM), we realize the value of a comprehensive employee onboarding process to strategically ensure success in increasing performance output, improving productivity, promoting effective engagement, and, ultimately, enhancing retention. The MSM s Onboarding strategy includes a 90-day process. The strategy includes Pre-Boarding, New Hire Orientation, and Post-Boarding. PRE-BOARDING Pre-Boarding is the introduction period prior to first day of employment and is governed by Human Resources (HR). The process entails sending the Welcome Packet via to the new hire with links to critical information, documentation, and training (e-learning) to be completed prior to arrival for orientation. This process will also include a welcome from the President and the Dean. There are faculty specific processes that occur prior to the pre-boarding period, such as faculty appointment, billing number validating, hospital privileges, etc. These processes are outlined in the MSM Faculty Post-Recruitment Process in the Managers Toolkit. NEW HIRE ORIENTATION New Hire Orientation includes the activities to be facilitated with the new hire on the first date of employment by HR and the hiring department. On date of hire, employee must report to HR to present required proof of work eligibility and complete any additional employment documentation not completed during pre-boarding. The new hire will receive a formal welcome, safety provisions, and receive their employee and parking badges. When the employee is released from HR, the new hire will be directed to report to their work Department for the Departmental Orientation. The Departmental Orientation is the key to the overall success of the Onboarding strategy. Each department must ensure the employee is formally introduced to the departmental culture and expectations so that the employee understands how their role aligns with the overall MSM mission. POST-BOARDING Post-Boarding will encompass a 90-day follow-up process to ensure that the new employee completes all final documentation, i.e. benefits forms, receives a departmental orientation, and understands their role in the organization. Additionally, the post-board period will provide opportunities for the new employee to provide feedback on his or her onboarding experience. Faculty new hires will be invited to attend a quarterly faculty orientation during which they will learn about the academic processes and interact with colleagues. DHR / bar / April2012 6

7 ROLE AND RESPONSIBILITIES The following are expected responsibilities of key on-boarding contacts: HR Department / Payroll: - Prepare and process New Hire Packet; - Process employee paperwork (forms, benefits, etc.); - Explain work hours and general expectations of employment. Office of the Dean: - Facilitates the faculty appointment. Training Unit: - Delivery of the pre-boarding and on-boarding training elements via LMS; - Provide effective training and development opportunities within budget constraints. MMA Associates: - Collects information for payers; - Determine scope of privileges. Hiring Department: - Conduct on-boarding process within department. - Supervisor: Provide new hire all information for performance of duties and responsibilities; Provide departmental welcome and on-boarding; introduce fellow team members and other key members of the organization; give a tour of the department; assure an understanding of departmental culture. Provide information and resources as needed for enhanced job performance. o Review job description with employee to assure a clear understanding of contents. o Develop and review Performance Plan with employee within 7 days of hire (Performance Objectives) o Provide 90 day probationary evaluation for employee. - Co-workers: Reach out and invite new employee to join group dynamic. Provide information and resources as needed to aid task completion; Advise on how to get things done. Executive team: - To support program implementation and guidelines. DHR / bar / April2012 7

8 Program Timeline to Maximize Engagement PRE-BOARD ACTIVITIES Pre-Board Activities are actions that must be completed within one to two weeks of an employee s orientation (new hire date), inclusive of HR tasks, Dean s Office tasks, and identified department activities. The following activities will be conducted during pre-boarding: Completion of New Hire Packet ( ) Receive Time & Attendance / Benefits Instructions/Information (pdf) Review MSM History/Vision/Mission (link) Review of Critical Policies (links) Complete Mandatory Pre-Board Training to include: HIPAA, Conflict Of Interest, Sexual Harassment, Wage/Hour. Faculty specific processes include: Order Lab Coats Order Pagers Contact MARCOM _Mass Announcement (if applicable) EMR Training Digital Measures Data Entry Follow-up on Billing Numbers Follow-up on Hospital Privileges DAY ONE ACTIVITIES The first few days on a new job and joining a large organization can be intimidating and challenging. There will be forms to fill out, new places to explore, new people to meet, and lots of new information. The goal of a formal onboarding structure is intended to make those first few days as easy as possible on the new employee and to get the employee to productive work output as quickly as possible. Therefore, it is imperative that the HR and Departmental Orientations are done proficiently. Upon arriving for work, the new hire must report to HR by 9:00 a.m. They are expected to have print outs to support that they have completed all pre-board activity requirements. The following will be facilitated at the HR New Hire Orientation: Official Welcome to the MSM Community Submit I9 Documentation; complete E-Verify Submit Payroll Documentation Receives MSM Welcome Pin Lab Safety / OSHA Training (Research Personnel) Once the employee completes the HR New Hire Orientation, they will proceed to Public Safety for the following: Issuance of Employee ID Badge Receive MSM Parking Authorization Sticker (when applicable) DHR / bar / April2012 8

