New Employee Orientation for The San Mateo Serice Area

1. New Employee Orientation for The San Mateo Serice Area

2. Who’s Who? Key Stakeholders in RWC NEO: - David Fabie – Learning & Development - David Schutt – Workforce Strategy & Development - Phil Tom – HR / Employee & Labor Relations - Kevin Worth – Corporate Compliance - Ann Nicholson – Service - Angel Shew – Information Technology - Maureen O’Brien – Chief Operating Officer - Linda Mann – Medical Group Administrator - Our Members

3. Why is this important? • Do you remember your first day on the job? Were you confident or were you a little anxious? • Most employees start a new job feeling uneasy about their new job duties and expectations. They are often anxious to prove themselves and to "fit in" at the workplace. They also have many questions about their new work environment. • It is important for all new employees to have a positive orientation experience to ensure a good start, to avoid potential miscommunication, and to make their new job seem more manageable.

4. Attack of NEOzilla! Our current New Employee Orientation has become something of a monster, stomping its way through as many different subject areas and departments that can be crammed into two days.

5. What’s Wrong with NEO? • Participant and Manager feedback indicates that many new employees are being overwhelmed in the current NEO. Vital information we need new hires to have is lost in the information overload. • Current Kaiser employees who are transferring to RWC find the material in the current program to redundant and feel it is not an effective use of their time.

6. What NEO Needs to do: • Provides the new employee with information that will ease the transition into the workplace. • Paint a “big picture” of Redwood City, the SMA and KP as a whole. • Introduces the new employee to our goals, policies and procedures, customs and values. • Conveys the expectations of all Kaiser employees. & Relieves the new employee’s anxieties about starting a new job. • Inspires the new employee to have a good attitude towards Kaiser Permanente and his/her new job. • Meet and/or exceed regulatory compliance requirements.

7. NEO Needs to Provide New Hires: • The Basic information that ALL RWC employees need to know for their first 30-60 days. • Where they can go to have specific questions addressed. • The How, Where and When of Benefits Enrollment. • Mandatory Compliance Information. • A Sense of the History, Mission and Values of KP and RWC in particular.

8. NEO does NOT Need to Provide • Everything all at once • Extensive drill down of Departmental Specific material. • Two days of being “talked at”.

9. Dave’s Top Ten Questions New KP Hires ask at NEO 10. Where Can I Park? 9. How and when do I get paid? 8. If I have an HR question, who do I talk to? 7. Where do I get my photo ID? 6. When does the probationary period end? 5. If I have computer problems what do I do? 5. Does it matter in terms of my Benefits if I am union or non-union? 3. What is the difference between KFH, KHP and TPMG? 2. Can I refer someone who would be a good potential new employee? How does that work? And the number ONE question new KP hires ask at NEO is… 1. How do I sign up for benefits and by when do I need to that?

10. The Big Picture If New Hires come out of NEO more confused about the organization and their role than before they went in, we have a big problem. For many transfer employees this may be their third or fourth time going through NEO. This can cause presenters to think that participants understand the material more than may be the case. It also makes some new hires hesitant to ask questions. At present many new KP employees come out of NEO exhausted from the “info dump” and frustrated that key questions they had were not answered. NEO cannot, and should not try to cover everything. Rather it should give high level overviews and provide direction as to where to find out more specific information.

11. Where NEO Fits The KP On-boarding Process (in theory anyway…) • Recruitment • Posting of Job Vacancies • Coordination of Interviews • Coordination of Job Offer • Workforce Strategy & Development • Background Checks • Coordination of New Hire Paperwork • Employee & Labor Relations • Coordinates with Employee Health • Coordinates with Benefits • Administration of NEO Program • Departmental Manager • Coordinates with Kaiser IT • Learning & Development • Coordinates NEO Program Content • Facilitates actual NEO Program

12. What’s Next? • Over the next few weeks I will send each of you your department’s section of the NEO program as it presently exists. Along with a questionnaire regarding what you feel new hires need to know regarding your area. • Along with that will be some suggestions and ideas for streamlining the material to make it more participant-friendly. • In the meantime I need your help! I would like you to start thinking about what you need and want new hires to get out of NEO. Specifically, thinking about the material through the following filters.

