1 00:00:00,000 --> 00:00:20,060 Hi and welcome to Be The Flagship with our podcast host Jeff Parsons. 2 00:00:20,060 --> 00:00:24,360 This is where we tackle the day-to-day talent management challenges you face, particularly 3 00:00:24,360 --> 00:00:27,000 in hospice and small healthcare organizations. 4 00:00:27,000 --> 00:00:28,760 And now over to our host. 5 00:00:28,760 --> 00:00:30,280 Take it away, Jeff. 6 00:00:30,280 --> 00:00:34,160 Hello everyone and welcome to Be The Flagship. 7 00:00:34,160 --> 00:00:41,320 This is your destination for insightful discussions on professional growth and workplace excellence. 8 00:00:41,320 --> 00:00:47,240 I'm your host Jeff Parsons and today we're delving into a topic crucial for both healthcare 9 00:00:47,240 --> 00:00:55,040 employers and employees, how to improve your onboarding process. 10 00:00:55,040 --> 00:01:01,200 In this episode we will be exploring the five C's of employee onboarding. 11 00:01:01,200 --> 00:01:02,800 What are the five C's? 12 00:01:02,800 --> 00:01:11,960 Well they are compliance, clarification, culture, connection, and check back throughout the 13 00:01:11,960 --> 00:01:13,480 onboarding journey. 14 00:01:13,480 --> 00:01:18,600 So grab your coffee and donut and let's dive into this enriching topic. 15 00:01:18,600 --> 00:01:20,760 But first a commercial. 16 00:01:20,760 --> 00:01:25,020 Are you struggling with a sales and marketing team that is out of alignment and is falling 17 00:01:25,020 --> 00:01:27,800 short in meeting your organizational objectives? 18 00:01:27,800 --> 00:01:29,240 We can help. 19 00:01:29,240 --> 00:01:33,160 Flagship Talent Solutions will work with your sales manager and the sales team through a 20 00:01:33,160 --> 00:01:37,320 coaching approach to ensure goal alignment and sales success. 21 00:01:37,320 --> 00:01:43,500 To learn more contact Jeff Parsons by email at jeff at flagshiptalent.com or by phone 22 00:01:43,500 --> 00:01:49,460 at 1-800-530-4189 extension 101. 23 00:01:49,460 --> 00:01:55,880 So let's kick things off with my first C, compliance. 24 00:01:55,880 --> 00:02:00,880 Ensuring new hires understand and adhere to organizational policies and legal requirements 25 00:02:00,880 --> 00:02:05,960 of course is fundamental, especially for hospice and small healthcare. 26 00:02:05,960 --> 00:02:11,320 How can your organization establish robust compliance frameworks during the onboarding 27 00:02:11,320 --> 00:02:12,320 process? 28 00:02:12,320 --> 00:02:13,640 Why should be included? 29 00:02:13,640 --> 00:02:20,680 Well we can start with HR policies of course, safety regulations of course, and other regulatory 30 00:02:20,680 --> 00:02:25,880 requirements that are specific to your healthcare industry. 31 00:02:25,880 --> 00:02:32,480 So what are some effective strategies for effective communication and training to ensure 32 00:02:32,480 --> 00:02:33,480 compliance? 33 00:02:33,480 --> 00:02:37,440 Well, make sure you have clear policies and procedures. 34 00:02:37,440 --> 00:02:42,320 Develop clear and concise policies and procedures that outline compliance expectations. 35 00:02:42,320 --> 00:02:47,720 Make these documents easily accessible to all employees. 36 00:02:47,720 --> 00:02:55,200 Use plain language to ensure that policies are easily understood by everyone in the organization. 37 00:02:55,200 --> 00:02:59,560 Understand when you're onboarding a new employee, they may be new to your industry. 38 00:02:59,560 --> 00:03:03,400 They may be new to your industry specific terms. 39 00:03:03,400 --> 00:03:09,280 So in your policies and procedures, avoid those four letter words or those acronyms, 40 00:03:09,280 --> 00:03:14,320 those letters that to you mean something, but to a new hire employee they don't mean 41 00:03:14,320 --> 00:03:16,900 anything or they confuse the new hire. 42 00:03:16,900 --> 00:03:22,040 And they feel awkward when they ask the question, so what is this? 43 00:03:22,040 --> 00:03:23,920 So don't put them in that spot. 44 00:03:23,920 --> 00:03:30,600 Make sure it's clear language, easily understood language, and language that can be understood 45 00:03:30,600 --> 00:03:37,440 by someone who has not been in your industry before. 46 00:03:37,440 --> 00:03:39,080 You can have training programs. 47 00:03:39,080 --> 00:03:42,800 You can implement comprehensive training programs that cover compliance requirements. 48 00:03:42,800 --> 00:03:45,040 And I know most of you do this. 49 00:03:45,040 --> 00:03:51,800 This can include in-person training sessions, online modules, or a combination of both. 50 00:03:51,800 --> 00:03:57,920 I've seen especially hospices I've been associated with in the past. 51 00:03:57,920 --> 00:04:04,080 They utilize online modules oftentimes to complete the compliance training for their 52 00:04:04,080 --> 00:04:06,560 new hire employees. 53 00:04:06,560 --> 00:04:12,120 Use engaging and interactive training methods to keep employees interested and facilitate 54 00:04:12,120 --> 00:04:15,360 better retention of information. 