9 Register for RAVE (if not done in pre-boarding) Once Public Safety directives are complete, the employee will be instructed to report to their assigned work unit for the Departmental Orientation. Each department must develop and implement a formal departmental orientation program that aligns departmental strategy with the overall MSM on-boarding strategy. The departmental program will ensure organizational consistency, departmental efficiency, a customer driven focus, and performance excellence. A comprehensive departmental program should include the following: 1. Supervisory Briefing: Despite busy schedules supervisors must conduct a detailed briefing with employees to discuss the following: a. Review of the employee s job description; b. Review of the employee s Performance Plan to detail performance standards and expectations; c. Review the employee s tentative Development / Training Plan; d. Review of applicable organizational policies and departmental procedures; e. Introductory discussion of the organization s culture. 2. Orientation Buddy Appointment: a. An Orientation Buddy (O/B) is a knowledge worker within the department who can help the new employee adapt to the department s culture and provide necessary on-the-job instructions. b. The O/B may be either the supervisor or a team member who can devote dedicated time to assure the new employee has all resources, support, and knowledge needed to perform assigned task and responsibilities. c. The O/B should be an employee who embodies a positive work ethic and customer service attitude. For New Faculty: Faculty must report to MMA for the MMA In-processing and to receive any needed PPD and immunization requirements. Additionally, those with Grady privileges must complete Grady specific instructions in accordance with Grady mandates as well as obtain a Grady ID and parking permit. FIRST 30 DAYS After the first day of employment, the real work begins of making the employee feel valued on the team and in the organization. DHR / bar / April2012 9

10 Departmental Goals: Departments must ensure the following is completed during the first month of employment: 1. Within the first week, each new employee should be formally introduced to his or her team members and other departmental staff, be given an overview of departmental operations, and receive a tour of work facility. 2. The new employee must receive any needed On-the-Job-Training (OJT) to ensure technical proficiency and a positive work experience. The O/L should have primary responsibility for OJT. The first two weeks of the faculty appointment are critically important as it lays the foundation for faculty teaching, research, and clinical effectiveness. Within week 1 and 2 the following activities must be facilitated for faculty new hires: Billing and Collection Process Training EPIC System Orientation New Innovations Resident Teaching Orientation Safety Training Clearly Outlined Roles and Responsibilities Complete Affiliate Onboarding Process Blackboard Training Orientation Organizational Goals: During the post boarding period, HR will conduct periodic surveys of the new employee to assess how well they are adapting to their work environment and work role as well as to assess how effective the Onboarding process has served in their acclimation to the MSM work environment. During the first week, the employee will receive reminder notifications of actions which still need to be completed, such as benefits enrollment, incomplete trainings, policy reviews, etc. Each time the new employee receives a notification, the supervisor will be copied. MSM expects supervisors to follow up with new employees on missing or incomplete activities. At the end of the first month, the employee will receive the initial assessment survey to determine how well the employee s onboarding process is going. A short survey will be sent to the employee via the LMS with a notification copy sent to the supervisor. This will serve as early opportunity for employees to communicate concerns and receive responses to their concerns DAYS At the end of the probationary period, on 90 th day, the new employee will receive a final assessment survey to address additional feedback concerning onboarding effectiveness and work relations assessments of supervisory effectiveness. Surveys will be generated from the Learning Management System and will be short, easy to complete, and designed to maintain a focus on inclusion and engagement. DHR / bar / April

11 Probationary Assessments: (Non-faculty) At 75 days, supervisors must begin Probationary Evaluation Process. An notification will be sent to the supervisor as a reminder that the Probationary Evaluation is due no later than end of 90 day of employment. If there is a need to extend the probationary period, such request must be submitted to the Associate Vice President of HR two weeks prior to the end of the 90-day probationary period. DHR / bar / April

12 PERFORMANCE MANAGEMENT Enhancing the Orientation Process Performance Management is any activity that relates to achieving organizational goals by maximizing the job performance. The performance management process provides an opportunity for the employee and the supervisor to discuss performance expectations, development goals, and create a plan of action for achieving outlined goals and objectives. For new employees, this process can be the difference between performance success and imminent departure. Immediately upon arrival in the organization, supervisors must ensure that the employ has a comprehensive understanding of what is expected of them at MSM. Although it is strongly advised that the initial discussion of the Employee Performance Plan take place on the first day of employment, it is critical that such discussion takes place during the first week. PERFORMANCE PLANNING DURING ONBOARDING Goals of Performance Planning Discussion: Identify and describe the employee's essential job functions in support of the mission of the organization. Identify and define strategic initiatives appropriate to the employee's essential functions, which support the goals of the organization. Develop realistic and appropriate performance standards or objectives. Provide helpful guidance concerning performance expectations and task completion. Plan education and development opportunities to ensure the employee has the competencies required for performance success. The Employee Performance Plan: In order to position the new employee for success, the Employee Performance Plan must be completed. The MSM Performance Plan is central to ensuring employees understand what they are expected to do and how they are expected to do. The non-faculty performance plan is based on the Career Band Job Description for the position. While the Career Band description is more generic, the performance plan must clearly describe the specific performance expectations that the employee must achieve. The expectations must clearly define in measurable terms to include how often and to what extent the task is to be performed or what are the minimum measurable and acceptable incidents of non-performance. Example: Task Statement: To staff meetings, prepare minutes, distribute minutes to unit managers. Possible performance expectations: - Responsible for planning and staffing monthly department meetings and ensure proficient recording of action items and meeting activities. No more than 2 errors per rating period to improperly plan and execute regularly scheduled meetings. DHR / bar / April

