Onboarding Program Research Articles

Nurse Practitioner Job Satisfaction and the Healthy Work Environment.

Nurse Practitioner Job Satisfaction and the Healthy Work Environment.

On-boarding new employees: a three-component perspective of welcoming

PurposeNo component of the human capital management has been more overlooked by companies than the process of welcoming new recruited employees – the on-boarding phase. This paper aims to present a three-component perspective of on-boarding and a contribution to measuring the employees’ perceptions based on three dimensions of welcoming: structured corporate welcome, manager welcome and coworkers welcome.Design/methodology/approachAn empirical study based on a self-reported survey was conducted to test the model and an on-boarding employees’ perceptions proposed scale. The authors hypothesized that the three on-boarding components relate positively to some critical work outcomes (e.g. work engagement and affective organizational commitment). Analyses using a sample of 347 workers from Portuguese firms showed that the three-component on-boarding scale had adequate validity and all three components of on-boarding were positively related to the work outcomes included in this study.FindingsFindings suggest that an effective onboarding process, based on the three-component perspective (corporate welcome, manager welcome and coworkers welcome), is a significant contribution to promote organizational affective commitment and work engagement of new employees.Originality/valueThe paper addresses the need for organizations to design on-boarding programs based on an integrated perspective, not only formal corporate activities but also preparing managers and coworkers to host effectively new employees. Strong association with work outcomes enables a better understanding on how onboard can contribute to an engaged and retained workforce.

P144: “I wasn't oriented a lot, so I'm essentially learning as I go”: onboarding and transition to practice of new emergency physicians

Introduction: Transition to the attending physician role and onboarding at a new workplace are often stressful. Effective initiation is important to individuals as well as departments, hospitals and universities wishing to retain valuable staff. Our aim was to learn about early experiences from the perspective of new staff and apply these findings to develop a new onboarding program. Methods: Following a pilot study of individual interviews, we surveyed and conducted focus group interviews with all attending physicians who had joined our dual site, urban, academic emergency department within three years. We used a mixed quantitative and qualitative approach to collect and analyze data. We applied the data to develop a new needs-based formal onboarding program. Results: 24/36 participated in the survey, 22/36 in focus groups. 95% were 30-39 years old. Newcomers described the existing orientation as too brief, non-specific, and missing essential elements. We identified six onboarding themes: (1)clinical protocols and reference documents, (2)graduated responsibilities, (3)mentorship, (4)relationship building, (5)department structure and culture, and (6)emotions. We formed a committee to develop and implement these initiatives: (1)a new online platform enables easy access to clinical care and orientation documents, (2)a formal mentorship program matches each newcomer with 2 mentors to coach towards goals, navigate department structure and culture, and provide perspective to mitigate strong emotions, (3)adjusting shift and teaching assignments allows newcomers to ease into clinical and academic responsibilities, and (4)our next priority is to improve clarity around academic opportunities, expectations, and advancement. Conclusion: New emergency physicians are highly engaged and provided many insights on their orientation experiences. Using mixed methods, we identified six themes to guide the design and implementation of a program to promote successful integration of newcomers.

Implementation of an Onboarding Program and Formalization of the Mentorship Program in the Department of Forensic Biology, NYC OCME

Implementation of an Onboarding Program and Formalization of the Mentorship Program in the Department of Forensic Biology, NYC OCME

Evidence-Based Review and Discussion Points

Evidence-Based Review and Discussion Points

An Innovative Approach to Onboarding and Supporting Adjunct Faculty in Nursing.

In recent years, online graduate nursing programs throughout the United States have seen unprecedented growth that has resulted in a greater need for adjunct faculty who can adequately teach in an online format. Frequently, adjunct faculty are not prepared to teach online as they are not offered the necessary continued support in their roles. Through the development of an onboarding program, barriers for teaching online were eliminated. The program is supported by a faculty learning community and continuous professional development workshops. These resources support adjunct faculty at various stages of their professional development and allow for collaborative exchange.

