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Introduction
As a manager or supervisor, one of the most important roles is to direct the efforts of the
people your hire. A new employee’s first few days, weeks, and months are crucial to your
success as an effective leader. During this formative time, the employee is impressionable and
has the highest expectations.
The
New Employee Orientation and On-boarding Leader’s Toolkit is designed to assist
managers and supervisors in providing new employees with valuable information about their
department and job.
The goal of the orientation/on-boarding process is to help a new employee make a smooth,
positive adjustment to the workplace. To do this, you need a well-planned and executed
orientation process that will:
Reduce the employee’s anxiety level
Foster a positive attitude toward the
organization.
Answer questions not handled at the time
of hiring.
Reinforce or establish realistic job
expectations
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Objectives
Objectives give you direction and purpose. They define what you want to accomplish and
provide a way to measure your success. Objectives are a roadmap that takes your new
employee from where he/she is to where you want them to be.
HFHS’ Objectives for New Employee
Be introduced to the history, culture, mission, and strategic goals of the
HFHS System.
To create excitement for working with the Henry Ford Health System.
Become grounded in the Henry Ford Experience
Identify and practice the Team Member Standards of Excellence with our
customers.
To provide information and a process for your employee’s success and
growth with the System.
To educate employee on the employee benefits, policies and procedures.
Business Unit/Department Objectives for New Employee
Make the new employee feel welcome and comfortable.
Create a positive perception of the organization.
Communicate basic organizational procedures to the new employee.
To identify and review the expectations of the job.
Review the introductory performance goal and the Checklist.
Confirm the employee’s decision to join the System.
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Orientation to the Toolkit
This toolkit will provide you with an easy-to-follow road map for the first 180 days
of employment. This collection of tools will assist you and your team members
with acclimating your new employees to Henry Ford Health System and secure
their investment in its mission.
The toolkit focuses on the first 180 days, a critical time in a New Hire’s
on-boarding experience:
The toolkit is designed to help you review all elements of the
orientation/on-boarding journey. It will enable you to understand your role as a guide to your
new employee throughout their orientation/on-boarding journey.
First 180
Days
Pre-arrival
through first
week
First 30
Days
First 60
Days
First 90
Days
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Tools for Success
For the Hiring Manager / Department Leadership
Recommended Timeline
Prior to start date First week 30 – 60 days 60 – 90 days 90 – 180 daysTool A: Stages of On-boarding
P. 6 - 8
Tool B: Tips for Helping New Employees Succeed
P. 9 – 10
Phases of Change for Employees
Tool C: Manager Preparation Checklist
P. 11
Tool D: Introductory Checklist
P. 12 - 17
Tool E: Scripting for Meet and Greet
P. 18 - 19
Tool F: Welcome Letter Toolkit
P. 20 – 21
Tool G: New Employee Announcement
P. 22 - 23
Tool H: Performance & Development Planning
Accessing Introductory Performance and Development Form
P. 24 - 26
Tool I: Discussion Guide for Manager–New Employee
Check-ins
P. 27 - 31
Tool J: Buddy Program Overview
P. 32 - 34
Tool K: Buddy Role Checklist
P. 35
Tool L: Buddy Commitment Card
P. 36
Tool M: Scavenger Hunt
P. 37 - 38
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Tool A: The Stages of On-boarding
All new employees will complete a 6-month introductory period. Depending upon the new
employee’s entity and hire date will determine which introductory process to follow as shown
below.
Pre-arrival--First Week
1.
Complete Manager’s Preparation Checklist (Tool C)
2.
Read the Tips for Helping Your New Employee Succeed (Tool B)
3.
Send Welcome Letter (Tool F) to your new employee.
4.
Make a New Employee Announcement (Tool G) to your team prior to their first day in the
department.
5.
Prepare your Buddy
6.
New employee completes Pre-WOW online at home
7.
Attends WOW
8.
Attends Business Unit Orientation
9.
Schedule a “Meet and Greet” (See Tool E) with your new employee prior to his/her actual start
date.
10.
Review and discuss your employee’s Introductory Checklist (Tool D) that will guide them
through their 180 day orientation/on-boarding journey.
11.
Review and discuss the Introductory Checklist items through the First Week
12.
Conduct your First Week Progress Check-in
13.
Prepare and conduct a Scavenger Hunt for your new employee.
First 180
Days
Pre-arrival
through first
week
First 30
Days
First 60
Days
First 90
Days
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First 30 Days
Review standards/competencies and how to apply in new role.
