Court Executive Team Conference Promoting Professional Excellence in the Courts
December 10, 2019 Crowne Plaza Lansing West Lansing, Michigan
Welcome Aboard! Effective Onboarding Strategies for Court Employees
Materials presented by: Ms. Jodi Latuszek Ms. Jennifer Phillips SCAO – Region II SCAO – Region VI
Michigan Judicial Institute | PO Box 30048 | Lansing, Michigan | 517-373-7171 | MJIeducation.mi.gov | ©2019 Michigan Judicial Institute Court Executive Team Conference December 10, 2019
Welcome Aboard! Effective Onboarding Strategies for Court Employees
Table of Contents
Presentation ...... 3 Managers/Supervisors Guide for Onboarding New Employees ...... 11 New Judge Information Packet ...... 31
Learning Objectives
As a result of this session, participants will: - Recall the do’s and don’ts for onboarding court employees; - Utilize best practices when onboarding employees; and - Differentiate between judges and court employee when crafting an onboarding process that is role specific. WELCOME ABOARD! EFFECTIVE ONBOARDING STRATEGIES FOR COURT EMPLOYEES
MS. JODI LATUSZEK, SCAO REGION II MS. JENNIFER PHILLIPS, SCAO REGION VI
OBJECTIVES
. Overview of Onboarding . Discuss Do’s and Don’ts for Onboarding Court Employees . Tips for Assessing Current Onboarding Practices . Special Considerations for Onboarding Judges . Review of Available Onboarding Resources
WHAT IS ONBOARDING?
Onboarding, or ‘organizational socialization,’ is where new hires are physically, emotionally, and professionally incorporated into the existing culture and operations of a new workplace Reduced employee turnover A successful onboarding Increased productivity program makes a positive Defined roles impression on a new employee and creates a welcome feeling Less employee stress which confirms their decision to Includes Orientation work for the court.
MJI Court Executive Team Conference | December 10, 2019 Page 3 1 ALEXANDER HAMILTON
“The ordinary administration of criminal and civil justice . . . contributes, more than any other circumstance, to impressing upon the minds of the people, affection, esteem, and reverence towards the government.”
ONBOARDING IN COURTS NATIONALLY
COMMON ONBOARDING ISSUES
. Most organizations only focus on week one of onboarding . A negative onboarding experience results in new hires being 2x more likely to look for other opportunities . 1 in 5 new hires are unlikely to recommend an employer . The biggest onboarding challenge is inconsistent application . The average new hire onboarding experience consists of 54 activities
MJI Court Executive Team Conference | December 10, 2019 Page 4 2 SOME STATS
88% 87% 58% say buddy programs boost of organizations of organizations say new hire proficiency don’t onboard their program is focused on processes well and paperwork
WHAT DO YOU DO?
There are 8 posters around the room labeled with one onboarding practice
You have 5 orange dots and 5 blue dots
Place a orange dot on the posters that represent onboarding activities you have in place in your court (if you 5 MINUTES don’t have 5, put your remaining orange dots on the blank poster)
Place a blue dot on the posters that represent the activities you think are most important
If there is something else you do to onboard in your courts, write it on the ideas poster
MJI Court Executive Team Conference | December 10, 2019 Page 5 3 CREATE AN EXCELLENT ONBOARDING EXPERIENCE
BEFORE FIRST DAY
Confirm position verbally and in writing Connect with employee to review logistics of first day Provide new hire paperwork, website, information Prepare for employee Work space, computer, security, etc.
THE STAKES ARE HIGH
MJI Court Executive Team Conference | December 10, 2019 Page 6 4 FIRST DAY
Welcome by Team Include Senior Leadership (judges/administration) Share Mission, Vision & Values Meet immediate requirement for employment Communicate Resources or Networks Required for Work
COMMON FIRST DAY MISTAKES
. No one to greet new employee . No desk or workstation . Security doesn’t know/no badge . Supervisor too busy or on vacation . Leave alone for lunch . Fail to show around . Pair negative employee as buddy . Leave new employee alone with no task
FIRST WEEK
Ensure Direct Supervisor Involvement Orient Employee to Organization and Office Norms Assign Meaningful Work Introduce Employee to: Buddy Mentor IM/Communication Systems
MJI Court Executive Team Conference | December 10, 2019 Page 7 5 FIRST MONTH
Monitor Performance and Provide Regular Feedback Set Expectations and Develop Performance Goals Provide Essential Training Seek Professional and Personal Development Opportunities
SIX MONTHS TO A YEAR
Acknowledge Positive Employee Contributions Provide Formal and Informal Feedback on Performance Set Future Performance Goals
JUDGES ARE PEOPLE TOO
Meetings with: Chief Judge Court Administrator Funding Unit HR Rep Regional Administrator State & Local Paperwork New Judge Info Packet
MJI Court Executive Team Conference | December 10, 2019 Page 8 6 TYPES OF ONBOARDING VIDEOS
. Welcome to the Team Video . Knowledge Handoff Video . Key Company Policies Video . Quick Start Job Skills Video . The Little Things Matter Video
ONBOARDING VIDEO
CREATIVE IDEAS TO ENGAGE NEW EMPLOYEES
CREATE WELCOME GIPHY OR VIDEO
DECORATE THE DESK OR WORKSPACE!