13 - Must prepare meeting agenda one week prior to scheduled monthly staff meetings and submit to previous meeting minutes with upcoming meeting agenda to unit managers and other attendees. No more than 2 errors in the rating period to properly record and publish meeting information. New faculty performance expectations are not based on the Career Band Job Description, but on the Career Development Form. Thus, new faculty employees must complete the Faculty Career Development Form in collaboration with their supervisor as soon as possible after hire date. When you set the new employee up to succeed, the entire team wins. TRAINING DURING ONBOARDING An effective training strategy is critical during the post boarding period to ensure performance success. It mandates that training be structured to meet the training need and learning style of the trainee. Immediate supervisors should develop a strategic training plan aligned with the skill enhancement needs of the new hire. Supervisors should contact the training unit if they have any questions or need any direction on training plan development. What is a Training Plan? The training plan is a dynamic working document that should be flexible enough to meet trainees needs as well as align with departmental critical timelines. An effective training plan will outline the focus of the trainee s competency development needs, identify who will deliver the training, and summarize how the training will be delivered. A proficient training plan will begin within 1 week of a new employee arriving to the organization to begin employment (new hire training plan) or immediately upon recognizing a skill gap or competency issue (developmental training plan). What to include in the training plan? An effective training will specify the following: Position title. Competencies needed for performance proficiency. Current skill gaps or competency development needs. Competencies to be obtained from the training. Time-frame to achieve the competencies. Training program name / focus. Time-frame for training completion. Training delivery modes to be employed, i.e. lectures, self-directed study, instructor-led classes, elearning, on-the-job training (OJT), peer mentoring, etc. Training details (when, how and how much). Who is responsible for the training delivery. Who is responsible for assessment of each competency. How will success of competency development be assessed. DHR / bar / April

14 Assessment of any relevant prior learning (RPL), if applicable. This may be relevant to technical training or clinical staff development. Name of the qualification to be issued upon completion, if applicable. Required time allocated outside regular work hours, if any (off-the-job training). o Remember that after hours mandates for non-exempts will incur overtime expenses. Consequences, if any, for failure to achieve training goals. DHR / bar / April

15 DHR / bar / April

ONBOARDING HANDBOOK FOR MANAGERS

ONBOARDING HANDBOOK FOR MANAGERS ONBOARDING HANDBOOK FOR MANAGERS Onboarding Defined Table of Contents What is Onboarding? The Goal of Onboarding Onboarding and Employee Engagement Cost of Ineffective Onboarding MSM Onboarding Process

More information

Supervisor s Guide to the New Employee On-Boarding Program

Supervisor s Guide to the New Employee On-Boarding Program Supervisor s Guide to the New Employee On-Boarding Program Office of Human Resources Training and Development On-Boarding and Engagement What this guide will do for you The Office of Human Resources On

More information

A Supervisor s Guide to the New Employee Welcome Program

A Supervisor s Guide to the New Employee Welcome Program A Supervisor s Guide to the New Employee Welcome Program Office of Human Resources Indiana State University Rankin Hall Room 300 Terre Haute, IN 47809 Phone: 812-237-4114 Fax: 812-237-8331 E-mail: humanresources@indstate.edu

More information

HIRING MANAGER ONBOARDING GUIDE

HIRING MANAGER ONBOARDING GUIDE HIRING MANAGER ONBOARDING GUIDE Helping a new employee feel comfortable and welcome not only on the first day, but also through the first three - five months of their employment, is one of the keys to

More information

Manager's Guide. nboarding. Building Employee Engagement

Manager's Guide. nboarding. Building Employee Engagement Manager's Guide nboarding Building Employee Engagement 2 Onboarding: Building Employee Engagement Why an Onboarding Strategy? Effective onboarding of new hires can increase an employee s effort in excess

More information

SUPERVISOR ONBOARDING TOOLKIT Updated November 2014

SUPERVISOR ONBOARDING TOOLKIT Updated November 2014 SUPERVISOR ONBOARDING TOOLKIT Updated November 2014 Congratulations on your new hire! Research indicates that taking the time to successfully onboard a new employee in their first 90 days greatly contributes

More information

UWM FAA Onboarding Guide. Pathway to Panther Pride

UWM FAA Onboarding Guide. Pathway to Panther Pride UWM FAA Onboarding Guide Pathway to Panther Pride Table of Contents Overview Purpose, principles, roles & responsibilities, phases & stages page 3-5 Timeline of Activities High level activities & events

More information

(Pilot Version) THRIVE @ CC Hiring Managers Onboarding Toolkit

(Pilot Version) THRIVE @ CC Hiring Managers Onboarding Toolkit (Pilot Version) THRIVE @ CC Hiring Managers Onboarding Toolkit Contents Description of Onboarding What is Onboarding? Benefits of Effective Onboarding CC s Onboarding Program Overview Thrive at CC Purpose/Goal

More information

Supervisors Guide to Induction and Onboarding

Supervisors Guide to Induction and Onboarding Supervisors Guide to Induction and Onboarding Human Resources University of Southern Queensland Document title 1 Contents... 1 Welcome... 3 What is induction and onboarding?... 3 Induction... 3 Onboarding...