Review the Q12 Employee Engagement and the current Impact Plan
Review the Performance & Development Planning (Tool G)
Discuss department and position ongoing education and training
Review the Introductory Checklist (Tool D) with your new employee to make sure they are on
course.
Introduce the Buddy to your new employee.
First 60 Days
Meet with your new employee to discuss their progress
Review their Introductory Checklist to make sure they remain on course
First 180
Days
Pre-arrival
through first
week
First 30
Days
First 60
Days
First 90
Days
First 180
Days
Pre-arrival
through first
week
First 30
Days
First 60
Days
First 90
Days
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First 90 Days
Meet with your new employee to discuss their progress
Review their Introductory Checklist to make sure they remain on course
First 180 Days
Meet with your new employee to discuss their progress
Review their Introductory Checklist to make sure they remain on course
First 180
Days
Pre-arrival
through first
week
First 30
Days
First 60
Days
First 90
Days
First 180
Days
Pre-arrival
through first
week
First 30
Days
First 60
Days
First 90
Days
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Tool B: Tips for Helping New Employees Succeed
Overview: This tool provides the manager of the new employee with some tips to ensure success
with the new employee. Here are a few powerful things you can do
in the first few weeks of a
new employee’s service at your site, to help him or her succeed.
1.
Define the job accurately and completely,
and be sure the employee understands.
Although the employee may have been working in a like job prior to being matched to
your department, it’s time to go over it in detail. What does it
really
mean?
2.
Explain the new employee’s role
in your department and in the company at large. Why
is his/her work so important? What special contribution will he/she be making?
3.
Explain what training and development will be available
to help him or her master
skills. (Then be sure the new employee
gets
that training, as soon as possible, and be
prepared to do some coaching afterward, to confirm correct performance and correct
what needs to be improved.)
4.
Make sure the new employee understands emergency procedures,
what to do in case
of an accident and other safety issues at your site.
5.
Introduce the new employee
to the people he or she will be working with—up, down,
and across. Make sure you point out a “model” (a coworker who has mastered
important skills) and a “buddy.” The buddy can take him/her to lunch the first day at the
new site, give him/her a guided tour, help train him/her get to know others, and answer
questions on all sorts of little things that come up.
6.
Help the new employee understand your unique culture.
What’s the dress code? When
and how do people take lunch and other breaks? When and how do they get together to
meet or solve problems? Do you expect strict adherence to policies or is there
flexibility? How involved are employees in company-sponsored athletic teams and
events? Do people go out together after work?
7.
Make the job as manageable as possible,
and make conditions as predictable and
controllable as you can, until the new employee gets the rhythm of his or her work in
your department. Be prepared to help the new employee sort priorities, at first.
8.
Make performance expectations clear:
Set initial goals in the employee’s performance
review plan as soon as possible
(Refer to Goal Library for the New Employee Goal)
. All
new employees are automatically added to the online Performance Management
System upon hire. Their online performance and development goal plans will be
available to create goals.
Goals can be recalibrated and revised at the Midyear review as
needed. On an ongoing basis, let the employee know how he or she is doing: Better or
faster than you expected? Good enough for now? When will the quantity or quality
need to match that of other employees? Be observant, so you can “catch” the new
employee doing something right and comment on it, specifically! Positive feedback is a
very powerful tool to motivate and reinforce; it trains the employee to give you
more
of
the behavior you’re looking for.
If you do these things to help your new employees succeed, you’ll not only create top
performers more quickly, but you’ll
keep
them longer, too!
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Phases of Change for Employees
William Bridges, author of Managing Transitions, writes, “It isn’t the changes that do you in, it’s
the transition. Change is not the same as transition. Change is situational; the new site, the
new boss, the new team roles, the new policy. Transition is the psychological process people
go through to come to terms with the new situation. Change is external, transition is internal.”
Bridges’ transition management process includes three steps: an
Ending
, a
Neutral Zone
, and a
New Beginning.
An Ending
Transition starts with an ending…you let go of your old peer group; the kind of work you really
liked may have come to end. Perhaps you have to give up the feeling of competence that came
from doing that work. Even in the good changes, there are transitions that begin with having to
let go of something. There are endings.
Tips
Treat their past with respect
Tap into the new employee’s previous best practices at their former employer.
Give people information about the organization and create excitement to reinforce their
decision to choose Henry Ford health System.
Neutral Zone
This is the time when the old way is gone and the new doesn’t feel comfortable yet. People
need to recognize that it is natural to feel somewhat frightened and confused during this
period. People in the neutral zone may have self-doubt and misgivings about their leaders.
Ambiguity increases, and so does the longing for answers. Anyone in the neutral zone tends to
follow anyone who seems to know where he or she is going. People want to feel part of and/or
belong to a team.
