The Onboarding And Training Process

Healthcare managers must always be prepared to confront new challenges and changes to be able to have a competitive edge in the healthcare industry. As a new manager, I realize that my efficiency in handling things in the beginning won’t be excellent. I say this because like any job, it will take time to understand my role as well as all my new responsibilities. Personally, I am not that great in handling change, so I may resist the idea of change at first. Knowing that this can happen, I would have myself undergo transitional training beforehand to gain the knowledge and experience required.

The most challenging area Mrs. Dukes faces is staffing. For a well- developed health care system, sufficient, highly motivated and skillful employees are essential components (Saleem, 2015). It is important that we remember people are the most important and valuable asset of an organization. Every position is an important position and it takes skillful and effective people to fill those spots. “Staffing is the managerial function concerned with the procurement and maintenance of human resources” (Dunn, 2010). Having the right staff members is key in running an organization. If you hire individuals who are

In a recent TNA meeting, held on September 11, 2014 at Lincoln Memorial University, members discussed many factors that enhance the workplace environment as well as many ways to help deliver excellent care in the most

Once an employee attends New Hire Onboarding and the manager has requested the new employee to become registered with NMLS due to the job responsibilities including originating mortgage loans, the following steps must be completed:

The Health industry is a fast paced, stressful, and very crucial field. Therefore, it is important to make sure positions are staffed with the most highly qualified, motivated, and capable employees. Nursing enrollment dropped and made competition more difficult because thousands of hospitals were competing for the same employees. The main reasons that employees choose to stay at an organization are job satisfaction, rewards, work relationships, and commitment (Mathis, Jackson, & Valentine, 2014). Alegent Health realized that they needed to strengthen those attributes with their employees if they want to keep them happy and employed at their medical centers.

I am not currently in field so I will discuss my orientation process of my current job. When I begin my employment with the court system a year and half ago I was not given in formal manual on the duties of my job but there was a six-week hand on boarding process. These processes include me shadowing my colleague to learn her process to prepare and conduct court. This extensive onboarding process definitely made me feel prepared to do my job. This onboarding process also help to reassure that while I may have not known the specific policies regarding the courts, I did however have an extensive body of knowledge accumulate through work experiences about substance abuse and dual diagnosed clients.

There are many different customized onboarding processes based on the job title the employee is going into. For example, when I began with the company nearly 16 years ago, the onboarding process was a lengthy 6 week process. It incorporated information from many aspects of the company. Onboarding began with understanding the history and organizational culture of Wells Fargo and moved into the needs and expectations of the career. It would have been very easy to experience information overload. Many new hires in the onboarding process, like me, did feel overloaded to some degree. The amount of information we were trying to capture with regard to procedural information, regulatory expectations, company policies, leaderships expectations, and organizational culture was a lot for a new employee. I found that even as eager as I may have been to learn, it was a lot to take in within the short

It is imperative that the new graduate nurse cohort be given a full immersion into the organizational culture, a quality orientation program, and to feel welcomed into their departments to foster embeddedness early in the program (Reitz, 2014). To facilitate this, the program will begin with a welcoming gathering for their inauguration. This gathering will be designed to introduce the new graduates to organizational leaders, former graduates, and new graduates within their cohort in order to begin the building of relationships. Specific department leaders, supervisors, and team leaders will be invited to attend to support and welcome the new graduates, and to foster buy-in by department leaders.

MacLellan, Levett-Jones, & Higgins (2016) found that lack of support as one the challenges new NP’s reported which is when the senior NP’s knowingly withhold information that would have been helpful and or the refusal to guide the new NP when guidance is needed. Another was a power struggle between nurses, new NP’s and senior NP’s which creates a stressful environment for the new NP who is trying to survive. New NP’s are already coming into employment feeling insecure, anxious, and overwhelmed, so any unnecessary challenges by the senior NP’s or other healthcare providers only contribute to the factors that hinder a successful transition role. As an employee retention program, many companies, schools, and healthcare organizations have established a mentoring program, and the purpose of a mentor is to provide guidance and support to a mentee such as a new NP practitioner in order to reduce the uneasy feeling of entering a new chapter of personal, professional or academic life changes (Mijares, Baxley, & Bond,

Even though the results of the surveys utilized were satisfactory, the researcher thinks that providers still need to work on developing skills to their health care staff to build confidence for the future challenges. This will help to boost the organizational work culture and to face challenges confidently and effectively.

Good morning! We are going to do something new and fun with our monthly luncheons here in Stillwater! We are going to start scheduling the luncheons to fall on the week of onboarding, but now here comes the fun part… I will draw a name out of a bag of all STW employees, and the person that I draw gets to pick what restaurant we will order from!

When the company has a new hire we want to get them off to a good start, by with a firm foundation for good employee relationship during the hiring process and first week on the job. (How to keep new employees productive & engaged. ., 2015). This is done by letting the new hire know if they are doing a good job, recognized accomplishment and encourage initiative and new ideals. These are some of the ways to keep the employee

Together these make up the intellectual capital of an organization, but the most important of the three groups is human capital.

The new hires are exposed to history, values, principles, mission and culture of the company, and emphasized on team work and sometimes customer service

In the past when an employee was hired, onboarding consisted of filling out paperwork for Human Resources and selecting insurance options. In today’s dynamic workplace environment, effective onboarding is important to get employees up to speed and productive at a much faster pace while ensuring the new hire is happy and satisfied in their new position. Tools such as onboarding checklists and on-line forms are the norm. Effective on-boarding is a process that is beneficial to the employer and the employee.