new hire training cpr to revive your veterinary teamnew hire training: connect with your hires...

new hire trainingCPR TO REVIVE YOUR VETERINARY TEAM

Future LeadersProgram

A product of the AVMA Future Leaders Program of 2016-17

CPR for New Hire Training | AVMA 2

INTROWORKPLACE CULTURE:

“Culture is the character and personality of your organization. It's what makes your organization unique and is the sum of its values, traditions, beliefs, interactions, behaviors, and attitudes.”1

Veterinary businesses definitely have workplace cultures. From a small clinic to a state-of-the-art tertiary referral hospital to production animal medicine practices, universities and industry – workplace “culture” is both a tangible and intangible concept; it’s the “vibe” of the place. To be sure, many workplaces try to purposefully create a harmonious and collegial environment. Unfortunately, it is easier to recognize a dysfunctional or toxic workplace culture than it is to determine how to craft or steer toward a positive workplace culture.

It can be a challenge once the “vibe” of an organization is entrenched – but working to shift the culture towards healthier habits is well worth it. Just spend one day on veterinary-specific social media sources and the reasons to shift towards a positive culture will be evident. From changing veterinary business environments to poor employee retention, compassion fatigue, burn-out, and even suicide – these are all reasons to create a healthier workplace.

There are few veterinary-specific resources, but interest and research into this area is growing. The American Animal Hospital Association recently published a white paper analyzing the relationships between organizational culture and veterinary practice metrics.2 Major conclusions included, not surprisingly, that positive perceptions of leadership skills, teamwork, staffing, and even the relationships with veterinarians were all correlated with higher practice metrics. Other veterinary publications have also highlighted the impact of culture on a veterinary workplace.3,4 Notably, a positive culture can increase productivity, support stronger financial results, and lead to superior client service.3

An intentional re-shaping of workplace culture must incorporate active communication with an effort to reduce conflict and promote unity. Generally, people are well-meaning but entrenched within habits that may not be sufficiently serving their colleagues or the veterinary workplace. First, it is necessary to recognize and acknowledge the actions your staff are already taking to make the workday go well. Second,

your team must realize that you understand and appreciate their current efforts. Third, understand that you are essentially coming to them with a request that they do more work to change habits that seem to have served them well. It is wise to solicit feedback on any habits you have that are not working for others, and it is important to create a safe way for people to tell you what is not working for them.

Only inside a framework of moving forward together will your team be willing to undertake the daily effort to change existing habits. Within that framework, you can then create the call-to-action, highlighting the gap between where your culture is today and what you see is possible. Compassion and kindness on your part are vital. As the leader of change, you will be scrutinized to see whether you, too, are changing what the team identifies as your not-so-useful habits. Acknowledge to your team that changes are initially hard (slipping back into old habits will be common at first), but with team buy-in and support, new ways of behaving will become second nature in time.

The intent of CPR to Revive Your Veterinary Team is to add to the growing body of resources on creating a positive veterinary workplace culture. Tips to consider: conduct a culture assessment, coach and encourage coaching, lead by example, and recruit for a cultural fit.4 Incorporating these and other recommendations, we developed three individual toolkits in the focus areas of new hire training, performance feedback, and team meetings:

New Hire Training: Connect with your hires Coordinate & Promote Relationships

Feedback: Provide Effective Feedback Cultivate, Prepare, Receive

Meetings: Resuscitate Team Meetings Communicate, Participate, Reward

This document will aid you in your efforts, and we hope it will also pique your interest in delving more deeply into other resources.

References1 (2013, March 6). ERC. Retrieved May 17, 2017 from https://www.yourerc.com/blog/post/workplace-culture-what-it-is-why-it-matters-how-to-define-it.aspx

2 Fukami, Cynthia. "Understanding the Impact of Organizational Culture in ..." Understanding the Impact of Organizational Culture in Veterinary Practices. AAHA and the Daniels College of Business University of Denver, 2015. Web. 19 May 2017.

3 ACC, Jeff Thoren DVM. "Practice Culture Part Two: Supporting & Sustaining Your Practice Culture." Veterinary Team Brief. N.p., n.d. Web. 19 May 2017.

4 Pearson, Steve. "Is Your Office Culture Negatively Affecting Your Well-Being?" Veterinary Practice News. Lumina Media, 08 Apr. 2015. Web. 19 May 2017.

We have developed CPR to Revive Your Veterinary Team to raise awareness and increase interest in deliberately creating a positive veterinary workplace culture.