MJI Court Executive Team Conference | December 10, 2019 Page 9 7 CREATIVE IDEAS TO ENGAGE NEW EMPLOYEES
SWAG BAG
GET TO KNOW ME CARD
HOST AN EVENT
A FINAL NOTE (FROM YOU)
Dear Emily,
Our (extremely competent, super intelligent, outrageously fabulous) Court Administrator spoke very highly of you after your interview. She was so impressed with your extensive knowledge of civil case processing and your positive attitude.
We are happy to have you here at the 99th District Court and know you will strengthen our team. I look forward to meeting you and working with you for years to come.
Judge Awesome
ONBOARDING RESOURCES
. SCAO EMPLOYEE ENGAGEMENT AND RETENTION QUICK KIT: https://courts.michigan.gov/Administration/Documents/EmployeeRetentionQui ckKit/1.RetentionPresentation.pdf . SCAO HIRING QUICK KIT: https://courts.michigan.gov/Administration/Documents/QuickKit/Hiring%20Qu ick%20Kit%20PDF%20all%20Materials.pdf . AMERICAN SOCIETY OF EMPLOYERS: https://www.aseonline.org/ . NATIONAL CENTER FOR STATE COURTS: https://www.ncsc.org/Topics/Human-Resources.aspx
MJI Court Executive Team Conference | December 10, 2019 Page 10 8
Managers/Supervisors Guide for Onboarding New Employee
MJI Court Executive Team Conference | December 10, 2019 Page 11 Contents
Message for Managers/Supervisors…..……………………………….……………………...…...... 1
What is Onboarding?...... 1
Onboarding Model…………………..………………..……...………………………….……………….2
Onboarding Roles and Responsibilities………………………………………………..………..…..3-4
Before the First Day……………………………………...……………………………....……………4-6
The First Day………………………………...………………………………………………..…….…7-8
The First Week…………………………………………………………………………..……………….9
The First Month…………………………………………………………………..…………………10-11
The Third Month…………………………………………………..……………………………….…...12
Six Months/End of Probation……………..……………………………………………..…………12-13
MJI Court Executive Team Conference | December 10, 2019 Page 12 MESSAGE FOR MANAGERS/SUPERVISORS
Congratulations on your new employee(s)!
This guide provides an overview of onboarding. It contains information, resources and tools, which can be used as a starting point for successfully acculturating and developing new employees.
<
WHAT IS ONBOARDING?
Onboarding is more than completing new hire paperwork or attending an orientation. Onboarding is a collaborative, strategic approach that provides new employees with the needed information, tools and resources to meet organizational goals effectively.
Onboarding aims to: • Increase new employee productivity, by training them about the County, Department and Division and their respective cultures.
• Improve retention rates of new employees within all employee groups by providing the wide array of information that employees need in order to feel engaged, successful, and connected.
• Provide audience-specific, in-depth, timely information over an extended period, so that information is useful and A successful onboarding program memorable for the new employee. makes a positive impression on a new employee and creates a • Streamline processes and provide best practice welcome feeling, which confirms information to enable managers/supervisors to deliver high their decision to work for <
• Foster an environment of employee engagement, where employees feel that the County of <
1 | Page
MJI Court Executive Team Conference | December 10, 2019 Page 13 <
Below is the County of <
Principles Align to Mission Integrate across Apply to all Connect to culture, strategic goals and priorities and Vision owners employees Roles +Process Owners +Process Champion +Employee Process Phases and Key Activities Before First First Day First Week First Month 6 Month-Year Day
• Confirm • Monitor • Recognize position • Ensure direct • Welcome by Performance and positive information supervisor/managerial Team provide regular employee verbally and involvement feedback contributions in writing
• Connect • Set performance with expectations as • Provide formal employee to • Incorporate • Orient employee to well as and informal review senior organization and office Performance and feedback on logistics leadership norms Development performance regarding Goals First Day • Refer employee to New • Set future Employee • Meet immediate performance • Assign meaningful • Provide essential Website for requirements for and work training paperwork employment development and goals employee information • Introduce employee • Communicate to: • Seek professional resources or Buddy • Prepare for o and personal networks Yammer employee o development required for New o opportunities work Employee Welcome Outcomes Employee High job Efficiency and Retention of high performers engagement and satisfaction productivity commitment
2 | Page
MJI Court Executive Team Conference | December 10, 2019 Page 14 ONBOARDING ROLES AND RESPONSIBILITIES
DEPARTMENT HEADS
33% • Set the strategic direction for the Department • Share and live the organizational values Of respondents in a 2014, HR Survey conducted by BambooHR said that MANAGERS/SUPERVISORS managers/supervisors have the
greatest influence on whether a
new-hire onboarding is effective. • Create an engaging environment, coordinate with department staff to arrange work place • Connect employees to colleagues • Clarify your expectations up front, in writing • Conduct regular “one-on-one” meetings • Provide timely, information-specific, issue-focused coaching and feedback • Set departmental, unit, and job-related context and share technical job-related expertise • Inform employees about organizational and departmental goals and culture
PERSONNEL/PAYROLL SPECIALIST
• Gather essential new hire paperwork (E.g. I-9, Tax Forms, Direct Deposit, Union Membership, etc.) • Ensure required documentation is received and reflected in the appropriate system / file (E.g. Designation of Work Week, Pre-designation of Physician, Loyalty Oath, Non Social Security covered positions, etc.)