Tips
Follow the introductory checklist and commit to meeting your regular progress check-ins with
your new employee; and introduce them to their Buddy
Set short-term goals and checkpoints
Define their new role and expectations
Provide appropriate training
New Beginning
People make the new beginning only if they have first made an ending and spent some time in
the neutral zone.
Tips
Restate and reinforce your new employee’s purpose, the expected outcomes, the plan to get
the outcomes, and their role.
Be consistent with what you tell your new employee and your actions (Lead by Example)
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Tool C: Manager Preparation Checklist for New Employee
Overview: This tool provides direct managers of new employees with a checklist of steps that should be taken prior to each new employee’s first day.
Employee Name:
Employee#:
Title/Status:
Start Date:
o Confirm new employee’s start date with HR
o Verify the following tasks have been completed by HR:
Sent letter with position, title, and salary to new employee
Sent orientation schedule, map, and parking information to new employee
Verified new employee’s licensure and certification prior to offer (if applicable)
o Mail to new employee’s home (or e-mail) unit/department welcome letter one to two weeks prior to start date
o Call new employee one week prior to start date
Congratulate new employee and welcome him or her to the team
Provide an overview of the first week on the job (schedule, tasks, dress code, etc.)
Ensure new employee understands instructions for the first day (directions to the new location, parking arrangements, where to report, identification to bring, etc.)
Provide a contact for additional questions/issues that arise prior to start date
Remind new employee where the unit is located (how to get to the unit) o Assign staff buddy
o Alert IT department of new employee’s start date to arrange for computer access, e-mail account, and voicemail account
o Add new employee to unit/department organizational chart and telephone/e-mail directory
o Announce new employee’s position and scheduled start date to unit/department staff, either at staff meeting or via e-mail
o Prepare new employee’s workspace (ensure completion of all applicable tasks)
Clean work area
Order/install telephone
Confirm employee’s telephone extension is working and extension is correct
Assign departmental mailbox
Order supplies, business cards, and name plate
Arrange for keys or passcode access o Set up cell phone or pager account (if applicable) o Set up travel account (if applicable)
o Draft unit/department onboarding schedule
o Prepare unit/department welcome packet for first day (if buddy program established, assign task to new employee’s buddy):
Welcome note from the unit/department
Copy of job description (if not given at meet and greet meeting)
Department mission and goals
Department organizational chart and leadership bios
List of current department projects and related materials
Department staff work schedule and scheduling procedures (including weekend & holiday rotation) and call-in process
Calendar of unit/department meetings and events
Department dress code, break policy, and other policy and procedure highlights
Department phone and e-mail directory (including new employee’s contact information)
Phone and e-mail directory of primary contacts in other units/departments
Department map
List of who to contact for help with specific challenges
Department security and building access procedures (if applicable)
Arrange for unit/department first day welcome gestures (suggestions: welcome sign on new employee’s work station, snack/luncheon welcoming new employee to unit/department, etc.)
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Tool D: Introductory Checklist
Overview: A checklist to ensure important topics are covered in the department
orientation. Each new employee will receive a copy of this checklist with their
W.O.W. packet.
When an employee begins a new job, it is important that s/he feels informed,
comfortable, supported, and prepared to handle the responsibilities of the
new position. A well-planned, organized and thorough approach to orienting
an employee to a new position can enable the employee to assimilate more
easily into the business unit and become a key contributor to the department
more quickly.
The following “Introductory Checklist for New Employee” has been developed
to assist departments with their segment of the orientation process. The list,
which is organized by time period, includes activities and discussions that will
promote a new employee’s understanding of the Hospital, department, and
new position. Departments should determine those items which are relevant
to the new employee and tailor an orientation process to meet the needs of
the individual. There is also a New Employee Orientation performance goal
located in the online performance management goal library. Please add this
goal to the new employee’s performance goal plan upon hire.
Suggestions:
This template may be used as is or you may customize based on
your department needs. See Sample on following Page.
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Employee Name:
Employee#:
Title/Status:
Department:
Welcome! Introductory Checklist for New Employee
Welcome to Henry Ford Health System and the orientation/On-boarding Process. This Introductory Checklist is your guide throughout the on-boarding process and should be completed within your first 180 days. Your manager will assist you with completing those introductory checklist items that will apply to your new position.
