Resurrection Healthcare (RHC) adopted an online orientation program that delivered and tracked completely through the HealthStream Learning Center. This addition allowed the following advantages:
- RHC cut its orientation training time in half for learners, from 8 to 4 hours
- RHC provided trainees flexibility for orientation in terms of speed, time, and the ability to stop and start
- RHC gained an easier way to track, assign and schedule orientation training
- RHC provided orientation training in a preferred mode of delivery – online
- RHC achieved cost savings in multiple directions by adopting online orientation training
- RHC met its budgetary cutting goals through innovations preferred by employees
Resurrection Healthcare (RHC) is a community-based not-for-profit healthcare organization located in Chicago. With over 15,000 employees, its more than 100 sites of care include 8 hospitals, 9 nursing and rehabilitation centers, child care, retirement communities, home health and outpatient surgery. RHC provides orientation to an average of 300 new employees every month. In its instructor-led form, this orientation occurred every Monday at rotating locations within the RHC system. The eight-hour course involved multiple content presenters, as well as a facilitator.
RHC’s education department was asked to cut 4% from its budget. Specifically, it was also asked to maximize the use of our learning management system (LMS), the HealthStream Learning Center, by making our System New Hire Orientation available online instead of instructor-led.
I was able to listen, read, view, and interact with the program—exactly how learning should be! I am excited to work for Resurrection! - RHC Employee Evaluation
RHC created an online orientation program that incorporated our audio and video learning modules, as well as our exams, acknowledgement forms and evaluations. This online orientation program was delivered and tracked completely through the HealthStream Learning Center.
RHC’s first step was to meet with system-wide committees to discuss our existing content. Orientation information involved multiple subject areas, including human resources, security, mission, infection control, safety, compliance, spiritual services, employee health, performance, and educational & organizational development. Not only did the hospital staff provide an RHC storyboard and tips sheet for all content, but it worked with everyone in the committee/group to help them develop their online module, as needed. RHC elected to conduct a two-month pilot project for the new online orientation program. This pilot involved three of eight RHC hospitals, as well as Home Health and System Services.
For the first time ever, RHC employees could start their orientation any day of the week and at whatever time was appropriate, regardless of the shift that they were hired to work. RHC examined every aspect of this experience, including course content and setup, student feedback, manager feedback, and human resources feedback, and used its conclusions to further enhance our online orientation approach. HealthStream’s clear experience and leadership in launching programs within hospitals, as well as its all around healthcare expertise, was invaluable in helping RHC to shape a successful orientation program.RHC’s orientation ended up including 23 authored modules that met all internal and external agency requirements and took approximately four hours to complete. The completions now occur all days of the week. New hires have 30 days to complete their orientation at their own pace, in whatever of combination of time that meets their obligations.
Using the HLC to deliver an online orientation program for new hires kept them in the actual working environment four hours longer than when RHC conducted instructor-led training. RHC made the orientation experience far more flexible within the organization, in terms of time, location, and shift. It provided what employees had been telling it that they prefer—orientation that can be interrupted and resumed, as well as followed at whatever pace and speed seems most natural for the individual learner. Cost savings from this innovation were significant, in terms of our resources required, training facilities need, and staffing obligations for learners and instructors. There were also less scheduling headaches in terms of filling location-specific classes as well as making sure specific materials and instructors were available.
“Thank you for allowing me to progress at my own speed.” - RHC Employee Evaluation