HUMAN RESOURCES DEPARTMENT
• Inform about Benefit options and host Benefit Workshops • Administer county-wide Human Resources applications (Learning Management System) • Provide county-wide training • Conduct New Employee Welcome (orientation) • Distribute and analyze New Employee Survey, coordinate county-wide efforts to enhance the onboarding process • Share organizational information and context 3 | Page
MJI Court Executive Team Conference | December 10, 2019 Page 15
INFORMATION SYSTEMS DEPARTMENT
• Upon request set-up countywide information technology, software / applications/ equipment (E.g. network access, email, etc.) • Issue cardkey
BEFORE THE FIRST DAY
Retention starts at recruitment. Hiring the right candidate is the first step in the onboarding process. The Recruitment & Selection Guide for Hiring Managers outlines the hiring process start to finish, and provides links and references for additional information.
When a candidate has been selected, the onboarding process starts. Once the candidate accepts the position, the manager/supervisor can begin planning for the new employees first day/week.
A great deal of the work necessary to successfully onboard a new employee is done before the employee’s first day. Some of the suggested actions to “prepare” for a new employee are listed below.
PREPARE FOR THE EMPLOYEE’S FIRST DAY/WEEK
First impressions matter. It is important managers/supervisors adequately plan the essential activities for the new employees first day (and weeks) by coordinating and/or scheduling critical appointments and meetings (e.g. team members, Department Heads, Subject Matter Experts (SME), System Administrators, Department Payroll/Personnel Coordinators, committee and team meetings, etc.).
While in many instances the employees’ direct manager/supervisor will provide the majority of on-the-job training and development, SME’s can also be valuable resources in the onboarding experience. SME’s can provide training on specialized, department, industry, or job-specific software applications, program and policies, as well as position and operational functions.
In addition to scheduling appointments and job-specific training, managers/supervisors should gather links to important websites, as well as resources manuals, handbooks, and guides which may assist the new employee in understanding his/work and understanding essential information required to perform his/her job.
Managers/supervisors may also want to consider assigning a buddy (if applicable) to a new employee. The buddy can be a useful resource and partner for the manager/supervisor. The buddy can offer advice, guidance, knowledge, and resources regarding the day-to-day aspects of working for < 4 | Page MJI Court Executive Team Conference | December 10, 2019 Page 16 your name county here>> and/or the new employee’s immediate work environment. Although many pre-employment appointments should be completed prior to starting work, there are instances where crucial employment appointments may happen in the first few days of employment. Managers/supervisors should coordinate with the appropriate staff to ensure that the following critical pre-employment appointments are scheduled: 1. Fingerprinting – for background clearance 2. County Badge / ID 3. Physical (if applicable) ORGANIZE AND PREPARE THE WORKSPACE, EQUIPMENT, AND TOOLS A clean and organized workspace, with properly functioning equipment, is an important element in ensuring the employee can be productive, efficient, and effective as quickly as possible. Gathering basic office and/or desk supplies, collecting physical keys to cabinets, office, and/or building, as well as verifying a working phone, computer, and/or other equipment can create a smooth first day and make a good first impression. Equally important is ensuring the employee has access, including User ID’s/account numbers, and temporary password information to voicemail, essential directories, systems, and applications. If the equipment is not available, or is need of replacement or repair, coordinate with the appropriate parties as quickly as possible. 5 | Page MJI Court Executive Team Conference | December 10, 2019 Page 17 PUT TOGETHER WELCOME PACKET In order to organize you and the new employee, you may wish to put together a Welcome Packet. A Welcome Packet can contain useful information for the employee to review, and can serve as an organizing tool for the manager/supervisor about what fundamental material should be covered with/by a new employee. Suggestions on what can be included in a Welcome Packet are provided on the Manager’s New Employee Onboarding Checklist. NOTIFY OTHERS OF THE NEW HIRE Because onboarding is a collaborative effort, it is important that the manager/supervisor contact departmental Personnel Staff to notify them of a new hire, and determine what information, if any, is needed. This is also an opportunity to discuss how and what they will be communicating to the new hire. In addition, colleagues are more likely to assist in onboarding if they are informed of a new hire. Sending an email to colleagues and partners regarding a new hire not only lets them know who is starting and when, it welcomes the new employee. Some useful tips for drafting a new hire announcement to staff are: Be Upbeat – share your excitement for the new hire Be Brief – provide background, such as the employee’s name, position, start date, what their job/role and responsibilities will be, where the employee will be located (and contact information, if known), as well as a brief employee bio. Be Collaborative – encourage colleagues to say hello and welcome the new employee to the team, and acclimate him/her to his/her role. CONNECT WITH THE EMPLOYEE BEFORE THEIR FIRST DAY Before the employee’s first day it is important to be in contact to confirm first day details and answer any questions they may have. Some of the important information to convey is included in the Onboarding Checklist. 