Staff Choice Awards 2018/19
Has been shortlisted for this award
- Systems and Change Team
The nomination said...
I would like to nominate the collective of corporate staff who have come together to proactively streamline and improve the onboarding of new starters to the Trust.
The “Corporate Onboarding Group” consists of a number of teams – HR Recruitment, Medical Staffing, IT Training, ICT Systems Support, ESR Team, e-Rostering Team, Maintenance, and Education and Development. Historically, recruiting managers have had to spend time and resource on contacting the individual corporate teams separately to request access to systems and training for their new starter. The benefit is they no longer need to do this – it is all done for them by the Corporate Onboarding Group!
Since June, all new substantive and fixed-term staff have gone through the new “onboarding” process. It includes the creation of access to the relevant Trust business and clinical systems by the Systems Support Team and the booking of new starters on ICT induction and clinical system training, even before they are in post!
The ICT Induction Day, delivered by the IT Training Team, takes place every Tuesday and provides an overview of our essential business systems and how to access them. It also allows time for completion of some clinical systems and statutory/mandatory e-Learning. New starters are provided with an active smartcard before they finish for the day, and Lorenzo classroom training is also delivered in the same week. Another improvement is Trust ID badges are now routinely provided by Maintenance Services to new starters at ICT Induction Day too!
The new process has freed up recruiting managers’ time and ensured that new starters experience an effective introduction to our Trust, with everything they need to contribute within the first week.
The underpinning principle is the group all share the same goal of making life easier for Trust clinical services which are delivering frontline care to our service users.
What makes the group unique is it is the first cross-corporate departmental collaboration. Where previously the individual teams have completed their part of the process in silos, the coming together highlighted they were all requiring information from each other which, more often than not. resulted in delays. Therefore, the collective worked on developing a secure central shared repository where each team can update and access information instantaneously. This has enabled the group to be responsive and flexible when there is short turnaround for new starters joining the Trust.
The end-to-end process is continually being improved and reviewed by the group to give the best possible service to recruiting managers.
I think the collective group are a fantastic example of demonstrating our Trust vision and values by working positively and respectfully together. I would like to share some feedback from recruiting managers who have experienced the new process:
- “This is an excellent method to get new starters access to systems within their first week”
- “Very impressed with the experience of this new approach. Previously I had to wait two months for a new starter to get on ESR to even start their statutory/mandatory training and I could be waiting even longer to get them booked on an induction to get their ID badge. So, when my new starter came back and said they had their ID badge, 50% of their statutory/mandatory training done and was booked on their Trust induction, I was amazed! Fantastic work all”
- “Love it. Makes life a lot easier. I guess the only thing which would be even better is if the Trust induction was part of this”
- “The ICT Induction is a great addition”
- “At present, the system is working really well and is helpful to the new starter who instantly feels part of the team and the Trust itself”
- “I think it’s a vast improvement. It’s all done in one process and doesn’t rely on the manager to submit multiple forms. It’s improved the process greatly”
Prior to the project, there were issues with long delays from a new member of staff starting and them being fully enabled to start their day-to-day duties on joining, thus causing inefficiencies and potential delays to patient care. Sheila Haydock took a strong lead in looking at the new starter (onboarding) process (from offer of post via HR to staff being ready to do their job) to identify pinch points, handing off between different departments and looking creatively at how this could be streamlined and shortened. This involved putting together a written proposal, working together with other Trust departments, reshuffling ICT roles, secondment of staff from other ICT teams into Systems and Change to work together to devise, refine and pilot new ways of working. Following discussion of the proposal and options paper, and the success of the project, some permanent staffing changes have been made to enable this process to continue and grow. The staff involved have been empowered to work positively and proactively, and in collaboration with colleagues in other teams and deliver a very personable and determined service.
New starter (onboarding) process has been live since June 2018 and all new substantive and fixed-term staff have since then been subject to this new, improved process. It is now possible for the process to be completed, end-to-end, in under four weeks – often before the new starter starts in post. Onboarding Team staff attend Trust induction days, enabling smartcards to be provided on the day, and key clinical system training places are available on the following days at multiple locations to maximise the opportunity for staff to be trained within their first few days in post; the result being that clinical staff are able to start delivering care as soon as their local induction is complete and administrative staff are also able to start supporting the team from their first day. It has also reduced the workload on existing team staff who previously had to chase progress to try and identify the block and resolve it. Now, even if there is an issue, they have one team to contact who can resolve the issues for them. The Onboarding Team manages the process via Marval, which provides live and reportable data to continue to measure the progress of calls and overall effectiveness of the new process. This, in turn, informs ongoing monitoring and improvements.
Getting new starters set up, provided with smartcards, trained in the relevant systems in a timely manner, enabling new staff to be able to “hit the decks running” as soon as possible. This has required considerable effort and positive influencing, to liaise with multiple teams (ICT service desk, ICT Systems and Change, RA, IT Training, HR, EWD) and in liaison with Clinical Team Managers, which have given wholeheartedly positive feedback on the difference it has made to their operations.
Sheila has been a very positive and proactive force throughout this process. There were many barriers at many different levels, but she proactively and collaboratively sought solutions which have been reviewed and refined over time. Staff have felt very consulted and involved throughout, and taken great pride in and responsibility for the continued success and smooth running of this process.
The onboarding process has not only helped the Trust be more efficient by enabling staff to be ready for work from day one, but has also positively influenced the impression new staff have of the organisation. Previously it would have been frustrating for new starters not to have all of the equipment, training, log-ons etc to carry out their role. Now, new staff will start with a positive and proactive impression of the Trust – first impressions matter!