More information

New Staff Onboarding

New Staff Onboarding New Staff Onboarding Guide for the hiring supervisor to help new staff successfully transition to GVSU April 2013 TABLE OF CONTENTS TABLE OF CONTENTS Preparation Before Employment Begins 3-4 Welcome Letter

More information

This document provides a structured approach to developing an onboarding policy and includes the procedures for the following elements:

This document provides a structured approach to developing an onboarding policy and includes the procedures for the following elements: ONBOARDING POLICY Introduction: How to Use This Template A new hire s first days of employment determine their first impression of the organization. A well-organized onboarding process helps ensure this

More information

Executive Onboarding Program Helping Executives Make Rapid Transitions

Executive Onboarding Program Helping Executives Make Rapid Transitions Executive Onboarding Program Helping Executives Make Rapid Transitions Supervisor s Checklist For (Name of Employee) Department of the Air Force (Name of Unit) Entrance on Duty: (Date) Executive Onboarding

More information

UTeam Onboarding Essentials

UTeam Onboarding Essentials UTeam Onboarding Essentials Onboarding Essentials Table of Contents Onboarding Essentials Overview Page 3 RISE Values Page 4 Timeline Of Activities Page 5 Hire For Fit Page 9 Overview Role of the Hiring

More information

Orienting Your New Employee. Building Blocks for Supervisors Series

Orienting Your New Employee. Building Blocks for Supervisors Series Orienting Your New Employee Building Blocks for Supervisors Series Onboarding your new employee Components of an effective program HR Orientation Campus tours and events Most important-what the supervisor

More information

Effective Employee Onboarding

Effective Employee Onboarding Effective Employee Onboarding Building Blocks for Supervisors Series Onboarding your new employee n Why is conducting an effective onboarding program so important? n Components of an effective program

More information

On-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1

On-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 On-boarding A Process for Retaining the Best Talent MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 Introduction to On-boarding On-boarding is a major tool in successful talent management

More information

Onboarding Plan. 0-90 Day Onboarding Plan

Onboarding Plan. 0-90 Day Onboarding Plan Plan 0-90 Day Plan refers to the process of acclimating our new employees to Seven Hills Foundation. Regardless of the position, program and prior experience and background of our new employees, the onboarding

More information

New Employee Onboarding Supervisor s Resource

New Employee Onboarding Supervisor s Resource New Employee Onboarding Supervisor s Resource A guide to your role in the new employee onboarding process Last updated: 11/4/2013 For more information or consultation, contact: Christine Ray, Onboarding

More information

Employee Orientation Program Guidelines

Employee Orientation Program Guidelines Purpose To provide guidance and direction regarding the development and implementation of comprehensive employee orientation programs within departments, in order to support, welcome and recognize employees,

More information

Texas Tech University Human Resources. Strategic Plan. January 1, 2014 - December 31, 2016

Texas Tech University Human Resources. Strategic Plan. January 1, 2014 - December 31, 2016 Texas Tech University Human Resources Strategic Plan January 1, 2014 - December 31, 2016 Mission Texas Tech University is recognized as a premier institution and a workplace of choice. This work environment

More information

New Faculty and Staff Onboarding Processes at Smaller Public Institutions

New Faculty and Staff Onboarding Processes at Smaller Public Institutions UNIVERSITY BUSINESS EXECUTIVE ROUNDTABLE New Faculty and Staff Onboarding Processes at Smaller Public Institutions Custom Research Brief Research Associate Jeffrey Scholl Research Manager Allison Thomas

More information

Role of Manager. Our goal for today is for you to understand your critical role in onboarding your new staff. To do that you must:

Role of Manager. Our goal for today is for you to understand your critical role in onboarding your new staff. To do that you must: Role of Manager Our goal for today is for you to understand your critical role in onboarding your new staff. To do that you must: Understand your role in the process Know the resources you can tap into

More information

Before the Start Date. Scripps College. New Employee Onboarding Checklist

Before the Start Date. Scripps College. New Employee Onboarding Checklist Before the Start Date Scripps College New Employee Onboarding Checklist New Employee Onboarding BEFORE THE START DATE Call employee-discuss start date and time, parking, need to bring identification for

More information

Diversity Professionals Group Conference

Diversity Professionals Group Conference Diversity Professionals Group Conference Retention Session A: Onboarding/Socialization Quentin L. McCorvey, Sr. Senior Vice President of Diversity Strategies and Programs August 18, 2010 2 Orientation

More information

Position Title: ID #: Evaluation Type: Annual Bi-Annual Other PERFORMANCE RATINGS:

Position Title: ID #: Evaluation Type: Annual Bi-Annual Other PERFORMANCE RATINGS: Mission To conduct education, research and clinical services in the context of community engagement to train health professionals who promote wellness, provide care with excellence and compassion, and

More information

From Orientation to Onboarding

From Orientation to Onboarding From Orientation to Onboarding South Carolina Budget and Control Board Human Resources Division 8301 Parklane Road Columbia, SC 29223 www.ohr.sc.gov 803-896-5300 Updated January 2014 Introduction What

More information

NEW HIRE ONBOARDING CHECKLIST FOR SUPERVISORS

NEW HIRE ONBOARDING CHECKLIST FOR SUPERVISORS Congratulations! Now that you have selected the best candidate, onboarding is a great opportunity to make a continued positive impression and to introduce your new employee to the wonderful traditions,