6 | Page MJI Court Executive Team Conference | December 10, 2019 Page 18 THE FIRST DAY The first day(s) and week(s) are opportunities for a new employee to connect with his/her supervisor/manager, members of his/her team, and/or his/her “buddy.” For most employees, the focus of the first day(s) and week(s) is primarily to introduce to the people, processes, and systems the employee will interact with, as well as the physical environment and organizational structure in which they will work. Every supervisor and manager orients staff differently but all are encouraged to include the following elements in your first day(s) and week(s) on the job. WELCOME THEM UPON ARRIVAL, PROVIDE TOUR AND AN OVERVIEW OF WHAT TO EXPECT One of the most crucial aspects of employee onboarding is welcoming them upon arrival. The first minutes of a new hire’s first day can set the tone for the entire day. It is essential to make sure someone (ideally the manager/supervisor) is there to greet the new hire when they arrive, to acquaint them to the environment, review what to expect in the first day and week, and where to find resources and information. While meeting with the employee on the first day, managers/supervisors have a comprehensive amount of information to share with an employee. Creating a Welcome Packet can ensure that the majority of the information is available, in printed form, for an employee to review during their first day and week on the job. Managers/supervisors can also direct new employees to the New Employee Website for important and relevant information for new hires. REVIEW OPERATIONS, ORGANIZATIONAL STRUCTURE, ASSOCIATED GOALS, PROGRAMS AND SERVICES It is important that new employees understand the operations in their immediate environment, as well as the organizational structure of the County, Department, Division, and Unit/Team. It is also important that employees know the goals of each of these areas. Knowing the structure provides guidance on ‘the big picture” by introducing how departments work together and towards a common purpose and identifies the people, positions and programs involved in achieving the mission, vision, and goals. In addition, providing the employee with a list of current department projects and cyclical programs, and highlighting their role as well as the roles of other department members is another tool that will enable new employees to see ‘the big picture’. Associating the projects with work plans/timelines can also be helpful to enabling an employee to understand deliverables. 7 | Page MJI Court Executive Team Conference | December 10, 2019 Page 19 Onboarding is also about connecting new hires with Employee Work Life Benefits, Programs and Services; a few programs are listed below, additional programs and information are available on the Benefits Website Employee Wellness and Work Deferred Compensation Life Programs/Services Commute Alternatives Program Tuition Reimbursement Employee Benefits and Annual Benefits Worksite Ergonomics consultation ONBOARDING TASKS Some components of the new hire process will be automated. When new employees log in for the first time they will be guided through onboarding which include: reviewing and updating personal information, electing benefits, and reading and acknowledging policies. Managers/supervisors should ensure that new employees have completed their onboarding materials. As the manager/supervisor, you will be the point person to answer questions he/she may have and/or direct the employee to the appropriate party for clarification. SCHEDULE REGULAR ONE-ON-ONE MEETINGS, STARTING WITH DAY ONE At the end of the first day, and each day in the first week, schedule time to check in with the employee to inquire how their day went. Encourage the employee to ask questions, and allocate sufficient time to listen and address questions the employee may have. Managers/supervisors can also use this time to get to know the employee, explore their work styles, and see how they will complement the work of the team. Regular meetings with employees should continue. The frequency of meetings will decrease as the employee becomes more accustom to the environment and familiar with his/her role; however, managers/supervisors are encouraged to meet with their staff every two weeks. 8 | Page MJI Court Executive Team Conference | December 10, 2019 Page 20 THE FIRST WEEK During the first week on the job, the employee should be given information that will assist them in feeling comfortable with their responsibilities, the environment, team members and you, their manager/supervisor. Having the right information will make the employee feel equipped and able to make meaningful contributions as quickly as possible. REVIEW FIRST WEEK SCHEDULE At the start of the first week, it is important that manages/supervisors review the schedule of appointments, including job-specific training. Managers/supervisors should discuss any timing and/or due dates associated with the training, and set aside time at the end of each day to check in with the employee. The first week is a great time to have new hires complete required training. Managers/supervisors or the Department Learning Management System (LMS) Administrator can assign training courses through the LMS. For more information on required training for new employees in your department, see your Department LMS Administrator. A Training Matrix has been developed for employees hired or promoted into manager/supervisor positions. The Matrix outlines the training managers/supervisors can take within the first six months, year, and two years in their new role. The Matrix also includes suggested electives for ongoing training and development of managers/supervisors. Checking in at the end of each day during the first week allows the manager/supervisor