DOCSLIB.ORG

DOI New Employee Onboarding Checklist

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
DOI New Employee Onboarding Checklist U.S. Department of the Interior Protecting America's Great Outdoors and Powering the Future NEW EMPLOYEE ONBOARDING CHECKLIST U.S. Department of the Interior (DOI) Welcome! We are so happy you made DOI your employer of choice! As part of the new employee onboarding process, this checklist was created to assist you throughout your first year as a new employee with DOI. Using the checklist and accessing the helpful links in this document will assist you through the entire onboarding process. Every Friday, our Secretary’s office sends all DOI employees “This Week at Interior” emails which highlight the important, exciting, and fulfilling work we do—be on the lookout for these emails! Key Websites U.S. Department of the Interior https://www.doi.gov Department of the Interior—For Employees https://www.doi.gov/employees My DOI Career https://www.doi.gov/careers Training & Performance Management https://www.doi.gov/doitalent Leave and Earnings Statement http://www.employeeexpress.gov Interior Business Center (IBC) Payroll https://www.doi.gov/ibc/services/human-resources/payroll-operations DOI Customer Support Center (CSC) IT https://www.doi.gov/ocio/customers/csc; https://itsupport.doi.gov/ Quicktime Time & Attendance (Pulse Secure) https://qtime.ibc.doi.gov/1534/qtime1534/login Quicktime Time & Attendance (Web access) https://apps.doi.gov/dana-na/auth/url_75/welcome.cgi Your Federal Benefits Pay & Compensation Federal Employee Compensation Package Health & Life Insurance http://www.opm.gov/insure Retirement Planning http://www.opm.gov/retire Thrift Savings Plan (TSP) http://www.tsp.gov Flexible Spending Account http://www.fsafeds.com Dental & Vision Insurance http://www.benefeds.com Long Term Care Insurance http://www.ltcfeds.com Employee Benevolent Fund https://www.sambaplans.com/employee-benevolent-fund/ Employee Assistance Program (EAP) https://www.doi.gov/pmb/hr/eap Human Resources (HR) As a DOI Employee, you will be supported by your servicing Human Resources Office. The Human Resources Office is available to assist you with all human resources and human capital activities such as employee benefits, employee and labor relations, staffing and classification, compensation, HR policy and directives, mandatory departmental training, telework, and more. Your servicing HR specialist in the HR Division is available to answer your questions about the various programs, or you may be referred to the appropriate subject matter expert. If you do not know who your assigned HR Specialist is, you may contact your servicing HR Office. Employees Assigned to Bargaining Unit Positions Employees assigned to bargaining unit positions are usually covered by a Collective Bargaining Agreement (CBA), which may have different and/or additional procedural requirements and/or changes in conditions of employment. You can determine if your position is in a bargaining unit position by reviewing item 37, Bargaining Unit Status, on your latest Notification of Personnel Action, SF 50. If the code is something other than 7777 or 8888, your position is in a bargaining unit. Contact your servicing HR Specialist (or Union representative) to obtain information on how to obtain a copy of the local CBA, if any, which is applicable to you. How to Use This Checklist: This document serves as a list of tasks for you to complete with corresponding timelines. While many of the items listed below are transactional (i.e., completing a form), most items involve having important discussions with your supervisor in order to equip you with the foundational knowledge of the DOI mission, history, culture, and organization. Use this document in partnership with your supervisor and HR to ensure you receive all the necessary and beneficial tools and information. Please note: Some of the links are not accessible outside of the DOI network. 1 Your Name: Enter on Duty (EOD) Date: Position, Title, Pay Plan, Series, Grade: Your Supervisor’s Name: PART I: BEFORE YOUR FIRST DAY • ✓ Task Information and/or Contacts 1 ☐ Review your HR confirmation letter and follow the instructions provided to Servicing HR Office complete your new hire forms. If an initial USA Staffing Onboarding login is USA Staffing New Hire Login provided, use the link accordingly (after your first login, use the direct link). 2 ☐ Schedule an appointment to pick up your DOI identification and building access Servicing HR Office card once you receive an automated email. If you have not received an email within a week of your entrance on duty (EOD) date, contact your servicing HR Office. 