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Recommended Citation
Shafer P, Hackelberg C. Coming out of COVID: Resuscitating live onboarding. Professional Development podium presentation at Empowering Nursing Excellence: Recognizing the Value and Impact of Nurses, Advocate Health Midwest Region Nursing Research & Professional Development Conference 2023; November 15, 2023; virtual.
Presentation Notes
Professional Development podium presentation at Empowering Nursing Excellence: Recognizing the Value and Impact of Nurses, Advocate Health Midwest Region Nursing Research & Professional Development Conference 2023; November 15, 2023; virtual.
Abstract
Background: Effective onboarding and orientation processes are critical for successful new hire engagement and retention. The COVID-19 pandemic caused disruption in the established in-person onboarding process leading to inconsistency and fragmentation. Evidence suggests that structured and supported on-the-job training is the most effective onboarding strategy (Frogeli et al., 2023). A program make-over was needed.
Purpose: To redesign the onboarding and orientation process for new nurses with effective and efficient process to address issues and increase satisfaction.
Method: Nursing Professional Development (NPD) Staff collaborated with the hospital and unit managers to gather input and redesign the on-boarding process for new hires. A nurse leader survey identified issues including inconsistent start dates, delays in scheduling new staff into orientation courses, inconsistent orientation materials, difficulties with computer and badge access. The team determined that many of the issues were caused by lack of structure and reliance on electronic communication. Hybrid onboarding courses were replaced with bimonthly weeklong in-person orientation classes with set start dates and essential resources, safety, quality information, badges and computer access given on Day One. Lastly, scheduled onboarding simulation courses were attend the first week eliminating missed material.
Results: Leader interviews revealed increased satisfaction related to new teammates “up and running” faster with fewer computer access complications. New hire surveys revealed that the new structure was organized and informative and supported them to gain an understanding of hospital culture, operations, resources, and standard expectations.
Conclusion: The NPD collaborated with nurse leaders to redesign the onboarding process to identify and address issues and improve satisfaction. Next step to evaluate effectiveness and retention.
Document Type
Oral/Podium Presentation
Publication Date
11-15-2023
Coming out of COVID: Resuscitating live onboarding
Background: Effective onboarding and orientation processes are critical for successful new hire engagement and retention. The COVID-19 pandemic caused disruption in the established in-person onboarding process leading to inconsistency and fragmentation. Evidence suggests that structured and supported on-the-job training is the most effective onboarding strategy (Frogeli et al., 2023). A program make-over was needed.
Purpose: To redesign the onboarding and orientation process for new nurses with effective and efficient process to address issues and increase satisfaction.
Method: Nursing Professional Development (NPD) Staff collaborated with the hospital and unit managers to gather input and redesign the on-boarding process for new hires. A nurse leader survey identified issues including inconsistent start dates, delays in scheduling new staff into orientation courses, inconsistent orientation materials, difficulties with computer and badge access. The team determined that many of the issues were caused by lack of structure and reliance on electronic communication. Hybrid onboarding courses were replaced with bimonthly weeklong in-person orientation classes with set start dates and essential resources, safety, quality information, badges and computer access given on Day One. Lastly, scheduled onboarding simulation courses were attend the first week eliminating missed material.
Results: Leader interviews revealed increased satisfaction related to new teammates “up and running” faster with fewer computer access complications. New hire surveys revealed that the new structure was organized and informative and supported them to gain an understanding of hospital culture, operations, resources, and standard expectations.
Conclusion: The NPD collaborated with nurse leaders to redesign the onboarding process to identify and address issues and improve satisfaction. Next step to evaluate effectiveness and retention.