Orientation an ideal time to bond with employees

The health care field is known for spending more time conducting new employee orientations than any other industry. Unfortunately, many health care organizations fail to take advantage of this opportunity to increase retention rates, both during their group and one-on-one training sessions.

To be confident that fresh hires will bond to your company like super glue, focus on four primary areas.

Company perspective. Make the orientation a public-relations effort. Review your business mission, culture, products, services and customer/patient base.

Provide information on the corporation's formal history and recurrent major happenings, as well as recent special events. Compare the company's features and benefits with each competitor.

Address policies regarding benefits, raises, performance evaluations and career paths available for those seeking promotions.

Comment on distinct department procedures and specific job duties based on job descriptions. Prepare the trainees for the problems and challenges that await them.

Encourage participants to share how their previous work experiences relate to their current jobs. Determine the unique goals, desires, expectations and motivations of the individuals. Health care supervisors should use this knowledge to develop customized retention programs. Assimilate the new hires into the work force as soon as possible.

New employee perspective. Your orientees will be focusing on their own needs, so the questions that concern them must be discussed.

How do associates gain acceptance? How are rewards administered? What does it take to get ahead? How does everyone fit into the total picture? How much security is present? Although the formal job description is available, what is really expected? What is the boss really like? What does the health care organization really do? The employee manual is handy, but what are the real rules?

Process. Decide all topics to cover in training with a justification as to why each is important. "We've always done it this way" is not an acceptable answer. Select who will conduct each section of the orientation.

Develop a checklist of topics with time schedules, leaving a place for the trainers and trainees to initial, signifying the material was covered and understood.

Choose the training techniques to utilize, such as role playing, small-group discussions, story telling, games or lecture. Develop the content and handouts.

Prepare all materials and work areas in advance. Obtain a written evaluation of the orientation after the workers have been on the job for at least two to four weeks. By that time they will be able to accurately comment on training strengths and weaknesses.

Critical day one. The two work days associates remember the most are the first and last days of employment with a health care business. Be sure to make a good first impression.

If possible, allow the new hires to mainly watch, without much pressure to learn. They are probably having a hard enough time recalling where the bathroom is, let alone the 50 detailed steps to complete one of several key job duties. Provide precise, written documentation if observation is not an option in your health care organization.

Let everyone convey what made them decide to work both in the health care industry and for your corporation. Arrange for the staff members to have at least one extremely positive experience to share with family and friends. Assign a real project to get their feet wet.

The supervisor needs to be available so the orientees understand they are valued. Appoint personal sponsors so the new workers feel welcome. Sponsors should be good employees who are still fairly new, because they will remember what it is like to be new kids on the block.

Does your business have a party on the day an individual leaves? Which day is most important: the first or last? Party on day one: A new staff member is a celebration.

Keeping people on the job for as long as possible is critical to the success of a health care company. Start taking proactive steps during the orientation, and stop watching your turnover rate climb.

(Lynne Haggerman is president/owner of Haggerman & Associates, an employment, management training, human resources consulting and outplacement firm.)