3 ☐ Complete Information Management and Technology (IMT) Awareness Training and Servicing HR Office return the Certificate of Completion for the IMT, FISSA and Rules of Behavior DOI Training Streaming Site (Streaming Version) to your servicing HR Office. DI-4002: Rules of Behavior 4 ☐ Complete Permanent Change of Stations (PCS) relocation paperwork, if applicable. Servicing HR Office PART II: YOUR FIRST DAY • ✓ Task Information and/or Contacts 1 ☐ Arrive at the building at the designated location and time stated in your Address, directions, and room numbers confirmation letter or approved telework site (for remote employees). will be provided in your confirmation letter. 2 ☐ Attend New Employee Orientation either in-person or over the telephone. A New Servicing HR Office Employee Reference Guide will be issued to you by your servicing HR Office. Ensure understanding of position occupied, probationary/trial periods, tenure group, Within-Grade Increases (WGIs), applicable departmental policies and Standard Operating Procedures (SOPs). 3 ☐ Review and complete all new employee onboarding forms and training. If you have Servicing HR Office transferred from another Federal agency, ensure you read the Transfer Employee Benefit’s Responsibility Acknowledgement and take the appropriate action. 4 ☐ Meet with your supervisor and your colleagues. Take a tour of the office with your Supervisor supervisor, or other colleague, to find out where communal office equipment (fax machine, copiers, etc.) and other areas (restrooms, cafeteria, etc.) are located. 5 ☐ Review security and safety procedures for the building, Employee Emergency Supervisor or Colleague Information, inclement weather procedures, and Transit Subsidy Benefit Program Employee Emergency Information (please allow two to three weeks after your EOD date if you are applying for this DOI Weather & Safety Leave benefit). Transit Subsidy Benefit Program PART III: YOUR FIRST WEEK • ✓ Task Information and/or Contacts 1 ☐ View the DOI YouTube video: People, Land & Water. Visit the DOI website to learn People, Land & Water more about the Agency and review the DOI Strategic Plan for Fiscal Years 2018- DOI Website 2022. DOI Strategic Plan FY 2018-2022 2 ☐ Discuss your specific work schedule, telework (if applicable), lunch breaks, and Supervisor hours of operation with your supervisor. Review the Federal holiday schedule. Federal Holiday Schedule Review and understand how to request leave, overtime, compensatory time, and OPM Leave Administration credit hours with your supervisor. Telework (if applicable) 2 3 ☐ Review and discuss your position description and initial performance standards with Supervisor your supervisor. In addition, review the Non-SES Performance Management Toolbox Non-SES Performance Management to learn more about the Employee Performance Appraisal Plan (EPAP). Toolbox 4 ☐ Review Personnel Bulletin (PB) 18-01—Prevention and Elimination of Harassing PB 18-01 Conduct and Whistleblower Protection. Additionally, familiarize yourself with the Know Your Rights When Reporting Wrongs Prohibited Personnel Practices (PPPs). Your Rights as a Federal Employee-PPPs 5 ☐ Work with your supervisor and IT Department to set up IT equipment and Supervisor any supply needs. DOI Customer Support Center 6 ☐ Review DOI Remote Access VPN, Office 365 SharePoint Training, and Evolve 365 DOI Remote Pathways (Office 365 and Microsoft technologies training). DOI Application Access 7 ☐ Review available resources regarding The Conflict Resolution (CORE) PLUS To use the CORE PLUS services you program, which is voluntary and provides impartial and confidential assistance to any may contact the Office of DOI employee seeking to improve or resolve a workplace issue or concern. CORE Collaborative Action and Dispute PLUS is for all levels of employees and managers including bargaining unit Resolution (CADR) or your servicing employees, when the union elects to participate. HR Specialist. 8 ☐ Review the Employee Assistance Program (EAP), ESPYR. To access the site, enter ESPYR the following password: interioreap 9 ☐ Explore the DOI Federal Credit Union Membership opportunity available to you. Interior Federal Credit Union 10 ☐ Explore how to report injuries at work and the Workers’ Compensation Workers’ Compensation Program Program (OWCP). 11 ☐ Meet with your supervisor at the end of the week to discuss your first week (any Supervisor surprises, challenges, suggestions, etc.) and how to prepare for the next week. PART IV: YOUR FIRST MONTH • ✓ Task Information and/or Contacts 1 ☐ Meet with your supervisor to discuss and develop your employee performance Supervisor appraisal plan (EPAP) and Individual Development Plan (IDP). Make sure you DOI Careers receive a copy for your records. Familiarize yourself with the DOI Careers site and DOI Career Connection DOI Career Connection. 2 ☐ Review your electronic Official Personnel Folder (eOPF) profile and ensure DOI My eOPF accuracy. Print your Notice of Personnel Action (SF-50).