2490 Research navigation services and onboarding: Succeeding in the research environment

OBJECTIVES/SPECIFIC AIMS: Describe (1) the components of the research navigation service and consultation/onboarding program, (2) use and adoption of the services, and (3) the overall satisfaction from the research community. METHODS/STUDY POPULATION: Duke offers 2 programs to support researchers: Research Navigation and Researcher Onboarding. The services aim to connect researchers to resources, offices, funding opportunities, and other collaborators. The general Research Navigation Service is an on-demand “hotline,” where navigators answer questions from researchers across the institution, helping them understand processes, best practices, and how to locate resources or potential collaborators. Navigators can be reached via the myRESEARCHhome portal, email, or by phone. The researcher onboarding program is a free 1:1 consultative service, focused on the researcher’s individual portfolio, stage of career, and immediate plans in the research arena. The goal is to equip researchers “from the start” to be successful. Researchers are identified via the new faculty hire list, or by referral. Both services are provided by the myRESEARCHnavigators team, who are trained in a variety of research areas, from basic to clinical to social sciences, and are familiar with Duke. RESULTS/ANTICIPATED RESULTS: Use of both services has increased substantially over the year. Of the almost 200 faculty members hired into the School of Medicine in 2017, ~75% have taken part in the onboarding program, and 91% have rated the service as 5-stars. The content of the sessions will be described. The Research Navigation service has fielded hundreds of calls since its inception, with topics including Equipment and Facilities (55 requests), Study start up (44 requests), Innovation and Technology (15 requests), and Regulation and Policy (25 requests). Categorization of requests, users of the services, and other information about the programs will be described. DISCUSSION/SIGNIFICANCE OF IMPACT: The navigation and onboarding services are proving to be a successful way to increase efficiency and understanding of processes and resources across the institution. Feedback from the users, coupled with high referral rates to the programs, suggests that the program is helping researchers feel better equipped with regard to their research planning, conduct, and analysis.

Fabrication of a Lab-on-Chip Device Using Material Extrusion (3D Printing) and Demonstration via Malaria-Ab ELISA.

Additive manufacturing, such as fused deposition modeling (FDM), has been increasingly employed to produce microfluidic platforms due to ease of use, wide distribution of affordable 3D printers and relatively inexpensive materials for printing. In this work, we discuss fabrication and testing of an FDM-printed fully automated colorimetric enzyme-linked immunosorbent assay (ELISA) designed to detect malaria. The detection platform consists of a disposable 3D-printed fluidic cartridge (with elastomeric silicone domes on top of reagent-storage reservoirs) and a nondisposable frame with servomotors and electronic controls such as an Arduino board and a rechargeable battery. The system is controlled by a novel interface where a music file (so-called “song”) is sent to the Arduino board, where the onboard program converts the set of frequencies into action of individual servomotors to rotate their arms a certain amount, thus depressing specific elastomeric domes atop reagent reservoirs and displacing the specific reagents into the detection wells, where bioassay steps are executed. Another of the distinguished characteristics of the demonstrated system is its ability to aspirate the fluid from the detection wells into the waste reservoir. Therefore, the demonstrated automated platform has the ability to execute even the most complex multi-step assays where dilution and multiple washes are required. Optimization of 3D-printer settings and ways to control leakages typical of FDM-printed fluidic systems are also discussed.

Effective Communication for a Global Workforce

This purpose of this article is to describe an innovative onboarding program implemented to overcome language barriers and smooth enculturation to the practice setting in this country for foreign-born nurses. The program promotes cross-cultural understanding for patient safety and is offered as a celebration of a rich diverse workforce within Medical City Healthcare, a large health care system located in Dallas/Fort Worth, Texas. This purpose of this article is to describe an innovative onboarding program implemented to overcome language barriers and smooth enculturation to the practice setting in this country for foreign-born nurses. The program promotes cross-cultural understanding for patient safety and is offered as a celebration of a rich diverse workforce within Medical City Healthcare, a large health care system located in Dallas/Fort Worth, Texas.

Onboarding is a change

PurposeThe purpose of this paper is to examine the onboarding process with reference to the change management model ADKAR to improve effectiveness.Design/methodology/approachChange management phases and project management phases of the ADKAR model are applied to onboarding process, and onboarding activities are analyzed.FindingsThe change management approach and project management approach provide a systematic design and implementation plan for onboarding.Originality/valueHR professionals can plan a customized, systematic, and holistic onboarding program covering technical and non-technical aspects in terms of knowledge, skills, abilities, and behavior.