55 00:04:15,360 --> 00:04:20,080 So make your training programs engaging. 56 00:04:20,080 --> 00:04:25,120 Keep the interest of the person involved in the training programs. 57 00:04:25,120 --> 00:04:30,680 Going back to the online modules again, you know, sometimes we back up a new hire start 58 00:04:30,680 --> 00:04:35,560 date until we have our next orientation sessions. 59 00:04:35,560 --> 00:04:41,400 And all we're doing is creating a bottleneck in the hiring and onboarding process. 60 00:04:41,400 --> 00:04:48,360 If you had more online training modules or look for alternative methods for accomplishing 61 00:04:48,360 --> 00:04:54,320 your compliance goals, then perhaps you could start an employee sooner and you could expedite 62 00:04:54,320 --> 00:04:58,240 the onboarding process for your employees. 63 00:04:58,240 --> 00:05:00,400 So keep that in mind. 64 00:05:00,400 --> 00:05:01,400 Regular updates. 65 00:05:01,400 --> 00:05:06,160 Keep employees informed about changes in your regulations, in your policies, in your procedures 66 00:05:06,160 --> 00:05:08,480 that may impact compliance. 67 00:05:08,480 --> 00:05:13,120 Regularly update training materials to reflect any modifications. 68 00:05:13,120 --> 00:05:20,400 And utilize a centralized platform or communication channel to disseminate updates efficiently. 69 00:05:20,400 --> 00:05:25,840 The worst thing you could have is a policy that's out of date, right? 70 00:05:25,840 --> 00:05:31,320 As it refers, you know, when I mention open communication channels, what I mean, establish 71 00:05:31,320 --> 00:05:38,160 open lines of communication between your employees and compliance officers or HR representatives. 72 00:05:38,160 --> 00:05:44,280 Encourage employees to ask questions and seek clarification on compliance matters. 73 00:05:44,280 --> 00:05:50,840 Foster a culture where employees feel comfortable reporting potential compliance issues without 74 00:05:50,840 --> 00:05:56,460 fear or reprisal. 75 00:05:56,460 --> 00:05:58,120 Scenario-based training. 76 00:05:58,120 --> 00:06:02,800 Create real-world scenarios in the training programs to help employees understand just 77 00:06:02,800 --> 00:06:08,400 how compliance principles apply to their daily tasks, why it's important, why it matters, 78 00:06:08,400 --> 00:06:14,000 what are, you know, what are the risks if they don't follow the procedures. 79 00:06:14,000 --> 00:06:19,580 Use case studies or simulations that mimic common workplace situations to reinforce the 80 00:06:19,580 --> 00:06:22,360 importance of compliance. 81 00:06:22,360 --> 00:06:29,000 Use autopsies, if you will, when you've had a compliance issue to tear it apart and understand 82 00:06:29,000 --> 00:06:35,880 why it occurred and get a better understanding of how you can prevent that from happening. 83 00:06:35,880 --> 00:06:39,680 Again, customized training for roles. 84 00:06:39,680 --> 00:06:44,040 Tailor your training programs to address the specific compliance requirements of different 85 00:06:44,040 --> 00:06:46,520 roles within the organization. 86 00:06:46,520 --> 00:06:54,000 Again, online training gives you the opportunity to customize the training depending on if 87 00:06:54,000 --> 00:07:02,880 you're an administrative employee, you know, or are you a registered nurse, as an example. 88 00:07:02,880 --> 00:07:06,460 Provide specialized training for managers and supervisors to help them understand their 89 00:07:06,460 --> 00:07:11,500 role in enforcing compliance within their teams. 90 00:07:11,500 --> 00:07:13,320 Use multimedia. 91 00:07:13,320 --> 00:07:19,640 Diversify your training materials by incorporating multimedia elements such as videos, infographics, 92 00:07:19,640 --> 00:07:22,240 and interactive presentations. 93 00:07:22,240 --> 00:07:26,000 This can enhance engagement and cater to different learning styles. 94 00:07:26,000 --> 00:07:27,000 We all are different. 95 00:07:27,000 --> 00:07:29,840 We all have different learning styles. 96 00:07:29,840 --> 00:07:35,360 And so if you use different approaches, different types of multimedia, then you have better 97 00:07:35,360 --> 00:07:43,120 odds at least of engaging your new hires in the compliance onboarding. 98 00:07:43,120 --> 00:07:44,840 Use regular assessments. 99 00:07:44,840 --> 00:07:49,600 Conduct regular assessments or quizzes to evaluate the employee's understanding of compliance 100 00:07:49,600 --> 00:07:50,600 requirements. 101 00:07:50,600 --> 00:07:55,620 This can help identify areas that may need additional focus or clarification. 102 00:07:55,620 --> 00:08:01,000 Use assessment results to refine and improve materials over time. 103 00:08:01,000 --> 00:08:09,840 You might use, you might consider testing to test their understanding of what they've 104 00:08:09,840 --> 00:08:16,160 read or what they've seen, you know, the training topics themselves. 105 00:08:16,160 --> 00:08:17,880 What about compliance champions? 