CPR FOR YOUR NEW HIRE TRAINING: CONNECT WITH YOUR HIRES

COORDINATE & PROMOTE RELATIONSHIPS

It’s all too common to think that hiring someone with the right expertise / credentials is all it takes to have a newly-hired employee hit the ground running. Additionally, by the time the new person arrives, the employer’s ability to train the new employee is often limited by a lack of time / resources. As a result, the new employee is left to figure things out, and how that person decides to do things may not be what you want!

Take some time to think about your workplace, the roles people play in it, and what you would want to know if you were starting anew. It’s worth it, and will pay dividends in longer staff retention, increased collaboration, and higher morale for everyone, all of which translate to an improved bottom line.

TABLE OF CONTENTS

BUILDING A NEW HIRE TRAINING PROGRAM . . . . . . . . . . . . . . . . . . . . 4

SAMPLE NEW HIRE CHECKLISTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Pre-arrival . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8First day . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96- or 12-month . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10


New Hire Training: Build a Program

STEP 1: IDENTIFY A COORDINATOR FOR THE NEW HIRE TRAINING PROGRAM.

Someone must own the program to ensure it is revised and updated when needed. If this person isn’t the owner/manager/director, it must be someone who has authority to dedicate time and resources to the program.

WHAT ARE IDEAL QUALITIES OF A TRAINING COORDINATOR?

• Easily approachable: Works comfortably with all employees. They will interact with all employees and may need to address issues of accountability.

• Organized: Ensures that procedures and descriptions are updated and distributed.

• Professional: Exemplifies the vision and mission statements of this workplace. Must be someone who fully supports or sets the standard for your hospital.

• Collaborative: Encourages cooperation and team work.

WHAT ARE THE DUTIES OF THE TRAINING COORDINATOR?

• Coordinate the training program for the practice. In addition to new hire training, this typically includes follow-up training, train-the-trainer sessions, as well as continuing education or coaching sessions (beyond the scope of this document).

• Ensure that the business’s vision and mission statements are being followed.

• Verify that the goals of the training program are being met.

• Ensure the needs of the individual in the new hire program are being met.

• Monitor the training program based on pre-defined criteria to determine if it is meeting the needs of the practice.

• Make or recommend adjustments to the program as necessary.

WHO ELSE IS INVOLVED IN THE TRAINING PROGRAM?

• Everyone should be involved in creating, instituting, and modifying the training program, as these different perspectives help to create and support the most robust and effective program possible.

• The coordinator assists in the implementation as well as in modifications.

• Individuals who will be training new employees need to receive train-the-trainer sessions.

– This ensures that all trainers have the same standards and approaches, and leads toward continuity.

– Do not underestimate how important this is! Improper training can lead to disengagement of the new employee and hinder their ability to become a high performing team member. (Best practices for train-the-trainer are beyond the scope of this document.)

STEP 2: DEFINE WHAT SHOULD BE INCLUDED IN THE TRAINING PROGRAM

• Pertinent regulations—federal (ex. DEA), state (ex. OSHA), and any local ordinances (such as those regulating rabies vaccination or waste disposal)

• The name/title of the person(s) who will be guiding the employee through the program

• The applicable job description

• The practice’s vision, mission, SOPs, & policies

• Desired client experience

• Desired patient experience

• A timeline stating milestones for the new employee, to ensure they are on track with their training.

• A development plan, within a framework established by the practice. It is fleshed out in consultation with the new employee, so that it is tailored to the person’s needs as a newly hired employee.


STEP 3: CREATE A NEW HIRE DEVELOPMENT PLAN

WHAT DOES A NEW HIRE DEVELOPMENT PLAN ENTAIL?

• Create a document – written plans are a necessity to stay on track and verify that the employee can meet agreed-upon goals.

• Use a 70-20-10 learning framework throughout training to provide the new employee with various ways to acquire the necessary skills.

• It is important to develop a safe space so the new employee feels comfortable raising any concerns about the training and development when they arise. In this way, concerns can be addressed sooner rather than later.

• Create scheduled check-ins to monitor progress and maintain accountability.

– These should be frequent for first 6 months, then more periodic. The exact timeframe may change depending on the needs of the individual and the practice. Allow for flexibility.

– Quickly identify areas where a new employee is struggling and support them through these areas.

WHAT IS THE 70-20-10 LEARNING FRAMEWORK?

• People innately use a 70-20-10 learning framework to develop skills specific to job roles.

– 70% of time is spent learning while doing a task (performing the tasks in real time).

– 20% of time is spent learning from someone else (developing skills while working with others).

– 10% of time is spent learning at an event or while reading literature (learning from structured courses and programs).

WHY IS THIS PARADIGM IMPORTANT WHEN THINKING ABOUT TRAINING NEW EMPLOYEES?