On-boarding the Middle Manager.

The trend of promoting clinical experts into management roles continues. New middle managers need a transitional plan that includes support, mentoring, and direction from senior leaders, including the chief nursing officer (CNO). This case study demonstrates how the CNO of one organization collaborated with a faculty member colleague to develop and implement a yearlong personalized on-boarding program for a group of new nurse middle managers.

Psychodynamics of Onboarding New Graduate Nurses.

The new graduate RNs' first job lands them squarely in the middle of extraordinary workplace complexity and extreme psychological stress. Met with a whole host of daily challenges, the organization's understanding of the new graduate's psychodynamic coping strategies can make a difference in the sucess of the onboarding program. J Contin Educ Nurs. 2017;48(7):299-301.

Supplementing Intensivist Staffing With Nurse Practitioners: Literature Review.

In the United States, providing health care to critically ill patients is a challenge. An increase in patients older than 65 years, a decrease in critical care physicians, and a decrease in work hours for residents cause intensivist staffing issues. In this article, use of nurse practictioners to fill the intensive care unit intensivist staffing gap is assessed and evidence-based recommendations are identified to better incorporate nurse practitioners as part of intensive care unit intensivist staffing. The literature reveals that when nurse practitioners are part of a staffing model, outcomes are either positively impacted or no different from physician outcomes. However, successfully integrating nurse practitioners into an intensive care unit team is not adequately discussed in the literature. This gap is addressed and 3 mechanisms to integrate nurse practitioners into the intensive care unit are identified: (1) use of a multidisciplinary staffing model, (2) completion of onboarding programs, and (3) evaluation of nurse practitioner productivity.

Orienting and Onboarding Clinical Nurse Specialists: A Process Improvement Project.

Clinical nurse specialists (CNSs) have a unique advanced practice role. This article describes a process useful in establishing a comprehensive orientation and onboarding program for a newly hired CNS. The project team used the National Association of Clinical Nurse Specialists core competencies as a guide to construct a process for effectively onboarding and orienting newly hired CNSs. Standardized documents were created for the orientation process including a competency checklist, needs assessment template, and professional evaluation goals. In addition, other documents were revised to streamline the orientation process. Standardizing the onboarding and orientation process has demonstrated favorable results. As of 2016, 3 CNSs have successfully been oriented and onboarded using the new process. Unique healthcare roles require special focus when onboarding and orienting into a healthcare system. The use of the National Association of Clinical Nurse Specialists core competencies guided the project in establishing a successful orientation and onboarding process for newly hired CNSs.

Promoting Resilience in New Perioperative Nurses

New nursing graduates experience many challenges when transitioning from the academic environment to the practice setting. For many, the period of transition from student to employee is less than optimal, with many still experiencing reality shock, cognitive dissonance, and theory-practice gaps. The Stephens Model of Nursing Student Resilience addresses the unique issues faced by new graduate nurses to assist them in developing healthy coping strategies and to promote resilience. This model forms the basis of the RN Personal Resilience Enhancement Plan, a supplemental onboarding program created to assist new nurses in confidently facing challenges encountered during orientation and successfully moving forward as nursing professionals. This article describes the concept of resilience and explains how to link the RN Personal Resilience Enhancement Plan to the onboarding process in the perioperative setting.

What Is Professional Development Worth? Calculating the Value of Onboarding Programs in Extension

Return on investment (ROI) is a commonly used metric for organizations concerned with demonstrating the value of their investments; it can be used to determine whether funds spent providing professional development programs for Extension professionals are good investments. This article presents a method for calculating ROI for an onboarding program on the basis of the changes in competency levels from before to after program participation. Although limitations to the method exist, the data generated can be used for engaging in meaningful discussions about the value of investing in professional development in Extension organizations.

ONBOARDING NEW EMPLOYEES: REVIEW OF CURRENT PRACTICIES

New employees come in contact with an organization through onboarding programs. The author hasstudied strategic onboarding programs of world-known companies and recounted the most eye-catching features of them in the article such as suggesting newcomers money for not working at the company or meeting new employees with a bottle of wine. In conclusion, the author distinguishes some common features of successful onboarding programs.

