Re-thinking the Art of Onboarding

By: Allison McCarthy, MBA, Principal

It was a gutsy move, but Starbucks CEO Howard Schultz dared to close their doors nationwide for three hours to re-train their baristas in the “art of espresso.”  It was just one of the many ways Schultz set out to prove a more innovative business model – one that’s focused on customer experience and, as Schultz says, “steeped in humanity.”

What if we paused to re-think the “art of onboarding?” Physicians, like most people, feel far more committed to companies whose values they find inspiring. Yet too often, the onboarding process goes straight to tactical – the details of getting new providers relocated, credentialed, oriented and practicing.  Yes, tactical has to happen. But what if we, like Starbucks, focused on engaging and creating a space where physicians feel a sense of belonging? That human connection defines their experience and inspires long-term retention. But how do we do it?

1. Deliver on the Promise: According to a Gallop 2011 study, for a physician to be engaged, they need to believe the organization is trustworthy and keeps its promises. Those doing the recruiting may do a lot of “selling.” If so, those responsible for onboarding need to know exactly what’s been “sold.”  Whether the promises were tangible (equipment, call coverage, promotion, etc.) or intangible (lower patient volume during early weeks or support from seasoned colleagues), delivering on those promises makes or breaks the relationship.
2. Support the Dream: To ensure the practice, clinic or hospital is “irreplaceable” in their minds, new recruits need to be assured that the organization’s vision is in line with their own professional goals and dreams.  Recruiters gain considerable insight during the interview process. That “intelligence” must be shared with practice leaders, administrators, department chairs and/or hospital leaders in order to create an inspiring environment where new recruits feel understood.
3. Regularly Take Their Temperature:  Lots of tactical energy can go into onboarding new recruits and yet, somehow, the message gets lost. The onboarding checklist ensures the details are in place for the organization, but does it cover the needs of the provider?  Regularly soliciting feedback from new providers highlights what’s working and what’s not.  These insights must be shared not only on an individual provider level, but also at a practice, specialty, position, type, and/or organization-wide level.  Such trended insights help make the organization a more engaging place to practice.

Howard Schultz understood it was about coffee, but he knew too that Starbucks had to innovate way beyond a “cuppa joe” to connect people through a shared sense of integrity, values and culture. He cared as much about engaging with his customers, as he did his employees and baristas. To quote Schultz again, “Infusing work with purpose and meaning is a two-way street. Yes, love what you do, but your company should love you back.” Innovative onboarding efforts that ensure promises are met, aspirations are fulfilled and recruits are fully “engaged” is love right back at ‘em — the very best way to improve retention.