Onboarding Process Research Articles

Sustaining Practice Change: How to Prevent Organizational Relapse

Sustaining Practice Change: How to Prevent Organizational Relapse

Evaluation of a Structured Onboarding Process and Tool for Faculty Members in a School of Pharmacy

Objective. To develop and assess the usefulness of a structured onboarding process and tool at a school of pharmacy to improve the overall onboarding experience for new faculty members. Methods. An assessment of a previously existing, informal onboarding process was conducted from January 1 to February 28, 2017. A structured onboarding tool was developed based on interviews with nine recently hired faculty members regarding their experiences with this legacy, unstructured onboarding process. Nine faculty members who onboarded while the legacy onboarding process was in place and six faculty members who onboarded after the new, onboarding tool was in place were included in the study. The experience of the pre-tool cohort was compared to that of the post-tool cohort. Results. More positive responses in the post-tool cohort were obtained compared to the pre-tool cohort in regard to timeline, expectations, and mentorship. More negative responses for the post-tool group were observed for communication. Overall utility of the onboarding tool changed from 56% (pre-tool group) to 80% (post-tool group). Free text feedback included recommendations to rearrange tasks throughout the onboarding process; clarifying mentor responsibilities and expectations; and providing an overview of the checklist to new faculty members on day 1. Conclusion. Overall, a structured onboarding process tool improved the onboarding experience for new faculty members. Given the lack of literature regarding a structured onboarding process in the academic setting, further refinement and analysis of the onboarding tool is needed.

How Robot/human Orchestration Can Help in an HR Department: A Case Study From a Pilot Implementation

Abstract Background and Purpose: Motivation of this research is to explore the current trend in automating the business processes through software robots (Robotic Process Automation – RPA) and its managing within enterprise environment where most of the processes are executed by human workforce. As the RPA technology expands the demand for its coordinating grows as well. The possible solution to this challenge is shown in case study research in form of implementing orchestration platform to a concrete business process of onboarding in HR department of a multinational company. The aim of this paper is to explore the phases and activities of the pilot project implementation of Robotic Service Orchestration (RSO) in combination with RPA technology and to assess the potential benefits. Design/Methodology/Approach: Case study research approach was selected to explore the research phenomena, which is the implementation of RSO platform in combination with RPA technology and assessing incoming benefits. The case is formed with 2 companies – (1) multinational company with ongoing effort of automating onboarding process, (2) technology and consulting company delivering the automation solution. Data were collected through semi-structured interviews with respondents from two involved companies and by analysing internal documents. Results: The analysis of case provided in this paper revealed some key insights: (1) strategical position of RSO and tactical position of RPA towards the existing legacy systems, (2) need for increased focus on initial process modelling phase, (3) Application Programming Interface (API) integration is more viable solution for RPA, (4) the biggest benefit of RPA - its agility, (5) future potential of the RSO replacing the BPMS. Conclusions: First of all, there is a need of higher number of software robots adopted in a company before orchestration could pay off. On the other side, current Business Process Management Systems (BPMS) solutions don’t offer functionalities for managing human and software robots workforce altogether. RPA is expected to expand and without proper orchestration the effectivity will not grow constantly.

Making a Good Hire.

Hiring the right employee is paramount to the success of any business. In 2019, with unemployment rates low and job openings high, hiring anyone might sound good. However, taking the time to find the right employee far outweighs the cost of replacing a bad or desperate hire. This article discusses the interviewing and onboarding process to shift the odds positively in the direction of making a lasting, good hire.

Characterizing the transfer of program comprehension in onboarding: an information-push perspective

Many software developers struggle to understand code written by others, leading to increased maintenance costs. Research on program comprehension to date has primarily focused on individual developers attempting to understand code. However, software developers also work together to share and transfer understanding of their codebases. This is common during the onboarding process, when a new developer has joined a project or a company. The work reported here uses a Grounded Theory approach to explore the different types of information passed from experts to newcomers during onboarding, and the perceived value of these types. The theory is grounded in field-study data collected during twelve in-situ onboarding sessions, across eight organizations, with a design based on two pilot studies that were carried out in advance. The field-study data was supplemented and validated with interviews and questionnaires. It provides a description of four views through which the experts represent their code to the newcomers, revealing several interesting aspects of expert-led program comprehension. In particular, it provides evidence that extends current thinking on the temporal aspect of code: where experts discuss changes that have been made to the code-base, changes that are currently being made to the code-base (including temporary fixes) and changes intended for the code-base in the future. In addition, a rationale-based view of the code-base is emphasized in the findings, making explicit the system’s functional/non-functional requirements, and their impact on the system’s design. This information was perceived as highly valued by the newcomers. Additionally, Structural and Algorithmic views, which have already been firmly established in program comprehension literature, were also noted in these onboarding sessions.