• It was formally defined when experts on informal learning decided to evaluate training in different organizations, and realized that most new employees receive 70 to 80% of their training from other employees or on-the-job.

WHAT ACTIVITIES OCCUR IN EACH STAGE OF THE 70-20-10 LEARNING FRAMEWORK?

• 70 - Learn from experience.

– Apply learning in real-time job-related tasks.

– Develop work and problem-solving skills related to the job.

– Increase the level of control and decision-making.

– Use feedback to make changes.

– Work on a committee or group project.

– May include future goals.

• 20 - Learn from others.

– Seek advice, ask opinions, and sound out ideas.

– Solicit coaching from managers and others.

– Receive assessments with feedback.

– Learn through teams and networks.

– Participate in structured mentoring or coaching.

– Join in facilitated group discussion.

– Become involved in professional organizations.

• 10 - Learn through structured content.

– Identify courses, workshops, and seminars to attend.

– Participate in E-learning or distance learning.

– Obtain new certifications.


WHAT ARE THE BENCHMARKS FOR A DEVELOPMENT PLAN?

• Create benchmarks individualized to the employee.

• Use PACT, a four-level criteria, as a method to evaluate job tasks/competencies.

– Paraphrase—person can describe how something should be done and what the performance standard is, but can’t yet do it.

– Acquiring skill—person can carry out the task but still needs to refer to others or to guidance materials in order to reach the desired standard.

– Competent—person can carry out the task to the desired standards without needing to refer to others or to guidance materials.

– Teach—person can carry out the task to the desired standard, teach others, and may even be producing ideas about how to improve the process or become more efficient at it.

• This type of evaluation allows new employees to become engaged in the task and gives them some safety as they try new tasks.

• Also consider a 360-degree assessment, including a self-assessment by the employee. Feedback must be given openly; anonymous feedback risks destroying trust between employees.

• Although new employees are expected to adhere to the company’s standards, examples, and values, the employer needs to remember that there can be individual variations in how these are achieved. Diverse approaches make the workplace stronger. Allowing the new employee to make these tasks their own increases morale and creates a positive experience in the training process.

STEP 4: MAP OUT THE NEW HIRE TRAINING PROGRAM AND CARRY IT OUT

BEFORE HIRING

• New Hire Training truly begins with the initial interview of each candidate.

• Share the values and culture of your practice (the vision and mission statements) to determine if the person is aligned with these values.

– You must determine what they are looking for in their

career and workplace to see if the position is a good fit for them.

– It is equally important that you provide your expectations of a new hire.

• Discuss the training program and determine what the candidate’s needs and expectations are.

AFTER HIRING, BUT BEFORE STARTING

• Prepare a pre-arrival checklist that includes all paperwork that needs to be completed.

• Assign a primary contact. This is often the individual’s direct supervisor or manager. Consider a back-up contact in the event of an emergency.

• Have their work space, paper work, resources, and orientation plan prepared before arrival.

• Inform the new employee what identification, clothes, personal supplies, etc. need to be brought on the first day

FIRST WEEK

• The assigned coordinator must set aside time to spend with the new employee to explain the training program.

• Craft the new hire development plan together.

– Agree upon success criteria – this will help establish expectations.

• Create a timeline together.

• The new person must be ready to develop themselves, and be ready to receive guidance and support from the team to enhance their development and integration into the team.

• As the first week is overwhelming, allow the new employee

time to review and read information, and plan activities to slowly introduce the new person to the ways of working in the practice.

• Consider setting up a meet-and-greet or an after-work social gathering to introduce the employee to the team and allow for relationships to develop in a relaxed environment.

• Arrange for the new employee to achieve something during the first week for early success and support of their engagement.


FIRST MONTH

• The training coordinator should continue to reiterate and speak in greater depth with the new employee about broad topics, especially vision, mission, values, ethics, etc.

• Encourage all veterinary team members at all levels to spend time with new hire.

– Allow the group to accomplish a common goal together to facilitate bonding.

• By the end of the month, the new hire should have:

– Established a firm understanding of goals.

– Begun to build a relationship with their supervisor / manager.

– Completed their review of all policies / SOPs (sexual harassment, safety training, computer system, etc.).

FIRST 3 MONTHS

• This is the most critical period for frequent communication and check-ins between the new employee and his/her manager.

– Establish a relationship.

– Address any problems early.

• Employee and manager should exchange feedback often.

– Discuss areas to improve.

– Ask employee how they can best be supported in their training and development.

ADJUSTING (3-6 MONTHS)

• The training coordinator must continue to monitor the training.