Task & Recommended Timeline Date Covered Employee Initials
Reviewer’s Initials FIRST DAY
Attend W.O.W./AIDET Training Introduction of immediate supervisor
Introduction of individual(s) responsible for training Introduction to co-workers
Professional Expectations
Appearance/Dress Code Requirements Annual TB & Fit Screening
License and/or certification Renewals (if applicable) Attendance & tardiness policy
Reporting absences or tardiness (how to report and to whom) Mileage & Expenses Reimbursement Process
Work schedule
Timekeeping – time reporting system and use, Kronos policy (if applicable) Scheduling process
Where to find the schedule Time off requests
System/Hospital Information
Business Unit mission, vision, values and strategic goals and how they relate to department and job-specific duties
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Department Information Organizational Structure-Department Core Values Orientation Tour of department & floor plan
Department Scavenger Hunt Workstation
Lockers/staff lounge/restrooms Lunch/Break Procedures Visitors in the department
Performance Improvement Projects Equipment/Supplies
Keys issued Radio/Pager issued Department meetings
Other meetings/committee specific to department or position Phone Usage Cost Center # _________________ Business Cards Employee Services 855-874-7100 Other _________________ Job Information Job Description
Specific job duties related to infection prevention and control and assessing and managing pain
Competencies
Goals: review department goals; create the new employee orientation goal and create performance and development goals
Introductory/Orientation Period (Refer to Performance & Development section in Tool Kit) Annual/mandatory Education
FIRST DAYCHECK-IN
Meet with your supervisor to check-in with your progress.
FIRST WEEK IN DEPARTMENT
Attend Business Unit Specific Orientation Department welcome meeting.
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Department-specific Service Excellence Behavior Standards Telephone courtesy, scripting, and use Employee-patient relationship (clinical)
Safeguarding confidential information (computers, shred bins, medical records, white boards, sign-in sheets) Proper use, care, and economy of hospital supplies and equipment
Personal hygiene and appearance, dress code
Leaving hospital premises while on duty – Smoke-free policy Where to enter and leave the building, employee parking
Location of HFHS/HFM/Department policy manuals (henry, binder)
Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Department specific procedures, skills, and techniques to provide care, treatment and services Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________
Department specific or special policies and procedures related to a particular departmental hazard (radiation, infection, puncture wounds, lifting etc.)
Safe chemical use, including Material Safety Data Sheet (MSDS) use and location Review of MSDS for each item used by employee
Safe equipment use
Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Dept Specific Policy: ________________________________________________________ Department specific infection control procedures
Handwashing (clinical & non-clinical)
Personal Protective Equipment (PPE) – clinical Isolation procedures – clinical
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How to call and respond to an emergency code
Emergency preparedness plan (fire, disaster, tornado, bomb, etc.) Department-specific responsibilities
Internal and external disaster plan Safety & Security Information
Reporting of accidents, unusual occurrences, illness or injury on the job How to report and where to obtain forms
Departmental Safety Plan
Employee Safety/Injury Reporting Procedures Hazard Communication
Infection Control/Sharps Disposal
Attendance at annual Safety Fair (mandatory) Infection Control
National Patient Safety Goals Facilities Information Emergency Power Mechanical Systems Water Medical Gases Patient Room Bed Headwall Bathroom Nurse Call System
Office Information
How to get furniture How to remove furniture Hanging pictures IT Assistance
PC Help Desk (248-853-4900) I-Pad set up
Computer/Printer usage Email set-up and access User ID and password FIRST WEEK CHECK-IN
Meet with your supervisor to check-in with your progress
Suggested Questions:
o Have you been introduced to everyone?
o Do you feel that our team is welcoming to new staff?
o If you had questions, was someone always available to answer them? o What was the best part of your first week?
o What was the most challenging thing you had to deal with this week?
o Is there anything that you think we could change to help other new staff during their first week on the job here?
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30 DAYSTraining
Department-specific training
Performance Management for Employees webinar Training
Performance Management for Managers Instructor-Led Training
Workforce Connect Training (Leaders Only)
HR Legal and Policy Practice Training (Leaders Only)
Talent Selection System Training (Leaders Only)
KRONOS Timekeeper
Online Redform Reporting
Patient Safety 101
Time Entry
Just Culture for Managers (Leaders Only)
Get SMART with your Goals Webinar
Workplace Violence
Manager Zone set-up and access
Employee Self-Service access
Website Access
Review standards/competencies and how to apply in new role.