Load more

Recommended publications
  • Coronavirus-Related Whistleblower Claims: What Employers Need to Know
    Coronavirus-Related Whistleblower Claims: What Employers Need to Know May 6, 2020 Presenters Steven J. Pearlman Lloyd B. Chinn Harris M. Mufson Pinchos (Pinny) Goldberg Partner (Chicago) Partner (New York) Partner (New York) Associate (New York) T: +1.312.962.3545 T:+1.212.969.3341 T: +1.212.969.3794 T: +1.212.969.3074 [email protected] [email protected] [email protected] [email protected] 2 Coronavirus-Related Whistleblower Claims May 6, 2020 COVID-19 Wrongful Death Suit: Evans v. Walmart • First known COVID-19 wrongful death suit - filed in Illinois • Decedent contracted COVID-19 while working at a Walmart store ‒ Another employee who worked at the store died of COVID-19 shortly after the decedent • Complaint alleges: ‒ Walmart failed to implement safety measures recommended by CDC/OSHA ‒ Management did not clean and sterilize the store, provide employees with PPE, or implement social distancing ‒ Walmart did not bar employees with symptoms of COVID-19 ‒ Walmart did not warn employees that other workers had COVID-19 3 Coronavirus-Related Whistleblower Claims May 6, 2020 Whistleblower/Retaliation Claims on the Rise • Reports of employees alleging retaliation for reporting lack of safety measures and personal protective equipment (“PPE”) ‒ Health care workers ‒ Warehouse employees • 1,000+ OSHA complaints regarding lack of COVID-19 protections • OSHA Press Release “reminding employers that it is illegal to retaliate against workers because they report unsafe and unhealthful working conditions during the coronavirus”
    [Show full text]
  • Employee Onboarding
    Strategic Onboarding: The Effects on Productivity, Engagement, & Turnover By: Lisa Reed, MBA, SPHR Onboarding Defined A systematic and comprehensive approach to integrating a new employee with an employer and its culture, while also ensuring the employee is provided with the tools and information necessary to becoming a productive member of the team (1). How Important is Onboarding? 43% of employees state the opportunity for advancement was the key factor in deciding whether or not to stay with an organization, and the onboarding process, or lack thereof, was a main factor in determining advancement potential within a company (2). EMPLOYEE PRODUCTIVITY What is Employee Productivity? An assessment of the efficiency of a worker or group of workers, which is typically compared to averages, is referred to as employee productivity (3). Costs of Employee Unproductivity More than $37 billion dollars annually is spent by organizations in the US to keep unproductive employee in jobs they do not understand (4). What Effect Does Strategic Onboarding Have On Employee Productivity? Only 49% of new employees without formal onboarding meet their first performance milestone (5). In contrast, 77% of employees who are provided with a formal onboarding process meet first performance milestones (6). Employee performance can increase by 11% with an effective onboarding process, which can also be linked to a 20% increase in an employee’s discretionary effort (7). EMPLOYEE ENGAGEMENT What is Employee Engagement? Employee engagement describes the way employees show a logical and emotional commitment to their work, team, and organization, which in turn drives their discretionary effort. Costs of Employee Disengagement Actively disengaged employees are more likely to steal, miss work, and negatively influence other workers and cost the United States up to $550 billion annually in lost resources and productivity (8).
