Introduction
The onboarding process is orienting and acclimating new employees to their jobs and workplaces. It typically includes orientation activities, such as introducing new employees to company culture and values, and providing them with the necessary training and resources to succeed in their roles (Jeske & Olson, 2021). This essay analyses how the onboarding process is employed to incorporate new workers into geriatric care facilities, including SMART criteria, a WHY statement, and a stakeholder handling plan for the project idea.
SMART Criteria
The project must include specific goals that will make its central focus and guide the entire process. The project aims to create an effective onboarding process for new employees in geriatric care facilities. This process will include orientations, job shadowing, and other training opportunities to help new employees feel comfortable and knowledgeable about their work in the facility (Jeske & Olson, 2021). The managers should ensure the instillation of ways to measure the impact of the intervention. For instance, the project will be successful if the onboarding process leads to a smooth transition of workers, each knowing their roles and having a proper understanding of company goals (Zutavern & Saifried, 2022). This will be measured through surveys and interviews with new employees after they have completed the onboarding process.
Besides, the project must be realistic and assessed for possible achievement. Doing so requires the project team to develop a comprehensive onboarding process that will be piloted in a few facilities before being rolled out more broadly. The team has the necessary expertise and experience to develop an effective onboarding process. This project is relevant to the goal of improving care for older adults, as new employees who are better trained and prepared are more likely to provide high-quality care. Lastly, the project is time-bound, meaning it will be completed over six months, with the facility’s onboarding process implemented during that time. The desired results should be attained by the end of this period, and necessary adjustments should be made where needed.
WHY statement
The project team has identified a need for an improved onboarding process for new employees in geriatric care facilities. They believe that new employees will be better equipped to provide high-quality care for older adults by creating a more effective process. This, in turn, will lead to improved care for older adults overall (Maurer, 2021). Following the hypothesis tree, the work package associated with the project includes developing a comprehensive onboarding process for new employees in geriatric care facilities and piloting the onboarding process in a few facilities. The necessary facilities and resources will be provided for every station.
This will help the project team refine the process and make necessary changes before it is implemented in more areas. Moreover, it would evaluate the effectiveness of the onboarding process. This will be done through surveys and interviews with new employees after they have completed the onboarding process. Finally, the project would implement the onboarding process more broadly. Once the onboarding process has been piloted and evaluated, it will be implemented in more senior care facilities.
Gantt Chart
Stakeholder Management Plan
First, the management will identify all potential stakeholders in the project. This includes employees in geriatric care facilities, older adults receiving care, and family members of older adults. This ensures that all personnel involved with the project are considered before its implementation. Secondly, an assessment would be conducted to identify the interests of each stakeholder relating to the topic (Lehtinen et al., 2019). This will help the project team to understand what each stakeholder cares about and how they might be affected by the project. This can be done through interviews, surveys, and focus groups.
The third step is to develop a strategy for engaging with each stakeholder. This strategy should consider each stakeholder’s interests and how best to communicate with them. The team should consider various communication channels, such as face-to-face meetings, phone calls, emails, and social media. Furthermore, the managing group proceeds to implement the stakeholder engagement strategy. This will involve communicating with stakeholders about the project and getting their feedback. Proper communication without bias is encouraged in this step. The team should plan for how they will handle negative feedback and criticism (Lehtinen et al., 2019). Finally, the effectiveness of the stakeholder engagement strategy must be evaluated. This will help the project team to understand what is working well and what could be improved.
Conclusion
The project idea is feasible and has the potential to improve care for older adults. The project team has identified a need for an improved onboarding process and has the necessary expertise and experience to develop and implement an effective strategy. The team has also outlined a comprehensive stakeholder management plan that will help to ensure that all stakeholders are engaged and that the project meets their needs. The team should also pilot the onboarding process in a few facilities before implementing it more broadly.
References
Jeske, D., & Olson, D. (2021). Onboarding new hires: Recognizing mutual learning opportunities. Journal of Work-Applied Management, 14(1), 63–76. Web.
Lehtinen, J., Aaltonen, K., & Rajala, R. (2019). Stakeholder management in complex product systems: Practices and rationales for engagement and disengagement. Industrial Marketing Management, 79, 58–70. Web.
Maurer, R. (2021). New employee onboarding guide. SHRM. Web.
Zutavern, S., & Saifried, J. (2022). Making sense of the new work environment: How employers can support newcomers’ onboarding. AERA 2022. Web.