Review the Q12 Employee Engagement and the current Impact Plan
HFHS University Access
HENRY Website access (Click on the small blue “e”) -System locations and departments
-Policies
HR Connect
-Performance Management link -Employee Engagement link -Employee Information
Performance Management Process (Access HR Connect/performance Management link) Goal-Setting Discussion Guide
Mid-Year Performance Discussion Guide Annual Performance Discussion Guide
Discuss department and position specific on-going education & training: … to maintain or increase their competency
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… is specific to the needs of the patient population served by the hospital
… that incorporates the skills of team communication, collaboration, and coordination of care
… includes information about the need to report unanticipated adverse events and how to report these events … fall reduction activities
… that addresses how to identify early warning signs of a change in a patient’s condition and how to respond to a deteriorating patient, including how and when to contact responsible clinicians
30DAYCHECK-IN
Meet with your supervisor to check-in with your progress.
Discuss current progress and accomplishments for each competency and performance and development goals.
Suggested Questions:
o Has this job met your expectation?
o Do you have the tools and equipment you need to do your job? o What areas do you feel you need more training?
o Which of your co-workers have been especially helpful to you?
o Do you know where to obtain information about news in the department and the system? o Tell me about some of your successes during your first 30 days.
o Describe any frustrations you have experienced so far. o If you could change one thing here what would it be? o What areas of your work would you like more feedback?
o Are there things you did at your previous employer that might be helpful to us here? o Is there anything about your job that you are uncomfortable with?
60DAYS
Complete AIDET World Class Service Training 60DAYCHECK-IN
Meet with your supervisor to check-in with your progress.
Discuss current progress and accomplishments for each competency and performance and development goals.
90DAYS
New Leader Academy (Leadership only)
Performance Management for Managers (Leaders Only)
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90DAYCHECK-IN Meet with your supervisor to check-in with your progress.
Discuss current progress and accomplishments for each competency and performance and development goals.
180DAYS
Renewal Training (All employees) Complete Talent Profile (Leaders Only)
Create Individual Development Plan (All Employees)
Complete your Introductory Performance Plan & Review as required. 180DAYCHECK-IN
Meet with your supervisor to check-in with your progress.
Discuss current progress and accomplishments for each competency and performance and development goals
Congratulations! You have completed the first 180 days of your on-boarding journey.
I certify by signing this document that I am verifying this individual has demonstrated a satisfactory level of competency in performing his/her job as it relates to each of the topics listed above.
Signature – Department Manager Completion Date
I certify by signing this document that I have been fully oriented to each of the topics listed above within 180 days of hire.
20
Tool E: Scripting for Meet and Greet
Receiving Manager’s Script
Meet and Greet
Talking Points
Timing
Welcome:
•
Acknowledge
•
Introduce
Yourself
•
Duration
Welcome (Name of Employee),
My name is (Name of Manager), and I am the
(Manager’s Title) for (Name of Department).
I’m looking forward to our next hour together
getting to know each other better and giving you
a chance to learn more about our work here and
the opportunity we have for you to join our team.
2 Minutes
•
Explain
Getting to Know Each other
Why don’t we start by getting to know each
other better? Tell Me About Yourself.
(
The Manager should take some notes that
would be helpful in writing a Letter to the Staff
introducing the new employee.)
Let me tell you a little about me personally.
(
Discuss your work history, talk about your
personal life (hobbies, family) and outline your
leadership style)
Describe the Position and Work Environment
Let me briefly described the position (
Discuss
the job, the hours, equipment used, your
expectations, etc.)
Do you have any questions regarding the
position?
Working Together and with the Team
Let’s talk a little bit about our work environment
and how the team works together. (
Describe
how the team interacts with each other.)
Tell me about your work style and the
environment that best fits your needs.
How do you like to be recognized?
21
Tour of Area (if Meet & Greet is at New
Location)
Take the employee on a tour of the department
introducing him/her to some of the members of
the team.
(
Return to your office or conference room
)
Summary of Tour and Questions
Let me summarize the job, working hours, etc.
Is there anything we have not covered today?
Do you have any additional questions for me?
Buddy
To ensure you have the very best start to your
transition, we would like to ask one of your
co-workers to assist you in your first few months
with us. Can you describe what type of person
might be the most helpful to you during your
transition?
Business Unit Orientation
We hold orientations for new employees to
Name of Organization. Based on your start
date, we have scheduled you to attend
orientation on Date and Time of Orientation.
20 Minutes
•
Thank You
Thank you (Name of Employee) for spending
time with me today. I am looking forward to
working with you and can’t wait for you to join
our team on (Start Date) at Start Time).
If you have any questions or need additional
information prior to (Start Date), please do not
hesitate to call me on (Phone Number). (
Give
the employee a business card if you have one
available.)
If you cannot reach me for some reason, please
contact (Name of H.R. Business Partner) and
she/he will be happy to help you.