106 00:08:17,880 --> 00:08:19,120 What do I mean by that? 107 00:08:19,120 --> 00:08:23,040 Well, identify and train compliance champions within the organization. 108 00:08:23,040 --> 00:08:28,820 These individuals can serve as go-to resources for their colleagues promoting a culture of 109 00:08:28,820 --> 00:08:31,960 support and understanding. 110 00:08:31,960 --> 00:08:37,440 Empower compliance champions to facilitate discussions or training sessions related to 111 00:08:37,440 --> 00:08:38,440 compliance. 112 00:08:38,440 --> 00:08:45,040 This is a fabulous way of developing other potential leaders within your organization. 113 00:08:45,040 --> 00:08:48,320 They get exposure to other parts of the organization. 114 00:08:48,320 --> 00:08:52,920 They become, if you will, you know, the go-to person for your new hires, perhaps mentors, 115 00:08:52,920 --> 00:08:54,360 coaches for your new hires. 116 00:08:54,360 --> 00:08:56,520 And again, it's a growth opportunity. 117 00:08:56,520 --> 00:09:02,980 You're developing a new hire, but you're also developing your compliance champions. 118 00:09:02,980 --> 00:09:04,920 Documentation and record keeping. 119 00:09:04,920 --> 00:09:10,240 It's a robust system for documenting employees completion of compliance training. 120 00:09:10,240 --> 00:09:14,240 This documentation serves as evidence of the organization's commitment to training and 121 00:09:14,240 --> 00:09:18,600 can be crucial in cases of audits or inspections. 122 00:09:18,600 --> 00:09:22,420 Maintain accurate records of training content, dates, and attendees. 123 00:09:22,420 --> 00:09:27,080 By combining these strategies, organizations can create a comprehensive approach to communication 124 00:09:27,080 --> 00:09:34,200 and training that effectively ensures compliance and fosters a culture of awareness and responsibility 125 00:09:34,200 --> 00:09:38,000 among all of your employees. 126 00:09:38,000 --> 00:09:42,920 Our second C is for clarification. 127 00:09:42,920 --> 00:09:50,500 Providing clarity about job roles, expectations, and organizational structure is essential 128 00:09:50,500 --> 00:09:53,100 for a smooth onboarding experience. 129 00:09:53,100 --> 00:09:59,400 How can employers ensure that your new hires have a clear understanding of their roles 130 00:09:59,400 --> 00:10:00,400 and their responsibilities? 131 00:10:00,400 --> 00:10:05,120 Well, you can start with a detailed job description. 132 00:10:05,120 --> 00:10:09,440 Provide detailed and accurate job descriptions during the hiring process. 133 00:10:09,440 --> 00:10:14,800 This document should outline the specific duties, responsibilities, and expectations 134 00:10:14,800 --> 00:10:18,040 associated with the role. 135 00:10:18,040 --> 00:10:26,760 Clearly communicate the goals and key performance indicators or KPIs associated with the position. 136 00:10:26,760 --> 00:10:33,200 I can't tell you how many job descriptions I've seen when I've been engaged to do recruiting, 137 00:10:33,200 --> 00:10:36,480 and I read the job description and I still don't know what the person is supposed to 138 00:10:36,480 --> 00:10:37,480 be doing. 139 00:10:37,480 --> 00:10:38,480 Right? 140 00:10:38,480 --> 00:10:43,400 So the job description should be written clearly so that the person has a good understanding 141 00:10:43,400 --> 00:10:49,560 of what the expectation is on a day-to-day basis. 142 00:10:49,560 --> 00:10:50,840 Onboarding documentation. 143 00:10:50,840 --> 00:10:55,320 Develop an onboarding package that includes comprehensive documentation about the new 144 00:10:55,320 --> 00:10:56,320 hire's role. 145 00:10:56,320 --> 00:10:58,080 This can include an organizational chart. 146 00:10:58,080 --> 00:10:59,440 How about that? 147 00:10:59,440 --> 00:11:05,520 Team structure and workflow diagrams include any relevant policies, procedures, or guidelines 148 00:11:05,520 --> 00:11:08,560 related to the new hire's responsibilities. 149 00:11:08,560 --> 00:11:13,600 Of course, if you're going to provide an org chart, make sure it's up to date. 150 00:11:13,600 --> 00:11:15,600 Pre-onboarding communication. 151 00:11:15,600 --> 00:11:19,360 Initiate communication with new hires before their start date. 152 00:11:19,360 --> 00:11:24,620 Send them an email or welcome package that outlines what to expect on the first day and 153 00:11:24,620 --> 00:11:28,960 provide an overview of their role. 154 00:11:28,960 --> 00:11:32,920 Encourage new hires to reach out with any questions before their start date. 155 00:11:32,920 --> 00:11:42,160 In other words, the onboarding process begins before their first day on the job. 156 00:11:42,160 --> 00:11:46,980 I talked to a person the other day and they were comparing experiences from their previous 157 00:11:46,980 --> 00:11:53,880 job to their new job and were just so impressed when their new manager reached out to them 158 00:11:53,880 --> 00:11:58,640 before they ever started to make sure everything was going okay, to tell them how excited they 159 00:11:58,640 --> 00:12:01,280 were, to have this person join their team. 160 00:12:01,280 --> 00:12:11,060 It really made a positive difference and left a positive impression for that person. 