Loading...
Recommended Citation
Safranski P, Hartmann N. Anathema! Virtual Onboarding Strategies, Cost Savings with Satisfaction. Nurse-driven Innovations in Care Redesign and Delivery poster presentation at Elevating Nursing Excellence: Purpose, Profession, Passion; Advocate Health Midwest Region Nursing Research & Professional Development Conference 2024; November 13, 2024; virtual.
Presentation Notes
Nurse-driven Innovations in Care Redesign and Delivery poster presentation at Elevating Nursing Excellence: Purpose, Profession, Passion; Advocate Health Midwest Region Nursing Research & Professional Development Conference 2024; November 13, 2024; virtual.
Abstract
Introduction and Context
Pandemic experiences accelerated use of virtual processes to onboard and train nursing staff (McCrea, Leathers, Heitman, Hawkins, Abbott and Opsahl, 2021). Leaders remained resistant to virtual options citing fear, lack of technology, need to connect with teammates, and need to meet learning preferences.
A regional float pool needed a flexible onboarding program due to department expansion. Senior leadership tasked leaders to improve financial efficiencies, minimize travel, and use virtual meetings with existing technologies.
Implementation Strategy
Leaders created a virtual onboarding program using Microsoft Teams. Program evaluation took place using Forms. Convenience samples included leaders and newly hired teammates. Implementation started in November 2023 until May 2024.
Outcomes and Impact
Virtual onboarding decreased costs by $23,000 over 15 days for 43 new teammates. Leaders saved 4 hours, 60 hours per leader, and 300 hours for 5 leaders. Hours were returned to other work; 2 hours had been spent in travel, 30 hours over 15 days. Cost traveling was eliminated. Teammates saved 2 hours. Teammate time was transferred to income generating hours, 86 hrs.
Of 43 new teammates, 41 (95%) had adequate technology, and 95% were very confident or confident they met their leadership team. Of 42 responses, 100% were very prepared or prepared to start, and 69% were very satisfied or satisfied with virtual onboarding. Four leaders were very satisfied or satisfied with virtual onboarding: 1 preferred in-person.
Insights
Virtual onboarding increased technology use, a strategic goal: impact was not explored in this project. Most leaders preferred virtual versus in-person, however, leader burden from a virtual approach was not considered.
Implications
Time and cost savings suggest a virtual onboarding program meets one department’s continued growth needs: return on investment and statistical analysis is needed. Leader burden and impact needs further study.
Document Type
Poster
Publication Date
11-13-2024
Anathema! Virtual Onboarding Strategies, Cost Savings with Satisfaction
Introduction and Context
Pandemic experiences accelerated use of virtual processes to onboard and train nursing staff (McCrea, Leathers, Heitman, Hawkins, Abbott and Opsahl, 2021). Leaders remained resistant to virtual options citing fear, lack of technology, need to connect with teammates, and need to meet learning preferences.
A regional float pool needed a flexible onboarding program due to department expansion. Senior leadership tasked leaders to improve financial efficiencies, minimize travel, and use virtual meetings with existing technologies.
Implementation Strategy
Leaders created a virtual onboarding program using Microsoft Teams. Program evaluation took place using Forms. Convenience samples included leaders and newly hired teammates. Implementation started in November 2023 until May 2024.
Outcomes and Impact
Virtual onboarding decreased costs by $23,000 over 15 days for 43 new teammates. Leaders saved 4 hours, 60 hours per leader, and 300 hours for 5 leaders. Hours were returned to other work; 2 hours had been spent in travel, 30 hours over 15 days. Cost traveling was eliminated. Teammates saved 2 hours. Teammate time was transferred to income generating hours, 86 hrs.
Of 43 new teammates, 41 (95%) had adequate technology, and 95% were very confident or confident they met their leadership team. Of 42 responses, 100% were very prepared or prepared to start, and 69% were very satisfied or satisfied with virtual onboarding. Four leaders were very satisfied or satisfied with virtual onboarding: 1 preferred in-person.
Insights
Virtual onboarding increased technology use, a strategic goal: impact was not explored in this project. Most leaders preferred virtual versus in-person, however, leader burden from a virtual approach was not considered.
Implications
Time and cost savings suggest a virtual onboarding program meets one department’s continued growth needs: return on investment and statistical analysis is needed. Leader burden and impact needs further study.
Affiliations
Midwest Internal Travel Pool and Wisconsin Float Pool