Manager Onboarding to Improve Knowledge and Confidence to Lead

Background: Primary care (PC) is increasingly the setting for affordable, coordinated, end-to-end patient care, with PC managers in charge of organizational performance. While PC managers are central to high-functioning teams, they often receive inadequate onboarding. Local Problem: Primary care onboarding competes with other operational priorities and faces time constraints, lack of mentorship, and cost. Context: At an integrated healthcare system, a need was identified to develop structured, role-specific onboarding for newly hired PC managers to improve knowledge and confidence to lead. Interventions: Bauer’s Four Cs framework for onboarding guided the development of a manager onboarding program for 12 new PC managers. Content drew on best practices from the literature and was informed by the knowledge gap discovered through a needs assessment. Outcome Measures: Knowledge, confidence to lead, and intent to stay were chosen to assess the impact of onboarding on the competencies of new PC managers to be successful in their roles. The metrics were percent change from pre- to post-implementation. Data to evaluate outcomes were obtained from the pre- and post-intervention surveys. Results: Confidence to lead increased 13% (t(21) = 2.33, p = .03); knowledge increased 29% ((t(21) = 2.94, p = .01). Intent to stay in the role did not show a significant increase. Conclusions: Evidence from the literature and the project results suggest strong connections between structured onboarding practices for new managers and preparedness to lead high-functioning teams. Empirical research is needed to examine the implications of onboarding relative to hire date on intent to stay in the role

Nurse Manager Onboarding Program Impact on Self-Assessed Competencies

https://scholarlycommons.libraryinfo.bhs.org/nurs_presentations2023/1028/thumbnail.jp

Manager Onboarding to Improve Retention, Knowledge, and Confidence to Lead

Objective: The purpose of this paper is to review the literature on manager onboarding best practices and their impact on turnover intention, knowledge, and confidence to lead teams in primary healthcare settings. Background: Primary care onboarding is often insufficient due to competing operational priorities, time constraints, lack of mentorship, and cost. With primary care increasingly the setting for affordable, coordinated, end-to-end patient care, primary care managers must be well-prepared to lead the care team. Methods: A review of the literature identified best onboarding practices associated with job satisfaction and turnover, reduced time to proficiency, increased knowledge, and confidence to lead. Findings: Appropriate onboarding can shorten the new manager’s time to proficiency, increase job satisfaction, and reduce turnover. Content-specific to onboarding managers in the primary care setting was not found. Conclusion: Strong connections exist between structured onboarding practices and improved job satisfaction, retention, and performance. Empirical research is needed to validate best practices and their impact on outcomes, specifically, role-specific onboarding for managers in primary care

Mapping it Out: Developing a Library Internship Program

Background Newly graduated librarians often do not possess the knowledge and skills essential to practicing in a health sciences library. This mismatch in experience and expectations stems from a lack of exposure to health sciences librarianship and the typically general nature of graduate education in library and information science. This gap in skills and understanding stems from a lack of opportunities to develop in these areas. At the same time, many experienced health sciences librarians do not have the supervisory roles as a regular part of their work, resulting in fewer opportunities to build managerial skills and experience. In 2019 a health sciences library at an urban academic health sciences institution decided to develop an internship program to address both of these issues. Description This presentation will address the development of the internship program, including collaboration between the department head and librarians to develop the program. It will also address how the COVID-19 pandemic affected the program and continued evolution of the program. The presentation will also highlight lessons learned, challenges, and the next steps to ensure the program\u27s sustainability. Conclusions After hosting two interns over a three-year period, the internship program continues to evolve. This talk will focus on future areas for assessment and lessons learned including efforts made to balance program goals while also providing the intern with broad exposure to different aspects of health sciences librarianship while also addressing the intern\u27s personal development goals. Perspectives from librarian managers will also be discussed