161 00:12:11,060 --> 00:12:15,660 Have a welcome orientation session. 162 00:12:15,660 --> 00:12:19,080 Conduct a thorough welcome orientation session on the first day. 163 00:12:19,080 --> 00:12:27,880 This session could include an overview of the company, its mission, values, its structure. 164 00:12:27,880 --> 00:12:32,200 Allocate time for managers or team leads to discuss the new hire's specific role, team 165 00:12:32,200 --> 00:12:36,640 dynamics, and the immediate expectations. 166 00:12:36,640 --> 00:12:42,180 Certainly include the new hire's direct manager because you want to establish that connection 167 00:12:42,180 --> 00:12:50,800 early and often, and bring in your more senior leaders and key stakeholders as well. 168 00:12:50,800 --> 00:12:54,120 They need to be modeling the right behavior. 169 00:12:54,120 --> 00:12:59,160 They don't need to disappear and then become a seagull manager flying in, flapping their 170 00:12:59,160 --> 00:13:03,420 wings, making a lot of noise, crapping on everybody, and then flying away. 171 00:13:03,420 --> 00:13:05,800 They need to be there in the positive moments. 172 00:13:05,800 --> 00:13:20,640 They need to be there when the new hires begin their journey within your organization. 173 00:13:20,640 --> 00:13:22,080 One-on-one meetings. 174 00:13:22,080 --> 00:13:26,880 Schedule one-on-one meetings between new hires and their managers or their team leads. 175 00:13:26,880 --> 00:13:31,040 Use these meetings to discuss the new hire's background skills and how they fit into the 176 00:13:31,040 --> 00:13:33,800 team and larger organization. 177 00:13:33,800 --> 00:13:39,120 Clarify the reporting structure and lines of communication within the team. 178 00:13:39,120 --> 00:13:43,120 As relates to training programs, implement a good structure training program that covers 179 00:13:43,120 --> 00:13:48,240 both general onboarding topics and specific job-related skills. 180 00:13:48,240 --> 00:13:53,480 This could include shadowing opportunities, hands-on training, or access to online learning 181 00:13:53,480 --> 00:13:54,480 modules. 182 00:13:54,480 --> 00:13:56,960 We referenced that a little earlier. 183 00:13:56,960 --> 00:14:03,680 Allow new hires to learn by doing with practical examples and exercises related to their role. 184 00:14:03,680 --> 00:14:08,280 Oftentimes, what happens is that a new hire goes through orientation, they're sent to 185 00:14:08,280 --> 00:14:11,960 their manager, and they're thrown to the wolves. 186 00:14:11,960 --> 00:14:16,840 They never have that opportunity to shadow others to see what success really looks like 187 00:14:16,840 --> 00:14:18,240 in that role. 188 00:14:18,240 --> 00:14:24,840 They're just thrown in 12 feet deep water and expected to swim. 189 00:14:24,840 --> 00:14:25,840 Mentorship programs. 190 00:14:25,840 --> 00:14:30,280 Pair new hires with experienced employees who can serve as mentors. 191 00:14:30,280 --> 00:14:36,400 This mentorship can provide valuable insights into the role, the company culture, and best 192 00:14:36,400 --> 00:14:37,400 practices. 193 00:14:37,400 --> 00:14:39,320 Choose your mentors wisely. 194 00:14:39,320 --> 00:14:43,480 Make sure they're demonstrating your core values. 195 00:14:43,480 --> 00:14:49,900 Make sure they're modeling the right behavior and leading by positive example. 196 00:14:49,900 --> 00:14:55,200 Encourage open communication between your mentors and those they're mentoring. 197 00:14:55,200 --> 00:14:56,640 Have goal-setting discussions. 198 00:14:56,640 --> 00:15:00,960 Engage in goal-setting discussions with new hires. 199 00:15:00,960 --> 00:15:06,240 Work collaboratively to establish your short-term and long-term goals and explain how these 200 00:15:06,240 --> 00:15:10,920 goals align with the overall objectives of the team and the organization. 201 00:15:10,920 --> 00:15:16,000 Provide a roadmap, in other words, for your professional development within the role. 202 00:15:16,000 --> 00:15:17,000 This is important. 203 00:15:17,000 --> 00:15:19,840 Have regular check-ins with your new hires. 204 00:15:19,840 --> 00:15:24,080 Conduct regular check-ins during the first weeks or months to assess the new hire's 205 00:15:24,080 --> 00:15:29,000 interests, address any concerns, and provide ongoing feedback. 206 00:15:29,000 --> 00:15:36,240 Use these check-ins as an opportunity to reinforce the understanding of roles and responsibilities. 207 00:15:36,240 --> 00:15:37,760 Documentation and resources. 208 00:15:37,760 --> 00:15:42,560 Create a centralized location for important documents and resources related to the new 209 00:15:42,560 --> 00:15:43,940 hire's role. 210 00:15:43,940 --> 00:15:50,100 This may include process documents, standard operating procedures, and relevant manuals. 211 00:15:50,100 --> 00:15:55,600 Make sure that the new hires have access to this repository note, how to use it effectively. 