More information

Onboarding and De-boarding of Personnel in the MICH Community

Onboarding and De-boarding of Personnel in the MICH Community Onboarding and De-boarding of Personnel in the MICH Community Approved by: MICH CEO and Scientific Director Date Approved: 2013 Owner: MICH Resource Manager Supersedes: - Section number: 3.5 Next Scheduled

More information

Industry Overview: What Size Industry Are We? FunWorld Park s HR Department HR Theory and Practice Skills Exercise Case Study

Industry Overview: What Size Industry Are We? FunWorld Park s HR Department HR Theory and Practice Skills Exercise Case Study Contents Industry Overview: What Size Industry Are We? FunWorld Park s HR Department HR Theory and Practice Skills Exercise Case Study Leadership 2 Objectives Upon completion of this course, attendees

More information

Vd.11ETS. Supervisor Guide to Onboarding Veterans and Military Service Members. U.S. Department ofveterans Affairs YOUR GATEWAY TO VA CAREERS

Vd.11ETS. Supervisor Guide to Onboarding Veterans and Military Service Members. U.S. Department ofveterans Affairs YOUR GATEWAY TO VA CAREERS Vd.11ETS YOUR GATEWAY TO VA CAREERS Supervisor Guide to Onboarding Veterans and Military Service Members I U.S. Department ofveterans Affairs Message from the Veteran Employment Services Office (VESO)

More information

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE HHS MENTORING PROGRAM Partnering for Excellence MENTORING PROGRAM GUIDE November 17, 2008 TABLE OF CONTENTS Page I. VISION STATEMENT.... 2 II. MISSION STATEMENT. 2 III. INTRODUCTION...2 IV. PROGRAM OBJECTIVES.

More information

Onboarding Program. Supervisor s Guide

Onboarding Program. Supervisor s Guide Onboarding Program Supervisor s Guide Supervisor s Guide Introduction This guide has been developed for supervisors to support an effective and successful onboarding process for new employees. As a supervisor,

More information

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section

More information

Stanislaus County Supervisor Training Academy Training Catalog 2016

Stanislaus County Supervisor Training Academy Training Catalog 2016 Stanislaus County Supervisor Training Academy Training Catalog 2016 Training Courses Budgeting/Financial Overview Compliance/Payroll Regulations Conducting a Recruitment Disability Management Employee

More information

THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF

THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF For Evaluation Period Ending: Employee Name: Department: Title: Manager KEY

More information

NEW STAFF MEMBER ORIENTATION A GUIDE FOR HIRING MANAGERS AND SUPERVISORS ARE YOU READY?

NEW STAFF MEMBER ORIENTATION A GUIDE FOR HIRING MANAGERS AND SUPERVISORS ARE YOU READY? NEW STAFF MEMBER ORIENTATION A GUIDE FOR HIRING MANAGERS AND SUPERVISORS ARE YOU READY? Centre for Organizational Development and Learning Human Resources Service Introduction This guide is designed to

More information

Learning and Development Hiring Manager Guide For Onboarding A New Manager

Learning and Development Hiring Manager Guide For Onboarding A New Manager Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation

More information

Executive Onboarding Program

Executive Onboarding Program Executive Onboarding Program University of Miami www.miami.edu/executiveonboarding 2011 Contents CONTENTS... 0 EXECUTIVE SUMMARY... 1 KEY AREAS OF FOCUS... 2 TRANSITIONING THE PROFESSIONAL... 3 EXECUTIVE

More information

DEFINITION OF MENTORSHIP

DEFINITION OF MENTORSHIP 1 College of Nursing Mentorship Program The College of Nursing is committed to the career development of members of the faculty. To this end, the College provides mentorship for members of the faculty

More information

Using Technologies to Onboard New Hires

Using Technologies to Onboard New Hires Using Technologies to Onboard New Hires Statistics show that 1 in 6 new hires will leave in the first 6 months of employment. It is critical for employers to have an effective onboarding experience to

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Supervisor s Guide to Effectively Onboarding a New Employee

Supervisor s Guide to Effectively Onboarding a New Employee Supervisor s Guide to Effectively Onboarding a New Employee Human Resources Employee Relations Freehafer Hall 41679 erofficer@purdue.edu Using this Guide The Supervisor s Onboarding Guide does just that

More information

Iowa State University Extension and Outreach Onboarding Checklist

Iowa State University Extension and Outreach Onboarding Checklist Iowa State University Extension and Outreach Onboarding Checklist INTRODUCTION Onboarding 1) Employee is provided with a welcoming work environment with informed colleagues and a fully-equipped work space;

More information

FY CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT

FY CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT FY 14-15 CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT multco.us/thisworkmatters CENTRAL HR MISSION, VISION AND VALUES OUR MISSION Through leadership and collaborative partnerships, we foster

More information

Good Beginnings Make Good Employees

Good Beginnings Make Good Employees Good Beginnings Make Good Employees Transforming Your Orientation into an Engaging Onboarding Experience Judi Clements President of Judi Clements Training & Development www.judiclements.com Copyright 2016

More information

Guidelines for the School of Medicine Faculty Mentoring Program

Guidelines for the School of Medicine Faculty Mentoring Program Guidelines for the School of Medicine Faculty Mentoring Program Mission The School of Medicine is committed to the recruitment and retention of excellent faculty. Departmental faculty mentoring of recruits