to provide additional resources and information, as well as answer any questions a new employee might have about their work, environment, and/or expectations. It also allows the employee to keep the manager/supervisor aware of his/her progress. ENSURE EMPLOYEES HAVE THE TOOLS TO BE SUCCESSFUL During the employees first week, managers/supervisors should verify that the new employee has the tools to be successful. Tools can be ensuring the employee is properly connected to the systems and equipment coordinated prior to his/her arrival, and that he/she has the information needed to perform work. In addition, managers/supervisors should ensure the employee is able to use the email and voicemail system, able to access information on the various network drives, as well as internal and external websites, update their information and navigate the Automated Time Keeping System (ATKS), Learning Management System (LMS), and Yammer. 9 | Page MJI Court Executive Team Conference | December 10, 2019 Page 21 THE FIRST MONTH During the first month, employees begin to grow and develop their skill set and knowledge base and begin to assume a regular workload. This period is critical to forming employee perceptions about the organization and position. Managers/supervisors should use this period to establish the foundation for a solid working relationship. ENSURE ONBOARDING TASKS ARE COMPLETED The New Hire Enrollment period begins approximately four days after an employee is hired. New employees have a limited time to elect their Benefits. The Benefits Division hosts bi-monthly Benefit Overview Sessions to assist employees in deciphering which Benefit option best meets their needs. Managers/supervisors should encourage new hires to attend a Benefit Orientation and/or review the Benefits Guide to ensure they select their Benefits within the required timeframe. In addition, within the first week new employees should review and acknowledge the < HOLD REGULAR ONE-ON-ONE MEETINGS Regular meetings provide dedicated time for managers/supervisors to discuss performance/goals, share informal and formal information, and provide value-added feedback and coaching. One-on-One meetings can also be an opportunity to discuss how the employee can continue to grow and develop by taking advantage of the County’s Training and Development opportunities, such as instructor led and online training (available in the Learning Management System). Additionally, for those wishing to further their academic development the County offers a Tuition Reimbursement Program. Managers/supervisors can also promote opportunities for employees to participate in the County’s Work Life Balance and Wellness Programs. A full list of Health and Wellness opportunities available to County employees is available on the Health and Wellness page on the County intranet site and/or registration for training/events is done in the Learning Management System (Private Site). 10 | Page MJI Court Executive Team Conference | December 10, 2019 Page 22 DISCUSS PERFORMANCE FACTORS, AS WELL AS INITIAL PERFORMANCE AND DEVELOPMENT GOALS During regularly scheduled one-on-one meetings, managers/supervisors should review Performance Factors and define the performance standards for all staff. The County has established a comprehensive yet flexible list of performance standards, which reflects the skills and behaviors critical for success. Managers/supervisors should also set initial Performance and Development Goals for the first six months/probationary period with the new employee. Performance and Development goals are statements of the important results accomplished through work. Specific, Measurable, Achievable, Realistic and Timely (SMART) goals create mutual understanding by clearly identifying what constitutes successful performance. During the probationary period, Performance and Development Goals may focus on learning new skills required to perform the work effectively, learning software systems and applications, understanding operations and gaining technical information. CHECK IN ON THE ONBOARDING EXPERIENCE Once an employee has been working for a while (usually one to three months), it is a good idea to check-in on his/her onboarding experience. The County will send the New Employee Onboarding Survey to every new employee after he/she has been employed for one month (and again at six months). However, the managers/supervisors should also connect with the new employee to understand his/her onboarding experience. Questions managers/supervisors may want to explore can include: • Do you feel prepared for and able to do your job? If not, why? What do you need to feel more prepared? • Do you have all the tools you need to do your job? • How has the “buddy” worked for you? (if applicable) • Is there anything else we can do to assist you? 11 | Page MJI Court Executive Team Conference | December 10, 2019 Page 23 THE THIRD MONTH Along with ongoing feedback, new employees should receive a written performance evaluation every three months, until the end of their probationary period. The three-month evaluation should acknowledge an employee’s growth and development, as well as indicate areas for additional focus in the coming months. New employees will be invited to attend a New Employee Welcome (NEW) program. The Department Payroll Clerk will notify the manager/supervisor and the new employee of the scheduled date for this event. The NEW is a half-day networking mixer, and an opportunity for new employees to meet other new employees and County leaders. SIX MONTHS / YEAR / END OF PROBATION Congratulations! You and your employee have hit the six-month mark in your employment. The first six months of employment are crucial to an employee’s retention with an organization. Take time to breathe deep, recognize the accomplishment, reflect on the successes and contributions of the