22
Tool F: Welcome Letter
Overview:
This tool provides managers with a template for a welcome letter for new
employees to demonstrate unit support. This letter can be revised/modified as desired.
Suggestions:
Use the welcome letter template or enhance your message by writing a personalized
message welcoming the new employee to your department. Phrases you might want to
incorporate include the following:
I would like to extend a cordial welcome to you from all of our staff as you join the
department.
We are fortunate that you will be joining our team.
We are delighted to have you join our department!
We are confident that you will make valuable contributions to our team.
We look forward to working together with you to serve our patients.
Your prior experience as [prior role] will be a
valuable asset to our department.
Ideally, letters signed by the manager should be mailed home to new employees one to
two weeks prior to their start date; frontline staff may also sign.
23
SAMPLE WELCOME LETTER
[New Hire Name]
[Address]
[City State Zip]
[Date of letter]
Dear [New Hire],
Congratulations and thank you for choosing to join our team! I would like to extend a
warm welcome to you from all of our staff as you become a member of [department/unit
name]. We look forward to working together with you to serve our patients and we are
confident that you will make valuable contributions to our team.
Sincerely,
24
Tool G: New-Employee Announcement
Overview:
This tool provides managers with a template for an announcement informing
staff of their new co-worker. This announcement can be revised/modified as desired.
Take notes at your “Meet and Greet” Meeting regarding your new employee so that you
can customize this letter with relevant information regarding your new employee.
Suggestions:
This template may be used as is or you may customize based on your
department needs. See Sample on following Page.
25
SAMPLE NEW EMPLOYEE ANNOUNCEMENT
[Date of announcement]
Dear [department name] team:
I am delighted to announce that [new employee’s name] is joining our department as [job
title of new employee] on [start date]. In [his/her] new role, [new employee’s name] will
be responsible for [highlight job responsibilities]. [new employee’s name] is joining us.
We are excited to have [employee name]’s expertise and experience on our team.
During the orientation process a “buddy” will be assigned to [new employee’s name].
Many of you will be involved in assisting the “buddy” in training our new colleague to
become a productive member of our work team. Thank you for your willingness to support
and assist our new team member in becoming a fully engaged member of our team.
Please make a point of welcoming [new employee’s name] to our department on [his/her]
first day and do everything you can to make [him/her] feel welcome.
Sincerely,
26
Tool H: Performance and Development Planning
All new employees will complete a 6-month introductory period. Depending upon the employee’s hire date will
determine which introductory process to follow as shown below:
January – July Hire Date
Upon hire, your new employee will receive their
Performance & Development
form for the current year
located in their online performance management inbox.
Meet with your new employee as part of their orientation plan. Review their competencies, discuss
their job description and enter some performance and developmental goals.
Complete the Goal Setting and Mid-Year steps as appropriate to bring the form to current status.
August – December Hire Date
Upon hire, the manager is recommended to create and complete the online
Introductory Performance
& Development
form for your new employee. The same form is used for both leaders and employees.
Review competencies/standards, discuss their job description and to input one or two performance and
development goals.
Complete the Introductory Performance and Development Review in December
.
27
Accessing & Using the Introductory Performance & Development Form
1.
Click the
Performance
tab.
The
Performance
page displays.
2.
Click onto your new employee’s
Introductory Performance Development
form to discuss with your
employee.
3.
Enter the
New Employee
performance goal and at least one development goal.
4.Click the Send To Next Step button.
5.
Schedule time to meet with your new hire and review the competencies and performance goals
during their introductory period.
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Face-To-Face Review
: Upon completion of your new employee’s 180 day introductory period, use their
form to complete the introductory period review and discussion with your employee. At this time, rate
each competency and enter any comments you may have specific to performance and development
opportunities.
1.
Open your PM inbox and click the introductory review form. Select the appropriate section (team
member standards of excellence or leader competencies) and choose a rating for each competency.
(This form will not calculate an overall score)
2.
Add comments for each of the Performance and Development goals. Performance and Development
goals are not rated during the introductory period.
3.
Add the date of your Face-to-Face meeting with the employee.
4.
Check off the appropriate boxes under The Joint Commission/OSHA section of the form when
applicable.
5.
Check off the completed introductory period box.
6.
Select the Send to Employee so they may add their comments to the plan.
7.
Employee opens their PM inbox and clicks the Introductory Review to complete their comments.
8.
Employee selects the Send to Manager button.
9.
Manager and Employee will meet to discuss performance during the introductory period, discuss
future goals and next steps.
10.
The Manager selects the Introductory Review Complete button.
11.
The form returns to the employee for their electronic signature.
12.
Employee clicks the “Sign” button.
13.