Optimizing Transitional Support for Novice Nurse Practitioners

Navigating the unique challenges associated with the role transition from experienced nurse to novice nurse practitioner requires engagement from all levels within the health system. This article describes a new onboarding process supporting the nurse transitioning into advanced practice. Beginning with recruitment and continuing throughout the first year of practice, the process is designed to facilitate ease of assimilation into this new role. Navigating the unique challenges associated with the role transition from experienced nurse to novice nurse practitioner requires engagement from all levels within the health system. This article describes a new onboarding process supporting the nurse transitioning into advanced practice. Beginning with recruitment and continuing throughout the first year of practice, the process is designed to facilitate ease of assimilation into this new role.

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.

How data is reshaping and optimising enterprise-wide onboarding

This paper analyses client onboarding programmes, which have historically been focused on imperatives for regulatory compliance and immediate commercial enablement. In the process of onboarding clients, a vast, valuable dataset is collected and stored, which is often underutilised for further broader commercial purposes. With the advent of new data sources, skilled resources and tooling to harness the power of this dataset, firms can more readily invest in joining and analysing this data, as well as in creating new metadata, to drive initiatives to enhance the client onboarding process, more effectively maintain client data and identify cross-selling opportunities. The paper discusses how investment mutually benefits the firm and its clients to operate more quickly, transparently and with lower cost and creates empowered workforces who make decisions driven by data analysis.

Harnessing Data Science Through Healthcare IT Interoperability

Harnessing Data Science Through Healthcare IT Interoperability

Preceptor Expansion Initiative Takes Multitactic Approach to Addressing Shortage of Clinical Training Sites.

In late 2015, the Society of Teachers of Family Medicine (STFM) was charged with Family Medicine for America's Health's (FMAHealth) Workforce Education and Development Core Team's task of identifying, developing, and disseminating resources for community preceptors. The charge from FMAHealth came at a time when STFM was discussing strategies to address the critical shortage of clinical training sites for medical students. STFM hosted a summit to identify the most significant reasons for the shortage of community preceptors and shape the priorities, leadership, and investments needed to ensure the ongoing education of the primary care workforce. Summit participants were asked to propose solutions to achieve the following aims: (1) decrease the percentage of primary care clerkship directors who report difficulty finding clinical preceptor sites, and (2) increase the percentage of students completing clerkships at high-functioning sites. The outcome of the summit was an action plan with five tactics that are being implemented now: Tactic 1: Work with the Centers for Medicare and Medicaid Services (CMS) to revise student documentation guidelines. Tactic 2: Integrate interprofessional/interdisciplinary education into ambulatory primary care settings through integrated clinical clerkships. Tactic 3: Develop a standardized onboarding process for students and preceptors and integrate students into the work of ambulatory primary care settings in useful and authentic ways. Tactic 4: Develop educational collaboratives across departments, specialties, professions, and institutions to improve administrative efficiencies for preceptors. Tactic 5: Promote productivity incentive plans that include teaching and develop a culture of teaching in clinical settings.

A munkahelyi beilleszkedést segítő mentoring gyakorlatok és a dolgozói elkötelezettség összefüggései

