Experienced leader providing consulting, advisory, strategic planning, and creative services in the areas of training, communication, organizational change management, knowledge management, content management, learning management, and eLearning.
Implementation/Application experience includes: Epic, McKesson, Hewlett Packard, Cerner, Siemens, SAP, Peoplesoft, GE, Phillips, Microsoft SharePoint, Microsoft Applications, HIPAA, Lotus Notes, SABA, Moodle, and many others.
I don't know how much your workflows vary from project to project which may have some impact on the best way to develop this, but a good starting approach could be to analyze the current workflow(s) that you are using now and then document best practices based on that as well as incorporating research-based best practices into your workflow(s) depending on they type of workflow that needs developed. Checklists, templates, etc. could be developed to assist your staff based on this analysis.
Happy to discuss further. I have developed many processes and project plans for IT related processes in the Healthcare sector. Steve
I have often use mentorship as a formal process for on-boarding new staff. There is a lot that can go wrong in a mentoring relationship. Some of the more common ones are: mentors who don't want to be mentors; abuse of power by the mentor; a true mismatch between the mentor and mentee; and unclear expectations for both.
It is very important to have an actual written plan for the mentoring process and that both participants have a clear understanding of that plan. The plan should include some measurable goals/competencies outlined for the mentee and defined expectations for the mentor.
Periodic meetings with both mentor/mentee by their manager should occur. These should be fairly frequent early in the process and then can be stretched out as the process progress. This will also depend on whether this relationship is short-term (such as during an orientation period) or on-going.
More than happy to schedule a call to discuss further.