We are making a positive impact to create consistent structures in our recruitment and retention process. This R&R learning collaborative is very beneficial in our approach to “create clear story about your organization for staff, patients, partners, etc.,” and lots more to learn going forward.
Most recently, we have launched our new website which showcases our integrated healthcare module. In addition, all new hires/locums experience a “day zero” on-boarding experience where we mail out an innovative viewfinder (yes old school toy) with our mission and values and services one week prior to commencement of employment. In a separate mailing, each new hire/locum receives a personalized card signed by the CEO with a $100 visa gift card “to help stem the tide during their time of transition, or just use it to treat self to something special to celebrate their new chapter”.
We are just getting started … when they arrive to start employment the next week they know who and what we are as a mission-based FQHC.
From day one there is no 90-day probation period as we expect essential behavioral competencies of accountability, customer focus, teamwork, ethical, respect, communication and cultural sensitivity. Our new expanded orientation & on-boarding experience during the first week of employment combines Human Resources & various program presentations which goes beyond forms and mandatory training.
In improving our consistent structure process to align with mission and values, on-boarding involves a brief overview presentation from various internal departments, understanding community social determinant healthcare, integrated healthcare, bias and strength-finder assessments, empathy discussion, EPIC 101 back to basics, external luncheon with administration, and finishes the week with an interactive presentation by CEO with “our story”. Week 2 employee is released to assigned department with a structured “soft ramp-up” for manager/department on-boarding through the first 100 days. It’s a work in progress and open to suggestions.
Next steps is to move towards a continuous performance process, professional development/LMS opportunities, retention, and focus on the employee experience to promote access to quality integrated health services.
We are making a positive impact to create consistent structures in our recruitment and retention process. This R&R learning collaborative is very beneficial in our approach to “create clear story about your organization for staff, patients, partners, etc.,” and lots more to learn going forward.
Most recently, we have launched our new website which showcases our integrated healthcare module. In addition, all new hires/locums experience a “day zero” on-boarding experience where we mail out an innovative viewfinder (yes old school toy) with our mission and values and services one week prior to commencement of employment. In a separate mailing, each new hire/locum receives a personalized card signed by the CEO with a $100 visa gift card “to help stem the tide during their time of transition, or just use it to treat self to something special to celebrate their new chapter”.
We are just getting started … when they arrive to start employment the next week they know who and what we are as a mission-based FQHC.
From day one there is no 90-day probation period as we expect essential behavioral competencies of accountability, customer focus, teamwork, ethical, respect, communication and cultural sensitivity. Our new expanded orientation & on-boarding experience during the first week of employment combines Human Resources & various program presentations which goes beyond forms and mandatory training.
In improving our consistent structure process to align with mission and values, on-boarding involves a brief overview presentation from various internal departments, understanding community social determinant healthcare, integrated healthcare, bias and strength-finder assessments, empathy discussion, EPIC 101 back to basics, external luncheon with administration, and finishes the week with an interactive presentation by CEO with “our story”. Week 2 employee is released to assigned department with a structured “soft ramp-up” for manager/department on-boarding through the first 100 days. It’s a work in progress and open to suggestions.
Next steps is to move towards a continuous performance process, professional development/LMS opportunities, retention, and focus on the employee experience to promote access to quality integrated health services.