New Employee Department Onboarding Tool Becoming RISES

Transcription

1 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 employee's position and his or her prior experience. What happens between the offer letter and that first day depends on planning and communication that assures a memorable welcome and alleviation of a new employee's natural anxiety. 1. Pre-Arrival Information Call the new employee to welcome and verify they ll attend New Employee Orientation, Technical Training (if applicable), Clinical Training (if applicable), start date in their role, with the time & location of where they should report after initial NEO. Complete the IT Service Request for your new employee, including the employee number received from the HRSC. The completed IT Service Request should be sent to IT no later than seven days prior to the new hire start date. 2. Plan the Welcome and Initial Activities, Assignments Consider designating an onboarding peer, a member of the team who can support the new hire, during their first few months in their job. Orient the onboarding peer and include a description about the peer s role in the pre-arrival phone call. Plan a welcoming get-together appropriate to your work group and introduce the new employee to team members. Encourage the onboarding peer to create a welcome poster, coordinate a card, or something similar. Send an announcement of the employee's role and arrival to everyone who will be working with him or her; send a copy to the employee. Contact Marketing to add to the weekly 411 all staff , if appropriate. Plan the employee's first lunch, including who will participate. Clear your schedule to be available to the employee on his or her first day. Plan to begin and end the day with him or her. Add the employee's name to recurring meeting lists. Plan for the employee's first work assignment to be a success that sets the pattern for productive supervisory-employee interaction. 3. Prepare the Work Space Revised 6/2/15 1

2 Be sure the work space is clean and operational, including required equipment and supplies. Arrange for identity markers such as name plates and business cards to be ready when the employee arrives before ordering, check with him or her about preferred usage (use of name, certifications, and other options). Complete IT Service Request Form located under Human Resources Recruitment: Support/Mgmt Home. The document is entitled, IT Service Request Form. Verify that computer, phone, and long distance code (if needed) are set-up. Prepare keys and access card. The New Employee's First Days "Will I be successful? Will I fit in?" New employees ask themselves these questions; supervisors and managers help provide the answers. Ensuring the work space is ready for the new hire, clarifying PacMed s Mission, Values, goals, strategy, departmental organizational structure, and communicating your expectations are fundamental during this time period, as is success in the employee's first assignment. 1. Provide Work Place "How To" Information Give the new employee information and instructions about obtaining and using equipment and supplies. Explain working hours, breaks, overtime, and Kronos. Clarify PTO, inclement weather, and holiday policies. Provide appropriate budget, finance, purchasing procedures if needed, including rules for use and information about training. Discuss business expense process, if applicable. Ask the onboarding peer to give the new employee a tour and provide facilities information, including restrooms, break areas, and highlight how to use the office equipment (phone, fax, copier, etc.) Be sure to visit a location they support, for example, introduce a Patient Access Representative to clinical staff. Provide safety and emergency information and how to report hazards. Point out fire extinguishers and first aid kit. Show employees where to park or where to catch the bus. Discuss the Orca card benefit. Review shared drives on the network. Clarify PacMed dress code and order PacApparel (if appropriate.) Complete the Employee Worksite Safety Orientation Checklist. 2. Clarify the Job Description and Context Review The PacMed Way booklet and discuss the employee s commitment to living PacMed s Mission and Values. Review the job description with the employee to answer emerging questions. Explain how the job fits in the work group and department, and what the job and the work group and department specifically contribute to PacMed; include work group and departmental inputs and outputs. Revised 6/2/15 2

