Ease their transition

Regardless of a person's work history, a staff member's first day on a new job can be intimidating. For some, it's so overwhelming and confusing, they don't return for a second day. The following guidelines may help make the transition for new employees a smoother, more positive experience.

A Send a "Welcome to the Practice" letter to the homes of new employees before their first day. It lets them know they're important members of a healthcare team and that you're looking forward to working together.

A On the first day, pair the new staff member with a co-worker who will serve as a coach and encouraging presence for as long as necessary. This has two advantages: First, it gives a new staff member a one-on-one way to "learn the ropes" from someone who's been in her shoes. Second, the coach feels proud you chose him or her to be personally responsible for the new team member. A coach can be any staff member who's had a couple years of experience at your practice, exhibits leadership qualities and wants to help new employees grow in their jobs.

A Avoid starting a new employee on the busiest day of the week. For most practices, it's better to start on a Tuesday or Wednesday than on a Monday or Friday.

A Clarify expectations. What does the employee need to do in the short term and long term? How and when is the employee's performance measured? What constitutes success?

Reality check: About 22% of American workers voluntarily leave their jobs within the first year, according to a survey by the Saratoga Institute, a subsidiary of the accounting firm PriceWaterhouseCoopers. In a separate study, the institute found through exit interviews that common reasons for new-employee turnover included discovering that a job did not live up to expectations and finding a lack of opportunity and job growth.

A Let all staff members know that the new employee is expected and ask them to make him or her feel welcome.

A Employees often have "going away" parties but seldom, a "welcome aboard" party. Consider flowers or balloons, coffee and cake, perhaps a catered lunch.

A The orientation should include a thorough review of the employee handbook. You want new employees to be familiar with your policies and to have all work-related questions answered.

A During the orientation phase, be attuned to a new person's need for information and individual capacity for learning. Some new employees may want to move quickly beyond the basics to learn about broader issues such as the core values and philosophy of the practice.

A During the break-in period, the coach can monitor the new staff member's progress with questions such as: Do you have the resources you need to do the job? Do you need any assistance in dealing with anyone in the practice? Is the job what you expected?

A New employees should finish their first day feeling they've joined the type of practice for which they want to work.

Last but not least

Perhaps most importantly, you must decide that welcoming a new staff member is an investment in long-term retention and should be given a high priority. OM

References available on request.