• The manager may consider a formal three-month and/or six-month check-in to evaluate the new employee’s progress and provide more formal feedback.

• As the new employee begins to grow with the practice, other opportunities for development may arise. Do not be afraid to adjust course to accommodate the training that the associate needs as you move forward in the training process.

ENGAGED (BY 12 MONTHS)

Employee should be fully engaged with the group and have a good understanding of leadership and their work, and should have built professional relationships.

THROUGHOUT THIS PROCESS

• Be ready to revise the training as necessary, even in the middle of a new person’s program.

• The training coordinator needs to determine what works well and what challenges arise.

• It is natural for the training coordinator to identify ways to improve the training program for future hires.

ReferencesJennings C, Wargnier J. Effective Learning with 70:20:10. Cross Knowledge.

McMahon A. Train Like You Fly. 2007: Aviation Supplies & Academics Inc.

Osmundson E. On-boarding Milestones. Agri Marketing. Oct 2016:16. Business Insights: Essentials. Web. 15 Feb 2017.

Sample checklists as follows were adapted from http://welcome.mit.edu/managers/checklists.


New Hire Training: Pre-Arrival Checklist Employee:

Hire Date:

Supervisor:

CALL EMPLOYEE

Confirm start date, time, place, parking, dress code, etc.

Identify computer needs and requirements.

Provide name of the individual they will meet.

Prepare employee’s calendar for the first two weeks, including regularly scheduled meetings.

Plan the employee’s first assignment.

SOCIALIZATION

Announce to the practice (by email or other method) to inform them of the new hire.

Include start date, employee’s role, and bio. Copy the new employee.

Schedule meetings with critical people for the employee’s first few weeks.

Set up lunch with the appropriate person(s) for the first day and during first week.

Plan for a tour.

WORK ENVIRONMENT

Put together a welcome packet and include: job description, welcome letter,

contact names and phone lists, parking and transportation information, mission and values of the practice, etc.

Clean the work area, and set up desk/cube/office space with supplies.

Order appropriate keys and access cards.

Order business cards and name plate (if applicable).

Arrange for parking, if needed.

Add employee to relevant email lists.

TECHNOLOGY ACCESS AND RELATED

Order technology equipment (computer) and software.

Contact your local information technology provider to set up the system in advance.

Arrange for desk phone or cell phone service.

TRAINING/DEVELOPMENT

Arrange pertinent trainings required for the job.


New Hire Training: First Day Checklist Employee:

Hire Date:

Supervisor:

SCHEDULE, JOB DUTIES, AND EXPECTATIONS

Clarify the first week’s schedule.

Confirm required and recommended training.

Provide an overview of the functional area – its purpose, organizational structure, and goals.

Review job description, outline of duties, and expectations.

Describe how employee’s job fits in the department, and how the job and department contribute to the practice.

Review hours of work. Explain policies and procedures for overtime, use of vacation and sick time, holidays, etc. Explain any flexible work policies or procedures.

Schedule meetings with new employee for upcoming time points: at the end of 30 days, at the end of 3 months, at the end of 6 months, and at the end of 12 months.

SOCIALIZATION

Be available to greet the employee on the first day.

Introduce employee to others in the workplace.

Take employee out to lunch or organize an informal gathering (e.g. A coffee hour).

WORK ENVIRONMENT

Give employee key(s) and building access card.

Discuss transportation and parking, or escort employee (if applicable).

Provide department or building-specific safety & emergency information.

Arrange for an employee tour.

Explain how to get additional supplies.

TECHNOLOGY ACCESS AND RELATED

Provide information on setting up voicemail and computer (if applicable).


New Hire Training: Six or Twelve-Month ChecklistEmployee:

Hire Date:

Supervisor:

SCHEDULE, JOB DUTIES, AND EXPECTATIONS

Recognize and celebrate employee’s successes and contributions.

Continue providing regular informal feedback.

Provide formal feedback during the annual review process.

Discuss with employee about his/her experience to date.

Inquire into how the employee’s skills and knowledge are being utilized and seek avenues for growth; what’s working, what they need more of, etc.

Begin discussing the year ahead.

SOCIALIZATION

Support and encourage employee’s participation on a team or committee.

Solicit employee’s feedback and suggestions on ways to improve the new hire training experience. (Can be done one-on-one or with a small group of new employees.)

TRAINING AND DEVELOPMENT

Discuss employee’s professional development goals and identify relevant learning opportunities.

Ensure that all mandatory training has been finished or is on track to be complete.

new hire training cpr to revive your veterinary teamnew hire training: connect with your hires...

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