employee, and get ready for the time ahead! After the first six months, initial excitement about being part of a new organization may wane. Managers/supervisors need to continue to develop staff to ensure they are connected and committed, that their opinions matters, and their contributions are being appreciated and recognized. END OF PROBATION EVALUATION In addition to providing regular coaching and feedback, and providing a written evaluation every three months, managers/supervisors should conduct a Probationary Evaluation at the end of probationary period. This is an opportunity for the manager/supervisor and the new employee to take time to assess what he/she has done well during the probationary period, and what can be improved upon. The Probationary Evaluation also identifies opportunities to contribute the employee’s future success. TTI Success Insights Regular evaluations should continue for all employees on an annual basis. Annual evaluations allow for collaborative discussions between an employee and his/her supervisor/manager to provide coaching and feedback; reflect on previous performance; set future performance and development goals; establish clear expectations; and, acknowledge contributions and address areas for growth. 12 | Page MJI Court Executive Team Conference | December 10, 2019 Page 24 As part of the evaluation process, the manager/supervisor may wish to encourage your employees to complete an Employee Self Review. The Employee Self Review provides an opportunity for the employee to consider their: • Success on achieving Performance and Development Goals • Ability to meet expectations and how you can continue to be fully productive, or possibly increase your effectiveness or job satisfaction • Work responsibilities, which you are most excited about, and/or where you want to develop and how you might do that, including what support and/or resources you might need to do so. • Suggestions for operations, as well as efficiencies and effectiveness in operations and within the organization SET PERFORMANCE AND DEVELOPMENT GOALS After completing the Probationary Evaluation, managers/supervisors should establish Specific, Measurable, Achievable, Realistic and Timely (SMART) Performance and Development goals for the next review period. Where the goals for the first six months of employment may have focused on learning and new skills, the goals for the next review period may focus on the putting the new skills and information to work. CHECK IN ON THE ONBOARDING EXPERIENCE – SIX MONTHS Once an employee has been with the organization for six months, he/she should have a good idea of the organization as well as his/her role and responsibilities. They County will be sending the New Employee Onboarding Survey for a second time after an employee has been employed for six months. The six-month marks also serves as an opportunity for managers/supervisors to learn more about how the new employee feels he/she is doing, understanding the employee’s onboarding experience, including what went well and what could be improved. 13 | Page MJI Court Executive Team Conference | December 10, 2019 Page 25 Manager and Supervisor Checklist for Onboarding New Employees Employee Name: BEFORE THE FIRST DAY Call employee to offer position Confirm position information: • Employment Status/Position • Salary Offer position • Start date, time, and location • Work schedule • Contact employee to make necessary appointments prior to employment start date (physical, fingerprint, etc.) Generate offer letter in Neo Gov Close requisition Set up appointments with critical people for the employees’ first few weeks and add to new employee’s calendar: Examples are subject matter experts/leads/department training staff for job specific training (Learning Management System, payroll coordinator(s), job specific software, etc.) Prepare a Training Plan for the new employee Identify what job specific training is needed and provide schedule Prepare for employee’s and timeline first day and week Coordinate with trainers (as appropriate) Provide links to relevant websites Provide reference material such as guides/handbooks and/or other resources material Department payroll coordinator for new hire processing • Fingerprinting • County badge/identification • Physical (if applicable) other areas for consideration Assign a buddy (if applicable) Organize and prepare the workspace Prepare workspace, provide basic office/desk supplies Order name plate/tag and/or business cards (if appropriate) Order physical keys to cabinets, office, and/or building Verify working phone and/or computer Verify availability of any other equipment needed arrange for the set- up, install, configuration and/or clearing of: • Phone/extension/voicemail (as appropriate) Organize and prepare • the workspace, Computer • equipment, and tools Printers • Scanners/copiers • Network Access and permissions for the necessary drives • Other equipment Ensure the employee has the following: User ID, logon and default password Active directory access Email Systems and applications necessary to perform work Extension number and default password Other: MJI Court Executive Team Conference | December 10, 2019 1 Page 26 Manager and Supervisor Checklist for Onboarding New Employees Employee Name: Put together a list of materials to assist the employee in understanding his/her role and the organization which may include: Welcome letter New employee checklist Schedule for first week and onboarding schedule Job description Employee/position expectations and probation information (if appropriate) Performance factors and performance goals Put together welcome Job manual or employee handbook (if available) packet Contact names, numbers and emails for unit, division, department and/or key staff Process and recording for sick leave and vacation time and requests Department and unit organization