The form returns to the manager for their electronic signature and completion of the review.
14.
A copy of the review form goes to both the manager’s Completed Folder and to the employee’s
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Tool I: Discussion Guide for Manager
– First Week/30 day/60 day/90 day/180 Day Check-ins
Overview:
This tool equips managers with questions to “jump-start” more meaningful
discussion during their check-in meetings with new employees at the end of their first
week of redeployment.
Check-in discussions will help managers and new employees develop a positive working
relationship and provide an opportunity for managers to identify and address ongoing
on-boarding problems.
These conversations, which should take place after new employees have completed
their first week and first 30, 60, 90, and 180 days, help to surface new employees’
concerns and assess the unit/department’s on-boarding performance. Schedule these
meetings on both of your calendars during the first week meeting. To track new
employees’ integration into their unit/department and ensure that their concerns are
being resolved, it is necessary to ask the same baseline questions during each meeting.
Use your new employee’s
Introductory Checklist
to document these check-in
discussions.
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Discussion Guide for Manager – First Week/30 day/60 day/90 day/180 day Check-ins
Overview:
This tool equips managers with questions to “jump-start” more meaningful discussion during their
check-in meetings with new employees at the end of their first week of employment at their new site. These
discussions should help managers and employees develop a positive working relationship and provide an
opportunity for managers to identify and address ongoing on-boarding problems. New employee feedback
collected during these conversations should also be aggregated, analyzed, and used to improve unit and hospital
on-boarding processes.
Additional Documents for conversation: What Matters Most – From Love Em or Lose Em
Initial (First week) Check-In
1. Which team members have you met this week?
Have you been introduced to [assistant manager], [charge nurse], [secretary], and [peer buddy]? 2. What have our team members done to make you feel welcome?
3. If you had questions, was someone always available to answer them? Who has helped you the most?
4. What was the best part of your first week? Why did you enjoy that activity/experience?
If no answer to initial question, ask, “What activity did you find most interesting?” 5. What was the most challenging thing you had to deal with this week?
How could we have made that challenge easier to manage?
6. Is there anything that you think we should change to help new staff during their first week on the job here? Can you tell me more about why we should make that change?
7. Is there anything that we haven’t explained fully? 30 day Check-In
Find out from new employees what motivates them and what will make them stay on the job.
Tell me what has motivated you in past work? What has not motivated you in past work? What gets your “engine” going? What’s exciting to you about work? What will keep you excited here?
Get to know new employees as individuals.
Tell me about yourself? What do you like to do outside of work? What are your hobbies or interests? Ask questions about their interests/skills and why they accepted the position.
What do you think is interesting and exciting about your new job? How will it be a match for your interests? Your skills?
Ask them to tell you the work they feel they are best at, what they most enjoy doing, what they value, what they need to learn to work at their best, and the results they feel they can be expected to deliver.
What are your greatest strengths? How can we utilize your strengths on the job? What is going to be important for you to learn in the orientation and training process? What personal goals, if any, do you have for your new job? Show respect for their previous experiences and encourage them to provide insight and suggestions from a fresh
perspective.
How can we utilize your past experiences on the job? We also want to leverage your experiences from other jobs. This will be valuable as we continue to seek new ways to build our business.
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Suggested Activity #1 Title: Expectations Exchange
Objective: To ensure that expectations between the manager and employee are clear and to provide a forum for discussing issues/concerns regarding expectations, as well as job satisfiers. Materials: Information regarding expectations including: job descriptions, competencies, job bands, performance planning tools, or goals/objectives to aid in clarifying expectations. Timing: 30 – 45 minutes depending on the amount of discussion.
1. Explain the benefits of this "Expectations Exchange" discussion with your employee.
2. Clearly define what you expect from your employee, and ask what he/she expects from you and the team. 3. Use appropriate tools such as: job descriptions, competencies, job bands, performance planning tools, or
goals/objectives to aid in clarifying expectations.
4. Clarify what you expect them to be doing more of. . . less of. . .
5. Trade places and have the employee give you the same information from his/her point of view.
Close: Let the employee know that this type of expectation exchange is important and may require discussions periodically as assignments, tasks, and changes occur. Communicate that you are available to talk as questions and concerns arise. 60 day Check-In
New employees need all the support you and others can give them. Get them off to a good start by supplying direction, introductions, and orientation. As they progress on the job, keep checking back to see if all is going well. Demonstrate that, if you had to do it all over again, you’d still hire them. If new employees do not have an informative orientation, what can go wrong? They can have a major disconnect, that's what. They can disconnect with:
You or their co-workers. The job itself.