    [Show full text]
  • Data Sheet: Oracle Recruiting Cloud
    Oracle Recruiting Finding the best talent, hiring them quickly and onboarding them efficiently, can be difficult in today’s competitive environment. Oracle Recruiting (part of Oracle Cloud HCM) addresses these common challenges of recruiting and takes this process into the modern era by leveraging a data-driven approach and a mobile user interface (UI) to Key features source and engage both internal and external • Requisition management • Career page design templates candidates, and apply business insights across • Mobile-responsive UI all of HCM for better hiring decisions. • Extensible branding and multimedia support • Job search and discovery INNOVATIVE TECHNOLOGY TO KEEP CANDIDATES AT • Candidate pools THE CENTER OF THE RECRUITING PROCESS • Adaptive intelligence Savvy organizations use technology to stay ahead of the competition when it comes • Native recruiting to attracting and retaining top talent. HR leaders are being tasked with broadening • End-to-end sourcing, recruiting, their approach to Human Capital Management, incorporating concepts and practices and offers that were once the primary domain of marketing, legal, or chief executives. The • Unified architecture and tooling practice of HR is also transforming from being a mere cost center to a value • Multichannel sourcing generator, driving business growth through holistic talent development. HR is evolving to increasingly leverage technology to improve efficiency and provide • Conversational interactions via insight into an organization’s most valuable source of productivity. Organizations use digital assistant this insight to help leaders understand success parameters and their organization’s • Proven third-party extensions talent capabilities. • Advanced reporting and analytics Oracle Recruiting is a new recruiting solution delivered natively as part of Oracle • Unified self-service interface Cloud HCM.
    [Show full text]
  • Leading Remote Teams Provided By: Taggart Insurance
    Leading Remote Teams Provided by: Taggart Insurance This HR Toolkit is not intended to be exhaustive nor should any discussion or opinions be construed as legal advice. Readers should contact legal counsel for legal advice. © 2020 Zywave, Inc. All rights reserved. Leading Remote Teams | Provided by: Taggart Insurance Table of Contents Introduction .................................................................................................................4 Remote Work Planning ................................................................................................5 Schedules .....................................................................................................5 Technology ....................................................................................................5 Employee Workstation ..................................................................................5 Policies ..........................................................................................................6 Interviewing and Onboarding .......................................................................6 Virtual Interviewing ................................................................6 Remote Onboarding ..............................................................7 Company Culture in the Remote Workplace ...............................................................9 What Is Company Culture? ..........................................................................9 Strong Company Culture..............................................................................
    [Show full text]
  • New Employee Onboarding Checklist
    New Employee Onboarding Checklist Directions: This checklist is designed to assist the department with a new employee orientation process. Onboarding is a long-term process that begins before an employee’s start date and continues for at least six months to a year. This checklist is organized chronologically to help Supervisors and Managers prepare for the arrival of a new employee. Once an employee starts, he/she can work together with the Supervisor and an onboarding mentor* to complete the checklist. The Supervisor may add additional activities that are specifically relevant to the new employee’s position. The checklist may be adjusted to be used for internal transfer employees as well. *An "onboarding mentor" is a mentor to the new employee who can assist in the onboarding process and be a “go-to” person as directed by the manager. It could be a peer within the same or related organization. Pre-Arrival Print out New Employee Onboarding Checklist, review and customize Confirm offer letter sent to new employee either by Human Resources or department Call to officially welcome the new employee and to confirm start date and discuss materials they will need to bring with them on the first day (e.g. two forms of ID.) Provide new employee with a contact to reach out to in the event of a question or concern Inform them where to park on the first day Create an onboarding schedule for new employee Clean and prepare new employee's work space. (Make arrangements for cleaning, computer, phone, etc.) Set up office with computer, phone, file and any other resource that will be needed Send an announcement via email to the department and campus if applicable, announcing the new hire and start date Provide an instruction manual for any necessary software he or she will be using Order office supplies and name plate Organize a lunch for the new employee with members of the team or department for the first day Arrival 1st Day Responsibility Be present to welcome new employee.
