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