212 00:15:55,600 --> 00:15:56,960 Important. 213 00:15:56,960 --> 00:15:59,080 Make sure you encourage questions. 214 00:15:59,080 --> 00:16:05,720 Create an open and welcoming environment that encourages new hires to ask questions. 215 00:16:05,720 --> 00:16:11,240 Let them know that seeking clarification is not only acceptable, it's actually encouraged. 216 00:16:11,240 --> 00:16:12,880 What a novel idea. 217 00:16:12,880 --> 00:16:17,080 Foster a culture where continuous learning and improvement are valued. 218 00:16:17,080 --> 00:16:22,840 By combining these strategies, you can provide your new hires with a comprehensive understanding 219 00:16:22,840 --> 00:16:29,280 of their roles and responsibilities, setting the stage for a successful and a productive 220 00:16:29,280 --> 00:16:35,400 integration into your organization. 221 00:16:35,400 --> 00:16:41,200 Now let's talk about the third C. Culture. 222 00:16:41,200 --> 00:16:48,000 Finding a connection between new hires and the organizational culture is key. 223 00:16:48,000 --> 00:16:56,360 How can employers infuse company values and traditions into the onboarding process? 224 00:16:56,360 --> 00:17:00,880 Well, incorporate your values in your orientation materials. 225 00:17:00,880 --> 00:17:05,520 Integrate the company's core values into onboarding materials and presentations. 226 00:17:05,520 --> 00:17:11,720 Really articulate what each value means and how it guides the organization's actions 227 00:17:11,720 --> 00:17:18,560 and what it looks like when it's demonstrated. 228 00:17:18,560 --> 00:17:24,920 Share stories or examples that demonstrate how employees embody these values in their 229 00:17:24,920 --> 00:17:25,920 daily work. 230 00:17:25,920 --> 00:17:30,720 Again, give them a picture of what it looks like. 231 00:17:30,720 --> 00:17:36,940 Have a culture and value session, dedicate a specific session during the onboarding process 232 00:17:36,940 --> 00:17:39,560 to discuss your company's culture and values. 233 00:17:39,560 --> 00:17:44,480 This can be led and should be led by senior leadership. 234 00:17:44,480 --> 00:17:50,040 Culture starts at the top. 235 00:17:50,040 --> 00:17:57,140 Never forget that if your senior leadership is not willing or able to positively contribute 236 00:17:57,140 --> 00:18:04,200 to the onboarding process and demonstrate in a positive way your core values, then you're 237 00:18:04,200 --> 00:18:05,560 in trouble. 238 00:18:05,560 --> 00:18:10,440 Use this session to explain the significance of each value and how they contribute to the 239 00:18:10,440 --> 00:18:13,960 organization's success. 240 00:18:13,960 --> 00:18:16,520 Provide personalized welcome kits. 241 00:18:16,520 --> 00:18:21,320 Provide your new hires with personalized welcome kits that include materials representing the 242 00:18:21,320 --> 00:18:23,040 company's values. 243 00:18:23,040 --> 00:18:29,320 This could include a welcome letter from the CEO emphasizing the importance of the values, 244 00:18:29,320 --> 00:18:32,720 branded merchandise or the handbook. 245 00:18:32,720 --> 00:18:36,740 It should be embodied in a handbook, of course. 246 00:18:36,740 --> 00:18:41,240 Have storytelling sessions within the onboarding process. 247 00:18:41,240 --> 00:18:46,400 Host storytelling sessions where existing employees can share personal anecdotes that 248 00:18:46,400 --> 00:18:50,160 highlight the company's values in action. 249 00:18:50,160 --> 00:18:54,760 This helps new hires connect with the values at a human level. 250 00:18:54,760 --> 00:19:00,360 Encourage open dialogue and questions during these sessions to create an interactive and 251 00:19:00,360 --> 00:19:04,320 an engaging environment. 252 00:19:04,320 --> 00:19:05,940 Host interactive workshops. 253 00:19:05,940 --> 00:19:10,560 Design interactive workshops that allow new hires to explore and discuss the company's 254 00:19:10,560 --> 00:19:12,960 values in a hands-on manner. 255 00:19:12,960 --> 00:19:18,040 This can include group activities, brainstorming sessions, case studies, that sort of thing. 256 00:19:18,040 --> 00:19:25,960 Foster collaboration and teamwork to reinforce the importance of your shared values. 257 00:19:25,960 --> 00:19:28,920 Appoint cultural ambassadors. 258 00:19:28,920 --> 00:19:31,200 That's an interesting thought, right? 259 00:19:31,200 --> 00:19:35,460 Assign cultural ambassadors or mentors to new hires who can guide them through the onboarding 260 00:19:35,460 --> 00:19:41,520 process and help interpret the company's values in a practical context. 261 00:19:41,520 --> 00:19:46,000 Encourage these cultural ambassadors to share their experiences and their insights related 262 00:19:46,000 --> 00:19:48,120 to the values and traditions. 263 00:19:48,120 --> 00:19:52,120 You want to be very careful, of course, in selecting these cultural ambassadors. 264 00:19:52,120 --> 00:19:58,960 They need to be the epitome of demonstrating your core values within the organization. 