chart Parking and transportation information Mission, vision, values and performance measures for the unit, division, department and County Applicable websites, resources and user guides, and common reference materials Safety and Emergency procedures Map of campus with building highlighted (if applicable) List of county holidays and pay schedule Contact departmental personnel staff: • Notify them of a new hire Determine what information, if any, is needed to announce the new Notify others of the hire to colleagues: new hire • Send via email to department and impacted parties or partners. Include employee name, position, start date, what their job/role and responsibilities will be, and a brief employee bio • Copy the new employee, if appropriate Verify offer letter was received Inform employee to bring the following information: • I-9 Identification for employment eligibility verifications • Direct deposit information Confirm first day details, such as: • Employment status/position Connect with new • Salary employee before first • Start date, time, and location day • Work schedule • Contact employee to make necessary appointments prior to employment start date (physical, fingerprint, etc.) • Appropriate dress/uniform • Parking and/or transportation options • Confirm pre-employment requirements (backgrounds, fingerprints, physical, etc.) are completed Additional: MJI Court Executive Team Conference | December 10, 2019 2 Page 27 Manager and Supervisor Checklist for Onboarding New Employees Employee Name: FIRST DAY Welcome the new employee upon arrival, provide a tour, and introduce the new employee to: • Department and team members • Buddy (if applicable) • Key departmental people, such as mailroom staff, payroll staff, etc. • Work area Welcome new • Emergency exits, elevators, stairs, exits, restrooms, kitchen employee upon area (if available), break room (if available), copy, office supply, arrival, provide tour and mail areas (if applicable) and overview of the • Building access, permitted and restricted areas, as well as first day/week public and staff areas, and where to use badge and/or keys Provide an overview of the first day and week: • Review and explain calendared appointments and training assignments Share immediate and short term tasks and goals share information and resources: • Provide welcome packet (if applicable) and review content • Provide link to new employee website • Supply them with key(s), ID, or other items to gain access to office • Show them how to order office and desk supplies Provide list of current department projects and cyclical programs, highlighting roles of other department members Review the organizational charts for: Review operations, • County • Department organizational structure, • organizational and team • Division and Unit Other goals, and employee Review organizational and division, unit and team goals benefits, programs, and Discuss and coach the creation of performance and development services goals, share various employee benefits, programs and services, such as: • Employee wellness and work life programs and services • Deferred compensation • Commute alternative program • Tuition reimbursement • Annual benefits fair • Worksite ergonomics consultation Share resources and Provide an overview programs, operations, and systems: Information required • for work Share users guides, handbooks, and manuals • Enlist assistance of others (if applicable) • Assign classroom or online training (if applicable) Schedule regular one- Check in with employee at the end of the first day: on-one meetings, starting with Day One • Inquire how the first day went • Encourage them to ask questions • Make time to listen and address questions 3 MJI Court Executive Team Conference | December 10, 2019 Page 28 Manager and Supervisor Checklist for Onboarding New Employees Employee Name: FIRST WEEK Review scheduled appointments and training Discuss timing and due dates Review first week Provide resources, information, demonstration on who and schedule how to access job specific training and information Check in with the employee at the end of each day Ensure employee has logged in and begun to: Onboarding tasks • Review and update personal information • Elect benefits • Read, review and acknowledge countywide policies FIRST MONTH Confirm they have reviewed and acknowledged the Complete county-wide policies and answer any questions onboarding tasks Ensure they have elected their benefit coverage options (Note: new hires will be contacted to attend a benefits orientation learn about benefits offered by the County) Calendar regular one-on-one meetings with the employee to: Hold regular 1:1 • Answer their questions and help foster engagement meetings • Discuss progress, performance and acknowledge contributions and successes • Provide resources for areas presenting challenges (if applicable) Discuss performance expectations and goals Explain performance expectations Establish initial performance and development goals Check in on Ensure initial onboarding tasks are completed and underway onboarding Ask about what is going well and what else might be needed experience Inquire about the buddy arrangement (if applicable) THIRD MONTH Three month Provide a written evaluation to the employee every three months evaluation until the end of the probationary period FIRST SIX (6) MONTHS / YEAR / END OF PROBATIONARY PERIOD Celebrate the end of the probationary Conduct end of Complete formal evaluation (follow county process) probation evaluation Contact personnel for modifications to classification, compensation (if applicable) (if applicable) Discuss performance and/or development goals Draft new goals (if appropriate) Set performance and development goals Set performance and development goals for the upcoming evaluation period Define what successful performance looks like 4 MJI Court Executive Team Conference | December 10, 2019 Page 29 Manager and Supervisor Checklist for Onboarding New Employees Employee Name: Check in on Inquire about onboarding experience onboarding Ask for feedback on areas to improve and develop and what went experience well Explain 6 month new hire survey, encourage employee to complete Additional: Additional: Additional: Additional: Additional: Additional: Notes 5 MJI Court Executive Team Conference | December 10, 2019 Page 30 New Judge Information Packet MJI Court Executive Team Conference | December 10, 2019 Page 31 Contents I. ADA and Interpreters……….