30 day check in

This is the beginning of a series for the 30/60/90 check-in

Transcript

Choehns: 0:01

Welcome back to Leading Nursing Together, the podcast where we explore the heart of nursing leadership, one meaningful conversation at a time. I'm your host, Michelle Hoen and Tanner's CNE. Today we're gonna be kicking off a new series in the 30, 60, 90 day interview, check-in process, a new nurse's journey. In this first episode, we're gonna dive into the 30 day check-in powerful moment to connect support and truly understand our newest team members, how they are doing, how they are feeling, and if they think that they are fitting in to the current culture. This is just a checkpoint. It's a chance to listen deeply. Build trust and make sure that our nurses feel seen, valued, and supported as they begin their new journey with us here at Tanner. So let's go ahead and get into it. The purpose behind 30 day check-ins is to ensure that our new team member is adjusting well. To see if they've had time to experience the real rhythm of the unit. This check-in scheduled by you, the hiring manager should always happen in person and in a private space. Why? Because this creates a space where people feel safe to speak honestly about the foundation of the healthiness of your team culture. The 30 day conversation should be more than just a checklist. It's a dialogue. It's about trust, empathy, and investing in that long-term success of that new employee. So let's walk through the structure of meeting and talking about the spirit behind each question. First, let's talk about the onboarding experience. We start by asking. How would you rate your onboarding experience so far? Encourage them to be honest. Let them know that we value their feedback because we want to do better for them and for others who join our team. And don't forget to remind them that it is important. To get their feedback so that we can create an even better way to bring someone into our organization. Next, let's start looking at the team integration. This begins by asking, do you feel welcome and supported by your team? This is about the belonging. Do you feel included? Do they know who to go to with questions? Do they have a better connection with one person over the other if they haven't had a chance to connect with others? Now is the time to help facilitate those relationships and make sure that they feel like they are a part of your team. Next would be the training and resources. This is super important for our organization to ensure that we have the training material and the resources necessary to allow a new employee to not only feel welcomed, but also to understand how our hospital works. This. Is the meat of our clinical check-In review competencies together, are there skills that you haven't been signed off on yet? Are there things that you would still like to learn? Is there a way for us to better adapt you to those new learning areas? If there are gaps, ask what stands in the way. Then together you need to co-create an action plan. It's about partnership and not pressure. It's also about are there resources or training that they wish they had that we're still missing? Sometimes just naming what is missing can be a relief, and as leaders it can help us be better. Better prepared and produce better nurses. Workload and expectations. Ask, how do you feel about your workload? Be open to hearing what they might feel overwhelmed with, and if that is the case and they are feeling overwhelmed, help them develop strategies for prioritization and time management. This. Is a time to mentor, to coach, to allow them to feel like they are being heard. Unfortunately, sometimes the workload is what it is, but there might be some tips that we can give them to help them reduce some of the stress that goes with the workload challenges and barriers. Next comes the question about what gets in your way. You might be surprised what you hear. It might be a policy or a piece of equipment, or they may be emotionally overwhelmed. All of it matters, and naming it can not only help them be at ease, but it also, once again, as leaders. Put some insight on if we've created a policy or put something in place that isn't matching with the actual practice that our nurses are using every day. Next, look at the feedback and communication. Have you received enough feedback from me, your preceptors, and the team? These are questions that. You should be asking to ensure that we are training them properly and giving them the feedback that they wanna hear. Feedback is our compass. It helps them reflect on the kind of feedback that is most important and how they would like to receive it. Next, you should ask something like. Do you feel comfortable communicating your concerns? This psychological safety is vital. If we insist here, that is a signal for you as a leader to learn more intentionally. And then finally, and probably most importantly. Is that wellbeing and engagement? Ask gently how are you balancing your work and life so far? And talk to them about the importance of trust, especially with their teammates and providers. Encourage them to join engagement activities. Shared governance or even trying to join the conversation in the break room when someone is at lunch. Connection is a part of resilience within nursing. The 30 day mark is where we can either lose someone or light a fire underneath them. When we take the time to ask the questions with compassion, we communicate something powerful. You matter. Your experience matters, and we are in this together. Remember, this is not just an HR requirement or this isn't just something that we can check off in our checkoff box. This is a leadership action that really, really matters. I hope you have learned a little bit in regards to our 30 day check-In next week, we will talk about our 60 day check-in and how it differs just a little bit. From our 30 day check-in and what we need to be building on with these new employees. Until then, thank you for joining me on this episode of Leaning Nursing Together. I appreciate you taking the time with me today, and I look forward. To speaking with you next week, and until then, lead with compassion, listen with intention, and always keep nursing together.