Program Evaluation Plan -...
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MERITUS MEDICAL CENTER Program Evaluation Plan New Manager Orientation Penelope N. Baker Walden University EIDT 6130-1 Program Evaluation Dr. Michael A. Burke 6/23/2013
Transcript of Program Evaluation Plan -...
MERITUS MEDICAL CENTER
Program Evaluation
Plan New Manager Orientation
Penelope N Baker
Walden University
EIDT 6130-1 Program Evaluation
Dr Michael A Burke
6232013
Tab
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Program Analysis
Evaluation Model Table
Evaluative Criteria
Data Collection Design and Sampling Strategy
Reporting Strategy Table
Appendix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
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Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
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Description and Purpose of Program
New Manager Orientation provides new managers within Meritus Medical Center with the
resources tools organizational contacts and mentorpeer support to be successful in their new
supervisory positions Through a series of one-on-one meetings over a 90 day period between
the new manager hiring manager education liaison peer mentor and applicable key personnel
new managers are introduced to essential management functions such as budget payroll
corrective counseling policies and procedures and role based access for technology systems
New managers may be new to the organization or promoted internally with or without prior
management experience This process aims to make them feel welcomed and assimilated into
the organization while building relationships with key stakeholders increasing their engagement
and satisfaction with the new manager orientation process (Meritus Medical Center 2013)
Goals amp Objectives
Documentation provided by the education liaison does not include instructional objectives
however the following program goals are identified
1 Orient managers to Meritus Medical Centerrsquos mission vision values and strategic plan
2 Provide new managers with an overview of Meritus Medical Center structure decision-
making bodies and key functions
Achievement for goal one will be measured with the new manager articulating the mission vision
and values to the education liaison by day two of hire and articulating key components of the
strategic plan affecting their department or unit to the education liaison by 45 days of hire
Achievement for goal two will be measured by the new manager and hiring manager completing
electronic surveys with open- and closed-ended questions which indicates the new manager is
independent with a minimum of 100 of generic management duties and 90 of management
duties specific to their job description after 90 days of hire
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
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It is unusual for objectives not to be included considering they are standard components of
instructional programs Objectives are typically used to establish a framework for ldquoselecting and
organizing instructional activities and resources and formulating evaluation strategiesrdquo
(Morrison Ross Kalman amp Kemp 2011 p 108)
Operations
Prior to the new managerrsquos hire date the hiring manager meets with the education liaison
identifying applicable orientation activities and key personnel to meet with and selecting a peer
mentor from the same management level as the new manager Meetings between the new
manager and education liaison are scheduled twice on day two of hire when they receive their
New Manager Orientation Notebook and on day 45 of hire midway through their first 90 days of
employment During the same 90 day period hiring managers and peer mentors are each
expected to meet with the new manager on a weekly basis
Outcomes
Documentation provided by the program manager identifies these expected outcomes
1 Understanding how Meritus Medical Center is structured and how it functions
2 Demonstrating a general knowledge or awareness of the management of human
resources and of financial physical and technological resources
3 Knowing who to contact in the key departments represented in the orientation and when
it is appropriate or necessary to contact them
Outcome one will be measured by the new manager being able to articulate the structure and
function of Meritus Medical Center to the education liaison by 45 days of hire Outcomes two and
three will be measured by the new manager and hiring manager completing electronic surveys
with open- and closed-ended questions after 90 days of hire which indicates the new manager
independently identifies appropriate actions to take 100 of the time for budget payroll
corrective counseling interpretation of policies and procedures role based access and other
management functions
Program Evaluation Plan New Manager Orientation Page 3
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s Performance History
New Manager Orientation was first implemented several years ago by a former employee of the
department An orientation notebook was given to all new managers though the content was
different from what is currently being used Hiring managers and peer mentors were not utilized
in the original program When the coordinator left the organization the program was placed on
hiatus for approximately 18 months It was resurrected and restructured less than a year ago
when the education liaison revised the orientation notebook and added hiring manager peer
mentor and key personnel involvement No records or documents are available from the original
program therefore no comparisons can be made between the original and revised new manager
orientation programs
Stakeholders
Primary stakeholders are the new manager hiring manager education liaison coordinating the
program peer mentor and applicable key personnel including but not limited to finance
representatives for budget and payroll information services for role based access human
resources for HRIS system education for the learning management system and education
leadership training Secondary stakeholders include the department headdirector division vice
president subordinate supervisors and non-management direct reports
Contextual Factors
Contextual factors include stakeholder interests and concerns Stakeholders have an interest in
knowing if these activities and resources add value to the new manager orientation process
Education liaison meetings with new manager and hiring manager
New manager meetings with key personnel
Mentoring process with experienced manager on same level of management as new
manager
New manager orientation notebook and manager orientation checklist
Stakeholder concerns include scheduling of meetings between the new manager hiring manager
peer mentor and key personnel the ethical behavior of the liaison hiring manager peer mentor
Program Evaluation Plan New Manager Orientation Page 4
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s and evaluator evaluator bias balance and fairness of the program evaluation correct
application of manager duties and volume of orientation activities Other contextual factors
include budget implications related to lost productivity associated with multiple meetings
between new managers hiring managers peer mentors education liaison and key personnel
minor budget implications regarding the purchase of materials and printing of contents for the
new manager orientation notebook the impact of organizational culture and organizational
policies on the evaluation process and the impact manager turnover has on new manager
morale and retention
Potential Ethical Challenges
Because the evaluation plan is being designed by an internal employee within the same
department as the program and its liaison there exists a potential for bias and conflict of
interest by both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a
clinical manager may help or hinder the evaluation process Likewise New Manager
Orientationrsquos alignment with department and individual goals as well as standards from
accreditation and regulatory agencies may produce ethical challenges regarding the manner in
which peer mentors and key personnel are selected new manager orientation activities are
identified andor the hiring manager education liaison and evaluator are involved in the
evaluation process To guard against these ethical challenges the evaluator commits to
behaving ethically according to the American Evaluation Associationrsquos Guiding Principles for
Evaluators (Fitzpatrick Sanders amp Worthen 2011) In addition as applicable to the components
of the evaluation plan the evaluator proposes working with a neutral third party from the
Business Integrity or Quality Management Departments to minimize the potential for these
ethical challenges
Program Evaluation Plan New Manager Orientation Page 5
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s References Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Meritus Medical Center (2013 May 20) New manager orientation goals and objectives
[Unpublished Organizational Document] Retrieved from Waldron L Education Liaison
Morrison G R Ross S M Kalman H K amp Kemp J E (2011) Designing effective instruction
(6th ed) Hoboken NJ John Wiley amp Sons
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Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
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Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
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Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
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5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
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HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
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References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
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Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
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Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Tab
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Program Analysis
Evaluation Model Table
Evaluative Criteria
Data Collection Design and Sampling Strategy
Reporting Strategy Table
Appendix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
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Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
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Description and Purpose of Program
New Manager Orientation provides new managers within Meritus Medical Center with the
resources tools organizational contacts and mentorpeer support to be successful in their new
supervisory positions Through a series of one-on-one meetings over a 90 day period between
the new manager hiring manager education liaison peer mentor and applicable key personnel
new managers are introduced to essential management functions such as budget payroll
corrective counseling policies and procedures and role based access for technology systems
New managers may be new to the organization or promoted internally with or without prior
management experience This process aims to make them feel welcomed and assimilated into
the organization while building relationships with key stakeholders increasing their engagement
and satisfaction with the new manager orientation process (Meritus Medical Center 2013)
Goals amp Objectives
Documentation provided by the education liaison does not include instructional objectives
however the following program goals are identified
1 Orient managers to Meritus Medical Centerrsquos mission vision values and strategic plan
2 Provide new managers with an overview of Meritus Medical Center structure decision-
making bodies and key functions
Achievement for goal one will be measured with the new manager articulating the mission vision
and values to the education liaison by day two of hire and articulating key components of the
strategic plan affecting their department or unit to the education liaison by 45 days of hire
Achievement for goal two will be measured by the new manager and hiring manager completing
electronic surveys with open- and closed-ended questions which indicates the new manager is
independent with a minimum of 100 of generic management duties and 90 of management
duties specific to their job description after 90 days of hire
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Pro
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sis
It is unusual for objectives not to be included considering they are standard components of
instructional programs Objectives are typically used to establish a framework for ldquoselecting and
organizing instructional activities and resources and formulating evaluation strategiesrdquo
(Morrison Ross Kalman amp Kemp 2011 p 108)
Operations
Prior to the new managerrsquos hire date the hiring manager meets with the education liaison
identifying applicable orientation activities and key personnel to meet with and selecting a peer
mentor from the same management level as the new manager Meetings between the new
manager and education liaison are scheduled twice on day two of hire when they receive their
New Manager Orientation Notebook and on day 45 of hire midway through their first 90 days of
employment During the same 90 day period hiring managers and peer mentors are each
expected to meet with the new manager on a weekly basis
Outcomes
Documentation provided by the program manager identifies these expected outcomes
1 Understanding how Meritus Medical Center is structured and how it functions
2 Demonstrating a general knowledge or awareness of the management of human
resources and of financial physical and technological resources
3 Knowing who to contact in the key departments represented in the orientation and when
it is appropriate or necessary to contact them
Outcome one will be measured by the new manager being able to articulate the structure and
function of Meritus Medical Center to the education liaison by 45 days of hire Outcomes two and
three will be measured by the new manager and hiring manager completing electronic surveys
with open- and closed-ended questions after 90 days of hire which indicates the new manager
independently identifies appropriate actions to take 100 of the time for budget payroll
corrective counseling interpretation of policies and procedures role based access and other
management functions
Program Evaluation Plan New Manager Orientation Page 3
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gra
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sis
Pro
gra
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s Performance History
New Manager Orientation was first implemented several years ago by a former employee of the
department An orientation notebook was given to all new managers though the content was
different from what is currently being used Hiring managers and peer mentors were not utilized
in the original program When the coordinator left the organization the program was placed on
hiatus for approximately 18 months It was resurrected and restructured less than a year ago
when the education liaison revised the orientation notebook and added hiring manager peer
mentor and key personnel involvement No records or documents are available from the original
program therefore no comparisons can be made between the original and revised new manager
orientation programs
Stakeholders
Primary stakeholders are the new manager hiring manager education liaison coordinating the
program peer mentor and applicable key personnel including but not limited to finance
representatives for budget and payroll information services for role based access human
resources for HRIS system education for the learning management system and education
leadership training Secondary stakeholders include the department headdirector division vice
president subordinate supervisors and non-management direct reports
Contextual Factors
Contextual factors include stakeholder interests and concerns Stakeholders have an interest in
knowing if these activities and resources add value to the new manager orientation process
Education liaison meetings with new manager and hiring manager
New manager meetings with key personnel
Mentoring process with experienced manager on same level of management as new
manager
New manager orientation notebook and manager orientation checklist
Stakeholder concerns include scheduling of meetings between the new manager hiring manager
peer mentor and key personnel the ethical behavior of the liaison hiring manager peer mentor
Program Evaluation Plan New Manager Orientation Page 4
Pro
gra
m A
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lysi
s and evaluator evaluator bias balance and fairness of the program evaluation correct
application of manager duties and volume of orientation activities Other contextual factors
include budget implications related to lost productivity associated with multiple meetings
between new managers hiring managers peer mentors education liaison and key personnel
minor budget implications regarding the purchase of materials and printing of contents for the
new manager orientation notebook the impact of organizational culture and organizational
policies on the evaluation process and the impact manager turnover has on new manager
morale and retention
Potential Ethical Challenges
Because the evaluation plan is being designed by an internal employee within the same
department as the program and its liaison there exists a potential for bias and conflict of
interest by both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a
clinical manager may help or hinder the evaluation process Likewise New Manager
Orientationrsquos alignment with department and individual goals as well as standards from
accreditation and regulatory agencies may produce ethical challenges regarding the manner in
which peer mentors and key personnel are selected new manager orientation activities are
identified andor the hiring manager education liaison and evaluator are involved in the
evaluation process To guard against these ethical challenges the evaluator commits to
behaving ethically according to the American Evaluation Associationrsquos Guiding Principles for
Evaluators (Fitzpatrick Sanders amp Worthen 2011) In addition as applicable to the components
of the evaluation plan the evaluator proposes working with a neutral third party from the
Business Integrity or Quality Management Departments to minimize the potential for these
ethical challenges
Program Evaluation Plan New Manager Orientation Page 5
Pro
gra
m A
na
lysi
s References Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Meritus Medical Center (2013 May 20) New manager orientation goals and objectives
[Unpublished Organizational Document] Retrieved from Waldron L Education Liaison
Morrison G R Ross S M Kalman H K amp Kemp J E (2011) Designing effective instruction
(6th ed) Hoboken NJ John Wiley amp Sons
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lua
tio
n M
od
el T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
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Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
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Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
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5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
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HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
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References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
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Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Pro
gra
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rog
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An
aly
sis
Pro
gra
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An
aly
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Pro
gra
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Pro
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Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Pro
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An
aly
sis
Description and Purpose of Program
New Manager Orientation provides new managers within Meritus Medical Center with the
resources tools organizational contacts and mentorpeer support to be successful in their new
supervisory positions Through a series of one-on-one meetings over a 90 day period between
the new manager hiring manager education liaison peer mentor and applicable key personnel
new managers are introduced to essential management functions such as budget payroll
corrective counseling policies and procedures and role based access for technology systems
New managers may be new to the organization or promoted internally with or without prior
management experience This process aims to make them feel welcomed and assimilated into
the organization while building relationships with key stakeholders increasing their engagement
and satisfaction with the new manager orientation process (Meritus Medical Center 2013)
Goals amp Objectives
Documentation provided by the education liaison does not include instructional objectives
however the following program goals are identified
1 Orient managers to Meritus Medical Centerrsquos mission vision values and strategic plan
2 Provide new managers with an overview of Meritus Medical Center structure decision-
making bodies and key functions
Achievement for goal one will be measured with the new manager articulating the mission vision
and values to the education liaison by day two of hire and articulating key components of the
strategic plan affecting their department or unit to the education liaison by 45 days of hire
Achievement for goal two will be measured by the new manager and hiring manager completing
electronic surveys with open- and closed-ended questions which indicates the new manager is
independent with a minimum of 100 of generic management duties and 90 of management
duties specific to their job description after 90 days of hire
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Pro
gra
m A
na
lysi
s P
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ram
An
aly
sis
It is unusual for objectives not to be included considering they are standard components of
instructional programs Objectives are typically used to establish a framework for ldquoselecting and
organizing instructional activities and resources and formulating evaluation strategiesrdquo
(Morrison Ross Kalman amp Kemp 2011 p 108)
Operations
Prior to the new managerrsquos hire date the hiring manager meets with the education liaison
identifying applicable orientation activities and key personnel to meet with and selecting a peer
mentor from the same management level as the new manager Meetings between the new
manager and education liaison are scheduled twice on day two of hire when they receive their
New Manager Orientation Notebook and on day 45 of hire midway through their first 90 days of
employment During the same 90 day period hiring managers and peer mentors are each
expected to meet with the new manager on a weekly basis
Outcomes
Documentation provided by the program manager identifies these expected outcomes
1 Understanding how Meritus Medical Center is structured and how it functions
2 Demonstrating a general knowledge or awareness of the management of human
resources and of financial physical and technological resources
3 Knowing who to contact in the key departments represented in the orientation and when
it is appropriate or necessary to contact them
Outcome one will be measured by the new manager being able to articulate the structure and
function of Meritus Medical Center to the education liaison by 45 days of hire Outcomes two and
three will be measured by the new manager and hiring manager completing electronic surveys
with open- and closed-ended questions after 90 days of hire which indicates the new manager
independently identifies appropriate actions to take 100 of the time for budget payroll
corrective counseling interpretation of policies and procedures role based access and other
management functions
Program Evaluation Plan New Manager Orientation Page 3
Pro
gra
m A
na
lysi
s P
rog
ram
An
aly
sis
Pro
gra
m A
na
lysi
s Performance History
New Manager Orientation was first implemented several years ago by a former employee of the
department An orientation notebook was given to all new managers though the content was
different from what is currently being used Hiring managers and peer mentors were not utilized
in the original program When the coordinator left the organization the program was placed on
hiatus for approximately 18 months It was resurrected and restructured less than a year ago
when the education liaison revised the orientation notebook and added hiring manager peer
mentor and key personnel involvement No records or documents are available from the original
program therefore no comparisons can be made between the original and revised new manager
orientation programs
Stakeholders
Primary stakeholders are the new manager hiring manager education liaison coordinating the
program peer mentor and applicable key personnel including but not limited to finance
representatives for budget and payroll information services for role based access human
resources for HRIS system education for the learning management system and education
leadership training Secondary stakeholders include the department headdirector division vice
president subordinate supervisors and non-management direct reports
Contextual Factors
Contextual factors include stakeholder interests and concerns Stakeholders have an interest in
knowing if these activities and resources add value to the new manager orientation process
Education liaison meetings with new manager and hiring manager