13. Take a fresh look at NEO! A. What does a new KP Employee definitely need to know about your department to be successful in their first 30-60 days? B. What information is helpful but not critical for a new KP Employee to know? C. What information would it be nice to cover but is not really relevant to their first 60 days? • What of the A level information do you feel you or your designee must present in person and what could be presented for you by the NEO facilitator? • What, if any of B and C level information is available elsewhere other than NEO?

14. Here’s the Plan… • Review Current NEO Material (Dec-Jan.) • Meet with Dave Fabie 1 on 1to discuss changes to NEO Material (Jan.) • Meet collectively as NEO Stakeholders to develop agreement on Focus and Structure of NEO for 2006 to develop, implement and pilot changes to the RWC NEO (Jan-Feb)

15. My Contact Info Dave Fabie Sr. Learning Consultant – SMA Northern CA Learning & Development Direct Line: (650) 299-2836 Tie Line: 8 424-2836 Cell #: (415) 271-3086

16. Learning and Development Timeline • May - November 2004 • Curriculum Development • Develop on-boarding process for new managers (Directors through frontline supervisors) • Leverage regional curriculum efficiency and encourage local content flexibility • Create process and core curriculum for basic knowledge and skills for success in ones role, first 90 days • January 2005 • Phased Implementation • Defined on-boarding process • Content development with Peer Group content experts • Website and initial online resources and courses available • Learning WELL hosts and documents progress • Available across NCal • July 2005 • Full Implementation • Regional and local classroom • Online and self-study • One-on-one, peer partner, and peer group learning • Opportunities to expand on basic knowledge and skills • First Quarter 2006 • Individual Development Plans • IDP driven learning opportunities to expand on basic knowledge and skills • Leadership and management development opportunities New Manager Now 1st Quarter 2006 • Nov - Dec 2004 • NEO Delivery Continues • Resources that have been delivering NEO continue to deliver NEO • Binder drives the content • Determination of Interim NEO Resources • Division of labor • Local resources • Logistics checklists given to appropriate point people • Data gathering for NEO Content Revision • January 2005 • Release of Revised Binder • Same structure as current binder • Comprehensive legal review to insure compliance with regulatory requirements • Reflects changes from restructure • NEO Delivery Continues with Identified Resources • Analysis of NEO Content Data • July 2005 • NEO Content Revision • NEO process and content design and development work • Continue work with Functional Peer Groups for content development • Work with KHP/H and TPMG leadership across areas to leverage NCal wide curriculum while encouraging local flexibility and customization • NEO Delivery Continues • Determination of NEO Resources for New NEO On-boarding Process • First Quarter 2006 • Implement New NEO On-boarding Process • New Welcome Day • Website Welcome and guide to online resources and courses • Learning WELL hosts and documents progress • Consistency between NEO, NMO, and Orientation for Senior Leaders New Employee

17. New Employee Orientation: A Look into the Future • CURRENT New Employee Orientation • Varies greatly by Area: Frequency, Length, content • Requires strong facilitation skills to provide back-up for no-show speakers • Functions as a checklist for requirements • May or may not be engaging to new employees • Includes important local content • NEW New Employee Orientation • Will work across areas and entities to leverage best practices for NCal core curriculum efficiency while encouraging local flexibility and customization • Will use a variety of learning modalities to convey messages • Will include a “Welcome Day” that is highly interactive • Will include web and Learning Well based curriculum to ensure requirements are met (e.g. compliance) • “Welcome Day” • Highly interactive • Engages people into KP Culture • Includes local “flavor” • Web and Learning WELL • Removes instruction from Welcome Day • Uses Learning WELL to document progress • Ensures consistency • On-boarding • On-going instruction/orientation • Linked with Manager On-boarding • Varies by Function and entity