THE AIMS OF THE PAPER This paper is to outline what kind of correlations may be revealed between the dimensions of the workers’ commitment and the mentoring practices used during the onboarding process. The article presents the relationships system between the various mentoring solutions (multiple, traditional, one-person, in some cases group based ---or equal ones) and the continuous, normative and affective aspects of commitment. METHODOLOGY The authors present mentoring practices with the help of some case studies. It is important to note here that the actual cases presented merely model the correlation between the mentoring practices and the dimensions of commitment. To prove the validity of this correlation, further, quantitative studies need to be carried out.   MOST IMPORTANT RESULTS According to our results, the continuous commitment is supported by multiple mentoring (as interpreted on the basis of the high rate of losses). In this case, the organizational integration helps the workers’ professional development and their identification with the company culture. The normative commitment, which is based on one’s moral conviction, is helped by the traditional, formal and one-person mentoring. In this case, the learning process is slower but more professional. On the other hand, the leaders’ care can be seen in the well-considered and multi-phased delivery of the knowledge and practices. This process takes time and can strengthen one’s feeling of being obliged to the organization and the desire for moral renumeration. The mentoring practice which sometimes becomes group-based and equal helps most to achieve a high level of affective commitment. In this kind of practice, the support of socio-psychology overwrites the professional aspects RECOMMENDATIONS In the present environment of labour shortage, increasing the workers’ commitment is especially important for the HR and the management. Due to the high rate of fluctuation, it is very important to found the workers’ commitment in the initial period of their employment.  The studies processed point out that some commitment variables can be improved with specific mentoring practices.

Enterprise Integration of Employee Onboarding Process Using Zachman Framework

Enterprise Integration of Employee Onboarding Process Using Zachman Framework

A Novel Digital Platform Approach to Enhance Enterprise-Wide Patient Portal Adoption

Background: Patient portals provide a simplified route for health providers to share medical information with individual patients, and are incentivized under Meaningful Use. Currently there are numerous friction factors in the onboarding process of patient portals that limits patients signing up for them. As a result, health systems are spending significant resources to drive the adoption of patient portals, with limited success.

A Comprehensive Onboarding and Orientation Plan for Neurocritical Care Advanced Practice Providers.

As the role of advanced practice providers (APPs) expands to include increasingly complex patient care within the intensive care unit, the educational needs of these providers must also be expanded. An onboarding process was designed for APPs in the neurocritical care service line. Onboarding for new APPs revolved around 5 specific areas: candidate selection, proctor assignment, 3-phased orientation process, remediation, and mentorship. To ensure effective training for APPs, using the most time-conscious approach, the backbone of the process is a structured curriculum. This was developed and integrated within the standard orientation and onboarding process. The curriculum design incorporated measurable learning goals, objective assessments of phased goal achievements, and opportunities for remediation. The neurocritical care service implemented an onboarding process in 2014. Four APPs (3 nurse practitioners and 1 physician assistant) were employed by the department before the implementation of the orientation program. The length of employment ranged from 1 to 4 years. Lack of clinical knowledge and/or sufficient training was cited as reasons for departure from the position in 2 of the 4 APPs, as either self-expression or peer evaluation. Since implementation of this program, 12 APPs have completed the program, of which 10 remain within the division, creating an 83% retention rate. The onboarding process, including a 3-phased, structured orientation plan for neurocritical care, has increased APP retention since its implementation. The educational model, along with proctoring and mentorship, has improved clinical knowledge and increased nurse practitioner retention. A larger-scale study would help to support the validity of this onboarding process.

Enhancing Surveillance on the BioSense Platform through Improved Onboarding Processes