New manager meetings with key personnel
Mentoring process with experienced manager on same level of management as new
manager
New manager orientation notebook and manager orientation checklist
Stakeholder concerns include scheduling of meetings between the new manager hiring manager
peer mentor and key personnel the ethical behavior of the liaison hiring manager peer mentor
Program Evaluation Plan New Manager Orientation Page 4
Pro
gra
m A
na
lysi
s and evaluator evaluator bias balance and fairness of the program evaluation correct
application of manager duties and volume of orientation activities Other contextual factors
include budget implications related to lost productivity associated with multiple meetings
between new managers hiring managers peer mentors education liaison and key personnel
minor budget implications regarding the purchase of materials and printing of contents for the
new manager orientation notebook the impact of organizational culture and organizational
policies on the evaluation process and the impact manager turnover has on new manager
morale and retention
Potential Ethical Challenges
Because the evaluation plan is being designed by an internal employee within the same
department as the program and its liaison there exists a potential for bias and conflict of
interest by both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a
clinical manager may help or hinder the evaluation process Likewise New Manager
Orientationrsquos alignment with department and individual goals as well as standards from
accreditation and regulatory agencies may produce ethical challenges regarding the manner in
which peer mentors and key personnel are selected new manager orientation activities are
identified andor the hiring manager education liaison and evaluator are involved in the
evaluation process To guard against these ethical challenges the evaluator commits to
behaving ethically according to the American Evaluation Associationrsquos Guiding Principles for
Evaluators (Fitzpatrick Sanders amp Worthen 2011) In addition as applicable to the components
of the evaluation plan the evaluator proposes working with a neutral third party from the
Business Integrity or Quality Management Departments to minimize the potential for these
ethical challenges
Program Evaluation Plan New Manager Orientation Page 5
Pro
gra
m A
na
lysi
s References Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Meritus Medical Center (2013 May 20) New manager orientation goals and objectives
[Unpublished Organizational Document] Retrieved from Waldron L Education Liaison
Morrison G R Ross S M Kalman H K amp Kemp J E (2011) Designing effective instruction
(6th ed) Hoboken NJ John Wiley amp Sons
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lua
tio
n M
od
el T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
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Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
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Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
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5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
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HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
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References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
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n D
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plin
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Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Pro
gra
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s P
rog
ram
An
aly
sis
Description and Purpose of Program
New Manager Orientation provides new managers within Meritus Medical Center with the
resources tools organizational contacts and mentorpeer support to be successful in their new
supervisory positions Through a series of one-on-one meetings over a 90 day period between
the new manager hiring manager education liaison peer mentor and applicable key personnel
new managers are introduced to essential management functions such as budget payroll
corrective counseling policies and procedures and role based access for technology systems
New managers may be new to the organization or promoted internally with or without prior
management experience This process aims to make them feel welcomed and assimilated into
the organization while building relationships with key stakeholders increasing their engagement
and satisfaction with the new manager orientation process (Meritus Medical Center 2013)
Goals amp Objectives
Documentation provided by the education liaison does not include instructional objectives
however the following program goals are identified
1 Orient managers to Meritus Medical Centerrsquos mission vision values and strategic plan
2 Provide new managers with an overview of Meritus Medical Center structure decision-
making bodies and key functions
Achievement for goal one will be measured with the new manager articulating the mission vision
and values to the education liaison by day two of hire and articulating key components of the
strategic plan affecting their department or unit to the education liaison by 45 days of hire
Achievement for goal two will be measured by the new manager and hiring manager completing
electronic surveys with open- and closed-ended questions which indicates the new manager is
independent with a minimum of 100 of generic management duties and 90 of management
duties specific to their job description after 90 days of hire
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Pro
gra
m A
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lysi
s P
rog
ram
An
aly
sis
It is unusual for objectives not to be included considering they are standard components of
instructional programs Objectives are typically used to establish a framework for ldquoselecting and
organizing instructional activities and resources and formulating evaluation strategiesrdquo
(Morrison Ross Kalman amp Kemp 2011 p 108)
Operations
Prior to the new managerrsquos hire date the hiring manager meets with the education liaison
identifying applicable orientation activities and key personnel to meet with and selecting a peer
mentor from the same management level as the new manager Meetings between the new
manager and education liaison are scheduled twice on day two of hire when they receive their
New Manager Orientation Notebook and on day 45 of hire midway through their first 90 days of
employment During the same 90 day period hiring managers and peer mentors are each
expected to meet with the new manager on a weekly basis
Outcomes
Documentation provided by the program manager identifies these expected outcomes
1 Understanding how Meritus Medical Center is structured and how it functions
2 Demonstrating a general knowledge or awareness of the management of human
resources and of financial physical and technological resources
3 Knowing who to contact in the key departments represented in the orientation and when
it is appropriate or necessary to contact them
Outcome one will be measured by the new manager being able to articulate the structure and
function of Meritus Medical Center to the education liaison by 45 days of hire Outcomes two and
three will be measured by the new manager and hiring manager completing electronic surveys
with open- and closed-ended questions after 90 days of hire which indicates the new manager
independently identifies appropriate actions to take 100 of the time for budget payroll
corrective counseling interpretation of policies and procedures role based access and other
management functions
Program Evaluation Plan New Manager Orientation Page 3
Pro
gra
m A
na
lysi
s P
rog
ram
An
aly
sis
Pro
gra
m A
na
lysi
s Performance History
New Manager Orientation was first implemented several years ago by a former employee of the
department An orientation notebook was given to all new managers though the content was
different from what is currently being used Hiring managers and peer mentors were not utilized
in the original program When the coordinator left the organization the program was placed on
hiatus for approximately 18 months It was resurrected and restructured less than a year ago
when the education liaison revised the orientation notebook and added hiring manager peer
mentor and key personnel involvement No records or documents are available from the original
program therefore no comparisons can be made between the original and revised new manager
orientation programs
Stakeholders
Primary stakeholders are the new manager hiring manager education liaison coordinating the
program peer mentor and applicable key personnel including but not limited to finance
representatives for budget and payroll information services for role based access human
resources for HRIS system education for the learning management system and education
leadership training Secondary stakeholders include the department headdirector division vice
president subordinate supervisors and non-management direct reports
Contextual Factors
Contextual factors include stakeholder interests and concerns Stakeholders have an interest in
knowing if these activities and resources add value to the new manager orientation process
Education liaison meetings with new manager and hiring manager
New manager meetings with key personnel
Mentoring process with experienced manager on same level of management as new
manager
New manager orientation notebook and manager orientation checklist
Stakeholder concerns include scheduling of meetings between the new manager hiring manager
peer mentor and key personnel the ethical behavior of the liaison hiring manager peer mentor
Program Evaluation Plan New Manager Orientation Page 4
Pro
gra
m A
na
lysi
s and evaluator evaluator bias balance and fairness of the program evaluation correct
application of manager duties and volume of orientation activities Other contextual factors
include budget implications related to lost productivity associated with multiple meetings
between new managers hiring managers peer mentors education liaison and key personnel
minor budget implications regarding the purchase of materials and printing of contents for the
new manager orientation notebook the impact of organizational culture and organizational
policies on the evaluation process and the impact manager turnover has on new manager
morale and retention
Potential Ethical Challenges
Because the evaluation plan is being designed by an internal employee within the same
department as the program and its liaison there exists a potential for bias and conflict of
interest by both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a
clinical manager may help or hinder the evaluation process Likewise New Manager
Orientationrsquos alignment with department and individual goals as well as standards from
accreditation and regulatory agencies may produce ethical challenges regarding the manner in
which peer mentors and key personnel are selected new manager orientation activities are
identified andor the hiring manager education liaison and evaluator are involved in the
evaluation process To guard against these ethical challenges the evaluator commits to
behaving ethically according to the American Evaluation Associationrsquos Guiding Principles for
Evaluators (Fitzpatrick Sanders amp Worthen 2011) In addition as applicable to the components
of the evaluation plan the evaluator proposes working with a neutral third party from the
Business Integrity or Quality Management Departments to minimize the potential for these
ethical challenges
Program Evaluation Plan New Manager Orientation Page 5
Pro
gra
m A
na
lysi
s References Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Meritus Medical Center (2013 May 20) New manager orientation goals and objectives
[Unpublished Organizational Document] Retrieved from Waldron L Education Liaison
Morrison G R Ross S M Kalman H K amp Kemp J E (2011) Designing effective instruction
(6th ed) Hoboken NJ John Wiley amp Sons
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lua
tio
n M
od
el T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
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Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
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5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
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HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
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References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Pro
gra
m A
na
lysi
s P
rog
ram
An
aly
sis
It is unusual for objectives not to be included considering they are standard components of
instructional programs Objectives are typically used to establish a framework for ldquoselecting and
organizing instructional activities and resources and formulating evaluation strategiesrdquo
(Morrison Ross Kalman amp Kemp 2011 p 108)
Operations
Prior to the new managerrsquos hire date the hiring manager meets with the education liaison
identifying applicable orientation activities and key personnel to meet with and selecting a peer
mentor from the same management level as the new manager Meetings between the new
manager and education liaison are scheduled twice on day two of hire when they receive their
New Manager Orientation Notebook and on day 45 of hire midway through their first 90 days of
employment During the same 90 day period hiring managers and peer mentors are each
expected to meet with the new manager on a weekly basis
Outcomes
Documentation provided by the program manager identifies these expected outcomes
1 Understanding how Meritus Medical Center is structured and how it functions
2 Demonstrating a general knowledge or awareness of the management of human
resources and of financial physical and technological resources
3 Knowing who to contact in the key departments represented in the orientation and when
it is appropriate or necessary to contact them
Outcome one will be measured by the new manager being able to articulate the structure and
function of Meritus Medical Center to the education liaison by 45 days of hire Outcomes two and
three will be measured by the new manager and hiring manager completing electronic surveys
with open- and closed-ended questions after 90 days of hire which indicates the new manager
independently identifies appropriate actions to take 100 of the time for budget payroll
corrective counseling interpretation of policies and procedures role based access and other
management functions
Program Evaluation Plan New Manager Orientation Page 3
Pro
gra
m A
na
lysi
s P
rog
ram
An
aly
sis
Pro
gra
m A
na
lysi
s Performance History
New Manager Orientation was first implemented several years ago by a former employee of the
department An orientation notebook was given to all new managers though the content was
different from what is currently being used Hiring managers and peer mentors were not utilized
in the original program When the coordinator left the organization the program was placed on
hiatus for approximately 18 months It was resurrected and restructured less than a year ago
when the education liaison revised the orientation notebook and added hiring manager peer
mentor and key personnel involvement No records or documents are available from the original
program therefore no comparisons can be made between the original and revised new manager
orientation programs
Stakeholders
Primary stakeholders are the new manager hiring manager education liaison coordinating the
program peer mentor and applicable key personnel including but not limited to finance
representatives for budget and payroll information services for role based access human
resources for HRIS system education for the learning management system and education
leadership training Secondary stakeholders include the department headdirector division vice
president subordinate supervisors and non-management direct reports
Contextual Factors
Contextual factors include stakeholder interests and concerns Stakeholders have an interest in
knowing if these activities and resources add value to the new manager orientation process
Education liaison meetings with new manager and hiring manager
New manager meetings with key personnel
Mentoring process with experienced manager on same level of management as new
manager
New manager orientation notebook and manager orientation checklist
Stakeholder concerns include scheduling of meetings between the new manager hiring manager
peer mentor and key personnel the ethical behavior of the liaison hiring manager peer mentor
Program Evaluation Plan New Manager Orientation Page 4
Pro
gra
m A
na
lysi
s and evaluator evaluator bias balance and fairness of the program evaluation correct
application of manager duties and volume of orientation activities Other contextual factors
include budget implications related to lost productivity associated with multiple meetings
between new managers hiring managers peer mentors education liaison and key personnel
minor budget implications regarding the purchase of materials and printing of contents for the
new manager orientation notebook the impact of organizational culture and organizational
policies on the evaluation process and the impact manager turnover has on new manager
morale and retention
Potential Ethical Challenges
Because the evaluation plan is being designed by an internal employee within the same
department as the program and its liaison there exists a potential for bias and conflict of
interest by both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a
clinical manager may help or hinder the evaluation process Likewise New Manager
Orientationrsquos alignment with department and individual goals as well as standards from
accreditation and regulatory agencies may produce ethical challenges regarding the manner in
which peer mentors and key personnel are selected new manager orientation activities are
identified andor the hiring manager education liaison and evaluator are involved in the
evaluation process To guard against these ethical challenges the evaluator commits to
behaving ethically according to the American Evaluation Associationrsquos Guiding Principles for
Evaluators (Fitzpatrick Sanders amp Worthen 2011) In addition as applicable to the components
of the evaluation plan the evaluator proposes working with a neutral third party from the
Business Integrity or Quality Management Departments to minimize the potential for these
ethical challenges
Program Evaluation Plan New Manager Orientation Page 5
Pro
gra
m A
na
lysi
s References Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Meritus Medical Center (2013 May 20) New manager orientation goals and objectives
[Unpublished Organizational Document] Retrieved from Waldron L Education Liaison
Morrison G R Ross S M Kalman H K amp Kemp J E (2011) Designing effective instruction
(6th ed) Hoboken NJ John Wiley amp Sons
Eva
lua
tio
n M
od
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ab
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Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
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tive
Crite
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5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 3
Pro
gra
m A
na
lysi
s P
rog
ram
An
aly
sis
Pro
gra
m A
na
lysi
s Performance History
New Manager Orientation was first implemented several years ago by a former employee of the
department An orientation notebook was given to all new managers though the content was
different from what is currently being used Hiring managers and peer mentors were not utilized
in the original program When the coordinator left the organization the program was placed on
hiatus for approximately 18 months It was resurrected and restructured less than a year ago
when the education liaison revised the orientation notebook and added hiring manager peer
mentor and key personnel involvement No records or documents are available from the original
program therefore no comparisons can be made between the original and revised new manager
orientation programs
Stakeholders
Primary stakeholders are the new manager hiring manager education liaison coordinating the
program peer mentor and applicable key personnel including but not limited to finance
representatives for budget and payroll information services for role based access human
resources for HRIS system education for the learning management system and education
leadership training Secondary stakeholders include the department headdirector division vice
president subordinate supervisors and non-management direct reports
Contextual Factors
Contextual factors include stakeholder interests and concerns Stakeholders have an interest in
knowing if these activities and resources add value to the new manager orientation process
Education liaison meetings with new manager and hiring manager
New manager meetings with key personnel
Mentoring process with experienced manager on same level of management as new
manager
New manager orientation notebook and manager orientation checklist
Stakeholder concerns include scheduling of meetings between the new manager hiring manager
peer mentor and key personnel the ethical behavior of the liaison hiring manager peer mentor
Program Evaluation Plan New Manager Orientation Page 4
Pro
gra
m A
na
lysi
s and evaluator evaluator bias balance and fairness of the program evaluation correct
application of manager duties and volume of orientation activities Other contextual factors
include budget implications related to lost productivity associated with multiple meetings
between new managers hiring managers peer mentors education liaison and key personnel
minor budget implications regarding the purchase of materials and printing of contents for the
new manager orientation notebook the impact of organizational culture and organizational
policies on the evaluation process and the impact manager turnover has on new manager
morale and retention
Potential Ethical Challenges
Because the evaluation plan is being designed by an internal employee within the same
department as the program and its liaison there exists a potential for bias and conflict of
interest by both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a
clinical manager may help or hinder the evaluation process Likewise New Manager
Orientationrsquos alignment with department and individual goals as well as standards from
accreditation and regulatory agencies may produce ethical challenges regarding the manner in
which peer mentors and key personnel are selected new manager orientation activities are
identified andor the hiring manager education liaison and evaluator are involved in the
evaluation process To guard against these ethical challenges the evaluator commits to
behaving ethically according to the American Evaluation Associationrsquos Guiding Principles for
Evaluators (Fitzpatrick Sanders amp Worthen 2011) In addition as applicable to the components
of the evaluation plan the evaluator proposes working with a neutral third party from the
Business Integrity or Quality Management Departments to minimize the potential for these
ethical challenges
Program Evaluation Plan New Manager Orientation Page 5
Pro
gra
m A
na
lysi
s References Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Meritus Medical Center (2013 May 20) New manager orientation goals and objectives
[Unpublished Organizational Document] Retrieved from Waldron L Education Liaison
Morrison G R Ross S M Kalman H K amp Kemp J E (2011) Designing effective instruction
(6th ed) Hoboken NJ John Wiley amp Sons
Eva
lua
tio
n M
od
el T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
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Crite
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5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
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tive
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HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
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tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 4
Pro
gra
m A
na
lysi
s and evaluator evaluator bias balance and fairness of the program evaluation correct
application of manager duties and volume of orientation activities Other contextual factors
include budget implications related to lost productivity associated with multiple meetings
between new managers hiring managers peer mentors education liaison and key personnel
minor budget implications regarding the purchase of materials and printing of contents for the
new manager orientation notebook the impact of organizational culture and organizational
policies on the evaluation process and the impact manager turnover has on new manager
morale and retention
Potential Ethical Challenges
Because the evaluation plan is being designed by an internal employee within the same
department as the program and its liaison there exists a potential for bias and conflict of
interest by both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a
clinical manager may help or hinder the evaluation process Likewise New Manager
Orientationrsquos alignment with department and individual goals as well as standards from
accreditation and regulatory agencies may produce ethical challenges regarding the manner in
which peer mentors and key personnel are selected new manager orientation activities are
identified andor the hiring manager education liaison and evaluator are involved in the
evaluation process To guard against these ethical challenges the evaluator commits to
behaving ethically according to the American Evaluation Associationrsquos Guiding Principles for
Evaluators (Fitzpatrick Sanders amp Worthen 2011) In addition as applicable to the components
of the evaluation plan the evaluator proposes working with a neutral third party from the
