Running head: CAP PROJECT PROPOSAL
CAP Action Project Proposal:
On-boarding and Training Standardization Project
Amber Bolles
Saint Mary’s University of Minnesota
Schools of Graduate & Professional Programs
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CAP PROJECT PROPOSAL
Abstract
Training and on-boarding represents one step in a work unit’s effort to implement the
principles of Quality Management. Departmental leadership supports the use of standardized
programs and by doing so, will be able to make meaningful, sustainable improvements in quality
and service. In this plan, managers and supervisors own the on-boarding and training process and
staff are responsible for the quality of work and services provided by the unit.
The on-boarding and training plan provides a defined mechanism, methodology and
schedule for reviewing the quality and performance of the data compliance team’s core business
processes. Additionally, the on-boarding and training plan describes the actions that are to be
taken to ensure the core business processes of the work unit are continually improved and
achieve the planned objectives.
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CAP PROJECT PROPOSAL
CAP Action Project Proposal:
On-boarding and Training Standardization Project
This project will focus on the Data Compliance team within the Supply Chain
Management Procure to Pay Department at Mayo Clinic in Rochester, MN. The Data
Compliance team is part of Mayo Clinic’s strategic initiative to standardize the processes, tools,
and systems used within its core business practice. The on-boarding and training plan for the
Data Compliance team applies to work processes conducted at all Mayo Clinic sites and
therefore represents an enterprise-wide on-boarding and training plan.
Project Timeline and Deliverables
Implementing the on-boarding and training program will take between 12-18 months to
complete.
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CAP PROJECT PROPOSAL
Project Summary
The on-boarding and training plan consists of policies, processes, and procedures
required for planning and executing core business functions within an organization. The onboarding and training plan integrates the various internal processes within the data compliance
unit to continually improve its core business processes with the ultimate goal of improved
business performance and the ability to meet and exceed customer requirements.
There are six components that make up the on-boarding and training plan which consists
of management commitment, culture, documentation, competence and training, measurement
and analysis, and continuous improvement.
Impact
Having a solid on-boarding process in place is critical to the success of an organization.
According to the Society of Human Resource Management (Bauer, 2007), nearly half of all
hourly employees leave their new job within the first four months of hire. Half of senior outside
hires also fail within 18 months. This is a staggering statistic and one that deserves attention. By
providing the framework for discussion, education, competence, accountability, and continuous
improvement the ground work is set for the establishment of a well-functioning team.
Leadership Development
Leadership and employee engagement is one of the most important components to
creating a well-functioning team. Engagement begins from the very moment an employee
accepts a position within a given work unit. The on-boarding and training plan provides
leadership with a standardized way of training new employees thus creating an environment
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CAP PROJECT PROPOSAL
where core business processes are mastered effectively and efficiently so as to provide the new
employee with a positive experience.
Not only does this process utilize the skills found in transformational leadership, this
process will encourage professional engagement in work activities, provide the foundation for
successful employee interactions, provide work efficiency, and help foster a caring and
respectful environment. The current work environment is comprised of a mix of leadership
styles that include both transitional and transformational leadership. Employee engagement is
most evident when leadership recognizes the person for their strengths and encourages each
employee to be the best they can be.
Project Goals
My personal goal for the Data Compliance team is to focus on how the work group can
align itself to provide exceptional quality through training, education, continual improvement,
engagement, trust, and open communication.
The overall goals of the on-boarding and training plan are to:
1. Provide employees with the highest quality on-boarding and training experience to
create a well-transitioned and engaged employee.
2. Standardize the way in which core business processes are carried out thus eliminating
waste and maximizing efficiency.
3. Increase continuous improvement opportunities.
Project Barriers
The most obvious barrier to implementing the plan would be those who initially resist the
change process. Part of the on-boarding and training plan requires leadership approval and
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engagement. Positive reinforcement of the plan needs to happen at the top to ensure success and
sustainability. Time is spent at the beginning of the implementation planning phase engaging
leadership and obtaining project buy-in.
Project Feedback
The initial project will be highly visible within the entire department and serve as a gold
standard example of how proper training and on-boarding leads to employee engagement,
efficiency, continuous improvement, and well-functioning teams. Feedback will come from
leadership at all levels including but not limited to director, managers, supervisors, and
coordinator staff. Each level of leadership will have differing interests in the project, however
not all will be able to visibly see the project unfold. Those having the most visibility would be
the managers and supervisors and both groups should be engaged in the project through the
initial assessment planning and approval phase.
Theories, Models and Concepts in Use
Key theories, models and concepts include the shared leadership concept introduced by
Conger and Pearce (2001). In this concept, leadership is described as a process where everyone
is engaged and individual strengths are recognized, thus creating a team approach to problem
solving. I find the DMAIC change model extremely useful in planning, designing and
implementing change. The DMAIC process provides a definitive plan for why a change is being
made and lays the ground work for gaining employee buy-in and acceptance of the change
(Pyzdek, 2003). While there are several change management models available, I feel that
DMAIC provides the most comprehensive approach which allows for greater understanding of
the overall change plan.
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CAP PROJECT PROPOSAL
Understanding generational differences is of interest to me and I feel that by
implementing the on-boarding and training plan, some of the stereotypical ideals of generational
inefficiency can be eliminated. This will be done by creating an environment where everyone is
trained in the same manner, accepts the concept of divergent thinking, and is held accountable
for the same work standards as related to core business processes.
Project Outcome
The outcomes of this project include setting a gold standard for the work unit on process
standardization and efficiency. At an organizational level, this project instills the cultural value
of quality as well as supports the organizational initiative to reduce cost. Instilling the value of
continuous performance improvement will also be added outcome of this project thus allowing
for improved strategic planning.
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References
Bauer, T. (2007). Onboarding New Employees: Maximizing Success. SHRM foundation [PDF
document]. Retrieved
http://www.shrm.org/about/foundation/products/documents/onboarding%20epg%20final.pdf
Conger, J. & Pearce, C. (2001). Shared leadership. Thousand Oaks, CA: Sage.
Mayo Clinic. (2014). Mayo Clinic Office of Research Quality Management Services [Electronic
intranet website]. Retrieved from http://intranet.mayo.edu/charlie/office-researchquality-management-services/quality-management-system/
Pyzdek, T. (2003). The Six Sigma Project Planner : A Step-by-step Guide to Leading a Six
Sigma Project Through DMAIC. New York: McGraw-Hill.