The organization (work environment, norms or values).
You can prevent all three types of disconnects by taking a few preventive steps. You'll notice that each step requires chatting with the new employee often, asking powerful questions and providing support in every way you can.
Connect to You and to Co-workers: There is no better way to predict retention and engagement than to assess the links that new hires establish with their manager and colleagues. Ask in early, ongoing conversations:
How are you getting along with your other team members? Are there introductions to other colleagues you'd like me to make?
So far, what leads you to believe that you've made the right choice in accepting this job? Is there anything that might lead you to question your choice?
What will it take to keep your energy? What do you need to stay interested and involved in the team? What do you need me to do more of, less of? How can I support you as you get acclimated?
Connect to the Job: Ask questions like these to be sure your new talent is doing the work they love:
How does the job measure up to what we promised so far? Where are we on or off track? How might we course correct?
What other interests would you like to explore, either now or over time?
What do you find most challenging about the job? What is not challenging enough about it? How can I help you fine tune this job over time?
Connect to the Organization (environment, norms, values): Now they're on board. One month into the job, they're wondering who or what they joined. Are their values and yours compatible? Ask questions early on like these:
What have you learned about our organization that surprises you (either good, or not so good)? How does the work pace and schedule work for you? Is there anything we need to adjust?
How is our organization the same or different from your last employer? What do you miss most? Least? How can I help you get more of what you want from this workplace? We want you to be happy here!
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Message: “You’re a valued member of our team and organization. I want to be sure that we’re doing everything we can to help you be satisfied and productive…so let’s spend a few minutes talking about that.”Suggested Activity #2 Title: Stay Conversation
Objective: To get a "pulse" on your new hire's satisfaction on the job.
Materials: Stay Conversation Questions for your employee to complete prior to the meeting. Time: 20 minutes.
State: Now that you have been part of the team for a few weeks (months), I would like to connect with you to see how it's going. Let's discuss your answers to the Stay Conversation Questions.
Stay Conversation Questions: What Keeps You...charged up? tuned in? energized? 1. What's been your best day on the job so far? Why?
2. What do you need most from work? Is the job delivering? 3. If you won the lottery, what would keep you from quitting?
4. What roadblocks are getting in your way? What can I do to help remove them? 5. What would you like more of in our work relationship? less of?
6. As your manager, what is an action I could take to strengthen our working relationship? 90 day Check-In
Can your new team member answer the following statements: I can describe what is expected of me.
I can describe the responsibilities of the people I work with most frequently. I know where to find the most important policies and procedures.
I know some of the “unwritten rules” around here. I know what it takes to move ahead in this organization. I know how my work is measured.
I know who to go to with questions. Ask your new team member:
What keeps you—what contributes the most to your job satisfaction?
What talents or skills do you have to contribute that I’m not aware of or haven’t recognized? Are you recognized for your accomplishments?
Do you feel challenged in your work? Are you getting enough feedback?
What aspects of your job do you like best.. least?
What are you struggling with? What would make your life easier? 180 day Check-In/Conclusion of Orientation
Can your new team member answer the following statements: I can describe what is expected of me.
I can describe the responsibilities of the people I work with most frequently. I know where to find the most important policies and procedures.
I know some of the “unwritten rules” around here. I know what it takes to move ahead in this organization.
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I know how my work is measured. I know who to go to with questions. Ask your new team member:
What keeps you—what contributes the most to your job satisfaction?
What talents or skills do you have to contribute that I’m not aware of or haven’t recognized? Are you recognized for your accomplishments?
Do you feel challenged in your work? Are you getting enough feedback?
What aspects of your job do you like best.. least?
What are you struggling with? What would make your life easier? Throughout Orientation
Goal Setting:
How can we help you develop on-the-job? What are your current job and career goals? What can I do to support them?
What makes for a great day?
What do you need most from your work? Does the job deliver? Development:
What can we do to make your job more satisfying? What can we do to support your career goals? What can we do to keep you here?
What about your job makes you jump out of bed in the morning? What makes you hit the snooze button?
If you were to win the lottery and resign, what would you miss the most?
What would be the one thing that, if it changed in your current role, would make you consider moving on? If you had a magic wand, what would be the one thing you would change about this department?
If you had to go back to a position in your past and stay for an extended period of time, which one would it be and why?
What would you miss if you left this job?
What did you like best about other jobs you’ve had? Recognition:
Do you get enough recognition? Individual/Personal:
How do you most like to spend time outside of work?
What do you love to do? What energizes you at work? What are you passionate about at work? What gives you a “kick” at work?
What are things at work that constrain your passion?