Business Integrity or Quality Management Departments to minimize the potential for these
ethical challenges
Program Evaluation Plan New Manager Orientation Page 5
Pro
gra
m A
na
lysi
s References Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Meritus Medical Center (2013 May 20) New manager orientation goals and objectives
[Unpublished Organizational Document] Retrieved from Waldron L Education Liaison
Morrison G R Ross S M Kalman H K amp Kemp J E (2011) Designing effective instruction
(6th ed) Hoboken NJ John Wiley amp Sons
Eva
lua
tio
n M
od
el T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 5
Pro
gra
m A
na
lysi
s References Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Meritus Medical Center (2013 May 20) New manager orientation goals and objectives
[Unpublished Organizational Document] Retrieved from Waldron L Education Liaison
Morrison G R Ross S M Kalman H K amp Kemp J E (2011) Designing effective instruction
(6th ed) Hoboken NJ John Wiley amp Sons
Eva
lua
tio
n M
od
el T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
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Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
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Crite
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5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Eva
lua
tio
n M
od
el T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
1
Evaluation Model Advantages Disadvantages
EXPERTISE AND CONSUMER-ORIENTED
APPROACHES
Formal Professional Review Systems Accreditation
Other Formal Review Systems NCATE amp TEAC
Informal Review Systems Dissertations Theses amp Capstone
Projects
Ad Hoc Panel Reviews
Panels to Develop Standards
Funding Agency Review Panels
Blue-Ribbon Panels
Ad Hoc Individual Reviews
Educational Connoisseurship and Criticism
Consumer-Oriented Evaluations
Focuses primarily on experts and consumers
Uses professional experts such as evaluators
and SMEs to judge the quality establish
value merit or worth of a product program or
policy
Sees quality as being measured or
experienced
Taps into the professional expertrsquos experience
and wisdom in making judgments
Useful for formative and summative
evaluations
Heavy emphasis on criteria standards
achieving mission corporate values etc
Expertise approaches are the oldest formal
evaluations continuing to be heavily used
(Fitzpatrick Sanders amp Worthen 2011 p 142-
143 amp 147-149)
Fosters excellence by developing guidelines
to assess program effectiveness
Consumer-oriented approaches focus on
product development and services
Expertise approaches focus on proficiency
Often uses easy-to-administer checklists
Likert scale short surveys and evaluation
forms especially for consumer-oriented
approaches
(Green 2011 p 24-25)
Consumer-oriented protects consumers from
bad programs services and products
Focuses on independent objective
assessments
Used for formative and summative evaluation
of consumer programs
(Stufflebeam 2001 p 58-60)
Professional experts prone to make judgments based on personal biases
Professional experts may be experts in
program content but may lack expertise in
the evaluation process
Less focus on outcomes and impacts
Consumer-oriented approaches seldom used
by professional evaluators
(Fitzpatrick et al 2011 p 142-143 amp 147-149)
Over emphasis on criteria and standards may
inhibit creativity
Consumer-oriented approaches are overused
Evaluation results from checklists and
evaluation forms are not always taken
seriously
(Green 2011 p 24-25)
Regarding Consumer-Oriented may
intimidate developers affecting their creativity
when summative evaluation done too soon
Conducting summative evaluation near end of
program may affect evaluator obtaining
enough data to judge the basic value
(Stufflebeam 2001 p 58-60)
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
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tive
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ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
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5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
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Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
2
Evaluation Model Advantages Disadvantages
PROGRAM-ORIENTED EVALUATION APPROACHES
Objectives-Oriented Evaluation Tylerian Provus amp Evaluation
Cube
Logic Models and Theory-Based Evaluation Logic Models
Theory-Based
Simplicity of objectives-oriented approach
easy to understand follow and implement
Produces information which is relevant to
program mission
Encourages program directors to clarify
intended outcomes
Primary focus on objectives and their
measurements
Gives the appearance of validity when
outcomes match objectives
When using logic model or program theory
approaches evaluators engage stakeholders
in conversations to learn more about the
programs they are evaluating
By developing relationships with
stakeholders evaluators have a ldquobetter
understanding of what the evaluation might
dordquo
(Fitzpatrick et al 2011 p 166-167)
Uses objectives as standards to evaluate
program effectiveness
Easily understood and interpreted by all
stakeholders
(Green 2011 p22)
Objectives-oriented approach is the most
prevalent approach in program evaluation
(Stufflebeam 2001 p 17-18 amp 37-39)
ldquoSingle-minded focus on objectives and their
measurement
By focusing on objectives other important
program outcomes both good and bad are
ignored
Program description understanding of
program context and its effect on successes
and failures may be ignored
Program judgment may be incomplete if the
evaluation draws final conclusions
Importance andor value of objectives may be
neglected by evaluator
Evaluator may have tunnel vision by focusing
solely on objectives
Theory-based evaluators may evaluate theory
for entire program when that focus is not
warranted
Evaluators focused on theory may have
tunnel vision thereby ignoring ldquounintended
program actions links outputs or outcomes
that merit attentionrdquo
Theory-based focus oversimplifies how
complex programs are delivered
(Fitzpatrick et al 2011 p 166-167)
Over emphasis on teaching according to
objectives leads to teaching-to-the-test which
may not have sufficient comprehensive
evaluation measurements
(Green 2011 p 22)
Evaluation results may not be timely or
pertinent
(Stufflebeam 2001 p 17-18 amp 37-39)
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
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tive
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ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
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Crite
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5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
3
Evaluation Model Advantages Disadvantages
DECISION-ORIENTED EVALUATION APPROACHES
CIPP Evaluation Model
UCLA Evaluation Model
Utilization-Focused Evaluation (UFE)
Evaluability Assessment and Performance Monitoring
Focuses on program decision makers
including administrators managers policy-
makers boards and program staff
Program manager makes the decisions which
drive the evaluation not the program
objectives
Among the oldest evaluation approaches but
still frequently used
Articulates each stage of a program and the
information needed at each stage
Identifies and describes the personal factor
(Fitzpatrick et al 2011 p 184-185)
Used proactively to improve programs also
used retroactively to determine merit or worth
Multiple methods may be used for data
collection including surveys needs
assessments case studies advocate teams
observations interviews and resident
evaluators and quasi-experimental and
experimental designs
Encourages continuous evaluation and
systematic planning for implementing
programs which meet needs of the target
audience
Aids decision making at all program levels
Balances use of quantitative and qualitative
methods
(Stufflebeam 2001 p 42 56-58)
May neglect stakeholders with less power
(Howe amp Howe 1999 as cited in Fitzpatrick
2011 p 185)
Focusing on the information needs of
managers may set up barriers to evaluators
receiving data needed for the evaluation and
distributing its results
Evaluator may be unable to respond to
significant or critical issues because of
conflicts with the decision-maker who is the
primary audience
Programs lacking in decisive leadership may
not benefit from decision-oriented
approaches
May provide false assumption that the
decision-making process is orderly and
predictable
(Fitzpatrick et al 2011 p 184-185)
Failing to involve stakeholders in the
evaluation process makes it more difficult for
stakeholders to understand that process and
apply evaluation findings
Collaboration between evaluator and
stakeholders opens possibilities for
stakeholders impeding the evaluation or
biasing the results
Evaluators may identify too closely with a
program and therefore lose their objectivity
May overemphasize formative evaluations
and neglect summative evaluations
May give the impression only top decision
makers are served by the evaluation
(Stufflebeam 2001 p 42 56-58)
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
4
Evaluation Model Advantages Disadvantages
PARTICIPANT-ORIENTED EVALUATION
APPROACHES
The Countenance of Evaluation
Responsive Evaluation
Naturalistic and Fourth-Generation Evaluation
Practical Participatory Evaluation (P-PE)
Developmental Evaluation
Empowerment Evaluation
Democratically Oriented Approaches
Deliberative Democratic Evaluation
Focuses on serving program participants and
engaging stakeholders
Uses stakeholders to assist in conducting
the evaluation including policymakers
program managers and their staff and
clients
Improves the validity of the evaluation and
using the results when stakeholders are
included in the process because they have
knowledge and perspectives which
evaluators do not possess
Enables evaluators to learn about program
content from stakeholders
Enables stakeholders to learn and accept
evaluation process from evaluators
Increases stakeholders using evaluation
results because they participated in the
evaluation process
ldquoEmpowers and educates stakeholders to
make informed choices and become
involved in decision makingrdquo
ldquoStakeholder participation leads to greater
use when intended primary users are
managers andor program staff use
information in a formative wayrdquo
(Fitzpatrick et al 2011 p 223-224)
Emphasizes human element in evaluation
Holistic approach includes advantages of all
other approaches
(Green 2011 p 26)
Disadvantages in two categories whether
the evaluation is feasible and can be
managed successfully and whether results
are credible to non-evaluation participants
Achieving full stakeholder participation may
be a difficult task
May be difficult getting most disadvantaged
stakeholders to participate such as those
with less power in high profile or political
situations
Most evaluators trained in research
methods not trained or have skills in
facilitation or working with groups having
political differences
Intensive work with stakeholders requires
evaluators to have good listening and
facilitation skills
Stakeholders may not be objective and
therefore biased towards their own programs
because of their high involvement in the
evaluation process
Increased evaluator bias from working
closely with stakeholders
Program participant activism increases
making evaluations more political
(Fitzpatrick et al 2011 p 224-226)
Seen by some evaluators as too subjective to
be valid
Requires more time to complete and thus
more costly
(Green 2011 p 26)
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
5
Explain Your Choice of Model for Your Program Evaluation
New Manager Orientation is an ongoing program most likely never having an end date because accreditation standards from The Joint Commission
require hospitals to provide orientation activities for new managers whether they are new to the organization or promoted internally with or without prior
management experience As identified in initial conversations with the Education Liaison the program manager the intent of this evaluation is formative
with its primary purpose being program improvement (Fitzpatrick et al 2011 p 20)
Through a series of one-on-one meetings over a 90 day period between the New Manager Hiring Manager Education Liaison Peer Mentor and
applicable Key Personnel new managers are introduced to essential management functions such as budget payroll corrective counseling policies and
procedures and role based access for technology systems The program does not include face-to-face classes or online e-learning courses As it is
currently organized stakeholders play a vital role in orienting new managers to the practices values and culture of Meritus Medical Center Literally
without the involvement of stakeholders New Manager Orientation as it is currently structured would die a quick program death
From my perspective it is seems logical to choose an evaluation model which enables stakeholders to play a vital role in the evaluation process for this
program After identifying the advantages and disadvantages of the four evaluation approaches the Participant-Oriented Evaluation Approach is best for
my course project Within this approach I will be following Stakersquos ldquoResponsive Evaluationrdquo model because its primary focus is on program activities
instead of program intents it is useful for obtaining information from stakeholders and enables an evaluation process which identifies program
successes and failures (Stake 1975a p 14 as cited in Fitzpatrick et al 2011 p 194) Stake believes evaluation needs to remain in the control of the
evaluator no matter how much stakeholders are involved in the process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) As the
evaluator for this course project I agree with Stake To maintain the validity and reliability of this formative evaluation I need to retain primary control for
this evaluation project
Responsive evaluation involves 12 events which Stake arranged as a clock (Stake 1975b as cited in Fitzpatrick et al 2011 p 194) While it is not a
requirement to proceed in a clockwise manner starting at 12 orsquoclock nevertheless that is exactly how I prefer to use this model Core concepts for this
model include identifying stakeholder issues Abma (2005) recommends stakeholders be involved in question development selecting participants and
interpreting findings To encourage participation by less powerful groups and people this evaluator ideally should create ldquohomogeneousrdquo focus groups
where low level new supervisors are in one group management level personnel in another group and directors in another group (Abma 2005)
Unfortunately the actual numbers of participants since the program was restructured in August 2012 are relatively small 23 new managers 21 hiring
managers and 12 peer mentors In addition some of the former new manager participants later participated in the program as a hiring manager andor
peer mentor It is anticipated this evaluator will utilize a variety of methods for data collection including a focus group of former new manager participants
for identification of additional issues which should be investigated and finalization of evaluation questions electronic surveys for data collection from key
stakeholder groups and individual interviews where applicable and as time and resources permit
The image below represents how I can apply the Responsive Evaluation Model to my evaluation project for New Manager Orientation
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
6
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Evaluation Model Table
7
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health promotion Evaluation and Program Planning 28(3)
279-289 Retrieved from httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Green R A (2011) Excerpt from case study research A program evaluation guide for librarians Santa Barbara CA ABC-CLIO Retrieved from
httpbooksgooglecombooksid=SanFh-Zo-KECamppg=PA24amplpg=PA24ampdq=expertise+and+consumer-
oriented+approachesampsource=blampots=whAnQ1HasUampsig=zmJe9mF4ITJN8Esn0j_G6bXqQcgamphl=enampsa=Xampei=-
7euUYeBHe2s4APqqoCIAgampved=0CDsQ6AEwAzgUv=onepageampq=expertise20and20consumer-oriented20approachesampf=false
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative approaches and practical guidelines (4th ed) Upper
Saddle River NJ Pearson Education
Stufflebeam D C (2001) Evaluation models2 New Directions for Evaluation no 89 Hoboken NJ Jossey-Bass Retrieved from
httpwwwseachangecoporgsitesdefaultfilesdocuments2001200220Models20for20program20evaluationpdf
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Ev
alu
ative
Crite
ria
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1
Eva
lua
tive
Crite
ria
Proposed Evaluation Questions
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job ndash Use an electronic survey with Likert scale questions ranking
and comments to determine most and least helpful components targeted to new
managers who have completed program since January 2013
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders (Education Liaison New
Manager Hiring Manager Peer Mentor and Key Personnel) effective and not effective in
introducing new managers to essential management functions within Meritus Medical
Center ndash Use documentation from one-to-one meetings between New Manager and
Education Liaison New Manager focus group and results of New Manager Hiring
Manager Peer Mentor and Key Personnel electronic surveys to determine what is and is
not effective
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire ndash Use data from Hiring Manager electronic survey similar in design
to New Manager Peer Mentor and Key Personnel electronic surveys to determine
effectiveness
4 What are the strengths and weaknesses of the Peer Mentoring process in making the
new manager feel welcomed and assimilated into the organization ndash Use data from
Peer Mentor electronic survey similar in design to New Manager Hiring Manager and
Key Personnel electronic surveys to determine strengths and weaknesses
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2
Eva
lua
tive
Crite
ria
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job ndash Use data from the New Manager electronic survey to
determine which components are most and least useful
Rationale and Involvement of Stakeholders
As the evaluator I elected to use a Participant-Oriented approach for this evaluation project This
approach was chosen because it enables stakeholders to play a vital role in the evaluation
process (Fitzpatrick Sanders amp Worthen 2011) Within this approach I will follow Stakersquos
ldquoResponsive Evaluationrdquo model focusing on program activities which will allow this evaluator to
obtain useful information of a formative nature to improve New Manager Orientation for future
participants (Stake 1975a p 14 as cited in Fitzpatrick et al 2011) Responsive Evaluation is a
ldquopractical participatory approachrdquo (Fitzpatrick et al 2011 p 322) and as recommended by
Fitzpatrick Sanders and Worthen during several interviews and informal conversations with the
Education Liaison the program manager for this program and a key stakeholder identified the
evaluation questions proposed in this Evaluative Criteria document The Education Liaison
specifically requested these topics be included With the restructured program in use for less
than a year and no records or documentation available from the old version for comparison data
obtained from this evaluation will be formative being utilized for program improvement
Stakeholders directly involved in this evaluation project will include the Education Liaison New
Managers Hiring Managers Peer Mentors and Key Personnel
Not Included in This Evaluation
New Manager Orientation is an ongoing program without a targeted end date It is included in
accreditation standards from The Joint Commission which require hospitals to provide
orientation activities for new managers Without a targeted end date evaluation of a summative
nature will not be considered at this time specifically because the intent of this evaluation is
formative seeking to improve New Manager Orientation for future participants While the
benefits of including other stakeholders may be worthwhile due to time and resource limitations
this evaluation project will not address issues related to other stakeholders such as Department
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 3
Eva
lua
tive
Crite
ria
HeadDirector Division Vice President Subordinate Supervisors or Non-Management Direct
Reports Likewise the evaluation will not address other contextual issues identified in the
Program Analysis Also due to the time and resource limitations the scope of this evaluation
project will be limited to formative evaluation and therefore will not include summative
evaluations such as Kirkpatrickrsquos Four Levels of Evaluation Level I Reaction Level II Learning
Level III Transfer and Level IV Results nor will it include Philliprsquos Level Five Return on
Investment (Simonson Smaldino Albright amp Zvacek 2012 p 349-350)
Evaluation Criteria
Due to the nature of this program without the benefit of face-to-face classes or online e-learning
courses to gauge its effectiveness the evaluator will utilize involvement of key stakeholders the
Education Liaison and former participants having previously completed the New Manager
Orientation program to participate in selecting evaluation questions and developing evaluation
standards and criteria for measuring success Based on program goals and outcomes identified
in the Program Analysis section of this evaluation plan their achievement will be measured in
part with the new manager being able to articulate the organizationrsquos mission vision values
strategic plan structure and function during meetings with the Education Liaison and the new
manager being independent with a minimum of 100 of generic management duties and 90
of management duties specific to their job description after 90 days of hire Observations
between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New
Managers and the Education Liaison focus groups and results of qualitative data from the
electronic surveys of New Managers Hiring Managers Peer Mentors and Key Personnel will be
utilized to determine overall effectiveness of New Manager Orientation Scholarly resources
identifying best practices for new manager orientation and onboarding new managers in a
healthcare environment will also be utilized in developing standards and evaluative criteria
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 4
Eva
lua
tive
Crite
ria
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Simonson M Smaldino S Albright M amp Zvacek S (2012) Teaching and learning at a
distance Foundations of distance education (5th ed) Boston MA Pearson Education
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Da
ta C
olle
ctio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 1 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Design Choice
For this program evaluation a Participant-Oriented approach was chosen because it enables
stakeholders to play a vital role in the evaluation process Without the contributions of New
Managers and other stakeholder groups New Manager Orientation would not exist Within this
approach Stakersquos ldquoResponsive Evaluationrdquo is the chosen model (Fitzpatrick Sanders amp Worthen
2011 p 192-197) The primary focus of this model is on program activities primarily its
successes and failures This is a departure from traditional evaluation approaches which focus
on program intents through the meeting of program objectives (Stake 1975a p 14 as cited in
Fitzpatrick et al 2011 p 194) Stakersquos views on stakeholder involvement in the evaluation
process were seen as revolutionary ldquobecause he turned the existing models on their headsrdquo
(Fitzpatrick et al 2011 p 197) He did this by introducing a very different approach to program
evaluation Despite his forward thinking views he nevertheless believed evaluation needs to
remain in the control of the evaluator no matter how much stakeholders are involved in the
process (Abma amp Stake 2001 p 9 as cited in Fitzpatrick et al 2011 196) I agree with Stake
Therefore as the evaluator I will retain primary control of this formative evaluation project
Information Needs
To answer these evaluation questions information must be collected from New Managers Hiring
Managers Peer Mentors Key Personnel and the Education Liaison regarding their attitudes and
experiences with New Manager Orientation and their suggestions for program improvement It is
also important to determine if the program is being conducted as it was intended
1 Which components of New Manager Orientation are most and least helpful to new
managers on the job
2 In what ways is the current structure of New Manager Orientation with one-to-one
meetings over a 90 day period between key stakeholders effective and not effective in
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Program Evaluation Plan New Manager Orientation Page 2 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y introducing New Managers to essential management functions within Meritus Medical
Center
3 Is the Manager Orientation Checklist completed by hiring managers effective or not
effective in identifying key personnel with whom new managers should meet during the
first 90 days of hire
4 What are the strengths and weaknesses of the peer mentoring process in making the
new manager feel welcomed and assimilated into the organization
5 What components of the New Manager Orientation Notebook are most and least useful
to New Managers on the job
Methods
Stakersquos Responsive Evaluation model is used for qualitative data collection with the evaluator
primarily focused on observing the program to learn first-hand what the program is about
(Fitzpatrick et al 2011) The evaluator also spends time ldquogathering the judgments of others