Objective: This session will present the impacts of enhancements made to National Syndromic Surveillance Program (NSSP) BioSense Platform Onboarding in 2017 from the perspective of CDC and public health jurisdictions.Introduction: In 2017, the National Syndromic Surveillance Program (NSSP) continued to expand as a national scope data source with over 6,500 facilities registered on the BioSense Platform, including 4,000 active, 1,800 onboarding, and 700 planned or inactive facilities. 2,086 of the active facilities are Emergency Departments across 49 sites in 41 states. The growth of data available in NSSP has been driven by continued enhancements to tools and processes used by the NSSP Onboarding Team. These enhancements help to rapidly integrate new healthcare facilities and onboard new public health sites in support of American Hospital Association (AHA) Emergency Department (ED) representativeness goals. Furthermore, with these improvements to the onboarding process, including the Master Facility Table update process and automated data validation reporting, NSSP has broadened stakeholder participation in the onboarding process.Description: This panel presentation will focus on the impact of the enhancements to NSSP Onboarding processes and tools that are the key enablers for NSSP to gather a site and nationally representative data source for event detection and novel surveillance. Panelists include Mr. Travis Mayo, NSSP Onboarding Manager, who will present the key enablers to accelerating NSSP Onboarding including enhancements to the management of the Master Facility Table (MFT), tailoring of the Engage, Connect, Validate, and Operate methodology, and the introduction of automated data validation reports. Building on the enablers presented by Mr. Mayo, Mr. Michael Coletta, will present on NSSP priorities and initiatives to optimize program efficiency in support of onboarding new sites and continuing to onboard facilities in support of national objectives for ED representatives. Mrs. Sophia Crossen will present the impact of NSSP changes in Kansas onboarding and surveillance initiatives. Mrs. Kirsten Oliver, will demonstrate how NSSP onboarding has impacted syndromic surveillance activities in West Virginia.With the need to always be looking ahead, each panelist will draw on their experiences in 2017, including their perspective on opportunities in 2018 to continue to enhance NSSP onboarding. These perspectives will serve as a basis for launching into questions and discussions from the audience to collect NSSP onboarding experiences in 2017 and ideas for continued enhancement in 2018.How the Moderator Intends to Engage the Audience in Discussions on the Topic: The round table will present the improvements implemented by NSSP Onboarding and discuss the following:- What strengths and weaknesses have the enhancements surfaced in onboarding processes- How have the enhancements impacted local onboarding initiatives and priorities- How have the enhancements changed the roles of key players in the onboarding process

Creation of a Technical Tool to Improve Syndromic Surveillance Onboarding in Tennessee

Objective: To show how the creation of a software tool and implementation of new processes improved the efficiency of syndromic surveillance onboarding at the Tennessee Department of Health.Introduction: Syndromic surveillance is commonly supported by information generated from electronic health record (EHR) systems and sent to public health via standardized messaging. Before public health can receive syndromic surveillance information from an EHR, a healthcare provider must demonstrate reliable and timely generation of messages according to national standards. This process is known as onboarding. Onboarding at the Tennessee Department of Health (TDH) focused heavily on human review of HL7 messages. However, the visual inspection of messages was time-intensive and delayed efforts to provide constructive feedback to participating healthcare providers. To ease the quantity of manual review done during the onboarding process, TDH created an application to assist in the process of reviewing syndromic surveillance messages.Methods: The application for reviewing syndromic surveillance messages was developed in Python 3.6, a general purpose programming language. Python was selected because of the strong libraries already developed in the language for data analysis, database interaction, and interacting with healthcare related data. To support TDH onboarding efforts, the application performed three tasks : file handling, HL7 processing, and database loading.File handling was completed using Python core libraries. Healthcare facilities participating in onboarding regularly uploaded test HL7 batch files containing all emergency department (ED) visits to a secure File Transfer Protocol (sFTP) server owned by the State of Tennessee. Files are then retrieved from the sFTP server and delivered to the TDH integration engine, Rhapsody. Rhapsody processes the incoming files and makes a copy available to the Python application. The copies are then loaded by the application into a database and backed up in an archive.After the application has finished handling the received files, the raw HL7 messages within the files are processed to extract relevant information needed to validate the message. The extraction was supported by the “python-hl7” library. The application referenced a CSV file with the names and locations of all of the PHIN 2.0 guide HL7 data elements to guide data processing. Processed HL7 fields and file metadata were then extracted into a relational database using the Python library SQL Alchemy.Conclusions: The creation of this application has greatly assisted in the process of reviewing syndromic surveillance messages at TDH by automating data extraction and organization for all received HL7 messages. The database tables of extracted HL7 data elements allowed for easy analysis in any tool that can connect to a database (e.g., SAS, R, Python, Excel, Tableau) and faster, more manageable message validation. TDH has been able communicate better feedback to more healthcare providers because of the efficiencies gained after deploying the application.

One-Time Contributors to FLOSS

Free/Libre Open Source Software (FLOSS) projects rely on a steady influx of newcomer volunteer developers to survive. As these projects, unlike traditional software projects, often do not pay their contributors to work on them, volunteers must be obtained instead. Once obtained, a volunteer goes through a lengthy process in order to join the project, including obtaining sufficient knowledge of the codebase and learning the rules of the community. However, some developers drop out after they make a single commit to the code database. These developers are knowledgeable enough to commit code and make it through the onboarding process, but leave the project rather than join, therefore depriving the project of potential talent. We propose to understand these One-Time code Contributors (OTCs) through surveys and through data-mining the projects? software repositories: if they are a unique demographic, why they only commit once, if anything can be done to assist them. Once they are determined as a separate demographic, the study pivots to examine other factors that might affect OTCs, including such factors as project governance and project architecture.