More information

Rowan University Guide to Onboarding

Rowan University Guide to Onboarding 2014 Rowan University Guide to Onboarding What is Onboarding? Onboarding is an updated approach to adjusting new employees to the social and performance aspects of their jobs. It is designed to help them

More information

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014 Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area

More information

EMPLOYEE ONBOARDING. Veterinary Business Advisors, Inc. Flemington, New Jersey (908) 782-4426 www.veterinarybusinessadvisors.com

EMPLOYEE ONBOARDING. Veterinary Business Advisors, Inc. Flemington, New Jersey (908) 782-4426 www.veterinarybusinessadvisors.com EMPLOYEE ONBOARDING Veterinary Business Advisors, Inc. Flemington, New Jersey (908) 782-4426 www.veterinarybusinessadvisors.com Employee onboarding, also known as new-employee orientation or assimilation,

More information

Manual Guide of The Induction Program for New Employees in the Federal Government

Manual Guide of The Induction Program for New Employees in the Federal Government United Arab Emirates Federal Authority For Government Human Resources Manual Guide of The Induction Program for New Employees in the Federal Government Building a Productive Institutional Culture @FAHR_UAE

More information

JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver

JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB GOAL: The Director, Human Resources & Communications plans, directs and

More information

RHODE ISLAND DEPARTMENT OF ENVIRONMENTAL MANAGEMENT. Office of Human Resources. 2000-2001 Program Work Plan Draft - August 1999

RHODE ISLAND DEPARTMENT OF ENVIRONMENTAL MANAGEMENT. Office of Human Resources. 2000-2001 Program Work Plan Draft - August 1999 RHODE ISLAND DEPARTMENT OF ENVIRONMENTAL MANAGEMENT Office of Human Resources 2000-2001 Program Work Plan Draft - August 1999 I. Program Description: The Office of Human Resources performs all support

More information

Director of Human Resources and Employee Performance

Director of Human Resources and Employee Performance JOB DESCRIPTION Niles Township High School District 219 Director of Human Resources and Employee Performance REPORTS TO : POSITION OBJECTIVE : Assistant Superintendent of Human Resources To support the

More information

New-Employee Orientation/Onboarding Whitepaper (Turnover Reduction for Entry Level Positions) Developed by MEMIC Loss Control

New-Employee Orientation/Onboarding Whitepaper (Turnover Reduction for Entry Level Positions) Developed by MEMIC Loss Control New-Employee Orientation/Onboarding Whitepaper (Turnover Reduction for Entry Level Positions) Developed by MEMIC Loss Control 2011-2012 Table of Contents Executive Summary 3 New Employee Orientation Goals

More information

Evaluating Performance. A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation

Evaluating Performance. A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation Evaluating Performance A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation Training Agenda Why do Performance Evaluations? Employee and Supervisor Roles in Performance

More information

New Employee Passport

New Employee Passport New Employee Passport Introduction This guide is a tool for you to use in order to get the most of your first 90 days with DFAS. The activities and tasks within are designed for you to complete in addition

More information

HRBP Human Resource business professional HRBP SM

HRBP Human Resource business professional HRBP SM certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE

More information

New Employee Onboarding: A Lean Initiative Building a Strong Foundation at OSU. Provost s Council Meeting May 13, 2015

New Employee Onboarding: A Lean Initiative Building a Strong Foundation at OSU. Provost s Council Meeting May 13, 2015 New Employee Onboarding: A Lean Initiative Building a Strong Foundation at OSU Provost s Council Meeting May 13, 2015 The Lean Process Improvement Initiative Align with OSU s Strategic Plan 3.0 Increase

More information

NEW EMPLOYEE ORIENTATION. Office of Human Resources Information Session

NEW EMPLOYEE ORIENTATION. Office of Human Resources Information Session NEW EMPLOYEE ORIENTATION Office of Human Resources Information Session Overview of Presentation Purpose of orientation Online resources and tools Orientation procedure Role of Human Resources Supervisor

More information

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 The University of Texas at San Antonio Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 Table of Contents Page 1. Introduction... 3 2. Business Affairs Mission, Vision and Core Values 3 3.

More information

The mission of the Graduate College is embodied in the following three components.

The mission of the Graduate College is embodied in the following three components. Action Plan for the Graduate College Feb. 2012 Western Michigan University Introduction The working premises of this plan are that graduate education at WMU is integral to the identity and mission of the

More information

Employee Performance Review. Reference Guide

Employee Performance Review. Reference Guide Employee Performance Review Reference Guide Oklahoma Baptist University Office of Human Resources March 2005 TABLE OF CONTENTS Why Review?... 1 The Ratings... 1 Managerial Elements... 1 Leadership...

