Introduction
Effective recruitment and selection are among the most important ways through which an organization can enhance the effectiveness of the employee management system through the strategical use of onboarding. Onboarding refers to the process of helping newly sourced talents to adjust to the social-environment and performance of the company quickly and smoothly. The process has always been a top priority of HR departments since companies lose talents to career transitions annually.
How to Effectively Onboard New Employees to Their Medical Offices Duties
The first researched method of onboarding is to establish a connection with new employees before they report for their duties on day one. A poor initial experience can give new talents a bad impression of the firm which is a big problem for two reasons. First, referrals are the quickest and cheapest way for companies to spot and acquire new talents, and having a bad experience ruins a company’s prospect of attracting top talent. Second, dissatisfied workers are more likely to leave the firm leading to high labor turnover and his cost of recruitment (Carmack, 2021). Therefore, no matter the role, starting a new job can be scary, and the best way to manage it is by establishing a good relationship with the recruits before they report for the first day. For example, most companies eliminate the paperwork on day one so that the new staff can enjoy their first time on the job without the stress of sorting and signing documents. Medical duties are demanding and a lot of paperwork is involved (Carmack, 2021). Hence, the elimination of paperwork during the first week enables newly recruited medical office staff to adjust to the social and performance aspect of the organization.
The second method of n boarding is training and compliance which is the lowest level and includes orienting them with the basic legal and policy-related to the medical field (Jeske & Olson, 2021). Most organizations in the health sector cover compliance as part of a formal onboarding process. During the training stage, role clarification is discussed but the aspect of culture and connection is not taught. According to research, 30% of firms large or small operation at this level (Sibisi & Kappers, 2022). However, passive onboarding practices may be functional but it is definitely unsystematic.
Companies also engage in a knowledge onboarding method to orient the recruits to the ways of the organization. This is done through clarification level which includes ensuring that the new employees understand their roles and expectations. When compliance and clarification are well covered by the firm’s formal onboarding practices, a connection of culture is introduced, which leads to attainment of high potential onboarding (Jeske & Olson, 2021). However, at this point, the complete process has not yet been reached in a systematic way across the organization. Therefore, it is important to be clear about the job and its roles. Usually, details of the jobs overwhelm the recruits as they struggle to juggle between the definition of their responsibilities and adjusting to a new environment. Hence, the medical office must be clear on the working hours, salary, definition of the key tasks, experience, and title.
Cultural orientation is another method that companies use to introduce new employees into the organization. It is a wide category that involves providing employees with a deeper understanding and sense of organizational norms and believes. An effective cultural orientantion process will help new employees to understand the mission, vision, and values of the firm. The process reinforces the expected behaviors and attitudes that collectively comprise the culture of the company (Anne Rosenquist & Hansuvadha, 2022). Additionally, orientation to the culture of an organization fosters a sense of belonging and inclusion. Since medical roles are tasking, new employees require all the help that they can get to enable them settle into their new roles. Hence, the connection of the interpersonal relationships and information that newly recruited employees must establish is an important practice of cultural onboarding.
How Orientation Programs Work Alongside Best Practices for Staff Development
The orientation programs work alongside established best practices for staff development. Every firm has its traditions, policies, and regulations that guide its operations. Therefore, newly employed talents must be trained depending on the work and role they were hired for and existing skills. For example, training is important for companies that use proprietary systems or software not available in other firms. Additionally, onboarding methods must cooperate with the training regimes of the firm (Petrilli et al., 2022). For example, new employees must be culturally oriented on procedures and policies that involve official or industrial secrets. Therefore, onboarding includes self-paced knowledge training in different domains such as safety procedures, software, or other technical skills. Additionally, it exists alongside leader-oriented training programs aimed at teaching “soft” skills that range from customer services, team-building, client management, and coaching.
Conclusion
In conclusion, effective orientation programs should support organizational recruitment efforts. A successful orientation reduces the rate of labor turnover which in turn increases productivity and morale. Engaging newly recruited employees before they start their first day has been found to have a significant impact on morale and efficiency. Ideally, it is important to get the paperwork out of the way o that they can get to enjoy the first day at work without the pressure of signing documents and forms. Additionally, orientating employees to the culture of the company creates a sense of belonging. The employees are taught the vision, and mission of the firm before they start working. This way, employees have a broader picture of belonging to a larger group than themselves. However, onboarding has to exist side by side with the existing best practices of development. As such, it has to allow time for self-paced training that equips newly employed individuals with the right skills to accomplish their roles.
References
Anne Rosenquist, W., & Hansuvadha, N. (2022). building professional capacity among Para educators through onboarding. Journal of Education Human Resources. Web.
Carmack, N. (2021). Collecting for diversity, equity, and inclusion: Best practices for Virginia libraries. Virginia Libraries, 65(1). Web.
Jeske, D., & Olson, D. (2021). Onboarding new hires: Rcognizing mutual learning opportunities. Journal of Work-Applied Management, 14(1), 63-76. Web.
Petrilli, S., Galuppo, L., & Ripamonti, S. (2022). Digital onboarding: Facilitators and barriers to improve worker experience. Sustainability, 14(9), 5684. Web.
Sibisi, S., & Kappers, G. (2022). Onboarding can make or break a new hire’s experience. Harvard Business Review. Web.