Case Study

Standardizing Employee Orientation Process

The Issue

A medical practice management company had no formal human resource function, which meant orientation sessions were sporadic and inconsistent. Generally, new hires completed insurance and payroll paperwork, were sent to their respective departments, and went to work immediately if hired during a busy time. New hires got minimal company or job related information. As a result, employees failed to see how their jobs fit into the company's infrastructure.

The Solution

After interviewing the company president and researching existing material, we proposed the design of a three-part orientation program (general, departmental, and position). This was proposed so that all employees were oriented consistently to their jobs, and general and departmental work environment before providing clinical care or administrative services to patients.

After completing the development of the standardized employee orientation program, we coordinated and assisted with facilitating six two-day orientation sessions for all current employees. The purpose of the presentations was to minimize confusion within the existing staff of how their jobs fit into the company's objectives; and to ensure that everyone was on the "same page" from that point forward regarding the company's philosophy, mission, goals, and approach to medical practice management and patient customer care.

The Result

The standardized employee orientation process became a recruitment selling point. It demonstrated the company's commitment to assisting its staff members with the successful completion of their introductory period, and with understanding their roles in the goals of achieving organizational success and in meeting compliance requirements.