1.3.08 Familiarization

Aim and purpose

New or returning employees should be given induction training tailored to their qualification profile to enable them to perform the required work performance and quality within a reasonable period of time. Furthermore, managers should be provided with a concept on how they can fulfill their obligation to provide induction training and special instruction (safety instructions if necessary). The employees to be trained should receive the necessary information to achieve their tasks and goals as well as personal guidance and support.

Area of application

Personal For all employees at the HOSPITAL, including interns (incl. AIP), trainees, student assistants, persons doing community service, employees on fixed-term contracts, employees on cooperation contracts and employees from temporary employment agencies.

Factual Induction training applies to newly hired employees, employees returning from leave of absence and employees whose work processes and content have been changed and/or employees who have received a change to their employment contract at the HOSPITAL.

Local All departments in the KRANKENHAUS

Description of the procedure

Framework concept

These procedural instructions are to be understood as a compendium according to which departmental induction plans and induction concepts are to be drawn up for all occupational groups.

Guide for new employees Upon signing the employment contract, employees receive a "Guide for new employees" from the HR officer. It contains essential information about the hospital for the employee.

Welcome day New employees are informed as part of a structured welcome day.

Department-related induction concepts In the department/ward, the employee receives a welcome and introduction based on the department-specific induction concepts. This is also where contact is made with the supervisor and, if applicable, the mentor, who provide the employee with an insight into the spatial and organizational structures of the department/ward/clinic.
A structured and targeted induction is ensured with the help of departmental induction concepts. Employees must be provided with all the necessary information about the job and the workplace, including the specific training required. This enables long-term planning of human and material resources. When the employee is integrated, the induction objectives, content and periods are discussed on the basis of the induction plans.

Regular feedback meetings are arranged. They serve to inform both sides about the status of the induction. In the course of the further induction period, a targeted insight into areas (e.g. through work shadowing) with which intensive cooperation is required must be made possible.

Mentoring system

On-the-job training is carried out in accordance with the concepts created. The mentoring system is recommended if it is expected to significantly reduce the workload of the department and the employee. If no mentor is appointed in the clinic/department, the direct superior takes on the mentor's tasks. The mentor's tasks are to act as a permanent point of contact for the trainee:

• Creation, revision, monitoring and implementation of the department-specific induction concept, including the definition of induction targets, content and time periods
• Organization and coordination of implementation
• Conducting feedback discussions with the direct supervisor and the employee being trained
• Analysis and implementation of qualification measures, unless they could already be covered by in-house training programs

The mentor is temporarily released from other obligations for the duration of the induction period in accordance with the scope of his/her duties. Employees who appear suitable for this task must have proven professional qualifications and routine in the designated induction area

Evaluation and revision

The induction plans are evaluated at regular intervals (maximum every 2 years)Edit

Establishment of trainee programs

Personnel Development sets up opportunities for trainee programs.

Coaching

Coaching is offered on a voluntary basis (by Personnel Development) to all employees, especially those in senior management positions at the HOSPITAL, for whom the job shadowing/induction plan tool is not available or only available to a limited extent for efficient induction.

Responsibility, qualification

Organizational unit	Task
Personnel development and training center	Are responsible for the strategic induction concept.
HR department in close cooperation with the training center	Has to carry out the organizational implementation of the welcome day
HR department in cooperation with all departments involved	Has to issue and regularly revise the guidelines
Clinic/Department	Have to set up and operate a mentoring system.
the direct superior, the mentor (if determined).	Are responsible for developing and adhering to an induction concept
the employee to be trained	Shares full responsibility for consistent compliance with the implementation of the induction concept
Mentor	Must be committed to supporting the employees to be inducted in such a way that the induction period is used as effectively and efficiently as possible. If the task requires cooperation, collaboration with the relevant function holders must be taken into account in the induction concept.

Documentation

The documentation is kept in the induction plans of the respective departments/stations and remains with the disciplinary superior. As a minimum, they contain information on the objectives, content and duration of the induction as well as the minutes of the interim feedback and final interviews. If the mentoring system is used, the name of the mentor must be listed.

Notes and comments

• The induction must build on each other in a meaningful way and consist of appropriate learning steps
• The time periods must be realistically defined
• The objectives and content must be tailored to the profile of the employee and the objectives of the department

Applicable documents

• Compendium for the development of a department-specific induction plan
• Framework concept for the systematic induction of employees in the HOSPITAL

Terms

Coaching

Coaching is the sum of supporting measures, in this case specifically to accompany employees at upper and top management level. The coach is a discussion partner, e.g. for organizational and professional planning. The induction process is accompanied by integration discussions, knowledge transfer (e.g. organization-specific processes, norms and values), feedback and advice in the context of absolute discretion.

Trainee program

Trainee programs are training systems. These consist of several formal (e.g. in terms of time) and material (in terms of content) training measures that are coordinated. The target group is the future managers of a company, who are qualified for management tasks through these programs. Near-the-job or off-the-job instruments are combined with activities directly at the workplace ("on-the-job"). Methods and procedures include discussions, instructional talks, group work, project work, seminars and programmed instruction. The planned change of work content familiarizes the participants with the complexity of their task.

Mentor

The mentors are the people who pass on their experience, accompany and instruct the employees, establish contacts and manage and further develop the induction program.

Attachments

General example of familiarization