3 Give the new employee a copy of the current organization chart, a department directory, and a department calendar. Review the Pac with the employee to answer any questions he or she has about using it. Describe success measures for the job. Describe a typical day in the job and the work group, including what people do for lunch and where they go. Provide a "go to" card with contact information about who to call to answer questions and help with predictable problems. If the employee hasn't met the all the resource people listed, arrange for introductions. Explain confidentiality in the workplace, what can be shared and what can't, how confidential documents are stored. Explain initial assignments. 3. Introduce Key Policies and Practices Review PacMed policies all employees should know (this is also addressed in NEO). Review department and other policies relevant to the employee's job. 4. Develop Supervisor-Employee Relationship Explain your own responsibilities and current priorities and how the employee's job supports them. Discuss how you and the employee will communicate communication preferences of each, patterns and frequency of communication, and how the employee can give feedback to improve things. Review PacMed s Performance Management program. 5. Clarify Next Steps, including Required Training Confirm required training. Review required online training (HIPAA and compliance modules, etc.) Additionally, identify any specific job-related training, such as software programs used in your department. Provide information about meetings and other events on the employee's calendar (purposes, attendees, what to expect, the employee's role); debrief with the employee following these experiences to answer questions and provide any additional information useful to the employee. Assist the employee in setting up Outlook calendar reminders to complete new hire requirements, including MA certification (application pending with the state within 7-days of hire.) The New Employee's First Three Months Attending meetings, completing training, and getting to know the work group supports a new employee's progress toward both productivity and learning the PacMed Way. New employees need to know how the work group operates and communicates; learning this may include confirming or correcting first impressions. New employees also need progress reports, and the Revised 6/2/15 3

4 end of three months is a good point to give specific feedback to assist the new employee in setting priorities and completing training. 1. Introduce Performance Management Explain again how the employee's performance will be evaluated, including the performance management structure and processes for the work group and department. Establish Professional Development Plan and provide regular feedback at one-on-one meetings. Review performance and training progress near the end of three months (prior to end of probationary period). Determine if additional job training may be helpful. Involve Employee Relations team if performance does not meet expectations. 2. Continue to Meet Regularly with the Employee Debrief training, meetings, and other events. Discuss experiences, concerns if any, and identify any new needs. Introduce challenges that may emerge in the job and plan how to meet them. Review the onboarding process with the employee is it working well? 3. Encourage the Employee's Relationships with the Work Group and Department Provide information for increased understanding of the work group and department. Partner the new employee with his or her onboarding peer to discuss The PacMed Way and shadow. Have the new employee report back findings, feedback, and how he or she will display PacMed s Mission and Values in his or her work. The New Employee's First Six Months "What does it mean to work at PacMed? How am I doing?" During the first six months, new employees can extend their involvement in their work groups and in PacMed s corporate culture, and receive clear performance feedback from you. Supervisors and managers are wise to ask for feedback from the new hire, as well, to identify any opportunities to ensure a mutually successful relationship. 1. Continue Performance Management Is employee fully engaged, seeing him or herself as a valued contributor? Assure that necessary training is completed and/or scheduled. Continue providing regular informal feedback. Review the onboarding process with employee is it working well? Discuss internal opportunities and the policy on transfers. Revised 6/2/15 4

5 2. Encourage the Employee's Involvement in PacMed Provide information about PacMed events and activities related to the employee's interests (example: ADA Walk fundraising, company picnic, volunteer opportunities, walking groups) The New Employee's First Year Living RISES Note this milestone and make it an opportunity to review and celebrate the first year and look forward to the future. Communicate the employee's eligibility for benefits programs and/or opportunities that come with one year of service. Have a discussion of what contributions or role shifting the employee may be thinking about for the future. 1. Continue Performance Management Is employee working at full productivity, seeing him or herself as making a difference? Continue providing regular informal feedback, and provide formal annual Performance Review feedback. Set objectives for the coming year with the employee. Offer professional development opportunities. Review the tuition reimbursement & scholarship programs section on the Pac. 2. Observe the Milestone and Look to the Future Review the first year; celebrate successes with recognition of contributions (perhaps including a congratulatory note from your Director, an Executive, or other organizational leader). Possible additional talking points to discuss with the employee: Is the job what you expected? How or how not? Are you having enough opportunities to learn and grow? What are some you would like? Are you running into any hindrances to your productivity? What are they and how do they affect you? What's the best thing that's happened to you here this year? Do you feel recognized for your contributions? How do you like to be recognized? What suggestions for improvements do you have? Discuss career plans for the future. Revised 6/2/15 5