    [Show full text]
  • Region Ix Whistleblower Protection Program Complaints Were Not Complete Or Timely
    REPORT TO THE OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION REGION IX WHISTLEBLOWER PROTECTION PROGRAM COMPLAINTS WERE NOT COMPLETE OR TIMELY DATE ISSUED: NOVEMBER 23, 2020 REPORT NUMBER: 02-21-001-10-105 To answer all of these questions, we: 1) tested U.S. Department of Labor a sample of whistleblower complaints from Office of Inspector General October 1, 2010, through September 30, 2018; Audit 2) conducted interviews in Region IX to determine if OSHA provided investigators with appropriate operational resources; and 3) reviewed 15 WPP cases and 77 allegations provided by the Whistleblower. BRIEFLY… We also followed up on recommendations from prior audits to determine if OSHA had successfully implemented corrective actions. REGION IX WHISTLEBLOWER PROTECTION PROGRAM COMPLAINTS WERE NOT COMPLETE OR TIMELY WHAT OIG FOUND We found no evidence of misconduct, nor November 23, 2020 evidence of any other issue that would rise to the level of “violations of law, rule, or regulation WHY OIG CONDUCTED THE AUDIT and gross mismanagement.” However, we did On July 6, 2018, then Secretary of Labor find problems with the completeness and Alexander Acosta received a referral from the timeliness of investigations into whistleblower U.S. Office of Special Counsel (OSC) that complaints, as 96 percent of those sampled did described allegations against the Occupational not meet all essential elements and 88 percent Safety and Health Administration’s (OSHA) of cases exceeded statutory timeframes for Whistleblower Protection Program (WPP). investigations by an average of 634 days. WPP investigates complaints of employer These results were worse than the results we retaliation when employees report violations of reported in 2010 and 2015 audits, and could be law by their employers.
    [Show full text]
  • Strawbery Banke Museum Employee Handbook
    Strawbery Banke Museum EMPLOYEE HANDBOOK Updated: June 4, 2021 TABLE of CONTENTS CORE POLICIES Error! Bookmark not defined. 1.0 WELCOME 4 1.1 A Welcome Policy 4 1.2 At-Will Employment 4 2.0 INTRODUCTORY LANGUAGE AND POLICIES 5 2.1 About the Organization 5 2.2 Organization Facilities 5 2.3 Ethics Code 5 2.4 Strategic Framework, Mission, and Vision Statements 6 2.5 Categories of Employment 6 2.6 Revisions to Handbook 7 3.0 HIRING AND ORIENTATION POLICIES 7 3.1 Equal Employment Opportunity (EEO) Statement and Anti-Harassment Policy 7 3.2 Conflicts of Interest 9 3.3 Employment of Relatives and Friends 11 3.4 Job Descriptions 11 3.5 Training Program 11 3.6 Employment Authorization Verification 11 3.7 Disability Accommodation 12 3.8 Religious Accommodation 12 4.0 WAGE AND HOUR POLICIES 12 4.1 Attendance Policy 12 4.2 Job Abandonment 13 4.3 Business Expenses Policy 13 4.4 Travel Expenses 13 4.5 Introduction to Wage and Hour Policies 15 4.6 Pay Period 15 4.7 Recording Time 15 4.8 Overtime 16 4.9 Required Annual Special Events Policy for Year-Round Employees 17 4.10 Travel Time Pay 18 4.11 Meal and Rest Periods Policy 19 4.12 Accommodations for Nursing Parents 19 4.13 Paycheck Deductions 20 4.14 Direct Deposit 20 4.15 On Call 20 4.16 Use of Employer Credit Cards 20 4.17 Wage Disclosure Protection 21 5.0 PERFORMANCE, DISCIPLINE, LAYOFF, AND TERMINATION 21 5.1 Standards of Conduct 21 5.2 Open Door / Conflict Resolution Policy 22 5.3 Pay Raises 22 5.4 Performance Evaluation and Improvement Plans 22 5.5 Disciplinary Process 23 5.6 Criminal Activity
    [Show full text]
  • Position on Providing a Discrimination-Free Workplace
    Position on Providing a Discrimination-Free Workplace Background A discrimination-free workplace is one in which employees are attracted, recruited, assigned to work, provided with training and development, promoted and remunerated on the basis of their capabilities. It signals that no distinction, exclusion or preference relating to an individual’s employment is made on grounds other than the ability or potential ability of an individual to meet required job needs. Discrimination-free means equal opportunity for all, irrespective of non-work-related personal characteristics. Further, it means actively advancing practices that promote equity by, for example, assuring inclusive selection criteria to more fully reach qualified persons. Discrimination in any form is harmful to society, individuals, and the conduct of business. By definition, discrimination prevents individuals from realizing their human rights and