More information

Onboarding Program FAQ s For Managers

Onboarding Program FAQ s For Managers Onboarding Program FAQ s For Managers Table of Contents AUTOMATED PRE-EMPLOYMENT ONBOARDING SYSTEM....2 ORIENTATION 4 DEVELOPMENTAL ROADMAP..6 MENTORING...7 SURVEYS..10 1 Automated Pre-Employment Onboarding

More information

Guide to creating a great workplace. Creating a Positive Candidate & New- Hire Experience

Guide to creating a great workplace. Creating a Positive Candidate & New- Hire Experience 01 Guide to creating a great workplace Creating a Positive Candidate & New- Hire Experience Introduction Creating a positive candidate and new-hire experience has become an essential part of attracting

More information

Strategic Employee Onboarding: First Impressions Are Everything

Strategic Employee Onboarding: First Impressions Are Everything ONBOARDING Strategic Employee Onboarding: First Impressions Are Everything Cornerstone OnDemand Whitepaper Series 2007 Cornerstone OnDemand, Inc. All Rights Reserved. Table of Contents Onboarding: More

More information

New Employee Department Onboarding Tool Becoming RISES

New Employee Department Onboarding Tool Becoming RISES Employee Name: Date of Hire: New Employee Department Onboarding Tool Becoming RISES Before the New Employee Arrives Orienting a new employee is a process that can last up to a year, depending on the new

More information

MSD Onboarding Program for New Employees For MSD Human Resource Liaisons

MSD Onboarding Program for New Employees For MSD Human Resource Liaisons MSD/HR SECTION STANDARD OPERATING PROCEDURE MSD Onboarding Program for New s For MSD Human Resource Liaisons Onboarding Onboarding is the process of helping a new employee become a successful part of an

More information

The Essentials of Employee Onboarding! Presented by Drew Stevens!

The Essentials of Employee Onboarding! Presented by Drew Stevens! The Essentials of Employee Onboarding! Presented by Drew Stevens! Worker Productivity! Worker productivity is a large issue that can stunt an organizationʼs growth.! Too busy! Lack of funds! Lack of time!

More information

Onboarding Connect2Milliken

Onboarding Connect2Milliken Onboarding Connect2Milliken Onboarding can be defined as a strategic process that enables, facilitates and assures new associates are successfully merged into the company. Onboarding is not just a system,

More information

New Employee Orientation Departmental Checklist

New Employee Orientation Departmental Checklist New Employee Orientation Departmental Checklist To assure a smooth start with new employees, some basic functions need to happen. Following is a checklist of those functions for you to consider when orienting

More information

H E L L O my name is. Manager s Onboarding Checklist

H E L L O my name is. Manager s Onboarding Checklist H E L L O my name is Manager s Onboarding Checklist Before the Start Date Work Schedule and Job Duties Call your new employee and confirm: Start date Work place Start time First day contact person Provide

More information

Probation at ECU Academic and General Staff Guidelines for Managers/Supervisors

Probation at ECU Academic and General Staff Guidelines for Managers/Supervisors Probation at ECU Academic and General Staff Guidelines for Managers/Supervisors Your role and responsibility is to lead the process and to ensure on behalf of the University that the new employee meets

More information

Policies and Procedures Manual

Policies and Procedures Manual University of Cincinnati Division of Administration and Finance Policies and Procedures Manual Broadband Program For Project Management Architects Planners Engineers Project Managers Directors Contents

More information

WHEELOCK COLLEGE FACULTY DEVELOPMENT AND EVALUATION PROGRAM

WHEELOCK COLLEGE FACULTY DEVELOPMENT AND EVALUATION PROGRAM WHEELOCK COLLEGE FACULTY DEVELOPMENT AND EVALUATION PROGRAM REVISED SPRING 2011 TABLE OF CONTENTS Development And Evaluation Process: Tenure Track Faculty... 4 Overview Of Mentoring And Evaluation Process

More information

Elements of the Employment Life

Elements of the Employment Life HUMAN RESOURCES Elements of the Employment Life Cycle FROM THE PVAMU PERSPECTIVE OVERVIEW This session will cover the following key elements of human resources management: Workforce Staffing & Planning

More information

HUMAN RESOURCES ROLE AS CHANGE AGENT AND STRATEGIC PARTNER Presented by Kevin Sheridan, CEO, HR Solutions

HUMAN RESOURCES ROLE AS CHANGE AGENT AND STRATEGIC PARTNER Presented by Kevin Sheridan, CEO, HR Solutions HUMAN RESOURCES ROLE AS CHANGE AGENT AND STRATEGIC PARTNER Presented by Kevin Sheridan, CEO, HR Solutions ASHHRA S 44th Annual Conference & Exposition Austin, TX October 13, 2008 1:45 pm - 3:00 pm // feature

More information

Student Trainee Handbook

Student Trainee Handbook Student Trainee Handbook Caterpillar Student Trainee Program Eligibility Requirements: Full Time student currently enrolled as a junior or senior in high school or a community college freshman or sophomore.

More information

Blueprint for Success:

Blueprint for Success: Welcome Blueprint for Success: Developing a Call Center Personnel Development Plan Presented by: Today s Workshop Leaders Penny Reynolds and Maggie Klenke are Founding Partners of The Call Center School

More information

Guide to Successful Nonprofit Executive Onboarding

Guide to Successful Nonprofit Executive Onboarding Guide to Successful Nonprofit Executive Onboarding An executive transition is an exceptional moment in an organization s lifecycle carrying with it equal amounts of risk and opportunity. To ensure the

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Methods for Career Development

Methods for Career Development Methods for Career Development When selecting career development methods, it is important to remember the development process. There are many ways to provide individuals with learning opportunities. See