265 00:19:58,960 --> 00:20:03,600 This is an opportunity to develop them and to grow them as well. 266 00:20:03,600 --> 00:20:08,680 You might say, well, that just sounds a little bit odd, but if you follow the line of discussion, 267 00:20:08,680 --> 00:20:15,040 you see that we're getting deeper and deeper in the employee connection process. 268 00:20:15,040 --> 00:20:21,600 You want to connect with your new hires early and often. 269 00:20:21,600 --> 00:20:27,760 If you're really serious about your core values, if it's not just that plaque of platitudes 270 00:20:27,760 --> 00:20:36,300 on the wall, if it's real and it is a real expectation of your employees and your leaders 271 00:20:36,300 --> 00:20:42,280 are demonstrating those same core values, if it's that important, then make sure you 272 00:20:42,280 --> 00:20:48,560 blend in those core values into your onboarding process. 273 00:20:48,560 --> 00:20:55,160 Make sure you integrate your values in training modules and online courses. 274 00:20:55,160 --> 00:21:00,560 This ensures that new hires receive consistent messaging about the values throughout their 275 00:21:00,560 --> 00:21:02,440 onboarding journey. 276 00:21:02,440 --> 00:21:06,960 You don't want to be an organization where you say one thing, but the new hire sees something 277 00:21:06,960 --> 00:21:09,600 else. 278 00:21:09,600 --> 00:21:14,320 Include scenarios or case studies that emphasize how adherence to values leads to positive 279 00:21:14,320 --> 00:21:15,320 outcomes. 280 00:21:15,320 --> 00:21:18,800 Have and host welcome events. 281 00:21:18,800 --> 00:21:23,320 Organize welcome events or activities that reflect your traditions and values. 282 00:21:23,320 --> 00:21:30,320 This could be a welcome lunch, team building exercise or event, volunteer opportunities. 283 00:21:30,320 --> 00:21:34,520 Use these events as opportunities to reinforce the importance of shared values in creating 284 00:21:34,520 --> 00:21:36,940 a positive work environment. 285 00:21:36,940 --> 00:21:42,520 Launch interactive online platforms, your company's intranet, social collaboration tools 286 00:21:42,520 --> 00:21:45,200 to showcase values and traditions. 287 00:21:45,200 --> 00:21:52,120 Post engaging content, employee spotlights or success stories that emphasize and recognize 288 00:21:52,120 --> 00:21:54,800 values in action. 289 00:21:54,800 --> 00:22:00,160 Encourage your new hires to participate in online discussions about the company's values. 290 00:22:00,160 --> 00:22:02,720 Have a values recognition program. 291 00:22:02,720 --> 00:22:09,600 In other words, if your new hires are demonstrating the right values, that's a behavioral thing. 292 00:22:09,600 --> 00:22:15,800 Behaviors should be just as important a part of your performance discussion as their actual 293 00:22:15,800 --> 00:22:18,160 job performance. 294 00:22:18,160 --> 00:22:19,560 They should be treated equally. 295 00:22:19,560 --> 00:22:24,740 You can have a person who's a great job performance, but they're poisoning the well. 296 00:22:24,740 --> 00:22:26,960 Their behaviors are toxic. 297 00:22:26,960 --> 00:22:31,920 You have to address the behaviors as well in their demonstration or lack of your core 298 00:22:31,920 --> 00:22:33,720 values. 299 00:22:33,720 --> 00:22:39,800 Recognize those who do demonstrate those values during team meetings, newsletters, social 300 00:22:39,800 --> 00:22:41,480 media, that sort of thing. 301 00:22:41,480 --> 00:22:44,120 Highlight the positive behavior. 302 00:22:44,120 --> 00:22:47,400 Reinforce the importance of the value within your culture. 303 00:22:47,400 --> 00:22:50,880 And implement regular reinforcement. 304 00:22:50,880 --> 00:22:55,940 Reinforce company values consistently throughout the onboarding process and beyond. 305 00:22:55,940 --> 00:23:01,100 This can be achieved through regular communication, training refreshers, ongoing reinforcement 306 00:23:01,100 --> 00:23:04,040 in meetings, that sort of thing. 307 00:23:04,040 --> 00:23:08,600 Incorporate values into your performance evaluations and recognition programs to emphasize their 308 00:23:08,600 --> 00:23:11,320 continued importance. 309 00:23:11,320 --> 00:23:16,700 And if you weave these things into your onboarding process, you can create an immersive and a 310 00:23:16,700 --> 00:23:23,520 meaningful experience that helps new hires understand, appreciate, and embrace your core 311 00:23:23,520 --> 00:23:26,240 values and traditions. 312 00:23:26,240 --> 00:23:34,040 Okay, before we move on to my favorite C, let's go to a quick commercial. 313 00:23:34,040 --> 00:23:38,760 Flagship Talent Solutions is a full cycle talent management and human resources consulting 314 00:23:38,760 --> 00:23:39,760 company. 315 00:23:39,760 --> 00:23:44,200 Our support services include external talent recruitment for professional and managerial 316 00:23:44,200 --> 00:23:49,160 positions to find the right talent who will commit, perform, stay, and grow with your 317 00:23:49,160 --> 00:23:50,640 organization. 