Improving New Nurse Manager Orientation and Onboarding Program

ABSTRACT Purpose: Identify and adapt the best evidence for nurse manager orientation and onboarding programs into practice. Assess the program\u27s impact on job satisfaction and retention of new Nurse Managers (NMs) and Assistant Nurse Managers (ANMs). Background: Constant turnover of ANMs and NMs within local and regional facilities is expensive and negatively impacts nursing leaders\u27 work environment, job satisfaction, and patient outcomes. Local Problem: The lack of formal orientation and onboarding at the focus facility impacts the retention and job satisfaction of NMs. The sunsetting of a regional hub model of new NM orientation and onboarding led to a just-in-time model that was not developing NM competence or promoting job satisfaction and contributed to extensive ANM/NM turnover. Methods: CINHAL and PubMed were reviewed and identified seventeen studies discussing nurse manager orientation onboarding, job satisfaction, and retention; single research, systematic reviews, and a meta-analysis were included and limited to 2008-2023 publications and English-only articles, inclusive of reverse reference reviews. Interventions: Six key themes were identified from these studies: (a) the use of multi-modal interventions to impart knowledge, (b) organizational factors impacting NM effectiveness, (c) mentoring and coaching, (d) individual traits and characteristics, and (e) job satisfaction and retention, and (f) the impacts to organizations and patients. Results: Pre- and post-interventional surveys using Qualtrics software were analyzed and evaluated for trends to demonstrate the impact of a structured, evidence-based orientation program on NM job satisfaction and retention. Outputs generated quantitative statistical outcomes using SPSS software: a paired t-test from pre-and post-data sets. Conclusions: In the targeted hospital, a quality intervention focused on improving new nurse manager orientation and onboarding demonstrated improvements in NM perceived competency and reductions in travelers on assignment

The Supported Brewing Initiative: a pilot supported employment internship program

The goal of the Supported Brewing Initiative is to advocate for OT’s role in work and supported employment by providing meaningful, occupation-based, and client-centered programs designed around unique and non-traditional environments. With a growing number of young adults and veterans entering college with TBI and planning to enter the workforce as gainful individuals, it is imperative that OTs lead the development and implementation of supported employment programs nationwide. Through implementation and redesign, the program intends to expand OT practice and improve opportunities for gainful employment and successful transitions into the working world for millions of college students with TBI. In addition to its pilot nature, review and analysis of the program’s outcomes will determine its effectiveness as an OT intervention and publish results in order to advance OT practice and rehabilitation science as a whole. In combination with the outlined dissemination plan, the Supported Brewing Initiative has the potential to significantly and positively influence OT practice and the lives of young adults and veterans with TBI

Effects of the use of electronic human resource management (E-HRM) within human resource management (HRM) functions at universities

Objective This study set out to examine the effect of e-hrm systems in assisting human resource practitioners to execute their duties and responsibilities. Prior In comparison to developed economies of the world, information technology adoption in sub-Saharan Africa has not been without certain glitches. Some of the factors that are responsible for these include poor need identification, sustainable funding, and insufficient skills. Besides these factors, there is also the issue of change management and users sticking to what they already know. Although, the above factors seem negative, there is strong evidence that information systems such as electronic human resource management present benefits to an organization. Approach To achieve this, a dual research approach was utilized. Literature assisted immensely in both the development of the conceptual framework upon which the study hinged as well as in the development of the questionnaire items. The study also made use of an interview checklist to guide the participants. Results/implications The findings reveal a mix of responses that indicate that while there are gains in adopting ehrm systems, it is wiser to consider supporting resources as well as articulate the needs of the university better before any investment is made

Key Elements For A Successful Employee Onboarding Program

This capstone focuses on examining key elements of employee-onboarding success in organizations. From the literature, the author extracted three crucial factors contributing to effective onboarding models, Relationship-Building, Organizational Support, and Communication, and proposed a hypothesis: These three key elements are contributing to onboarding success. Then, the author identified four outstanding employee onboarding models from Netflix, Twitter, LinkedIn, and Google, by using the criteria from several human resource specialized websites. In the analysis, the author examined the three elements in the four onboarding models and found out that all the factors contributed to employee onboarding success individually and collectively. Furthermore, the author proposed that “People” is a core value of a successful employee onboarding process for organizations. This paper strongly suggests that it would be worth pursuing with a larger study to examine the three elements and extract more factors

LVHN Weekly

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