about the program learning about clientsrsquo needs and preparing informal reportsrdquo (Fitzpatrick et
al 2011 p 195) Direct observation of program participants involved in New Manager
Orientation activities is ideal However due to the nature of this program being all one-to-one
meetings without the benefit of face-to-face classes and online e-learning direct observation
may be awkward for participants as well as the evaluator Anticipating participants may refuse
direct observation which is their right the evaluator proposes several other methods of data
collection Focus groups organized as ldquohomogeneous groupsrdquo (Abma 2005 p 281) where
former participants are divided by level of management will be utilized to gather information on
other new manager orientation issues which should be included as well as finalizing the
evaluation questions Since no records or documents are available from the original program the
evaluator will focus on reviewing documentation from the Education Liaison as well as assessing
the organization and visual appeal of the resource materials given to New Managers and Hiring
Managers To supplement ldquogathering the judgments of othersrdquo (Fitzpatrick et al 2011 p 195)
Program Evaluation Plan New Manager Orientation Page 3 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
electronic surveys created with Survey Monkey (See Appendix) will be distributed to these
stakeholder groups New Manager Hiring Manager Peer Mentor and Key Personnel
Stakeholders
Stakeholders and their interests are actively incorporated into the design of this evaluation by
involving them in nearly every phase of the project The evaluator worked closely with the
Education Liaison the program manager to learn the components of New Manager Orientation
develop evaluation questions and identify appropriate methods for data collection The
remaining key stakeholder groups including New Managers Hiring Managers Peer Mentors and
Key Personnel will be utilized in finalizing evaluation questions participating in data collection
methods and data analysis and as applicable to their responsibilities assembling of reports
Limitations
As previously stated a major limitation with this formative evaluation may be participantsrsquo
reluctance to allow direct observation of their one-to-one meetings With the exception of Key
Personnel and the Education Liaison all other key stakeholders involved in New Manager
Orientation are employed in various levels of management within the organization Some are in
high profile positions such as vice presidents and directors while others are in lower level
management positions such as managers and supervisors Managers may feel pressured to
participate in higher priority activities and therefore not have time or a willingness to participate
in this evaluation Likewise Peer Mentors and Key Personnel may experience the same issues
and not be able or willing to participate The evaluatorrsquos own experience as a clinical manager is
a potential bias though considering this experience occurred nearly 20 years ago it impact is
anticipated to be insignificant on the outcome of this evaluation project Resources are limited to
the availability of the evaluator and key stakeholders participating in this internal evaluation as
there are currently no direct costs associated with this evaluation In addition one-to-one
meetings may not be the appropriate settings to gather objective qualitative data and therefore
also viewed as a limitation
Program Evaluation Plan New Manager Orientation Page 4 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Sample and Sources
According to recent enrollment data a total of 23 New Managers 21 Hiring Managers and 12
Peer Mentors have participated in New Manager Orientation since August 2012 Some
managers have fulfilled dual roles participating as a New Manager then later as a Hiring
Manager while other New Managers functioned later in the role of Peer Mentor The actual
number of participants may be lower because of these dual roles In addition the number of Key
Personnel participating in New Manager Orientation is unknown as their involvement fluctuates
from one orientation to the next depending on the New Managerrsquos position and responsibilities
ldquoProbability sampling using a standard technique such as simple random sampling or cluster
samplingrdquo (Ritter amp Sue 2007 p 25) does not appear warranted for this evaluation primarily
due to the relative low number of actual participants As recommended by Fitzpatrick et al
(2011 p 351) data for this evaluation will be collected from the entire population because of its
small number of participants Sample sources previously identified include direct observation
where possible focus groups records and documentation and collecting the judgments of
others through electronic surveys
Objectives of Survey
The objectives of this survey are to identify the strengths and weaknesses of New Manager
Orientation determining if the program is being administered as it was intended and identifying
strategies for improving the program for future participants Its purpose is formative specifically
designed for program improvement This evaluation survey is structured in a manner which
answers the evaluation questions primarily through the involvement of key stakeholders the
choice of design and chosen methods
Choice of Item Types
The use of direct observation interviews focus groups and review of records and
documentation are proven methods for gathering qualitative information (Fitzpatrick et al
2011 Abma 2005) It is anticipated the chosen sampling strategy and the use of electronic
Program Evaluation Plan New Manager Orientation Page 5 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y surveys completed by the key stakeholders will contribute to the gathering of objective data for
this evaluation
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health
promotion Evaluation and Program Planning 28(3) 279-289 Retrieved from
httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Ritter L amp Sue V (2007) Selecting a sample New Directions for Evaluation 115 23-28
DOI 101002ev232
Re
po
rtin
g S
tra
teg
y T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Reporting Strategy
1 Penelope N Baker
Stakeholder Reporting Strategy Implications Stakeholder Involvement
New
Managers
Informal Communication includes
telephone and emails as warranted
to communicate with this
stakeholder group during the various
evaluation phases
Formal Communication consists of a
scaled-down Completion Report
specific to program strengths
weaknesses and recommendations
for improvement relative to New
Managers
The primary purpose of
this program evaluation
is to improve New
Manager Orientation for
future participants who
are New Managers As
such this stakeholder
group has a keen interest
in knowing the evaluation
results
New Managers are
essential key
stakeholders Without
their involvement no
data will be collected and
no data analyzed and
reported Propose using
original focus group
members to participate in
the development of
stakeholder reports
Education
Liaison
Informal Communication includes
face-to-face updates and email as
warranted for additional information
or issues Formal Communication
includes Planning Progress amp
Completion Reports Completion
report will include all components of
the evaluation project
As the program manager
and client requesting the
evaluation the Education
Liaison will receive copies
of all documents and
materials related to this
evaluation project
It is expected the
Education Liaison will
participate in the data
analysis and reporting
phases of this evaluation
project
Hiring
Managers
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Hiring
Managers
Hiring Managers play a
vital role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Hiring
Managers they are not
expected to participate in
the development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Peer
Mentors
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Peer
Mentors
Like Hiring Managers
Peer Mentors play a vital
role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Peer
Mentors who are
managers on the same
level as new managers
are not expected to
participate in the
development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Key
Personnel
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Key
Personnel
Key Personnel
involvement in New
Manager Orientation
varies from one New
Manager to another yet
they play a vital role in
welcoming and
assimilating the New
Manager into the
organization
Key Personnel have the
least amount of
involvement in the
evaluation of New
Manager Orientation
They are not expected to
participate in the
development of
stakeholder reports
Reporting Strategy
2 Penelope N Baker
Director
Education amp
Organizational
Development
Formal Communications will include
structured Planning Progress amp
Completion Reports The completion
report will include all components of
the evaluation project being
identical to that received by the
Education Liaison
The Director of Education
amp Organizational
Development is
interested in the entire
evaluation process
because both the
Education Liaison and
the Evaluator report
directly to him
While the Education
Liaison and Evaluator will
play the major role in
developing the evaluation
reports it is expected the
Director will review draft
versions and providing
input for the final
versions
Division Vice
President
Formal Communication will consist
of a printed Executive Summary
The Division Vice
President has a need to
be kept informed
Evaluation activities
involving a visible
employee group such as
management staff is
worthy of their
notification
The Division Vice
President is not expected
to participate in the
creation of evaluation
reports
Senior
Management
Team
Formal Communication will consist
of a printed executive summary and
as requested and scheduled a brief
face-to-face presentation
The Senior Management
team consisting of the
President amp CEO and all
vice presidents has a
need to be kept informed
of major initiatives
The Senior Management
Team is not expected to
participate in the creation
of evaluation reports
Values Standards and Criteria Based on program goals and outcomes identified in the Program Analysis
section of this evaluation plan their achievement will be measured in part with the new manager being able to
articulate the organizationrsquos mission vision values strategic plan structure and function during meetings
with the Education Liaison and the new manager being independent with a minimum of 100 of generic
management duties and 90 of management duties specific to their job description after 90 days of hire
Observations between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New Managers and the
Education Liaison focus groups and results of qualitative data from the electronic surveys of New Managers
Hiring Managers Peer Mentors and Key Personnel will be utilized to determine overall effectiveness of New
Manager Orientation Scholarly resources identifying best practices for new manager orientation and
onboarding new managers in a healthcare environment will also be utilized in developing standards and
evaluative criteria
Potential Ethical Issues Because the evaluation plan is being designed by an internal employee within the
same department as the program and its liaison there exists a potential for bias and conflict of interest by
both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a clinical manager may
help or hinder the evaluation process Likewise New Manager Orientationrsquos alignment with department and
individual goals as well as standards from accreditation and regulatory agencies may produce ethical
challenges regarding the manner in which peer mentors and key personnel are selected new manager
orientation activities are identified andor the hiring manager education liaison and evaluator are involved in
the evaluation process To guard against these ethical challenges the evaluator commits to behaving ethically
according to the American Evaluation Associationrsquos Guiding Principles for Evaluators (Fitzpatrick Sanders amp
Worthen 2011) In addition as applicable to the components of the evaluation plan the evaluator proposes
working with a neutral third party from the Business Integrity or Quality Management Departments to minimize
the potential for these ethical challenges
Reporting Strategy
3 Penelope N Baker
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Vassallo P (2004) Getting started with evaluation reports Answering the questions ETC A Review of
General Semantics 61(2) 277-286 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=13943631ampscope=site
Vassallo P (2004) Getting started with evaluation reports Creating the structure ETC A Review of
General Semantics 61(3) 398-403 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=14591519ampscope=site
Ap
pe
nd
ix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
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Vice President
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Executive Director
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Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Program Evaluation Plan New Manager Orientation Page 3 D
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electronic surveys created with Survey Monkey (See Appendix) will be distributed to these
stakeholder groups New Manager Hiring Manager Peer Mentor and Key Personnel
Stakeholders
Stakeholders and their interests are actively incorporated into the design of this evaluation by
involving them in nearly every phase of the project The evaluator worked closely with the
Education Liaison the program manager to learn the components of New Manager Orientation
develop evaluation questions and identify appropriate methods for data collection The
remaining key stakeholder groups including New Managers Hiring Managers Peer Mentors and
Key Personnel will be utilized in finalizing evaluation questions participating in data collection
methods and data analysis and as applicable to their responsibilities assembling of reports
Limitations
As previously stated a major limitation with this formative evaluation may be participantsrsquo
reluctance to allow direct observation of their one-to-one meetings With the exception of Key
Personnel and the Education Liaison all other key stakeholders involved in New Manager
Orientation are employed in various levels of management within the organization Some are in
high profile positions such as vice presidents and directors while others are in lower level
management positions such as managers and supervisors Managers may feel pressured to
participate in higher priority activities and therefore not have time or a willingness to participate
in this evaluation Likewise Peer Mentors and Key Personnel may experience the same issues
and not be able or willing to participate The evaluatorrsquos own experience as a clinical manager is
a potential bias though considering this experience occurred nearly 20 years ago it impact is
anticipated to be insignificant on the outcome of this evaluation project Resources are limited to
the availability of the evaluator and key stakeholders participating in this internal evaluation as
there are currently no direct costs associated with this evaluation In addition one-to-one
meetings may not be the appropriate settings to gather objective qualitative data and therefore
also viewed as a limitation
Program Evaluation Plan New Manager Orientation Page 4 D
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Sample and Sources
According to recent enrollment data a total of 23 New Managers 21 Hiring Managers and 12
Peer Mentors have participated in New Manager Orientation since August 2012 Some
managers have fulfilled dual roles participating as a New Manager then later as a Hiring
Manager while other New Managers functioned later in the role of Peer Mentor The actual
number of participants may be lower because of these dual roles In addition the number of Key
Personnel participating in New Manager Orientation is unknown as their involvement fluctuates
from one orientation to the next depending on the New Managerrsquos position and responsibilities
ldquoProbability sampling using a standard technique such as simple random sampling or cluster
samplingrdquo (Ritter amp Sue 2007 p 25) does not appear warranted for this evaluation primarily
due to the relative low number of actual participants As recommended by Fitzpatrick et al
(2011 p 351) data for this evaluation will be collected from the entire population because of its
small number of participants Sample sources previously identified include direct observation
where possible focus groups records and documentation and collecting the judgments of
others through electronic surveys
Objectives of Survey
The objectives of this survey are to identify the strengths and weaknesses of New Manager
Orientation determining if the program is being administered as it was intended and identifying
strategies for improving the program for future participants Its purpose is formative specifically
designed for program improvement This evaluation survey is structured in a manner which
answers the evaluation questions primarily through the involvement of key stakeholders the
choice of design and chosen methods
Choice of Item Types
The use of direct observation interviews focus groups and review of records and
documentation are proven methods for gathering qualitative information (Fitzpatrick et al
2011 Abma 2005) It is anticipated the chosen sampling strategy and the use of electronic
Program Evaluation Plan New Manager Orientation Page 5 D
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y surveys completed by the key stakeholders will contribute to the gathering of objective data for
this evaluation
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health
promotion Evaluation and Program Planning 28(3) 279-289 Retrieved from
httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Ritter L amp Sue V (2007) Selecting a sample New Directions for Evaluation 115 23-28
DOI 101002ev232
Re
po
rtin
g S
tra
teg
y T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Reporting Strategy
1 Penelope N Baker
Stakeholder Reporting Strategy Implications Stakeholder Involvement
New
Managers
Informal Communication includes
telephone and emails as warranted
to communicate with this
stakeholder group during the various
evaluation phases
Formal Communication consists of a
scaled-down Completion Report
specific to program strengths
weaknesses and recommendations
for improvement relative to New
Managers
The primary purpose of
this program evaluation
is to improve New
Manager Orientation for
future participants who
are New Managers As
such this stakeholder
group has a keen interest
in knowing the evaluation
results
New Managers are
essential key
stakeholders Without
their involvement no
data will be collected and
no data analyzed and
reported Propose using
original focus group
members to participate in
the development of
stakeholder reports
Education
Liaison
Informal Communication includes
face-to-face updates and email as
warranted for additional information
or issues Formal Communication
includes Planning Progress amp
Completion Reports Completion
report will include all components of
the evaluation project
As the program manager
and client requesting the
evaluation the Education
Liaison will receive copies
of all documents and
materials related to this
evaluation project
It is expected the
Education Liaison will
participate in the data
analysis and reporting
phases of this evaluation
project
Hiring
Managers
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Hiring
Managers
Hiring Managers play a
vital role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Hiring
Managers they are not
expected to participate in
the development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Peer
Mentors
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Peer
Mentors
Like Hiring Managers
Peer Mentors play a vital
role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Peer
Mentors who are
managers on the same
level as new managers
are not expected to
participate in the
development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Key
Personnel
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Key
Personnel
Key Personnel
involvement in New
Manager Orientation
varies from one New
Manager to another yet
they play a vital role in
welcoming and
assimilating the New
Manager into the
organization
Key Personnel have the
least amount of
involvement in the
evaluation of New
Manager Orientation
They are not expected to
participate in the
development of
stakeholder reports
Reporting Strategy
2 Penelope N Baker
Director
Education amp
Organizational
Development
Formal Communications will include
structured Planning Progress amp
Completion Reports The completion
report will include all components of
the evaluation project being
identical to that received by the
Education Liaison
The Director of Education
amp Organizational
Development is
interested in the entire
evaluation process
because both the
Education Liaison and
the Evaluator report
directly to him
While the Education
Liaison and Evaluator will
play the major role in
developing the evaluation
reports it is expected the
Director will review draft
versions and providing
input for the final
versions
Division Vice
President
Formal Communication will consist
of a printed Executive Summary
The Division Vice
President has a need to
be kept informed
Evaluation activities
involving a visible
employee group such as
management staff is
worthy of their
notification
The Division Vice
President is not expected
to participate in the
creation of evaluation
reports
Senior
Management
Team
Formal Communication will consist
of a printed executive summary and
as requested and scheduled a brief
face-to-face presentation
The Senior Management
team consisting of the
President amp CEO and all
vice presidents has a
need to be kept informed
of major initiatives
The Senior Management
Team is not expected to
participate in the creation
of evaluation reports
Values Standards and Criteria Based on program goals and outcomes identified in the Program Analysis
section of this evaluation plan their achievement will be measured in part with the new manager being able to
articulate the organizationrsquos mission vision values strategic plan structure and function during meetings
with the Education Liaison and the new manager being independent with a minimum of 100 of generic
management duties and 90 of management duties specific to their job description after 90 days of hire
Observations between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New Managers and the
Education Liaison focus groups and results of qualitative data from the electronic surveys of New Managers
Hiring Managers Peer Mentors and Key Personnel will be utilized to determine overall effectiveness of New
Manager Orientation Scholarly resources identifying best practices for new manager orientation and
onboarding new managers in a healthcare environment will also be utilized in developing standards and
evaluative criteria
Potential Ethical Issues Because the evaluation plan is being designed by an internal employee within the
same department as the program and its liaison there exists a potential for bias and conflict of interest by
both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a clinical manager may
help or hinder the evaluation process Likewise New Manager Orientationrsquos alignment with department and
individual goals as well as standards from accreditation and regulatory agencies may produce ethical
challenges regarding the manner in which peer mentors and key personnel are selected new manager
orientation activities are identified andor the hiring manager education liaison and evaluator are involved in
the evaluation process To guard against these ethical challenges the evaluator commits to behaving ethically
according to the American Evaluation Associationrsquos Guiding Principles for Evaluators (Fitzpatrick Sanders amp
Worthen 2011) In addition as applicable to the components of the evaluation plan the evaluator proposes
working with a neutral third party from the Business Integrity or Quality Management Departments to minimize
the potential for these ethical challenges
Reporting Strategy
3 Penelope N Baker
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Vassallo P (2004) Getting started with evaluation reports Answering the questions ETC A Review of
General Semantics 61(2) 277-286 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=13943631ampscope=site
Vassallo P (2004) Getting started with evaluation reports Creating the structure ETC A Review of
General Semantics 61(3) 398-403 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=14591519ampscope=site
Ap
pe
nd
ix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
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Program Evaluation Plan New Manager Orientation Page 4 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y
Sample and Sources
According to recent enrollment data a total of 23 New Managers 21 Hiring Managers and 12
Peer Mentors have participated in New Manager Orientation since August 2012 Some
managers have fulfilled dual roles participating as a New Manager then later as a Hiring
Manager while other New Managers functioned later in the role of Peer Mentor The actual
number of participants may be lower because of these dual roles In addition the number of Key
Personnel participating in New Manager Orientation is unknown as their involvement fluctuates
from one orientation to the next depending on the New Managerrsquos position and responsibilities
ldquoProbability sampling using a standard technique such as simple random sampling or cluster
samplingrdquo (Ritter amp Sue 2007 p 25) does not appear warranted for this evaluation primarily