The power of digital communications: improving outpatient attendances in south London

Missed appointments represent a significant burden to healthcare budgets. The average 'did not attend' (DNA) rate across the NHS is 6.7%; however, significant variation can be observed. In 2015, Guy's and St Thomas' NHS Foundation Trust observed a DNA rate of 13.5% and partnered with DrDoctor to reduce this by implementing their innovative outpatient scheduling and booking platform. The overall rate has reduced by 17.2%; Guy's and St Thomas' NHS Foundation Trust has estimated a £2.6million financial benefit in the first year and 91% of patients would recommend the service. This case study describes the onboarding process for DrDoctor's platform across Guy's and St Thomas' NHS Foundation Trust, the benefits delivered and next steps for the partnership.

New employee onboarding – psychological contracts and ethical perspectives

PurposeThe purpose of this paper is to identify the ethical implications of treating new employees with high consideration and respect for their needs and to explain how this expectation honors the psychological contract between employers and their incoming employees. By providing a specific model for improving the onboarding process, this paper also provides helpful information for practitioners in addressing this important task.Design/methodology/approachThe process for onboarding and assimilating new employees in the modern organization is often ineffective – despite the fact that this important task is acknowledged to be vital to the success of those employees and important to their organizations. This conceptual paper addresses the problems of new employee orientation from an ethical and psychological contract perspective and suggests a ten-step model to improve the onboarding process.FindingsThe paper confirms that onboarding is not done well by organizations, that employees expect that they will be treated with appropriate concern for their interests as part of their assumptions in coming into a new organization, that onboarding new employees is fraught with ethical implications, and that the process can be greatly improved by following the ten-step model provided.Research limitations/implicationsThe paper provides opportunities for practitioners to apply their proposed model and enables scholars to test the impact of incorporating the steps of the ten-step onboarding model.Practical implicationsIneffective onboarding has significant ramifications not only for the efficiency of organizations but also for the effectiveness of incoming employees. Understanding the implicit ethical issues in the onboarding process enables organizations to improve the employer-employee relationship and honor their responsibilities to incoming employees.Social implicationsIn a world where trust in leaders and organizations has declined, understanding the implications of the psychological contract expectations of incoming employees and honoring an organization’s obligations to those employees is likely to increase employee trust and commitment while benefiting the organizations that apply the proposed model.Originality/valueThe topic of onboarding employees has not been fully understood by busy organizations and this paper addresses the ethical and psychological implications of effective onboarding and its contributing value for both the organization and the new employees affected by the onboarding process. The ten-step model provides a useful checklist for human resources staff and for the organizational leaders who oversee them.

Collaborating for Competency-A Model for Single Electronic Health Record Onboarding for Medical Students Rotating among Separate Health Systems.

Use of the electronic health record (EHR) is widespread in academic medical centers, and hands-on EHR experience in medical school is essential for new residents to be able to meaningfully contribute to patient care. As system-specific EHR training is not portable across institutions-even when the same EHR platform is used-students rotating across health systems are often required to spend time away from clinical training to complete each system's, often duplicative, EHR training regardless of their competency within the EHR. We aimed to create a single competency-based Epic onboarding process that would be portable across all the institutions in which our medical students complete clinical rotations. In collaboration with six health systems, we created online EHR training modules using a systematic approach to curriculum development and created an assessment within the Epic practice environment. All six collaborating health systems accepted successful completion of the developed assessment in lieu of standard site-specific medical student EHR training. In the pilot year, 443 students (94%) completed the modules and assessment prior to their clinical training and successfully entered clinical rotations without time consuming, often repetitive onsite training, decreasing the cumulative time as student might be expected to engage in Epic onboarding as much as 20-fold. Medical schools with multisystem training sites with a single type of EHR can adopt this approach to minimize training burden for their learners and to allow them more time in the clinical setting with optimized access to the EHR.