……………………………………………………………………...…………...... 1 II. Budgets for Travel and Conferences...... 1 III. Court Administration…...... ……………………………………………………...……………………………….1 IV. Directory……………………………………..……………………………………………………………………..…..2 V. Human Resources……..………………………………………………………………………………………...……2 VI. IT Department….……………………………………………………………………………………………………2-3 VII. Judges’ Meetings…………………………………………………………………...……...... ……….3 VIII. Media Requests………………………………………………………………………………………………..………3 IX. Oath of Office Information…………………………………………………………………………………...…….....3 X. Parking………...... ……………………………………………………………………………………...….…….4 XI. Personnel Manual……………………………………………………………………………………………………..4 XII. Positions Associated to a New Judge………………………………………………………….………………..….4 XIII. Research Department………………………………………………………………………………………………...4 XIV. SCAO/MJI Training Information……………………………………………………………………...……………...5 XV. Specialty Courts……………………………………………………………………………………………………….5 XVI. Stationery, Envelopes, and Business Cards………………………………………………………….……………6 XVII. Visiting Judges………………………………………………...... …………6 MJI Court Executive Team Conference | December 10, 2019 Page 32 I. ADA AND INTERPRETERS Please see the attached policies regarding ADA requests for accommodations and interpreters. II. BUDGETS FOR TRAVEL AND CONFERENCES Each Judge is allowed to use up to < III. COURT ADMINISTRATION Court Administration consists of the Court Administrator, < 1 | P a g e MJI Court Executive Team Conference | December 10, 2019 Page 33 IV. DIRECTORY Enclosed you will find a copy of a Directory that is maintained by < V. HUMAN RESOURCES The < The judges’ salaries and benefits are handled through two different places – both < Most importantly, HR is the department to arrange for your photograph and ID badge to be created. After the creation of this badge, you can contact Court Administration for help in having the necessary access activated on your ID badge. Your ID badge gives you entry into the judges’ garage, private elevators, etc. VI. IT DEPARTMENT INFORMATION There are technically two Information Technology Departments (IT). One is specific to the Court and the other to< Information Systems Director < 2 | P a g e MJI Court Executive Team Conference | December 10, 2019 Page 34 < VII. JUDGES’ MEETINGS The < The cost for these monthly lunch meetings is offset by the collection of dues through < VIII. MEDIA REQUESTS Attached is a sample Media Request Form. These requests are handled directly through each individual courtroom and done at the Judge’s discretion and direction. IX. OATH OF OFFICE The enclosed Oath of Office Filing Guidelines will assist you in filing your Oath after you have taken it. If you have any questions or need assistance with this, you can always contact the Court Administrator’s Office at < 3 | P a g e MJI Court Executive Team Conference | December 10, 2019 Page 35 X. PARKING Parking for Court Judges is < XI. PERSONNEL MANUAL The < XII. POSITIONS ASSOCIATED TO A NEW JUDGE As a newly elected or appointed Judge, you have the authority to appoint one (1) judicial secretary of your choosing. A copy of the most recent job description is attached. You will also have the opportunity to request a specific Clerk from the Clerk’s Office and a Deputy from the Sheriff’s Department to serve as your Court Deputy. This usually happens through an application process wherein people will apply to you for your choosing. It also happens that new judges will keep certain staff that was serving under the judge they replaced. All new judges taking the bench will be assigned to video courtrooms. XIII. RESEARCH DEPARTMENT The < 4 | P a g e MJI Court Executive Team Conference | December 10, 2019 Page 36 XIIV. SCAO/MJI TRAINING INFORMATION In order to provide effective trial court support, the State Court Administrative Office has divided the state into six regions. A regional administrator is assigned to each region to assist with judicial administration issues and carry out the policies of this office. Your court is located in < Attached is a list of the 2019 Chronological Schedule of programs held through the Michigan Judicial Institute. Further information can be found on the webpage of the State Court Administrative Office: http://courts.mi.gov/administration/scao/Pages/default.aspx. XIV. SPECIALITY COURTS The < XVI. STATIONERY, ENVELOPES & BUSINESS CARDS Enclosed are samples of business cards, personal stationery, and personal envelopes. The general court stationery is available via a Word document. All supplies are ordered through < 5 | P a g e MJI Court Executive Team Conference | December 10, 2019 Page 37 XVII. VISITING JUDGES All scheduling of visiting judges must be done through Court Administration. You can advise Court Administration if you have a preference regarding which visiting judge you would like to call. Please note that judicial time off is governed by MCR 8.110 (D) (3). You are allowed, if you wish, to have a visiting judge sit for you while you are off on annual leave, sick leave or attending a seminar/conference. It is not required that a visiting judge be used while off; many cancel their docket for the time they are away. A visiting judge can be chosen from our list of visiting judges. 6 | P a g e MJI Court Executive Team Conference | December 10, 2019 Page 38