due to the relative low number of actual participants As recommended by Fitzpatrick et al
(2011 p 351) data for this evaluation will be collected from the entire population because of its
small number of participants Sample sources previously identified include direct observation
where possible focus groups records and documentation and collecting the judgments of
others through electronic surveys
Objectives of Survey
The objectives of this survey are to identify the strengths and weaknesses of New Manager
Orientation determining if the program is being administered as it was intended and identifying
strategies for improving the program for future participants Its purpose is formative specifically
designed for program improvement This evaluation survey is structured in a manner which
answers the evaluation questions primarily through the involvement of key stakeholders the
choice of design and chosen methods
Choice of Item Types
The use of direct observation interviews focus groups and review of records and
documentation are proven methods for gathering qualitative information (Fitzpatrick et al
2011 Abma 2005) It is anticipated the chosen sampling strategy and the use of electronic
Program Evaluation Plan New Manager Orientation Page 5 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y surveys completed by the key stakeholders will contribute to the gathering of objective data for
this evaluation
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health
promotion Evaluation and Program Planning 28(3) 279-289 Retrieved from
httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Ritter L amp Sue V (2007) Selecting a sample New Directions for Evaluation 115 23-28
DOI 101002ev232
Re
po
rtin
g S
tra
teg
y T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Reporting Strategy
1 Penelope N Baker
Stakeholder Reporting Strategy Implications Stakeholder Involvement
New
Managers
Informal Communication includes
telephone and emails as warranted
to communicate with this
stakeholder group during the various
evaluation phases
Formal Communication consists of a
scaled-down Completion Report
specific to program strengths
weaknesses and recommendations
for improvement relative to New
Managers
The primary purpose of
this program evaluation
is to improve New
Manager Orientation for
future participants who
are New Managers As
such this stakeholder
group has a keen interest
in knowing the evaluation
results
New Managers are
essential key
stakeholders Without
their involvement no
data will be collected and
no data analyzed and
reported Propose using
original focus group
members to participate in
the development of
stakeholder reports
Education
Liaison
Informal Communication includes
face-to-face updates and email as
warranted for additional information
or issues Formal Communication
includes Planning Progress amp
Completion Reports Completion
report will include all components of
the evaluation project
As the program manager
and client requesting the
evaluation the Education
Liaison will receive copies
of all documents and
materials related to this
evaluation project
It is expected the
Education Liaison will
participate in the data
analysis and reporting
phases of this evaluation
project
Hiring
Managers
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Hiring
Managers
Hiring Managers play a
vital role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Hiring
Managers they are not
expected to participate in
the development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Peer
Mentors
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Peer
Mentors
Like Hiring Managers
Peer Mentors play a vital
role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Peer
Mentors who are
managers on the same
level as new managers
are not expected to
participate in the
development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Key
Personnel
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Key
Personnel
Key Personnel
involvement in New
Manager Orientation
varies from one New
Manager to another yet
they play a vital role in
welcoming and
assimilating the New
Manager into the
organization
Key Personnel have the
least amount of
involvement in the
evaluation of New
Manager Orientation
They are not expected to
participate in the
development of
stakeholder reports
Reporting Strategy
2 Penelope N Baker
Director
Education amp
Organizational
Development
Formal Communications will include
structured Planning Progress amp
Completion Reports The completion
report will include all components of
the evaluation project being
identical to that received by the
Education Liaison
The Director of Education
amp Organizational
Development is
interested in the entire
evaluation process
because both the
Education Liaison and
the Evaluator report
directly to him
While the Education
Liaison and Evaluator will
play the major role in
developing the evaluation
reports it is expected the
Director will review draft
versions and providing
input for the final
versions
Division Vice
President
Formal Communication will consist
of a printed Executive Summary
The Division Vice
President has a need to
be kept informed
Evaluation activities
involving a visible
employee group such as
management staff is
worthy of their
notification
The Division Vice
President is not expected
to participate in the
creation of evaluation
reports
Senior
Management
Team
Formal Communication will consist
of a printed executive summary and
as requested and scheduled a brief
face-to-face presentation
The Senior Management
team consisting of the
President amp CEO and all
vice presidents has a
need to be kept informed
of major initiatives
The Senior Management
Team is not expected to
participate in the creation
of evaluation reports
Values Standards and Criteria Based on program goals and outcomes identified in the Program Analysis
section of this evaluation plan their achievement will be measured in part with the new manager being able to
articulate the organizationrsquos mission vision values strategic plan structure and function during meetings
with the Education Liaison and the new manager being independent with a minimum of 100 of generic
management duties and 90 of management duties specific to their job description after 90 days of hire
Observations between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New Managers and the
Education Liaison focus groups and results of qualitative data from the electronic surveys of New Managers
Hiring Managers Peer Mentors and Key Personnel will be utilized to determine overall effectiveness of New
Manager Orientation Scholarly resources identifying best practices for new manager orientation and
onboarding new managers in a healthcare environment will also be utilized in developing standards and
evaluative criteria
Potential Ethical Issues Because the evaluation plan is being designed by an internal employee within the
same department as the program and its liaison there exists a potential for bias and conflict of interest by
both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a clinical manager may
help or hinder the evaluation process Likewise New Manager Orientationrsquos alignment with department and
individual goals as well as standards from accreditation and regulatory agencies may produce ethical
challenges regarding the manner in which peer mentors and key personnel are selected new manager
orientation activities are identified andor the hiring manager education liaison and evaluator are involved in
the evaluation process To guard against these ethical challenges the evaluator commits to behaving ethically
according to the American Evaluation Associationrsquos Guiding Principles for Evaluators (Fitzpatrick Sanders amp
Worthen 2011) In addition as applicable to the components of the evaluation plan the evaluator proposes
working with a neutral third party from the Business Integrity or Quality Management Departments to minimize
the potential for these ethical challenges
Reporting Strategy
3 Penelope N Baker
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Vassallo P (2004) Getting started with evaluation reports Answering the questions ETC A Review of
General Semantics 61(2) 277-286 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=13943631ampscope=site
Vassallo P (2004) Getting started with evaluation reports Creating the structure ETC A Review of
General Semantics 61(3) 398-403 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=14591519ampscope=site
Ap
pe
nd
ix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager meetings
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Peer Mentor meetings
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Education Liaison meetings
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Key Personnel meetings
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Hiring Manager meetings
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Peer Mentor meetings
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Education Liaison meetings
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Key Personnel meetings
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Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with Hiring Manager
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Hiring Manager calendar too full
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My calendar too full
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Hiring Manager cancelled due to emergency
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I cancelled due to emergency
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Hiring manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
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Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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What I needed from my supervisor
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Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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One or less times
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Two times on Day 2 and Day 45 of hire
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Three or more times during first 90 days of hire
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None
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with Hiring Manager
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Peer Mentor calendar too full
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My calendar too full
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Peer Mentor cancelled due to emergency
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I cancelled due to emergency
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Peer Mentor forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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What I need from my supervisor
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Other (please specify)
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Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
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Payroll KRONOS
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Technology Security Role Based Access
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HRIS amp Performance Management System MySource amp Position Manager
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Learning Management System MySource Training
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LEM Leadership Evaluation Measurement
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EIR Electronic Incident Reporting
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Productivity Action OI
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Purchasing Processes for Purchasing Equipment and Supplies
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Facilities Equipment and Facility Repairs and Service
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Other (please specify)
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
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Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
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Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive notebook
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Orientation Checklist
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Organizational Initiatives
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Strategic Plan and Annual Work Plan
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Information on essential software systems
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KRONOS
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Organizational Charts
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Essential Human Resources Policies
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Weekly Update amp Discussion Form
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Supplemental Information
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List of Programs and Services
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Other (please specify)
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Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
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Organizational Initiatives
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Strategic Plan and Annual Work Plan
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Information on essential software systems
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KRONOS
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Organizational Charts
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Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
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Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
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New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
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Update on current projects
gfedc
How to perform essential management skills
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What my New Manager needed from me
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
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Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
nmlkj
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
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Program Evaluation Plan New Manager Orientation Page 5 D
ata
Co
llec
tio
n D
esi
gn
an
d S
am
plin
g S
tra
teg
y surveys completed by the key stakeholders will contribute to the gathering of objective data for
this evaluation
References
Abma T A (2005) Responsive evaluation Its meaning and special contribution to health
promotion Evaluation and Program Planning 28(3) 279-289 Retrieved from
httpmailerfsuedu~sullivanSEA_NewsletterResponsive_Evaluationpdf
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Ritter L amp Sue V (2007) Selecting a sample New Directions for Evaluation 115 23-28
DOI 101002ev232
Re
po
rtin
g S
tra
teg
y T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Reporting Strategy
1 Penelope N Baker
Stakeholder Reporting Strategy Implications Stakeholder Involvement
New
Managers
Informal Communication includes
telephone and emails as warranted
to communicate with this
stakeholder group during the various
evaluation phases
Formal Communication consists of a
scaled-down Completion Report
specific to program strengths
weaknesses and recommendations
for improvement relative to New
Managers
The primary purpose of
this program evaluation
is to improve New
Manager Orientation for
future participants who
are New Managers As
such this stakeholder
group has a keen interest
in knowing the evaluation
results
New Managers are
essential key
stakeholders Without
their involvement no
data will be collected and
no data analyzed and
reported Propose using
original focus group
members to participate in
the development of
stakeholder reports
Education
Liaison
Informal Communication includes
face-to-face updates and email as
warranted for additional information
or issues Formal Communication
includes Planning Progress amp
Completion Reports Completion
report will include all components of
the evaluation project
As the program manager
and client requesting the
evaluation the Education
Liaison will receive copies
of all documents and
materials related to this
evaluation project
It is expected the
Education Liaison will
participate in the data
analysis and reporting
phases of this evaluation
project
Hiring
Managers
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Hiring
Managers
Hiring Managers play a
vital role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Hiring
Managers they are not
expected to participate in
the development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Peer
Mentors
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Peer
Mentors
Like Hiring Managers
Peer Mentors play a vital
role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Peer
Mentors who are
managers on the same
level as new managers
are not expected to
participate in the
development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Key
Personnel
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Key
Personnel
Key Personnel
involvement in New
Manager Orientation
varies from one New
Manager to another yet
they play a vital role in
welcoming and
assimilating the New
Manager into the
organization
Key Personnel have the
least amount of
involvement in the
evaluation of New
Manager Orientation
They are not expected to
participate in the
development of
stakeholder reports
Reporting Strategy
2 Penelope N Baker
Director
Education amp
Organizational
Development
Formal Communications will include
structured Planning Progress amp
Completion Reports The completion
report will include all components of
the evaluation project being
identical to that received by the
Education Liaison
The Director of Education
amp Organizational
Development is
interested in the entire
evaluation process
because both the
Education Liaison and
the Evaluator report
directly to him
While the Education
Liaison and Evaluator will
play the major role in
developing the evaluation
reports it is expected the
Director will review draft
versions and providing
input for the final
versions
Division Vice
President
Formal Communication will consist
of a printed Executive Summary
The Division Vice
President has a need to
be kept informed
Evaluation activities
involving a visible
employee group such as
management staff is
worthy of their
notification
The Division Vice
President is not expected
to participate in the
creation of evaluation
reports
Senior
Management
Team
Formal Communication will consist
of a printed executive summary and
as requested and scheduled a brief
face-to-face presentation
The Senior Management
team consisting of the
President amp CEO and all
vice presidents has a
need to be kept informed
of major initiatives
The Senior Management
Team is not expected to
participate in the creation
of evaluation reports
Values Standards and Criteria Based on program goals and outcomes identified in the Program Analysis
section of this evaluation plan their achievement will be measured in part with the new manager being able to
articulate the organizationrsquos mission vision values strategic plan structure and function during meetings
with the Education Liaison and the new manager being independent with a minimum of 100 of generic
management duties and 90 of management duties specific to their job description after 90 days of hire
Observations between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New Managers and the
Education Liaison focus groups and results of qualitative data from the electronic surveys of New Managers
Hiring Managers Peer Mentors and Key Personnel will be utilized to determine overall effectiveness of New
Manager Orientation Scholarly resources identifying best practices for new manager orientation and
onboarding new managers in a healthcare environment will also be utilized in developing standards and
evaluative criteria
Potential Ethical Issues Because the evaluation plan is being designed by an internal employee within the
same department as the program and its liaison there exists a potential for bias and conflict of interest by
both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a clinical manager may
help or hinder the evaluation process Likewise New Manager Orientationrsquos alignment with department and
individual goals as well as standards from accreditation and regulatory agencies may produce ethical
challenges regarding the manner in which peer mentors and key personnel are selected new manager
orientation activities are identified andor the hiring manager education liaison and evaluator are involved in
the evaluation process To guard against these ethical challenges the evaluator commits to behaving ethically
according to the American Evaluation Associationrsquos Guiding Principles for Evaluators (Fitzpatrick Sanders amp
Worthen 2011) In addition as applicable to the components of the evaluation plan the evaluator proposes
working with a neutral third party from the Business Integrity or Quality Management Departments to minimize
the potential for these ethical challenges
Reporting Strategy
3 Penelope N Baker
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Vassallo P (2004) Getting started with evaluation reports Answering the questions ETC A Review of
General Semantics 61(2) 277-286 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=13943631ampscope=site
Vassallo P (2004) Getting started with evaluation reports Creating the structure ETC A Review of
General Semantics 61(3) 398-403 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=14591519ampscope=site
Ap
pe
nd
ix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
nmlkj
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Re
po
rtin
g S
tra
teg
y T
ab
le
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
Reporting Strategy
1 Penelope N Baker
Stakeholder Reporting Strategy Implications Stakeholder Involvement
New
Managers
Informal Communication includes
telephone and emails as warranted
to communicate with this
stakeholder group during the various
evaluation phases
Formal Communication consists of a
scaled-down Completion Report
specific to program strengths
weaknesses and recommendations
for improvement relative to New
Managers
The primary purpose of
this program evaluation
is to improve New
Manager Orientation for
future participants who
are New Managers As
such this stakeholder
group has a keen interest
in knowing the evaluation
results
New Managers are
essential key
stakeholders Without
their involvement no
data will be collected and
no data analyzed and
reported Propose using
original focus group
members to participate in
the development of
stakeholder reports
Education
Liaison
Informal Communication includes
face-to-face updates and email as
warranted for additional information
or issues Formal Communication
includes Planning Progress amp
Completion Reports Completion
report will include all components of
the evaluation project
As the program manager
and client requesting the
evaluation the Education
Liaison will receive copies
of all documents and
materials related to this
evaluation project
It is expected the
Education Liaison will
participate in the data
analysis and reporting
phases of this evaluation
project
Hiring
Managers
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Hiring
Managers
Hiring Managers play a
vital role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Hiring
Managers they are not
expected to participate in
the development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Peer
Mentors
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Peer
Mentors
Like Hiring Managers
Peer Mentors play a vital
role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Peer
Mentors who are
managers on the same
level as new managers
are not expected to
participate in the
development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Key
Personnel
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Key
Personnel
Key Personnel
involvement in New
Manager Orientation
varies from one New
Manager to another yet
they play a vital role in
welcoming and
assimilating the New
Manager into the
organization
Key Personnel have the
least amount of
involvement in the
evaluation of New
Manager Orientation
They are not expected to
participate in the
development of
stakeholder reports
Reporting Strategy
2 Penelope N Baker
Director
Education amp
Organizational
Development
Formal Communications will include
structured Planning Progress amp
Completion Reports The completion
report will include all components of
the evaluation project being
identical to that received by the
Education Liaison
The Director of Education
amp Organizational
Development is
interested in the entire
evaluation process
because both the
Education Liaison and
the Evaluator report
directly to him
While the Education
Liaison and Evaluator will
play the major role in
developing the evaluation
reports it is expected the
Director will review draft
versions and providing
input for the final
versions
Division Vice
President
Formal Communication will consist
of a printed Executive Summary
The Division Vice
President has a need to
be kept informed
Evaluation activities
involving a visible
employee group such as
management staff is
worthy of their
notification
The Division Vice
President is not expected
to participate in the
creation of evaluation
reports
Senior
Management
Team
Formal Communication will consist
of a printed executive summary and
as requested and scheduled a brief
face-to-face presentation
The Senior Management
team consisting of the
President amp CEO and all
vice presidents has a
need to be kept informed
of major initiatives
The Senior Management
Team is not expected to
participate in the creation
