ONBOARDING HANDBOOK FOR MANAGERS

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Table of Contents

Onboarding Defined

 What is Onboarding?

 The Goal of Onboarding

 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

 30 – 90 Days

Enhancing the Orientation Process

 Performance Management in Onboarding New Hires

 Performance Planning During Onboarding

Resources

 Helpful Resources

 Web Resources

Appendix: Manager’s Toolkit

- Manager’s New Hire Checklist - On-Boarding Workflow Outline - Performance Plan Questionnaire - Employee Training Plan Instructions

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.

Onboarding Defined

W^{HAT IS} O^NBOARDING?

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 Department of the Dean, 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:

ADVANTAGES OUTCOMES

Increased Mission and Vision Focus

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.

More Team Engagement New hires feel connected to team members more quickly which enhances employee engagement.

Faster Learning Curve New employees experience faster learning curves, which results in the new hire master performance competencies more quickly.

Reduced Employee Turnover

The process greatly reduces voluntary turnover rates and vastly improves the success of the recruiting process.

Higher Retention Rates It results in higher employee on-the-job satisfaction and long-term retention.

Stronger Team Cohesion It enhances managers and coworkers capacity to promote team cohesion and build high performance teams.

Increased Productivity It increases new hire commitment to perform tasks and responsibilities proficiently.

THE COSTS OF INEFFECTIVE ON-BOARDING

A^DVERSE E^FFECT O^UTCOMES

Information Overload 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.

Perception of No-Value 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.

Increased Turnover 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).

Disengaged Employee 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.

MSM Onboarding Process

DESCRIPTION AND OVERVIEW

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 Post-Selection (Faculty Only) Pre-Boarding, New Hire Orientation, and Post-Boarding.

Post-Selection (Faculty Only)

Post selection is the period after the candidate has been selected during which time materials for billing numbers, hospital privileges and faculty appointment are gathered.

The process entails sending a welcome letter from the department, credentialing packet from MMA, soliciting reference letters and the candidate completing and returning a number of documents. It can take up to four months for payers to issue billing numbers, so it is important to start as early as possible with the requirements.

PRE-BOARDING

Pre-Boarding is the introduction period prior to first day of employment and is

governed by HR. The process entails sending the Welcome Packet via email 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.

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, 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.

P^OST-B^OARDING

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.

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.

 Dean’s Office (Faculty Only) - Facilitate faculty appointment

 MMA - Collect information for enrollment to payer plans and verify credentials

 Training Unit:

- Delivery of the pre-boarding and on-boarding training elements via LMS;

- Provide effective training and development opportunities.

 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 Employee Performance Objectives with employee within 7 days of hire.

o Provide 90 day probationary evaluation for employee.

- Co-workers:

 Reach out and invite new employee to join group dynamics

 Provide information and resources as needed to aid task completion;

 Advise new hire on how to get things done

 Executive team:

- To support program implementation and guidelines.

Program Timeline to Maximize Engagement

POST-SELECTION ACTIVITIES (FACULTY ONLY) PRE-BOARD ACTIVITIES

Post-selection activities must be completed 2-4 months prior to employment. The following activities will be conducted during post-selection:

 Obtain Georgia license

 Change DEA address to Georgia address

 Provide confirmation of highest earned degree

 Solicit reference letters to support faulty appointment

 Payor plan enrollment application must be completed

 Hospital privilege access for clinicians

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 (Email)

 Receive Time & Attendance/Benefits Instructions/Information (pdf on onboarding tab)

 Review MSM History/Vision/Mission

 Review of Critical Policies (links)

 Complete Mandatory Pre-Board Training to include:

 HIPAA, Conflicts of Interest, Sexual Harassment, Wage/Hour.

DAY ONE ACTIVITIES

The first few days on a new job can be intimidating and challenging. There will be forms to complete, new places to explore, new people to meet, and lots of new information.

The goal of a formal onboarding program 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 I-9 Documentation; complete E-Verify

 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)

 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:

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 Lead Appointment:

a. An Orientation Lead (O/L) 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/L 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/L should be an employee who embodies a positive work ethic and customer service attitude.

FIRST 30DAYS

After the first day of employment, the real work begins of making the employee feel valued on the team and in the organization.

Departmental Goals Directives:

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.

Organizational Goals Directives:

During the post boarding period, MSM will conduct 2 surveys of the new employee to assess how well they are adapting to their work environment and work role.

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.

Within the first two weeks, the employee will receive the first assessment survey to determine how well the employee’s onboarding process is going. A quick 4-question survey via the LMS will be sent to the employee with a copy of notification to the

supervisor. This will serve as early opportunity for employees to communicate concerns and receive responses to their concerns.

90DAYS

At the 90^th day of employment another survey will be generated from the Learning Management System and will be very quick, designed to maintain a focus on inclusion and engagement.

Probationary Assessments: (Non-faculty)

At 75 days, supervisors must begin Probationary Evaluation Process. 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.

Enhancing the Orientation Process

PERFORMANCE M^ANAGEMENT

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 Objectives:

In order to position the new employee for success, the Employee Objectives Form 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 Objectives form must clearly describe the specific performance expectations that the employee must achieve.

The expectation 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.”

- “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.”

When you set the new employee up to succeed, the entire team wins.

Resources

HELPFUL RESOURCES

Bauer, T., Bodner, T., Erdogan, B., Truxillo, D. M., & Tucker, J. S. (2007). Newcomer adjustment during organizational socialization: A meta-analytic review of antecedents, outcomes and methods. Journal of Applied Psychology, 92, 707–721.

Klein, H., Fan, J., & Preacher, K. J. (2006). The effects of early socialization experiences on content mastery and outcomes: A mediational approach. Journal of Vocational Behavior, 68, 96–115.

Rollag, K., Parise, S., & Cross, R. (2005). Getting new hires up to speed quickly. MIT Sloan Management Review, 46, 35–41.

Saari, L. M. & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43, 395–407.

Gruman, J. A., Saks, A. M., & Zweig, D. L. (2006). Organizational socialization tactics and newcomer proactive behaviors: An integrative study. Journal of Vocational Behavior, 69, 90–

104.

Klein, H., & Weaver, N. A. (2000). The effectiveness of an organizational-level orientation training program in the socialization of new hires. Personnel Psychology, 53, 47–66.