from fully and productively participating in society and/or business activity. The achievement of a prosperous society depends on all individuals being treated with dignity and respect. The achievement of sustainable business equally depends on individuals attaining employment in a workplace that values them and their unique qualities. Relevance As the largest and most broadly based healthcare company in the world, Johnson & Johnson has a considerable impact on the lives of many individuals whom we directly employ, and this includes providing a workplace in which employees can feel valued, safe and free from discrimination. We believe that fostering an open and inclusive work environment, in which we value contributions from individuals of all backgrounds and experiences, is not only the right thing to do, it gives us the best chance of being able to work together to advance our mission of profoundly changing the trajectory of health for humanity.
    [Show full text]
  • Anti-Slavery and Human Trafficking Policy
    Anti-Slavery and Human Trafficking Policy Effective Date: February 15, 2018 Last Revision: August 22, 2020 Owner: Chief Security Officer Approved By: Ivanti Security Council and Executive Leadership Internal Use Only Page 1 of 5 Anti-Slavery and Human Trafficking Policy Anti-Slavery and Human Trafficking Policy Effective Date: February 15, 2018 Last Revision: August 22, 2020 Owner: Chief Security Officer Approved By: Ivanti Security Council and Executive Leadership Applicable Country: Global 1.0 Overview and Purpose Ivanti is committed to high standards of corporate governance, and a key element of this is managing the business in a socially responsible way. Ivanti aims to employ the highest ethical and professional standards as we comply with local laws and regulations applicable to our business. As such, Ivanti is committed to preventing slavery and human trafficking in its corporate activities and its supply chains. This commitment to ethical and professional behavior is enforced and emphasized in our company policies and training programs. Ivanti expects the third-parties, parties such as suppliers and customers, to behave in a similar manner. This Policy is not intended to impose unnecessary restrictions that are contrary to Ivanti’s established culture of openness, trust, and integrity. Ivanti and its senior management are committed to protecting Ivanti's employees, partners, and the company from illegal or damaging actions, that happen either knowingly or unknowingly. They are also committed to protecting Ivanti’s information technology resources, brand, intellectual property, personal information, and customer data from misuse or compromise. Ivanti is committed to following all applicable laws and regulations. This Policy helps ensure the security of Ivanti’s Information Systems, including information that Ivanti may gather and store, such that it meets or exceeds industry standards.
    [Show full text]
  • Mentor Onboarding Guide
    MENTOR ONBOARDING GUIDE Everyone remembers how difficult the first few weeks on a new job can be. Those initial experiences went a long way in determining how quickly you became an effective, fully contributing member of our agency. Now, it is your turn to help ensure that our new employee’s first days and months on the job provide a successful launch to their career. You are responsible for helping the employee get settled into the agency, their workplace, and the local area. Being a mentor is not a substitute for the supervisor, but is someone who can answer the new employee’s questions about the work environment and the workplace culture in a positive and encouraging way. Your basic role is to meet with the new employee regularly and be available to answer questions, provide resources and insights about the agency. You will be their “go to” person and be available to help them find their way around at work. You can expect to serve as a mentor for around the first 3 months from the time they start with our agency. You are one of the keys to the success of the new employee during the onboarding process. WHY HAVE I BEEN SELECTED? You are an experienced employee and have demonstrated excellent performance and have good people skills. You have the demonstrated ability to build trust with the new employee, and are familiar with our high performance culture and agency mission and vision. You “know the ropes” and are an effective source of advice and encouragement. Selection Criteria Used Demonstrates high performance.