of evaluation reports
Values Standards and Criteria Based on program goals and outcomes identified in the Program Analysis
section of this evaluation plan their achievement will be measured in part with the new manager being able to
articulate the organizationrsquos mission vision values strategic plan structure and function during meetings
with the Education Liaison and the new manager being independent with a minimum of 100 of generic
management duties and 90 of management duties specific to their job description after 90 days of hire
Observations between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New Managers and the
Education Liaison focus groups and results of qualitative data from the electronic surveys of New Managers
Hiring Managers Peer Mentors and Key Personnel will be utilized to determine overall effectiveness of New
Manager Orientation Scholarly resources identifying best practices for new manager orientation and
onboarding new managers in a healthcare environment will also be utilized in developing standards and
evaluative criteria
Potential Ethical Issues Because the evaluation plan is being designed by an internal employee within the
same department as the program and its liaison there exists a potential for bias and conflict of interest by
both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a clinical manager may
help or hinder the evaluation process Likewise New Manager Orientationrsquos alignment with department and
individual goals as well as standards from accreditation and regulatory agencies may produce ethical
challenges regarding the manner in which peer mentors and key personnel are selected new manager
orientation activities are identified andor the hiring manager education liaison and evaluator are involved in
the evaluation process To guard against these ethical challenges the evaluator commits to behaving ethically
according to the American Evaluation Associationrsquos Guiding Principles for Evaluators (Fitzpatrick Sanders amp
Worthen 2011) In addition as applicable to the components of the evaluation plan the evaluator proposes
working with a neutral third party from the Business Integrity or Quality Management Departments to minimize
the potential for these ethical challenges
Reporting Strategy
3 Penelope N Baker
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Vassallo P (2004) Getting started with evaluation reports Answering the questions ETC A Review of
General Semantics 61(2) 277-286 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=13943631ampscope=site
Vassallo P (2004) Getting started with evaluation reports Creating the structure ETC A Review of
General Semantics 61(3) 398-403 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=14591519ampscope=site
Ap
pe
nd
ix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
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16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
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Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
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NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
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1shy5 years
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None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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- input_538442906_10_0_0 Off
- input_538442908_10_0_0 Off
- input_538442909_10_0_0 Off
- input_538442912_10_0_0 Off
- other_538442912_6262840812
- input_538442913_10_0_0 Off
Reporting Strategy
1 Penelope N Baker
Stakeholder Reporting Strategy Implications Stakeholder Involvement
New
Managers
Informal Communication includes
telephone and emails as warranted
to communicate with this
stakeholder group during the various
evaluation phases
Formal Communication consists of a
scaled-down Completion Report
specific to program strengths
weaknesses and recommendations
for improvement relative to New
Managers
The primary purpose of
this program evaluation
is to improve New
Manager Orientation for
future participants who
are New Managers As
such this stakeholder
group has a keen interest
in knowing the evaluation
results
New Managers are
essential key
stakeholders Without
their involvement no
data will be collected and
no data analyzed and
reported Propose using
original focus group
members to participate in
the development of
stakeholder reports
Education
Liaison
Informal Communication includes
face-to-face updates and email as
warranted for additional information
or issues Formal Communication
includes Planning Progress amp
Completion Reports Completion
report will include all components of
the evaluation project
As the program manager
and client requesting the
evaluation the Education
Liaison will receive copies
of all documents and
materials related to this
evaluation project
It is expected the
Education Liaison will
participate in the data
analysis and reporting
phases of this evaluation
project
Hiring
Managers
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Hiring
Managers
Hiring Managers play a
vital role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Hiring
Managers they are not
expected to participate in
the development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Peer
Mentors
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Peer
Mentors
Like Hiring Managers
Peer Mentors play a vital
role in New Manager
Orientation by meeting
with New Managers on a
weekly basis for the first
90 days of hire They
need to know how they
can improve their input
into the process
Due to the heavy
workload of Peer
Mentors who are
managers on the same
level as new managers
are not expected to
participate in the
development of
stakeholder reports
Those who want to
participate in this process
will not be turned away
Key
Personnel
Informal Communication includes
telephone and email as warranted to
communicate with this stakeholder
group during the various evaluation
phases
Formal Communication consists of a
scaled-down completion report
identifying program strengths
weaknesses and recommendations
for improvement relative to Key
Personnel
Key Personnel
involvement in New
Manager Orientation
varies from one New
Manager to another yet
they play a vital role in
welcoming and
assimilating the New
Manager into the
organization
Key Personnel have the
least amount of
involvement in the
evaluation of New
Manager Orientation
They are not expected to
participate in the
development of
stakeholder reports
Reporting Strategy
2 Penelope N Baker
Director
Education amp
Organizational
Development
Formal Communications will include
structured Planning Progress amp
Completion Reports The completion
report will include all components of
the evaluation project being
identical to that received by the
Education Liaison
The Director of Education
amp Organizational
Development is
interested in the entire
evaluation process
because both the
Education Liaison and
the Evaluator report
directly to him
While the Education
Liaison and Evaluator will
play the major role in
developing the evaluation
reports it is expected the
Director will review draft
versions and providing
input for the final
versions
Division Vice
President
Formal Communication will consist
of a printed Executive Summary
The Division Vice
President has a need to
be kept informed
Evaluation activities
involving a visible
employee group such as
management staff is
worthy of their
notification
The Division Vice
President is not expected
to participate in the
creation of evaluation
reports
Senior
Management
Team
Formal Communication will consist
of a printed executive summary and
as requested and scheduled a brief
face-to-face presentation
The Senior Management
team consisting of the
President amp CEO and all
vice presidents has a
need to be kept informed
of major initiatives
The Senior Management
Team is not expected to
participate in the creation
of evaluation reports
Values Standards and Criteria Based on program goals and outcomes identified in the Program Analysis
section of this evaluation plan their achievement will be measured in part with the new manager being able to
articulate the organizationrsquos mission vision values strategic plan structure and function during meetings
with the Education Liaison and the new manager being independent with a minimum of 100 of generic
management duties and 90 of management duties specific to their job description after 90 days of hire
Observations between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New Managers and the
Education Liaison focus groups and results of qualitative data from the electronic surveys of New Managers
Hiring Managers Peer Mentors and Key Personnel will be utilized to determine overall effectiveness of New
Manager Orientation Scholarly resources identifying best practices for new manager orientation and
onboarding new managers in a healthcare environment will also be utilized in developing standards and
evaluative criteria
Potential Ethical Issues Because the evaluation plan is being designed by an internal employee within the
same department as the program and its liaison there exists a potential for bias and conflict of interest by
both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a clinical manager may
help or hinder the evaluation process Likewise New Manager Orientationrsquos alignment with department and
individual goals as well as standards from accreditation and regulatory agencies may produce ethical
challenges regarding the manner in which peer mentors and key personnel are selected new manager
orientation activities are identified andor the hiring manager education liaison and evaluator are involved in
the evaluation process To guard against these ethical challenges the evaluator commits to behaving ethically
according to the American Evaluation Associationrsquos Guiding Principles for Evaluators (Fitzpatrick Sanders amp
Worthen 2011) In addition as applicable to the components of the evaluation plan the evaluator proposes
working with a neutral third party from the Business Integrity or Quality Management Departments to minimize
the potential for these ethical challenges
Reporting Strategy
3 Penelope N Baker
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Vassallo P (2004) Getting started with evaluation reports Answering the questions ETC A Review of
General Semantics 61(2) 277-286 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=13943631ampscope=site
Vassallo P (2004) Getting started with evaluation reports Creating the structure ETC A Review of
General Semantics 61(3) 398-403 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=14591519ampscope=site
Ap
pe
nd
ix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
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Essential communication
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Update on current projects
gfedc
How to perform essential management skills
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What my New Manager needed from me
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
nmlkj
6shy10 years
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1shy5 years
nmlkj
None
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
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New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
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Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
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Process for making a request
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Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
nmlkj
21 years or more
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16shy20 years
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11shy15 years
nmlkj
6shy10 years
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1shy5 years
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None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Reporting Strategy
2 Penelope N Baker
Director
Education amp
Organizational
Development
Formal Communications will include
structured Planning Progress amp
Completion Reports The completion
report will include all components of
the evaluation project being
identical to that received by the
Education Liaison
The Director of Education
amp Organizational
Development is
interested in the entire
evaluation process
because both the
Education Liaison and
the Evaluator report
directly to him
While the Education
Liaison and Evaluator will
play the major role in
developing the evaluation
reports it is expected the
Director will review draft
versions and providing
input for the final
versions
Division Vice
President
Formal Communication will consist
of a printed Executive Summary
The Division Vice
President has a need to
be kept informed
Evaluation activities
involving a visible
employee group such as
management staff is
worthy of their
notification
The Division Vice
President is not expected
to participate in the
creation of evaluation
reports
Senior
Management
Team
Formal Communication will consist
of a printed executive summary and
as requested and scheduled a brief
face-to-face presentation
The Senior Management
team consisting of the
President amp CEO and all
vice presidents has a
need to be kept informed
of major initiatives
The Senior Management
Team is not expected to
participate in the creation
of evaluation reports
Values Standards and Criteria Based on program goals and outcomes identified in the Program Analysis
section of this evaluation plan their achievement will be measured in part with the new manager being able to
articulate the organizationrsquos mission vision values strategic plan structure and function during meetings
with the Education Liaison and the new manager being independent with a minimum of 100 of generic
management duties and 90 of management duties specific to their job description after 90 days of hire
Observations between the Education Liaison and New Managers and Hiring Managers observations between
New Managers and Peer Mentors documentation from one-to-one meetings between New Managers and the
Education Liaison focus groups and results of qualitative data from the electronic surveys of New Managers
Hiring Managers Peer Mentors and Key Personnel will be utilized to determine overall effectiveness of New
Manager Orientation Scholarly resources identifying best practices for new manager orientation and
onboarding new managers in a healthcare environment will also be utilized in developing standards and
evaluative criteria
Potential Ethical Issues Because the evaluation plan is being designed by an internal employee within the
same department as the program and its liaison there exists a potential for bias and conflict of interest by
both the liaison and the evaluator The evaluatorrsquos previous six yearsrsquo experience as a clinical manager may
help or hinder the evaluation process Likewise New Manager Orientationrsquos alignment with department and
individual goals as well as standards from accreditation and regulatory agencies may produce ethical
challenges regarding the manner in which peer mentors and key personnel are selected new manager
orientation activities are identified andor the hiring manager education liaison and evaluator are involved in
the evaluation process To guard against these ethical challenges the evaluator commits to behaving ethically
according to the American Evaluation Associationrsquos Guiding Principles for Evaluators (Fitzpatrick Sanders amp
Worthen 2011) In addition as applicable to the components of the evaluation plan the evaluator proposes
working with a neutral third party from the Business Integrity or Quality Management Departments to minimize
the potential for these ethical challenges
Reporting Strategy
3 Penelope N Baker
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Vassallo P (2004) Getting started with evaluation reports Answering the questions ETC A Review of
General Semantics 61(2) 277-286 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=13943631ampscope=site
Vassallo P (2004) Getting started with evaluation reports Creating the structure ETC A Review of
General Semantics 61(3) 398-403 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=14591519ampscope=site
Ap
pe
nd
ix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
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New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
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Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
nmlkj
21 years or more
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16shy20 years
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11shy15 years
nmlkj
6shy10 years
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1shy5 years
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None
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Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Reporting Strategy
3 Penelope N Baker
References
Fitzpatrick J L Sanders J R amp Worthen B R (2011) Program evaluation Alternative
approaches and practical guidelines (4th ed) Upper Saddle River NJ Pearson
Education
Vassallo P (2004) Getting started with evaluation reports Answering the questions ETC A Review of
General Semantics 61(2) 277-286 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=13943631ampscope=site
Vassallo P (2004) Getting started with evaluation reports Creating the structure ETC A Review of
General Semantics 61(3) 398-403 Retrieved from
httpezpwaldenulibraryorgloginurl=httpsearchebscohostcomloginaspxdirect=trueampdb=a9h
ampAN=14591519ampscope=site
Ap
pe
nd
ix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
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Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
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70 independent
nmlkj
60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
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Moderately clear
nmlkj
Slightly clear
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Not at all clear
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Hiring Manager
nmlkj
Education Department Liaison
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Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
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New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
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70 independent
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60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
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Not at all clear
nmlkj
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Ap
pe
nd
ix
Program Evaluation Plan
Program Name New Manager Orientation
Organization Meritus Medical Center
EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
nmlkj
Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
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80 independent
nmlkj
70 independent
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60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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EIDT 6130-1 Program Evaluation Penelope Baker
2 Federal state and local initiatives may impact organization-wide budgets staffing matrixes
strategic planning and other key initiatives
New Manager gains essential
management skills such as
budget payroll corrective
counseling policies amp
procedures role based access
for technology systems within
90 days of hire
New Manager verbalizes
knowledge of organizational
structure amp functions within
first 30 days of employment
New Manager is motivated to
build professional
relationships with key
stakeholders within the
New Manager independently
identifies appropriate actions
to take for budget payroll
corrective counseling
interpretation of policies amp
procedures role based
access and other
management functions after
90 days of hire
New Manager is a
respected member of the
management team after 1
year of hire
New Manager exerts
positive influence on
organizational policies amp
procedures strategic plan
and other key initiatives
after 1 year of hire
After 6 months of hire
New Manager
demonstrates
management of current
fiscal year budget and
payroll without negative
variances and follows
correct procedures for
planning budgets for future
fiscal years
New Manager accesses
appropriate level in
organizational structure to
resolve issues beyond their
level of authority
New Manager fosters positive
relationships with key
stakeholders with no
complaints received between
90 and 365 days of hire
1 Joint Commission and other accrediting organizations MedicareMedicaid OSHA and other
regulatory agencies billing and reimbursement policies and procedures supersede individual
manager goals standards and guidelines
New Manager consistently
and fairly applies policies amp
procedures and corrective
counseling from one direct
report to another
New Manager consistently
models ethical behavior in
all behaviors
New Manager emulates
positive behaviors of Peer
Mentor in preparation for
assuming responsibility for all
assigned management duties
within 90 days of hire
New Manager appropriately
fulfills duties of hiring
manager as applicable to
New Manager establishes
relationships with all direct
reports with no complaints
received between 90 and 365
days of hire
Joint meeting on Day 2
and Day 45 of Hire
3 Education Liaison Hiring Manager Key Personnel amp Peer Mentor all model ethical
behavior
Hiring Manager
Establishes relationship
with New Manager
Peer Mentor amp New
Manager
Manager Orientation
Checklist
Provided during joint
meeting before New
Manager hire date
Education Liaison amp
Hiring Manager
Selects Peer Mentor
from same management
level as New Manager
Hiring Manager
New Manager
Orientation Notebook
Provided during joint
meeting on New
Manager Day 2 of Hire
Education Liaison amp
New Manager
1 All New Managers new to organization or promoted internally willingly participate in
New Manager Orientation
2 All Hiring Managers applicable Key Personnel and Peer Mentors willingly
participate in New Manager Orientation
Education Liaison
New Manager
Assumptions External Factors
Peer Mentor
Schedules Key
Personnel meetings Key Personnel
New Manager amp
Applicable Key
Personnel
Education Liaison amp
Hiring Manager
Hiring Manager
New Manager amp
Education Liaison
Hiring Manager
Joint meeting before
New Manager hire date
Identifies amp prioritizes
applicable orientation
activities from Manager
Orientation Checklist
Identifies amp prioritizes
Key Personnel with
whom New Manager
should meet with over
next 90 days
Activities Participation Short Medium Long
Program New Manager Orientation Logic Model
Situation New Manager Orientation consists of a series of one-on-one meetings over a 90 day period between these other stakeholders New Manager Hiring Manager
Education Liaison Key Personnel and Peer Mentor The process introduces New Managers to essential management functions within the organization such as
budget payroll corrective counseling policies and procedures and role based access for technology systems This program was placed on hiatus for 18 months
significant revisions made then reactivated 6 months ago Client requests program evaluation to determine if key components of New Manager Orientation are
effective in onboarding the new manager to the organizations structure and functions correct application of essential management duties and assimilation into the
organizations management team
Inputs Outputs Outcomes
Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager meetings
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Peer Mentor meetings
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Education Liaison meetings
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Key Personnel meetings
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Hiring Manager meetings
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Peer Mentor meetings
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Education Liaison meetings
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Key Personnel meetings
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Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with Hiring Manager
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Hiring Manager calendar too full
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My calendar too full
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Hiring Manager cancelled due to emergency
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I cancelled due to emergency
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Hiring manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
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Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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What I needed from my supervisor
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Other (please specify)
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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One or less times
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Two times on Day 2 and Day 45 of hire
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Three or more times during first 90 days of hire
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None
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with Hiring Manager
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Peer Mentor calendar too full
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My calendar too full
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Peer Mentor cancelled due to emergency
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I cancelled due to emergency
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Peer Mentor forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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What I need from my supervisor