318 00:23:50,640 --> 00:23:54,840 Support for your internal recruitment teams for clinical patient care positions such as 319 00:23:54,840 --> 00:23:59,880 RNs and LVNs to help ensure you are hiring the right talent. 320 00:23:59,880 --> 00:24:01,520 Leadership coaching and development. 321 00:24:01,520 --> 00:24:04,540 We can develop one person or your entire team. 322 00:24:04,540 --> 00:24:09,000 Our goal is to take your bosses and create organizational leaders. 323 00:24:09,000 --> 00:24:13,480 Sales coaching to ensure your sales team goals are in alignment with your organizational 324 00:24:13,480 --> 00:24:14,480 goals. 325 00:24:14,480 --> 00:24:19,600 HR consulting in all facets of human resources, including strategy development and culture 326 00:24:19,600 --> 00:24:20,920 transformation. 327 00:24:20,920 --> 00:24:25,280 Talent management support to ensure you have effective performance development and succession 328 00:24:25,280 --> 00:24:27,620 planning processes in place. 329 00:24:27,620 --> 00:24:32,800 And finally, support to help your organization create high performing teams. 330 00:24:32,800 --> 00:24:34,840 Our passion is your talent. 331 00:24:34,840 --> 00:24:40,200 Our result is organizational excellence through your most important asset, your talent. 332 00:24:40,200 --> 00:24:45,440 We offer effective and affordable solutions tailored to your specific needs and budget. 333 00:24:45,440 --> 00:24:47,100 Contact Jeff now to learn more. 334 00:24:47,100 --> 00:24:56,640 You can email him at jeff at flagshiptalent.com or call Jeff at 1-888-530-4189 extension 101. 335 00:24:56,640 --> 00:24:57,880 What are you waiting for? 336 00:24:57,880 --> 00:25:01,940 Let's begin your journey today to take your organization to the next level and become 337 00:25:01,940 --> 00:25:05,120 the flagship in your marketplace. 338 00:25:05,120 --> 00:25:14,320 Okay, as I mentioned, the fourth C is my favorite, but because I have hammered it over and over 339 00:25:14,320 --> 00:25:20,040 in previous episodes and I've referenced it a few times in this episode, I won't spend 340 00:25:20,040 --> 00:25:21,800 as much time on it. 341 00:25:21,800 --> 00:25:25,560 But this fourth C is connection. 342 00:25:25,560 --> 00:25:32,280 Beyond culture, creating personal connections within the team and the organization contributes 343 00:25:32,280 --> 00:25:35,920 to a positive onboarding experience. 344 00:25:35,920 --> 00:25:41,720 So how can you facilitate meaningful connections from day one? 345 00:25:41,720 --> 00:25:46,780 As I mentioned, day one is prior to the employment start date, right? 346 00:25:46,780 --> 00:25:52,160 So there are things you can do prior to them showing up for work that can begin to connect 347 00:25:52,160 --> 00:25:59,480 them with your purpose, your mission in the world, and connecting with the team. 348 00:25:59,480 --> 00:26:04,000 The strategies can include key stakeholder involvement, connect with the organization's 349 00:26:04,000 --> 00:26:06,240 mission. 350 00:26:06,240 --> 00:26:12,840 Should include direct manager involvement so that the employee can connect with the 351 00:26:12,840 --> 00:26:13,920 manager. 352 00:26:13,920 --> 00:26:17,640 Team introduction so that the new hire can connect with the team. 353 00:26:17,640 --> 00:26:22,580 Job shadowing so that the new hire can connect with a job. 354 00:26:22,580 --> 00:26:28,880 Mentorship programs to strengthen relationships and create champions. 355 00:26:28,880 --> 00:26:36,000 And social activities, establishing organizational and team bonding, strengthening bonding. 356 00:26:36,000 --> 00:26:45,900 So you should take advantage of every single opportunity you have to connect at a personal 357 00:26:45,900 --> 00:26:51,800 level with your employees, your new hires and your existing employees. 358 00:26:51,800 --> 00:26:56,360 Because if you don't, that's lost opportunity. 359 00:26:56,360 --> 00:27:01,360 The more connected your employees are, the more engaged they will be. 360 00:27:01,360 --> 00:27:06,440 The more engaged they are, the higher their level of performance. 361 00:27:06,440 --> 00:27:10,920 And if you have the right rewards and recognition systems in place, rewarding good behaviors 362 00:27:10,920 --> 00:27:16,720 and demonstration of core values, then you will increase your attention rates as well. 363 00:27:16,720 --> 00:27:20,640 The last C is check back. 364 00:27:20,640 --> 00:27:22,560 Checking back, following up. 365 00:27:22,560 --> 00:27:27,880 The onboarding journey doesn't end on the first day or on the last day of orientation. 366 00:27:27,880 --> 00:27:34,760 How can employers, how can you ensure ongoing support and how can you gather valuable feedback 367 00:27:34,760 --> 00:27:36,920 from new hires? 368 00:27:36,920 --> 00:27:43,240 The importance of HR follow up and regular check ins, perhaps 30 days, 60 days, 90 days 369 00:27:43,240 --> 00:27:47,320 check ins create an open communication channel for feedback. 