Thenew manager will be deployed to the emergency department. Also knownas the casualty department, this unit majors on the acute care ofimpromptu patients. Owing to its nature, the system deals with theinitial treatment of oodles of illnesses most of which result frominjuries. A larger percentage of the illnesses treated at thisdepartment are life threatening and call for a quick intervention.The emergency departments are a pivotal part of any patient carefacility, and most of them operate around the clock. Depending on theaverage influx of patients into a particular healthcare facility, thestaffing levels of the department vary from one facility to theother. Even then, the major of the unit must ensure that there isadequate staffing and that the doctors do not burn out (Wanous& Reichers, 2001).The department has a separate section mostly on the ground floor witha dedicated entrance and reception. Also, the emergency departmenthas a triage and resuscitation areas. Such features make this wing aspecial unit in the hospital as they make the department operate withminimal interference to the primary activities of the hospital. Sincepatient visitation is largely impromptu, prioritization of the casesis a core part of the operations of the emergency wing. Thedepartment is rarely short of patients who require intensiveservices therefore, the manager of the department must be not onlydynamic but also a good coordinator. The new manager will, therefore,oversee the smooth running of all the activities of this unit.
Asalready noted, the emergency department requires proper coordinationand organization. As such, the following orientation plan will runfor one year from two weeks before the first reporting day of themanager.
TwoWeeks to Day One
Firstly,I will ensure the creation of a complete workspace for the employeeto facilitate their operations. Secondly, I will hand in the form of“Request for Network Accounts and Computer Equipment” to theservice desk of the OCIO. Then, provision of the contact informationand discussion of the hospital’s expectations will follow. On thesame note, I will inform the existing employees of the coming of themanager and their roles. Identification of manuals, procedures andpolicies for day one then follows. Finally, I will liaise with theTransportation Department to create an employee ID for the expectedcolleague. It is important to note that the activities are notnecessarily carried out in that order but in according to priority(Landgraf,2012).
Greetingof the new manager and introducing them to the existing staff.
Addingthe manager to the department, their roles and responsibilities aswell as the primary procedures and policies by which they areexpected to live.
Helpthe employee go through the available fire and emergency exitpolicies and the general norms of the hospital and the department.
Identifyand assign the manager to a mentor who will answer most of theimmediate concerns when I am out of reach.
Withinthe First Week
Introduceand drill the manager to the environment of the emergency unit andthe entire health facility.
Createa firm base for development of the favorable working relationships aswell as induct the manager on the mission, goals, vision and theorganizational structures.
Beginwith the review of the job requirements and provide the necessaryfeedback to the new manager.
Also,review the occupational safety procedures and the probationary periodas well as the setting of the date of follow-up.
Overthe Two Weeks
Ensurethe manager is well acquainted with the policies, job expectationsand the procedures of the emergency department to which they areattached.
Advisethe new manager to review the online version of the employeeorientation handbook and fill to completion the orientationchecklist.
Atthe end of Six Weeks
Setthe initial goals for the manager as well as get them up to speedwith the objectives of the emergency unit and the entire healthcareunit.
Initiatethe introduction of the professional development chances for themanager and their accompanying participation requirements.
Adviceand help the manager through the development of his personal learningplan.
Thoroughlyevaluate the new manager’s progress and provide the probablefeedback.
Evaluationof the progress and procedural provision of feedback.
Reviewof the performance to this end and call for adjustments concerningthe set goals and objectives of the department.
Carryout a comprehensive analysis of the progress of the manager andrecognize a complete service year.
Resources,Competencies and How I Will Develop Them.
Theprimary resource that went into the development of this orientationplan is time. Since the professional position of the employee issensitive and demanding, it took a lot of time to prepare, evaluateand review the orientation plan to ensure it is comprehensive andfree of errors. Besides, the creation of the scheme involved suchtechnological resources as the computer, the mail service and avariety of software applications. Finally, the human resource alsoplayed a part in the planning of the orientation program. I had toconsult the various departments to ensure that the program did notinterfere with the activities of any departments. On that note, mostof the existing employees had to give an opinion on the program. Tothis end, the new manager must exhibit at least five criticalcompetencies in light of the requirements of the emergencydepartment. The key competencies include intellectual, interpersonal,leadership, organizational and self-management skills. The first stepto developing the skills of the new manager is to come up with anorganized orientation plan. Such a measure unwittingly promotes theorganizational competency and gives the new manager a picture of howorganized they should be within their area of work. Maintaining anovert communication with the new manager also instills theinterpersonal skills in the manager and teaches them how to relatewith the fellow staff members as well as the patients. Propertraining will also go a long way into developing the leadership andintellectual competencies of the new manager. The training entailsinduction into the policies and procedures of the department as wellas the hospital’s organizational structure. Finally, encouragingand insisting that the new manager creates own learning plan willassist in developing his self-management competencies.
Apartfrom the educational requirements of the job, the new manager mustmaster all the medical ethics. Such values will ensure that the newmanager does everything within the confines of the medical communityrequirements despite being attached to a particular health facility.Most importantly, the manager should know the goals and objectives ofthe department as well as those of the entire health facility. Inthis manner, they will plan their course of action in alignment withthe goals of the department and the hospital in its entirety andsteer the hospital to success. Also, the emergency departmentrequires strong interpersonal skills. The manager should, therefore,know how to relate to both the patients and the staff. Some of thepatients in the emergency section have lost hope in life, and amodest reassurance from the manager may restore their hopes of everliving again (Bowles,2012 Brookins,2014).Finally, the manager must learn to organize and prioritize theirmedical cases as that is the backbone of the emergency departmentoperations. To help the new manager develop resilience, I will offerboth emotional support as well as guidance on the various aspects ofthe department. The emergency department requires intensiveoperations and, to some extent, the manager may lose touch with theactivities. Emotional support and guidance will serve to motivate andencourage the new manager to soldier on despite the intense demandsof their work. Besides, I will monitor and ensure that the managerdoes not miss their leaves to regain the energy and focus. One of themost pivotal roles I will play to support the success of the manageris to maintain periodic assessment and provision of feedbacks on theprogress of the new manager. As such, the new manager will make therecommended adjustments and reinforce their success. I will assessthe manager based on the core competencies mentioned above. After thetraining, and following their previous professional experience, Iwill evaluate the new manager’s intellectual and interpersonalskills after a certain period followed by appropriate feedback. Fromsuch competencies, I can gauge and ascertain the performance of thenew manager in relation to the set goals and objectives. Precisely,for instance, the interpersonal skills can be evaluated by asking theother colleagues how the manager relates to them. Patient ‘suggestionboxes’ are also helpful in assessing the new manager from theperspective of the patients as they reveal the experience thepatients had with the manager (Cadwell,1988).
Bowles,J. (2012). . TheEncyclopedia of Human Resource Management: Short Entries,327-330.
Brookins,M. (2014). NewEmployee Orientation.Kansas: Kansas University Press.
Cadwell,C. (1988). Newemployee orientation.Crisp Learning.
Landgraf,T. (2012). .
Wanous,J. P., & Reichers, A. E. (2001). New employee orientationprograms. Humanresource management review, 10(4),435-451.