More information

Non-Academic Effectiveness Process Documentation

Non-Academic Effectiveness Process Documentation Institutional Assessment 328 Tigert Hall PO Box 113175 Gainesville, FL 32611-3175 (352) 273-1090 Non-Academic Effectiveness Process Documentation Division of Enrollment Management Mission Statement The

More information

HOSPITALITY SUPERVISOR CERTIFICATE (HSC) Course Overview and Syllabus

HOSPITALITY SUPERVISOR CERTIFICATE (HSC) Course Overview and Syllabus HOSPITALITY SUPERVISOR CERTIFICATE (HSC) Course Overview and Syllabus Overview Supervisors are the key to the success of any organization. A great supervisor needs soft skills to improve people and hard

More information

Class & Labor Implementation Committee Summarized Report of Action Steps & Ongoing Owners

Class & Labor Implementation Committee Summarized Report of Action Steps & Ongoing Owners Class & Labor Implementation Committee Summarized Report of Action Steps & Ongoing Owners The Class & Labor Implementation Committee has 17 members and began meeting in March 2013 to advice on the implementation

More information

Manager s Toolkit: Orienting New Employees. Office of Training & Development Services. Department of Human Resources

Manager s Toolkit: Orienting New Employees. Office of Training & Development Services. Department of Human Resources Manager s Toolkit: Orienting New Employees Office of Training & Development Services. Department of Human Resources Table of Contents SECTION 1 OVERVIEW OF THE UNIVERSITY OF WINDSOR EMPLOYEE ORIENTATION

More information

W. Cary Edwards School of Nursing Practicum Packet

W. Cary Edwards School of Nursing Practicum Packet W. Cary Edwards School of Nursing Practicum Packet MSN degree and Graduate Nursing Certificate Students This packet must be used for Practicums beginning in January 2016 NUR-740: Nurse Educator: Seminar

More information

POSITION DESCRIPTION and Key Performance Indicators (KPIs)

POSITION DESCRIPTION and Key Performance Indicators (KPIs) POSITION DESCRIPTION and Key Performance Indicators (KPIs) NAME: TITLE: AREA: STATUS: GRADE: Manager Head Office Permanent Full Time - 35 hours per week Social, Community, Home Care and Disability Services

More information

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION Under the direction of the Executive Dean of Institutional Effectiveness,

More information

DEPARTMENT PLAN. The Department of Counseling, Educational, and Developmental Psychology. College of Education and Human Development

DEPARTMENT PLAN. The Department of Counseling, Educational, and Developmental Psychology. College of Education and Human Development 10/23/03 DEPARTMENT PLAN The Department of Counseling, Educational, and Developmental Psychology College of Education and Human Development Eastern Washington University Cheney ω Spokane Washington Formally

More information

Safety Through Knowledge

Safety Through Knowledge NUREG/BR-0332 JANUARY 2007 UNITED STATES NUCLEAR REGULATORY COMMISSION Protecting People and the Environment NUREG/BR-0164, February 2007 Rev. 5 Training NRC Regulator and Development of Strategic Nuclear

More information

State of Washington Supervisors Guide to Developing Operational Workforce Plans. Updated December 2008

State of Washington Supervisors Guide to Developing Operational Workforce Plans. Updated December 2008 State of Washington Supervisors Guide to Developing Operational Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas...

More information

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3

More information

HR Design Vision. Thoughtful Design. Efficient Each process, step or rule adds value and can be accomplished in a timely way

HR Design Vision. Thoughtful Design. Efficient Each process, step or rule adds value and can be accomplished in a timely way HR Design Overview What is HR Design? HR Design is a campus-wide effort to build a more efficient and effective UW-Madison human resource system that best serves the needs of a 21st century public research

More information

BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE

BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE Performance management is the methodical and organized system for monitoring the results of work activities, collecting information and evaluating performance,

More information

Student Affairs New Employee Human Resources Orientation Checklist

Student Affairs New Employee Human Resources Orientation Checklist Employee s First and Last Name: HR Representative: Date: pre-orientation checklist (complete 1-2 weeks prior to start date) Use this checklist as a guide to help you successfully prepare for your new employee

More information

Prepared by: Kate Tarrant Prepared February 3, 2015

Prepared by: Kate Tarrant Prepared February 3, 2015 STATE POLICY TO PROMOTE EFFECTIVE TEACHING AND LEARNING Discussion Guide: In What Ways do Teaching Condition Support Effective Teachers? Prepared by: Kate Tarrant Prepared February 3, 2015 Please note

More information

PERFORMANCE EVALUATION FORM

PERFORMANCE EVALUATION FORM UNIVERSITY OF CALIFORNIA - OFFICE OF THE PRESIDENT PERFORMANCE EVALUATION FORM Employee Name Dept.: Division Unit: Job Title Period covered by this evaluation Type of evaluation Probationary From: / /

More information

Activity Guide Innovation & Growth Nova Scotia Public Service Commission

Activity Guide Innovation & Growth Nova Scotia Public Service Commission TALENT MANAGEMENT Activity Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission

More information

HRCI Recertification Credits

HRCI Recertification Credits HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates

More information

DRAFT. Using Leadership Competencies

DRAFT. Using Leadership Competencies DRAFT Using Leadership Competencies Tips and Tools for using Leadership Competencies in: Developing Position Qualifications / Selection & Interviewing Performance Management Professional Development Succession

More information