Onboarding refers to the entry into a new working environment. The process needs to be as well organised as boarding an aeroplane, because the journey that begins from then on is initially exciting and new. However, a striking number of candidates in hospitals resign before their first day at work, as Haufe shows in a study. It is therefore worth analysing the onboarding steps before the actual start of work.
After all, the shortage of skilled labour is still the biggest challenge for hospitals in Germany and, according to this hospital study by the auditing firm BDO and the DKI (German Hospital Institute).
Each individual candidate should therefore be given a special welcome in order to optimise his or her candidate experience and build loyalty to the hospital at an early stage.
Onboarding takes place in several steps and begins even before the contract is signed, as the Ostalb clinics aptly summarise in this graphic.
Theoretically, onboarding begins with the Benefits and job ads.
This is where the hospital's employer branding comes into play and highlights its benefits and offers for potential applicants. A good work-life balance is particularly important for future generations. In addition, Generation Y and Z are flexible and can choose their employers due to the shortage of skilled labour. All the more reason for hospitals to endeavour to make a lasting impression with their social media presence. A lasting impression means minimising staff turnover through successful retention.
And indeed, a case study on the onboarding of employees in hospitals states that successful onboarding enables a 91% retention rate in the first year of employment. This could also overcome the early fluctuation mentioned above.
Preboarding
Preboarding, i.e. the time between signing the contract and starting work, is therefore particularly important and demonstrates the communication of a company.
Firstly, a strategy should be defined for each step of the onboarding process and the relevant contact persons should be named. Because it is important to give the new employee a sense of security even before their first day at work.
During pre-boarding, a contact person from the HR department should be chosen if possible to establish and maintain personal contact until the working phase at the hospital begins. Generally speaking, all steps can be standardised, but the approach should convey the feeling of being as personal as possible.
Once a contact person has been found, the next steps include providing the necessary information, access authorisations and the design of the workplace itself. The logistics of the building, including the available car parks, should also be communicated to the newcomer.
It has also been shown that not all employees are aware of the Benefits. This is the time to present the best side of the company and explain the benefits that a hospital offers its employees.
Onboarding
Specialists then take over the professional familiarisation. Because a hospital has a high level of responsibility, special care is required here. The personal level, which ultimately creates an emotional connection, is just as important.
Regular feedback meetings also help the onboardee to find their role in the hospital in the subsequent period, as Haufe describes. This is an essential step that can take different lengths of time. There is talk of anywhere from a week to a year. A longer period of support can certainly create a long-term bond.
Steps of the Onboarding Process
On the first day, a welcome event with an orientation tour and meeting the other employees makes sense. Any questions can be answered, missing documents can be replaced and the first colleagues can get to know each other.
The introduction of a mentor is very helpful at this point so that employees know who they can turn to. This person will be a specialist and should take their role seriously, as a mentor is a role model, advisor, coach, critic and supporter and is therefore essential for starting a career. Personal support increases the mentee's satisfaction, ensures the quality of patient care by explaining hard and soft skills and helps with team building.
Regular feedback meetings can help to get to know the newcomer better and at the same time reflect on the entire onboarding process.
Networking events also help to integrate new employees immediately, including any family members they may have.
As with preboarding, it is possible to standardise the measures. At the same time, they should be flexible enough to cater to individual needs. It is important that employees are emotionally integrated and can identify with the company's guidelines.
Recommendations for Action and Digital Onboarding
In a survey of three hospitals on the onboarding process in nursing, the nursing staff surveyed stated that they primarily require information about the hospital during the subsequent familiarisation process. This also includes telephone numbers for the relevant contact persons. Digital onboarding can conveniently transfer any information to a mobile phone. This can save time needed for long official channels and personnel. Modularisation of training courses and practical training can also be supported by digital solutions (see: Onboarding - Kliniken Ostalb) This includes further training and the communication of an organisation's values. This allows both sides to determine whether the hospital and employees can identify with each other and therefore integrate.
Ongoing communication is important for this, from the job interview to the final interview of the probationary period, with mutual feedback as respectful as possible.
The type of communication that is crucial for this can also be seen as transformational, open or as part of an "authentic" (see S.9, Organisational culture) leadership style. These styles are in contrast to the authoritarian management style that has long prevailed in hospitals. Taking an interest in open management can therefore also have a positive influence on the onboarding process.
Conclusion
Onboarding can begin with the job interview and is an elementary expression of the corporate culture. It is clear that a sophisticated communication strategy has great advantages throughout the entire process. This is because communication with onboardees conveys not only important information but also the values and aspirations of a hospital, as well as its expertise and working conditions. This helps to retain employees at an early stage and minimise staff turnover. This in turn saves the costs of rehiring and vacancies. At the same time, the hospital can also use the communication to assess whether the employee is a good fit for the organisation. Digital onboarding promises many advantages and can complement the personal interview. It also saves on human resources.
In any case, hospitals should develop a strategy for approaching onboardees at an early stage. This strategy can certainly be standardised and serves the quality of patient care and thus the future viability of the hospital.
