Orientation Checklist

Staff member: ____________________

Position: ____________________

Person responsible for orientation: ____________________

Date: ____________________

For new staff

• Prepare orientation packet or personnel manual.
• Make sure the new staff member has a place to work and necessary supplies.
• Schedule necessary in-house or external training to teach the skills necessary for the job.
• Clearly explain the mission, goals, and objectives of the program.
• Explain the structure if the organization and the lines of authority.
• Explain the rules, regulations, and procedures for your organization, and give a copy of the major policies to the new staff member.
• Set clear performance objectives and tasks for the first month of work.
• Schedule a follow-up interview to identify problems and provide support during the orientation period.
• Formally introduce the new staff member to other staff.
• Inform other staff of the role of the new staff member, and vice versa.
• Arrange a trip so that all new non-clinic staff can visit a clinic and meet the family planning staff.

For existing staff when introducing new services

• Develop clinical and administrative guidelines and procedures for the new service, if possible with the participation of the existing staff.
• Hold a meeting in advance to inform staff of the implications of the new service(s) for their current jobs and responsibilities. If you don't discuss the changes in advance, your staff will probably feel demoralized and overwhelmed by sudden and unexpected changes in their working conditions.
• Determine the training needs of existing staff, and arrange for on-the-job or formal training as needed.
• Appoint a small staff committee to spot problems with implementation and help solve them while the new service is getting started.

For existing staff when reorganizing or when new rules procedures are introduced

• Put the reorganization plan or new rules/procedures in writing to be added to the personnel manual and to be used when discussing changes with staff.
• Inform staff IN ADVANCE! Discuss with them the implications that the changes will have for their current work. If you don't discuss the changes in advance, your staff will probably feel demoralized and overwhelmed by sudden and unexpected changes in their working conditions.
• Meet with staff to clear up any remaining confusion after the changes go into effect.
• Appoint either one person or a committee (depending on the extent of the changes) to oversee the transition process, so that problems can be addressed before they grow to crisis proportions.