370 00:27:47,320 --> 00:27:49,600 Mirror your exit interviews. 371 00:27:49,600 --> 00:27:54,560 I hope you're all doing exit interviews, but why aren't you doing interviews with your 372 00:27:54,560 --> 00:28:00,200 new hires at 30, 60, 90 day intervals to see how things are going, see if they need additional 373 00:28:00,200 --> 00:28:06,200 training, see how they feel about the organization, that sort of thing. 374 00:28:06,200 --> 00:28:12,480 Get a pulse on where that new hire is because if you can keep that person beyond the 90 375 00:28:12,480 --> 00:28:19,400 days, you've increased the odds of retaining that new hire for a longer period of time. 376 00:28:19,400 --> 00:28:25,760 So mirror those exit interviews and utilize something similar for your new hires post 377 00:28:25,760 --> 00:28:28,640 their orientation process. 378 00:28:28,640 --> 00:28:32,920 Have luncheon forums for new hires to discuss their experiences. 379 00:28:32,920 --> 00:28:38,400 Luncheon learns or just small group forums where you have a group of new hires and maybe 380 00:28:38,400 --> 00:28:46,000 you alternate the participants or attendees, buy a pizza, and have some open discussions 381 00:28:46,000 --> 00:28:48,440 with key people within your organization. 382 00:28:48,440 --> 00:28:49,720 Maybe mix that up a little bit. 383 00:28:49,720 --> 00:28:52,480 Maybe HR is one, but they shouldn't be the only one. 384 00:28:52,480 --> 00:28:55,400 Maybe it's your executive team. 385 00:28:55,400 --> 00:29:05,080 But have those forums, more intimate discussions for new hires and to discuss their experiences. 386 00:29:05,080 --> 00:29:10,640 Hold direct managers accountable for properly onboarding new hires. 387 00:29:10,640 --> 00:29:13,580 It's not just an HR responsibility. 388 00:29:13,580 --> 00:29:16,560 It is an organizational responsibility. 389 00:29:16,560 --> 00:29:22,760 And that direct manager who has the most to gain or lose by the success and performance 390 00:29:22,760 --> 00:29:27,480 of that new hire must be involved and should be held to account. 391 00:29:27,480 --> 00:29:28,960 Okay. 392 00:29:28,960 --> 00:29:30,520 I think I've said a mouthful now. 393 00:29:30,520 --> 00:29:36,120 So as we wrap up today's episode, remember that the five C's, which are again compliance, 394 00:29:36,120 --> 00:29:43,520 clarification, culture, connection, and checkback, are the pillars of a successful employee onboarding 395 00:29:43,520 --> 00:29:45,440 process. 396 00:29:45,440 --> 00:29:50,480 Whether you're a healthcare employer shaping the onboarding experience or a new hire navigating 397 00:29:50,480 --> 00:29:51,800 it. 398 00:29:51,800 --> 00:29:55,880 These principles can make a significant impact. 399 00:29:55,880 --> 00:30:01,680 To borrow a line from someone else, it takes a village, but it takes a village to properly 400 00:30:01,680 --> 00:30:03,320 onboard new hires. 401 00:30:03,320 --> 00:30:08,320 But the results for your organization will be increased engagement, performance, and 402 00:30:08,320 --> 00:30:09,840 retention. 403 00:30:09,840 --> 00:30:14,600 So thank you for joining me on this exploration of effective new hire onboarding. 404 00:30:14,600 --> 00:30:16,880 Now it's time for a laugh. 405 00:30:16,880 --> 00:30:17,880 You ready? 406 00:30:17,880 --> 00:30:20,760 Okay, here we go. 407 00:30:20,760 --> 00:30:27,080 So a man joined a big multinational company as a trainee. 408 00:30:27,080 --> 00:30:34,160 On his first day, he phoned the cafeteria and shouted into the phone, give me coffee 409 00:30:34,160 --> 00:30:36,200 quickly. 410 00:30:36,200 --> 00:30:40,480 The voice from the other side responded, you fool. 411 00:30:40,480 --> 00:30:43,360 You've dialed the wrong extension. 412 00:30:43,360 --> 00:30:46,480 Do you know who you're talking to? 413 00:30:46,480 --> 00:30:49,200 The new employee said, no. 414 00:30:49,200 --> 00:30:53,320 Well, I'm the managing director of this company. 415 00:30:53,320 --> 00:30:55,300 The man shouted back. 416 00:30:55,300 --> 00:31:00,920 The trainee said, and do you know who you are talking to? 417 00:31:00,920 --> 00:31:03,500 No replied the managing director. 418 00:31:03,500 --> 00:31:05,560 The trainee said, good. 419 00:31:05,560 --> 00:31:08,520 And he hung up the phone. 420 00:31:08,520 --> 00:31:16,720 You don't want to miss next week's episode, I have a very special guest and it's our Christmas 421 00:31:16,720 --> 00:31:17,720 episode. 422 00:31:17,720 --> 00:31:19,280 So please join us again next week. 423 00:31:19,280 --> 00:31:23,520 It's been a pleasure today and I look forward to the next time. 424 00:31:23,520 --> 00:31:25,600 Take care everyone. 425 00:31:25,600 --> 00:31:29,800 Thank you for listening to this episode of Be the Flagship with Jeff Parsons. 426 00:31:29,800 --> 00:31:31,020 We hope you enjoyed it. 427 00:31:31,020 --> 00:31:34,320 If you did like it, please subscribe and share with others. 428 00:31:34,320 --> 00:31:38,800 Till next time, take the step to become the flagship in your marketplace.