Reducing Annual Hospital and Registered Nurse Staff Turnover—A 10-Element Onboarding Program Intervention

Employee turnover is a key metric and performance indicator when evaluating the fiscal and operational effectiveness of any health-care facility. This article outlines a turnover analysis and onboarding program performance improvement initiative used by a 187-bed community hospital in the Washington DC metropolitan area to reduce staff turnover. Using an evidence-based approach, we evaluated facility staffing statistics, exit survey data, research literature, and industry exemplars. We identified presence of severe turnover for hospital and nursing staff employed less than one year (new hires), with 2009–2012 annual new-hire losses ranging from 28.8% to 49.6%. Exit survey data identified only 50% to 62% of new employees who felt that: hospital orientation provided necessary information for successful employment; they had people to go to with concerns; and they had a realistic understanding of their job. Therefore, a 10-element program intervention was designed to strengthen and standardize the new employee onboarding process. Program elements focused heavily on retooled onboarding communications, including frequent new-hire interactions with managers and regular support from assigned high-performing colleagues. Post program implementation, overall annual hospital turnover decreased from 18.2% to 11.9% and new-hire turnover losses decreased from 39.1% to 18.4.%, which was statistically significant between measurement periods (Wilcoxon signed ranks test, Z = −2.06, p = .04). Implementing a standardized onboarding format that was specifically tailored to support new-hire employees allowed our hospital to rapidly reverse unsustainable turnover increases. The successful reduction in hospital and nurse turnover we achieved was rooted in multidisciplinary engagement of institutional stakeholders, managerial collaboration across departments, and strong support from executive hospital leadership.

Extension Agents’ Perceptions of a Blended Approach to Onboarding

Extension organizations are challenged to provide onboarding to new employees that is comprehensive and high quality, yet cost-effective. The purpose of this study was to explore Extension agents’ perceptions of participating in an onboarding program that used a blended approach involving face-to-face and online learning components. The objectives were to (a) describe the perceptions of participants in the Fall 2014 cohort, (b) describe the perceptions of participants in the Spring 2015 cohort, and (c) compare the perceptions between the Fall 2014 and Spring 2015 cohort participants. Two focus groups were conducted with participants from each cohort and a cross-case analysis was conducted with the data. Results showed participants were open to the blended approach and liked being able to work asynchronously but desired improvements in quality, communication, interaction, and applicability. A review of the process with greater consideration of, and adherence to, the principles of adult education is recommended.

CURRENT STATUS OF THE POLE-AND-LINE FISHERY IN EASTERN PART OF INDONESIA

The promotion of pole-and-line fishery for a selective gear operating in the Indonesian tuna management area is considered as the proper policy in response to the increasing market demand with tuna eco-labeled. Appropriate information in addressing the current status of the pole-and-line fishery in Indonesia is an important step in order to support the promotion. Data used to describe the fishery were obtained through scientific port sampling program in collaboration between RCFMC and WCPFC in 2010 to 2014 and also scientific observer onboard program collaboration RCFMC and CRAC Co. Ltd. in 2013. The results show that presently the number of pole and line fleets was decreased significantly and remain about 232 fleetsin Sorong, Bitung and Kendari and Larantuka. The national annual total catch of pole-and line during 1980 – 2013 was recorded between 24,000 and 160,000 tons per year (average 98,117 tons per year). This value is estimated to contribute about 20% of Indonesia annual total catch of tuna in FMAs713-717. The pole-andline catch rates based at Bitung, Kendari and Sorong were fluctuated in each year with the range respective between 8.79 and 17.93 tons/trip/vessel, 4.78 and 5.36 ton/trip/vessel and about 7,99 ton ton/trip/vessel. Pole-and-line fishery operated in Indonesian FMAs 713-717 is considered as selective fishery, with > 80 % catches of skipjack in matured stage. The tuna-live bait fish ratio in Indonesian pole-and-line was 4.41 :1, then an improvement of live bait ratio as well as its management is required.