    [Show full text]
  • Whistleblower Protections for Federal Employees
    Whistleblower Protections for Federal Employees A Report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board September 2010 THE CHAIRMAN U.S. MERIT SYSTEMS PROTECTION BOARD 1615 M Street, NW Washington, DC 20419-0001 September 2010 The President President of the Senate Speaker of the House of Representatives Dear Sirs and Madam: In accordance with the requirements of 5 U.S.C. § 1204(a)(3), it is my honor to submit this U.S. Merit Systems Protection Board report, Whistleblower Protections for Federal Employees. The purpose of this report is to describe the requirements for a Federal employee’s disclosure of wrongdoing to be legally protected as whistleblowing under current statutes and case law. To qualify as a protected whistleblower, a Federal employee or applicant for employment must disclose: a violation of any law, rule, or regulation; gross mismanagement; a gross waste of funds; an abuse of authority; or a substantial and specific danger to public health or safety. However, this disclosure alone is not enough to obtain protection under the law. The individual also must: avoid using normal channels if the disclosure is in the course of the employee’s duties; make the report to someone other than the wrongdoer; and suffer a personnel action, the agency’s failure to take a personnel action, or the threat to take or not take a personnel action. Lastly, the employee must seek redress through the proper channels before filing an appeal with the U.S. Merit Systems Protection Board (“MSPB”). A potential whistleblower’s failure to meet even one of these criteria will deprive the MSPB of jurisdiction, and render us unable to provide any redress in the absence of a different (non-whistleblowing) appeal right.
    [Show full text]
  • Elevating the Onboarding Experience
    Elevating the Onboarding Experience A GOVERNANCE PROFESSIONALS’ GUIDE The Ontario Hospital Association (OHA) is grateful to the following members of the Governance Professionals Peer Learning Network who contributed to the development of this guide. Ruth Agi – Erie St. Clair Local Health Integration Network Kimberly Bougher – St. Thomas Elgin General Hospital Margaret Clark – Peterborough Regional Health Centre Terri-Lynn Cook – St. Joseph’s Health Care, London Sue Davey – Huron Perth Healthcare Alliance Patty Dimopoulos – Brockville General Hospital Danette Dutot – Hotel Dieu Grace Healthcare Cassa Easton – Grand River Hospital Corporation Joanne Hartnett – Queensway Carleton Hospital Loralee Heemskerk – Tillsonburg District Memorial Hospital Susan La Brie – Waypoint Centre for Mental Health Care Sheila Mabee – Lennox and Addington County General Hospital Jennifer Matthews – The Ottawa Hospital Trish Matthews – Scarborough and Rouge Hospital Robin Moore – Ontario Shores Centre for Mental Health Sciences Julia Oosterman – Bluewater Health Lise Peterson – Erie Shores Healthcare Pam Porter – Ontario Shores Centre for Mental Health Sciences Wendy Sallows – Royal Victoria Regional Health Centre Katrina Santiago – Central Local Health Integration Network Anne Schnurr – South Bruce Grey Health Centre Kathy Vader – Pathways to Independence Elevating the Onboarding Experience: A Governance Professionals’ Guide The confidence of a new board member and the ability to engage and contribute meaningfully to the practice of good governance can be traced back to onboarding effectiveness combined with previous governance experience, sector knowledge, skills and expertise. A board orientation includes both content and process items which contribute to a new board member’s ability to effectively fulfill their fiduciary duties. Boards have different cultures and face different pressures and challenges so the approach to onboarding varies across organizations.
    [Show full text]