Improving and Standardizing New Employee Orientation

Team members created a survey and sent it to each employee hired within the last 12 months. The purpose of the survey was to discover whether the employee believed his or her orientation was adequate and to ask what topics were not covered during orientation that would have improved the employee's readiness for work. The team used a process map to visualize the current orientation process. The topics on the process map were reviewed, waste was removed, and missing topics were added to the map. The individual items in the process were reorganized to distinguish who was responsible for training in each topic. The result was put into a table (attached in QI Tools) that shows the current (old) process and the future (new) process. Completing the process map led to creating a new orientation checklist. The topics were arranged by presenter. Many training topics were available electronically, and staff set up a training station at which the new employee could find and complete all of the required trainings. A meet-and-greet session was added, in which the new employee spends 15 minutes with each manager and receives a short introduction to each program offered by HCHD. Over time, many PDSA improvement cycles have been made based on employee and manager feedback. An orientation calendar was created, and staff who provide training are asked to schedule their training topics during a 2-week period devoted to orientation. Orientation dates are specified for the entire calendar year, and newly hired employees are brought on board on only the specified new hire dates. Training topics are now directly tied to the Workforce Development Plan. The plan includes a learning system schedule with all required training topics and time frames for completion. Hyperlinks in the learning system schedule allow staff to locate online trainings. New employees are helped to set up accounts and passwords during orientation, which enable them to complete modules independently, either at their own desk or at the training station.

Over the last year, staff elicited feedback by "rounding" with newly hired employees about 1 month after they start. During rounding, the new employee is asked whether he or she has any suggestions or comments about the orientation process. This feedback has been highly positive, and suggestions for improvement are discussed and often implemented. Employee orientation began as a two-step checklist (finance and human resources). The current process checklist contains training and topics provided by seven individuals, plus a short meet-and-greet session with seven departments. Before the new employee's start date, 20 items are completed, ensuring a smooth transition into employment—the old checklist had 6 items. During the orientation period, 111 topics are covered, which includes all topics required to receive the HCHD U Diploma—the old checklist had 56 items, which were completed by 2 individuals. The office manager can audit the orientation checklist to ensure that all topics have been completed and to resolve any scheduling issues to ensure that 100% of newly hired employees receive all information required. HCHD U Diplomas are awarded upon completion.