Many healthcare organizations are struggling with staffing challenges. The Association for Advancing Physician and Provider Recruitment works with other organizations to determine how to improve physician retention. The study found that a formal onboarding process lasting at least three months enhances this retention and increases the physician’s job satisfaction. With the help of a robust onboarding process, great organizations find they can seamlessly integrate permanent hires and locum tenants into the workplace.
Orientation Versus Onboarding
Many people don’t distinguish between orientation and onboarding. Orientation is a short-term process focusing on completing the paperwork required for new hires. Onboarding, in contrast, is when an organization is bringing a new doctor on board. This long-term effort is needed to establish a relationship between the new provider and the organization. Onboarding is a strategic process that must be carried out correctly. When it is, the physician is happier, more productive, and provides better patient care outcomes. Onboarding plays a significant role in the success of the relationship.
Prep Work
Organizations cannot wait until a position starts at the practice to begin onboarding. The Physician and Clinician Onboarding Research Report outlines steps that should be taken before the clinician starts. The clinician’s experience is more positive when everything is in place before they start.
Organizational leaders must communicate with the existing staff to let them know this individual is starting. They need business cards for this individual, prescription pads, and other tools the clinician will use regularly. The clinician’s workspace should be ready for them the minute they walk in the door, and they should be provided logistical details in advance.
The First Day
When the clinician arrives for their first day, they will be overwhelmed with new information. If information is organized and logical, they can easily grasp what they need to know. This information should include job expectations and protocols.
Once the physician arrives, ensure they are introduced to critical organizational personnel. Train them on electronic health record systems and other technology used in the practice. Ensure they are familiar with the organization’s workflows and policies and assign them a mentor. They will have somebody to turn to when they have questions or concerns.
When working with the clinician on their first day, give them regular breaks. These breaks give them a chance to grasp the information presented and think of questions they need to ask.
Long-Term Considerations
The clinician’s first day is hopefully the start of a long and happy relationship. To build this relationship, make sure the clinician has ongoing support. Leaders should introduce them to team members and ensure they understand their role and the role of others within the organization. Young clinicians, in particular, appreciate the ongoing support and socialization opportunities.
Organizational leaders should check in with the clinician at the end of the first week and repeatedly throughout their first few months on the job. Clinicians appreciate this because it shows that the practice is concerned about their well-being and adjustment. Don’t overwhelm them with patients the first week, either. Give them time to learn about the facilities’ processes and more. If additional training is needed, ensure the clinician gets it.
Many practices assume the formal onboarding process is designed to familiarize the clinician with the practice and its workings. It is much more than this. With a formal onboarding process that lasts months rather than days or weeks, organizations set their clinicians up for success. The clinician will be likelier to be satisfied in their job and want to stay long-term, and the practice benefits when this happens.
