A GUIDE TO THE EMPLOYEE ONBOARDING PROCESS Contents I. Introduction ....................................................................................................................... 3 II. National CASA Standards: Employee Orientation.......................................................... 4 III. Preparing for Employee’s First Day ................................................................................ 5 IV. Critical Orientation Topics ............................................................................................... 6 V. National CASA’s Core Model: A Summary ..................................................................... 7 VI. A Value-Driven Organization ............................................................................................ 8 VII. Organizational Structure .................................................................................................. 9 VIII. Casework ..........................................................................................................................10 IX. Volunteer Screening ........................................................................................................11 X. Training ............................................................................................................................12 XI. Employee Evaluation and Follow Up ..............................................................................14 XII. Employee Orientation, Standards, and Quality Assurance ..........................................15 XIII. Appendices ......................................................................................................................16 Appendix 1: Personnel Orientation Checklists ............................................................................16 Appendix 2: National CASA Core Model.....................................................................................20 Appendix 3: Sample Supervisory and Evaluation Questions.........................................................23 Appendix 4: Buddy Program .....................................................................................................25 Appendix 5: Sample First Day, Week, Month, etc. ......................................................................28 2 A GUIDE TO THE EMPLOYEE ONBOARDING PROCESS I. Introduction You have hired someone you think will be a great fit for your program. Their success as a staff member begins with you and the steps you take to lay a strong foundation upon which they will begin their journey as an employee of your organization. This Onboarding Manual is focused on the key position in a volunteer organization like CASA; the Advocate Supervisor. A person in this position is the lifeblood of your organization. Their understanding of the varied hats they must wear—from nurturing volunteer relationships to a thorough understanding of the role they play in ensuring program adherence to both Oklahoma statutes and National and State Standards—is a critical component to the overall health and sustainability of a CASA program. The following pages contain guidance, from the most basic components of bringing someone new into your organization to ensuring they have a working knowledge of the organizational basics. Finally, in Appendix 1 you will find a Personnel Orientation Checklist. Completion of the items on this checklist, to be signed by the new employee and made part of their personnel record, will not only ensure the meeting of Standard 7D of National CASA’s Local Program Standards for Quality Assurance, but will lend to a strong foundation for the CASA program. 3 A GUIDE TO THE EMPLOYEE ONBOARDING PROCESS II. National CASA Standards: Employee Orientation National CASA Standard 7(D) states: 1. The CASA/GAL program provides new staff orientation introducing the Core Model, Standards for Local Programs, Role of the Local Program, the program’s policies and procedures, including, but not limited to: a. Information about confidentiality laws and program policies and the staff person’s responsibility to abide by these laws. b. Information about the program's structure, service mandates, relationship to the court and human resources policies including sexual harassment and non-discrimination policies. c. Lines of accountability and authority within the program. d. Information about pertinent laws, regulations, and policies. e. Demographics of the community and the children served by the program. f. Job responsibilities and description. 2. Newly hired program directors and volunteer supervisors complete the National CASA/GAL Pre-Service Training within six (6) months of hire. 4 A GUIDE TO THE EMPLOYEE ONBOARDING PROCESS III. Preparing for Employee’s First Day Below is a brief checklist of things to think about in preparing for an employee’s first day. • Assure background check, application, and documentation of references have been completed. • Prepare hire for First Day. o When and where to report, parking, etc. o Who to ask for and where to report o Appropriate dress • Provide position and program information • Set up workspace as move-in ready • Order business cards • Create a first week schedule • Select a “buddy” to mentor the new employee (see Appendix 4) • Register New Hire for Required Oklahoma CASA Training • Enroll New Hire in CASA Volunteer pre-service training Next, review National CASA Standards and Oklahoma Quality Assurance Requirements for required documentation to be contained in the personnel record. Now is the time to make sure things are in order so the personnel file will be complete. Appendix 1 contains the following for your reference and use: - Personnel File Contents: This lists items to be kept for each employee and where. - Personnel File: Orientation Checklist, to be initialed, dated, and signed by new employee upon completion of each component of orientation. Appendix 5 contains suggested checklists for Employee’s First day, Week and Month, provided as a guide for the ongoing orientation for new staff. Click here for items in Appendix 1. Click here for items in Appendix 5. 5 A GUIDE TO THE EMPLOYEE ONBOARDING PROCESS IV. Critical Orientation Topics There are three experience scenarios for those hired for the Advocate Supervisor position. 1. Experience as a CASA volunteer 2. Experience with DHS or another child serving organization 3. Hiring someone with neither of the above As beneficial as it is to hire someone who already understands CASA and/or issues related to child welfare, if not properly trained, there can be confusion in their role. Regardless of the new employee having the above experience or being fresh to the field, it is essential they are introduced to: 1. The mission of your program 2. The National CASA Core Model 3. National CASA Standards, Section 8: Volunteer Administration It is critical to ensure new employees understand that CASA is a volunteer organization, and their role is to ensure the provision of quality advocacy by the volunteers they supervise. This structure is why a full caseload for one full-time staff member is 30 volunteers serving on up to 45 cases. It is what makes CASA unique, effective, and financially efficient. 6 A GUIDE TO THE EMPLOYEE ONBOARDING PROCESS V. National CASA’s Core Model: A Summary The National CASA Association core model identifies the foundational elements of CASA/GAL best interest advocacy. This includes our guiding principle, the types of cases served, the primary activities performed by CASA/GAL volunteers, parameters for staff serving cases and the screening, training and supervision requirements. The National CASA Core Model: The CASA/GAL program provides screened, trained, and qualified community volunteers to advocate for the best interests of children and youth who are before the court as a result of abuse or neglect as defined by the state child welfare laws, living at home or in out-of-home care. State statute takes precedence if it provides for the CASA/GAL volunteer to take other types of cases. CASA/GAL best interest advocacy is driven by the guiding principle that children grow and develop best with their family of origin if that can be safely achieved. CASA/GAL volunteers serve children from birth through the age defined by state statute as the limit to youth remaining in care. CASA/GAL volunteers advocate for children’s best interest through the following activities: • Information gathering • Visiting the child(ren) at least monthly • Collaborate and coordinate with legal, child welfare and other partners to assure service provision that is in the child’s best interests • Report to the court with recommendations regarding the child's placement and needed services • Monitor the case until released by the court • CASA/GAL volunteers are: o Screened per National CASA/GAL Association Standards o Trained according to National CASA/GAL Training and Facilitation Standards o Supported by staff or peer in accordance with National CASA/GAL Standards Recommended Orientation Practice: Provide a copy of the Core Model (Appendix 2). Discuss and Review. 7 A GUIDE TO THE EMPLOYEE ONBOARDING PROCESS VI. A Value-Driven Organization Per National CASA Standard 1 (B), every CASA program must have organizational values. These should be visible, and may be incorporated into job descriptions, the performance review tools you use, etc. Every employee should know the values established by the Board of Directors, and how those values: 1. are demonstrated in the work the program does 2. impact the way the program interfaces