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Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
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Payroll KRONOS
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Technology Security Role Based Access
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HRIS amp Performance Management System MySource amp Position Manager
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Learning Management System MySource Training
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LEM Leadership Evaluation Measurement
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EIR Electronic Incident Reporting
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Productivity Action OI
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Purchasing Processes for Purchasing Equipment and Supplies
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Facilities Equipment and Facility Repairs and Service
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Other (please specify)
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
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Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive notebook
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Orientation Checklist
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Organizational Initiatives
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Strategic Plan and Annual Work Plan
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Information on essential software systems
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KRONOS
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Organizational Charts
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Essential Human Resources Policies
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Weekly Update amp Discussion Form
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Supplemental Information
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List of Programs and Services
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Other (please specify)
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Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
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Organizational Initiatives
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Strategic Plan and Annual Work Plan
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Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
gfedc
A Mentor
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Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
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New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
nmlkj
None
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21 years or more
nmlkj
16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
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Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
nmlkj
New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 1
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This survey asks about your experiences with New Manager Orientation and will take about 15 to 20 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include meeting with the Hiring Manager and Peer Mentor on a weekly basis with the Education Liaison on Day 2 and Day 45 of hire and with Key Personnel within the first 90 days of hire as applicable to the new managers responsibilities
1 How clearly were these components explained to you
2 Which of these components were most useful to you as a New Manager
3 Which of these components were least useful to you as a New Manager
4 Please rank the importance of New Manager Orientation components to you with 4 being the most important and 1 being the least important
Introduction to New Manager Survey
6 Hiring Manager meetings
6 Peer Mentor meetings
6 Education Liaison meetings
6 Key Personnel meetings
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Hiring Manager meetings
nmlkj
Peer Mentor meetings
nmlkj
Education Liaison meetings
nmlkj
Key Personnel meetings
nmlkj
Other
Other
Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
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New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 2
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with your Hiring Manager
5 How frequently did you actually meet with your Hiring Manager
6 If you met less than once a week with your Hiring Manager what was the primary reason
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Hiring Manager calendar too full
nmlkj
My calendar too full
nmlkj
Hiring Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Hiring manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Other
Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
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New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
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Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
nmlkj
21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 3
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey7 What issues did you discuss during meetings with your Hiring Manager (Choose all that apply)
8 Overall how effective were the meetings with your Hiring Manager
9 What suggestions do you have for making meetings with the Hiring Manager more effective
55
66
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I needed from my supervisor
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
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Every other week
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Once a month
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One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
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Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
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Page 4
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with the Education Liaison on Day 2 and Day 45 of hire
10 How clearly did the Education Liaison explain the goals of New Manager Orientation
11 How frequently did you actually meet with the Education Liaison
12 Overall how effective were your meetings with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
One or less times
nmlkj
Two times on Day 2 and Day 45 of hire
nmlkj
Three or more times during first 90 days of hire
nmlkj
None
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
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Vice President
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Executive Director
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Director
nmlkj
Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
gfedc
Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
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Process for making a request
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Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 5
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Orientation includes weekly meetings with a Peer Mentor a Meritus Medical Center employee working in the same level of management as you
14 How frequently did you actually meet with your Peer Mentor
15 If you met less than once a week with your Peer Manger what was the primary reason
16 What issues did you discuss during meetings with your Peer Mentor (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with Hiring Manager
nmlkj
Peer Mentor calendar too full
nmlkj
My calendar too full
nmlkj
Peer Mentor cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
Peer Mentor forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What I need from my supervisor
gfedc
Other (please specify)
gfedc
Page 6
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
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Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey17 Overall how effective were the meetings with your Peer Mentor
18 What suggestions do you have for making meetings with a Peer Mentor more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Other
Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
nmlkj
Moderately visually appealing
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Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
- input_538424072_10_0_0 Off
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Page 7
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Components of New Manager Orientation include meeting with Key Personnel identified by your Hiring Manager within your first 90 days of hire
19 Which Key Personnel did you meet with in the first 90 days of hire (Choose all that apply)
20 Overall how effective were your meetings with Key Personnel
Key Personnel
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 8
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
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1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
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90 independent
nmlkj
80 independent
nmlkj
70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey21 Which meetings with Key Personnel were most effective in helping you become independent with essential management functions
22 Which meetings with Key Personnel were least effective in helping you become independent with essential management functions
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Budget ENUFF and Craneware
gfedc
Payroll KRONOS
gfedc
Technology Security Role Based Access
gfedc
HRIS amp Performance Management System MySource amp Position Manager
gfedc
Learning Management System MySource Training
gfedc
LEM Leadership Evaluation Measurement
gfedc
EIR Electronic Incident Reporting
gfedc
Productivity Action OI
gfedc
Purchasing Processes for Purchasing Equipment and Supplies
gfedc
Facilities Equipment and Facility Repairs and Service
gfedc
Other (please specify)
gfedc
Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
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Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 9
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey23 What suggestions do you have for making meetings with Key Personnel more effective
55
66
Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
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Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
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1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
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Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
nmlkj
Moderately clear
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Slightly clear
nmlkj
Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
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Page 10
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
During your first meeting with the Education Liaison on Day 2 of hire you were given a copy of the New Manager Orientation Notebook This resource includes an Orientation Checklist for the new manager Organizational Initiatives Strategic Plan and Annual Work Plan information on essential software systems KRONOS organizational charts essential Human Resources policies Weekly Update amp Discussion form for meetings with Hiring Manger supplemental information and a comprehensive list of programs and services
24 Overall how effective were the resources in the New Manager Orientation Notebook
25 Which resources in the New Manager Orientation Notebook were most effective in helping you become independent with essential management functions (Choose all that apply)
New Manager Orientation Notebook
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive notebook
nmlkj
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
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Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
gfedc
A Mentor
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Meetings with Key Personnel
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Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
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Process for making a request
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Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 11
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey26 Which resources in the New Manager Orientation Notebook were least effective in helping you become independent with essential management functions
27 How often do you refer to the information in the New Manager Orientation Notebook since completing New Manager Orientation
28 How organized were the resources in the New Manager Orientation Notebook
Orientation Checklist
gfedc
Organizational Initiatives
gfedc
Strategic Plan and Annual Work Plan
gfedc
Information on essential software systems
gfedc
KRONOS
gfedc
Organizational Charts
gfedc
Essential Human Resources Policies
gfedc
Weekly Update amp Discussion Form
gfedc
Supplemental Information
gfedc
List of Programs and Services
gfedc
Other (please specify)
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
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Slightly organized
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Not at all organized
nmlkj
Page 12
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
nmlkj
Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
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90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
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66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
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How to complete an electronic incident report
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How to complete Role Based Access
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How to manage payroll through Kronos
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How to use Craneware
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How to use MySource to manage personnel records
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How to use MySource Training to view employee transcripts and class registrations
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Important policies and procedures
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Key functions of technology system
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Process for making a request
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Other (please specify)
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey29 How visually appealing were the resources in the New Manager Orientation Notebook
30 What suggestions do you have for making the New Manager Orientation Notebook more effective
55
66
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Page 13
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
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66
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
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11shy15 years
nmlkj
6shy10 years
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1shy5 years
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None
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Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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What my New Manager needed from me
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Other (please specify)
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Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
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66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
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Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
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16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
Overall Ratings of New Manager Orientation
31 Overall how effective was New Manager Orientation in preparing you to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
32 Overall how effective was New Manager Orientation in preparing you to be independent with management duties specific to your job description by 90 days of hire
33 Overall how independent were you with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
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80 independent
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70 independent
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60 or less independent
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Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
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Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
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Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
nmlkj
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 14
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey34 Overall how independent were you with management duties specific to your job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 15
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
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Vice President
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Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
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Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
nmlkj
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
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Very prepared
nmlkj
Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
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Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
nmlkj
Manager
nmlkj
Supervisor
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NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
New Manager Demographics
35 What was your management position when you completed New Manager Orientation
36 What was your management experience prior to assuming a New Manager position at Meritus Medical Center
37 Additional Comments
Demographics
55
66
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
nmlkj
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
nmlkj
Moderately organized
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Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
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70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
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Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
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Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 16
New Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager SurveyNew Manager Orientation - New Manager Survey
This concludes the New Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Select orientation activities from the Manager Orientation Checklist
nmlkj
Select Key Personnel for my New Manager to meet
nmlkj
Select a Peer Mentor for my New Manager
nmlkj
Meeting weekly with my New Manager
nmlkj
Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
nmlkj
Two times
nmlkj
Three or more times
nmlkj
None
nmlkj
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely effective
nmlkj
Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
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New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
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Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
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16shy20 years
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11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
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None
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
nmlkj
21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 1
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This survey asks about your experiences with New Manager Orientation as the Hiring Manager It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include a joint meeting between the Hiring Manager and Education Liaison prior to the New Managerrsquos hire to identify and prioritize applicable orientation activities from the Manager Orientation Checklist identify and prioritize Key Personnel the New Manager should meet with in the first 90 days of hire and select a Peer Mentor from the same management level as the New Manager After the New Manager is on board the Hiring Manager meets weekly with him or her through the first 90 days of hire
1 How clearly were these components explained to you
2 Which of these components were most useful to you as the Hiring Manager
3 Which of these components were least useful to you as the Hiring Manager
Introduction to Hiring Manager Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Select orientation activities from the Manager Orientation Checklist
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Select Key Personnel for my New Manager to meet
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Select a Peer Mentor for my New Manager
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Meeting weekly with my New Manager
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Other
Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
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Meetings with Key Personnel
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Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
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16shy20 years
nmlkj
11shy15 years
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6shy10 years
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1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
nmlkj
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
nmlkj
Once a month
nmlkj
One time
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Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 2
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey4 Please rank the importance of these components to you with 4 being the most important and 1 being the least important
6 Select orientation activities from the Manager Orientation Checklist
6 Select Key Personnel for my New Manager to meet
6 Select a Peer Mentor for my New Manager
6 Meeting weekly with my New Manager
Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
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Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
gfedc
The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
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Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
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1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
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90 independent
nmlkj
80 independent
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70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
nmlkj
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 3
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
New Manager Orientation includes weekly meetings between the Hiring Manager and New Manager
5 How frequently did you actually meet with your New Manager
6 If you met less than once a week with your New Manager what was the primary reason
7 What issues did you discuss during meetings with your New Manager (Choose all that apply)
Hiring Manager
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
What my New Manager needed from me
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
nmlkj
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
nmlkj
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
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60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
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Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
nmlkj
Hiring Manager
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Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
nmlkj
Moderately prepared
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Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
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How to complete an electronic incident report
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How to complete Role Based Access
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How to manage payroll through Kronos
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How to use Craneware
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How to use MySource to manage personnel records
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How to use MySource Training to view employee transcripts and class registrations
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Important policies and procedures
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Key functions of technology system
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Process for making a request
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Other (please specify)
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey8 Overall how effective were the meetings with your New Manager
9 What suggestions do you have for making meetings with your New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
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66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
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Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
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Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
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Slightly visually appealing
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Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
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Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
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66
Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
nmlkj
6shy10 years
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1shy5 years
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None
nmlkj
21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
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New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
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Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
nmlkj
21 years or more
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16shy20 years
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11shy15 years
nmlkj
6shy10 years
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1shy5 years
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None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 5
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Components of New Manager Orientation include the Hiring Manager meeting with the Education Liaison once prior to the New Mangerrsquos date of hire
10 How frequently did you actually meet with the Education Liaison
11 How clearly did the Education Liaison explain the goals of New Manager Orientation
12 Overall how effective was your meeting with the Education Liaison
13 What suggestions do you have for making meetings with the Education Liaison more effective
Education Liaison
55
66
One time
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Two times
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Three or more times
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None
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Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
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The New Employees First Days
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The New Employees First Weeks
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A Mentor
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Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
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Weekly
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Monthly
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Quarterly
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Never
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
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Slightly organized
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Not at all organized
nmlkj
Extremely visually appealing
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Very visually appealing
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Moderately visually appealing
nmlkj
Slightly visually appealing
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Not at all visually appealing
nmlkj
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
nmlkj
4shy7 days in advance
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1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
nmlkj
Executive Director
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Director
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Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
nmlkj
Never met with New Manager
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The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
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Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 6
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
During your meeting with the Education Liaison prior to the New Managerrsquos hire you were given a Hiring Manager Checklist This checklist includes suggested activities for the Hiring Manager to do before the new manager arrives and in their first days and weeks as a new manager The Hiring Manager Checklist also includes a description of a mentor and suggested meetings with Key Personnel
14 Which sections on the Hiring Manager Checklist were most effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
15 Which sections on the Hiring Manager Checklist were least effective in helping you identify orientation activities to include for your New Manager (Choose all that apply)
16 How often did you refer to the information on the Hiring Manager Checklist during your New Managers first 90 days of hire
Hiring Manager Checklist
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Before the New Employee Arrives
gfedc
The New Employees First Days
gfedc
The New Employees First Weeks
gfedc
A Mentor
gfedc
Meetings with Key Personnel
gfedc
Daily
nmlkj
Weekly
nmlkj
Monthly
nmlkj
Quarterly
nmlkj
Never
nmlkj
Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
nmlkj
Very organized
nmlkj
Moderately organized
nmlkj
Slightly organized
nmlkj
Not at all organized
nmlkj
Extremely visually appealing
nmlkj
Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
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21 years or more
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16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
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Education Department Liaison
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Your Immediate Supervisor
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Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
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Contacted after New Managerrsquos hire date
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
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Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
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How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 7
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey17 How organized was the information on the Hiring Manager Checklist
18 How visually appealing was the information on the Hiring Manager Checklist
19 Overall how effective was the Hiring Manager Checklist in helping you decide which orientation activities to include for your New Manager
20 What suggestions do you have for making the Hiring Manager Checklist more effective
55
66
Extremely organized
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Very organized
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Moderately organized
nmlkj
Slightly organized
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Not at all organized
nmlkj
Extremely visually appealing
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Very visually appealing
nmlkj
Moderately visually appealing
nmlkj
Slightly visually appealing
nmlkj
Not at all visually appealing
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Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
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Did not receive the checklist
nmlkj
Page 8
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
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1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
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Not at all clear
nmlkj
Extremely prepared
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Very prepared
nmlkj
Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Overall Ratings of New Manager Orientation
21 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
22 Overall how effective was New Manager Orientation in preparing your New Manager to be independent with management duties specific to their job description by 90 days of hire
23 Overall how independent was your New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 9
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
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Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
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New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
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Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey24 Overall how independent was your New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 10
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
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Once a week
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Every other week
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Once a month
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Only when needed
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Never met with New Manager
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New Manager calendar too full
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My calendar too full
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New Manager cancelled due to emergency
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I cancelled due to emergency
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New manager forgot scheduled meeting
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I forgot scheduled meeting
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Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
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New Manager challenges and barriers
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Essential communication
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Update on current projects
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How to perform essential management skills
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How I can support and provide guidance to the New Manager
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Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
nmlkj
Executive Director
nmlkj
Director
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Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
nmlkj
Every other week
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Once a month
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One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
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Moderately effective
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Slightly effective
nmlkj
Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
Hiring Manager Demographics
25 What was your management position when you functioned as the Hiring Manager during New Manager Orientation
26 How many years have you been in a management position at Meritus Medical Center
27 How many years have you been in a management position at Meritus Medical Center and other organizations
28 Additional Comments
Demographics
55
66
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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Other (please specify)
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21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
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21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 11
New Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager SurveyNew Manager Orientation - Hiring Manager Survey
This concludes the Hiring Manager Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
nmlkj
8shy13 days in advance
nmlkj
4shy7 days in advance
nmlkj
1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
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66
Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
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70 independent
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60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
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21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
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None
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Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 1
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This survey asks about your experiences with New Manager Orientation as a Peer Mentor It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous Components of New Manager Orientation include weekly meetings between the New Manager and a Peer Mentor during the New Managerrsquos first 90 days of hire Peer Mentors are from the same level of management as the New Manager offering support encouragement and guidance to the new manager during their orientation
1 How clearly was the Peer Mentor component explained to you
2 Who contacted you to be a Peer Mentor
3 How far in advance of the New Managerrsquos hire date were you contacted to be a Peer Mentor
Introduction to Peer Mentor Survey
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Hiring Manager
nmlkj
Education Department Liaison
nmlkj
Your Immediate Supervisor
nmlkj
Other (please specify)
14 or more days in advance
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8shy13 days in advance
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4shy7 days in advance
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1shy3 days in advance
nmlkj
Contacted after New Managerrsquos hire date
nmlkj
Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
nmlkj
Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
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70 independent
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60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 2
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey4 How prepared were you to be a Peer Mentor for the New Manager
5 What suggestions do you have for helping Peer Mentors be more prepared
55
66
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 3
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
New Manager Orientation includes weekly meetings between the Peer Mentor and New Manager
6 How frequently did you actually meet with the New Manager
7 If you met less than once a week with the New Manager what was the primary reason
8 What issues did you discuss during meetings with the New Manager (Choose all that apply)
Peer Mentor
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
New Manager calendar too full
nmlkj
My calendar too full
nmlkj
New Manager cancelled due to emergency
nmlkj
I cancelled due to emergency
nmlkj
New manager forgot scheduled meeting
nmlkj
I forgot scheduled meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
New Manager successes
gfedc
New Manager challenges and barriers
gfedc
Essential communication
gfedc
Update on current projects
gfedc
How to perform essential management skills
gfedc
How I can support and provide guidance to the New Manager
gfedc
Other (please specify)
gfedc
Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 4
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey9 Overall how effective were the meetings with the New Manager
10 What suggestions do you have for making meetings between the Peer Mentor and New Manager more effective
55
66
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 5
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
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90 independent
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80 independent
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70 independent
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60 or less independent
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Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
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Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
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Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
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Slightly effective
nmlkj
Not at all effective
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Overall Ratings of New Manager Orientation
11 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
12 Overall how effective was the Peer Mentor process in preparing the New Manager to be independent with management duties specific to their job description by 90 days of hire
13 Overall how independent was the New Manager with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access at the conclusion of 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
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60 or less independent
nmlkj
Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
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Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 6
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey14 Overall how independent was the New Manager with management duties specific to their job description at the conclusion of 90 days of hire
100 independent
nmlkj
90 independent
nmlkj
80 independent
nmlkj
70 independent
nmlkj
60 or less independent
nmlkj
Page 7
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
Peer Mentor Demographics
15 What was your management position when you functioned as the Peer Mentor for a New Manager
16 How many years have you been in a management position at Meritus Medical Center
17 How many years have you been in a management position at Meritus Medical Center and other organizations
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 8
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey18 Additional Comments
55
66
Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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Page 9
New Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr SurveyNew Manager Orientation - Peer Mentorr Survey
This concludes the Peer Mentor Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
nmlkj
Very clear
nmlkj
Moderately clear
nmlkj
Slightly clear
nmlkj
Not at all clear
nmlkj
Extremely prepared
nmlkj
Very prepared
nmlkj
Moderately prepared
nmlkj
Slightly prepared
nmlkj
Not at all prepared
nmlkj
Page 2
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
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Page 1
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This survey asks about your experiences with New Manager Orientation as a Key Personnel representative It will take about 10 to 15 minutes to complete The information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous A component of New Manager Orientation includes meeting with Key Personnel within the first 90 days of hire as applicable to the new managerrsquos responsibilities
1 How clearly was the Key Personnel component explained to you
2 How prepared are you to be a Key Personnel representative for New Managers
3 What suggestions do you have for helping Key Personnel representatives be more prepared
Introduction to Key Personnel Survey
55
66
Extremely clear
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Very clear
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Moderately clear
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Slightly clear
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Not at all clear
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Extremely prepared
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Very prepared
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Moderately prepared
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Slightly prepared
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Not at all prepared
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New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
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Once a week
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Every other week
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Once a month
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One time
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Only when needed
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Never met with New Manager
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The information I share requires more than one meeting
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New Manager wanted more information
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New Manager did not understand the information during the first meeting
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Not applicable
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Other (please specify)
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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Extremely effective
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Very effective
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Moderately effective
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Slightly effective
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Not at all effective
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New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
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Vice President
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Executive Director
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Director
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Manager
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Supervisor
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NonshyManagement Coordinator
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NonshyManagement Specialist
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Other (please specify)
nmlkj
21 years or more
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16shy20 years
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11shy15 years
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6shy10 years
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1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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New Manager Orientation includes meetings between the Key Personnel representative and New Managers
4 How frequently do you actually meet with New Managers
5 If you met more than once with a New Manager what was the primary reason
Key Personnel
Two or more times a week
nmlkj
Once a week
nmlkj
Every other week
nmlkj
Once a month
nmlkj
One time
nmlkj
Only when needed
nmlkj
Never met with New Manager
nmlkj
The information I share requires more than one meeting
nmlkj
New Manager wanted more information
nmlkj
New Manager did not understand the information during the first meeting
nmlkj
Not applicable
nmlkj
Other (please specify)
nmlkj
Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
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Page 3
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey6 What types of information do you share during meetings with New Managers (Choose all that apply)
7 Overall how effective are the meetings with New Managers
8 What suggestions do you have for making meetings between Key Personnel representatives and New Managers more effective
55
66
How to check cost center budget through ENUFF
gfedc
How to complete a Purchase Order request
gfedc
How to complete an electronic incident report
gfedc
How to complete Role Based Access
gfedc
How to manage payroll through Kronos
gfedc
How to use Craneware
gfedc
How to use MySource to manage personnel records
gfedc
How to use MySource Training to view employee transcripts and class registrations
gfedc
Important policies and procedures
gfedc
Key functions of technology system
gfedc
Process for making a request
gfedc
Other (please specify)
gfedc
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
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Page 4
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Overall Ratings of Key Personnel representatives in New Manager Orientation
9 How effective are Key Personnel representatives in preparing New Managers to be independent with essential management duties such as budgeting payroll corrective counseling policies and procedures and role based access by 90 days of hire
10 How effective Key Personnel representatives in preparing New Managers to be independent with management duties specific to their job description by 90 days of hire
Overall Ratings
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Extremely effective
nmlkj
Very effective
nmlkj
Moderately effective
nmlkj
Slightly effective
nmlkj
Not at all effective
nmlkj
Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
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Page 5
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
Key Personnel Demographics
11 As a Key Personnel representative what is your position in the organization
12 How many years have you been functioning as a Key Personnel representative for New Manager Orientation
Demographics
President
nmlkj
Vice President
nmlkj
Executive Director
nmlkj
Director
nmlkj
Manager
nmlkj
Supervisor
nmlkj
NonshyManagement Coordinator
nmlkj
NonshyManagement Specialist
nmlkj
Other (please specify)
nmlkj
21 years or more
nmlkj
16shy20 years
nmlkj
11shy15 years
nmlkj
6shy10 years
nmlkj
1shy5 years
nmlkj
None
nmlkj
Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
-
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Page 6
New Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel SurveyNew Manager Orientation - Key Personnel Survey
This concludes the Key Personnel Survey Thank you for taking the time to provide this valuable feedback As a reminder information in this survey along with information gathered from other sources is intended for internal use only within Meritus Medical Center and will be used to improve New Manager Orientation for future participants All responses will remain strictly confidential and anonymous
Conclusion
- 1-Title Page
- 2-Table of Contents
- 3-Program Analysis Section
- 4-Program Analysis
- 5-Evaluation Model Table Section
- 6-Evaluation Model Table
- 7-Evaluative Criteria Section
- 8-Evaluative Criteria
- 9-Data Collection Design and Sampling Strategy Section
- 9-Data Collection Design and Sampling Strategy
- 10-Reporting Strategy Table Section
- 10-Reporting Strategy Table
- 11-Appendix
- 11-Concept Map
-
- Slide Number 1
-
- 12-Logics Model
- 13-New Manager Survey_42267623
- 14-Hiring Manager Survey_42286029
- 15-Peer Mentor Survey_42286792
- 16-Key Personnel Survey_42287088
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