Employee Orientation Procedural Manual

Employee Orientation Procedural Manual Length: 4-5 pages Due: Tuesday 3/21 For this assignment, you will write up employee guidelines and procedures for a company familiar to you to be used in an orientation manual. Company manuals, distributed to all new employees, help to orient new workers, while also protecting the company. The company manual outlines important policies and regulations and procedures for workers. Key features of employee manuals include a description of the company, the company’s history, a list of services, products, and divisions, organization charts outlining the company’s personnel hierarchy, and a map of the facility.   For this assignment, however, I would like you to focus on developing procedures/instructions for new employees who will be trained to do the job that you currently do or have done in the past at this company. Please use the document in your book on pages 284-299 (Case Documents 10-1B for illustrations and Case Document 10-2) as a model. Make sure you include the following information in your employee procedural/instruction orientation manual:   • Background/History of Company/Organization/Business • Purpose of Procedural Discussion/Instructions: What do you expect your audience to be able to do once they read your procedures/instructions? • Special knowledge, if any, needed to perform procedure/task. • Required Tools/Materials/Equipment Needed for Performing their Job/s. • Dress code: Please let your employees know what you consider to be professional and appropriate dress in the workplace, and identify any types of clothing that are prohibited. • Safety regulations: Outline any important safety regulations that employees are expected to observe. Safety regulations in an office environment may be as simple as reporting spills. In a manufacturing environment, however, this section might outline regulations about hard hats, safety boots, and protective eyewear. • Headings/Subheadings Outlining Tasks and Steps. • Notes, Warnings, Caution, Danger Labels. • Appropriately Labeled, Captioned and Cited Illustrations. • Information about disciplinary action: Outline what employees can expect should they break any of the rules outlined in the manual. Will there be a face-to-face meeting with the employee for the first infraction, followed by placing the employee on probation? What infractions would be considered serious to lead to employee termination?   In addition to referring to Chapter 10 in your textbook, make sure that you refer to Chapters 5 and 6, as well, which have tips related to visual rhetoric so that you will be able to implement persuasive design elements and clear graphics.   To: New Employees From: John Smith Date: October 19, 2015 Subject: Incident Management Process Model Congratulations on your new career here at North Shore Long Island Jewish Heath Systems (NSLIJHS). We are looking forward to working alongside you and continuing to provide industry leading support to one of the largest hospital chains in the nation. This manual is to properly inform you of the Incident Management processes while working for the Information Technology department within the NSLIJHS. Incident Management process documentation has been created for both functions with Service Operations and has been fully vetted and tested to include tabletops, exercises, and drills. Prerequisites include: Multitasking Basic Computer Troubleshooting Skills Bachelor of Arts or Bachelor of Science degree preferred or other applicable combination of experience and/or training Minimum of two years hands-on experience providing technical support in a Healthcare IT environment  May require local travel between NSLIJHS sites and practices May require minimal other travel for business needs May be required work off-hours 24/7 Support when assigned to rotation In this manual you will find: History of North Shore-LIJ Defining Incident Management Purpose of Incident Management Incident Command Process Alert Type Etiquette How It All Began NSLIJHS began with the merger of the North Shore and Long Island Jewish Health Systems in 1997. NSLIJHS is now considered one of the largest healthcare providers in the New York Metropolitan area with over 560 sites. These sites include 19 hospitals and a combination of multiple urgent care facilities, ambulatory sites and private practices employing nearly 48,000 workers. NSLIJHS is renowned nationwide as a leader in emerging and advancing skills and continuing education of its employees. Furthermore, NSLIJHS annually train over 1500 residents in the medical field and sponsor over 120 accredited graduate medical education programs. What Is Incident Management? The Incident Management team is an elite group of highly trained Incident Commanders responsible for the facilitation of resolutions during critical outages within the NSLIJ Health Systems. Outside of internal and external infrastructure and applications problems, the team also engages in other various situations including but not limited to: Emergency Preparedness Weather Events Natural Disasters Critical Go-lives Enterprise Wide Outages Planned and Unplanned Information Technology (IT) Events The team is also responsible for communications during these outages to technology leadership and clinicians alike. The goal is to drive expeditious resolution times, provide a voice to the clients and minimize total patient care impacts. Perseverance on Incident Management The purpose of the Incident Management process is to ensure a timely resolution of all incidents occurring in the IT environment. More importantly, it is essential that Incident Management communicates the progress of resolution to all who are affected during the complete lifecycle of the incident. The Incident Management Process Model defines all of the triggering events, processes, process steps and process agents responsible for those steps within the Incident Management function. The primary goal for Incident Management is to restore normal service operation as quickly as possible and minimize the adverse impact of an incident on business operations. A basic depiction of the Incident Management process Source: Halkyn Consulting, a company specializing in security and risk management. Processes of an Incident Commander An incident is reported by Incident Management (IM) triggers which include: An influx of calls and/or tickets received to the Help Desk. Calls or email received to the Incident Management hotline or inbox indicating an outage. The Point of Contact (POC) needs to be identified and contacted. This will be in the individual leading the technical resolution from the team to which the incident ticket is assigned to. Upon IM engagement, the Incident Commander (IC) will take ownership and: Open and lead a bridge, record the bridge. Contact technical resources needed for the event and define appropriate parties needed for the event from the critical application list. Introduce yourself as Incident Commander on the call. Conduct roll call and layout guidelines and protocol of the call. Identify an Operations Commander for your call. This will be the person leading the technical efforts (not necessarily performing the technical efforts) and be able to act in a high capacity to provide timely updates and communications as needed. Within 7 minutes, the IC will send: SMS Text to Service Line Executives, Directors and Managers. Work in Progress Alert Managing and handling an incident once it occurs Source: European Union Agency for Network and Information Security. Document timeline of Incident in internal IT Communications and keeps business users informed of the status of the incident. After the 30 minute mark upon initial WIP, an HIOA IS Alert is sent. The technical update should be sent within 15 minutes of HIOA. Exceptions below: The HIOA IS Alert will continue to be distributed every 60 minutes until incident closure. When incident is closed an HIOA IS Alert (Resolved) is sent along with an SMS text to Service Line Executives, Directors, and Managers. In cases where there is a Temporary Resolve with a system-wide outage, the same process will continue every 60 minutes until full resolution. In any other case, IM will contact regional leadership to discuss communication interval and frequency. Once the incident has been resolved, a Root Cause Analysis (RCA) is required or if further long term development work is needed to implement a permanent fix for the incident. A flowchart of the an incident and the lifecycle of an Incident Source: Information Technology Infrastructure Library V3 Intro Overview Alert Type Etiquette Incident Commanders are to always dress business casual unless told otherwise by manager or director. Though most of Incident Management tasks are completed by means of email or phone, Incident Commanders also interact with high-level clientele in person as well. It is recommended (but not necessary) to always wear a tie and look your best. Incident Commanders should refrain from using obscene language while on the phone or on the office, these actions reflect poorly on you as well as the team and disciplinary actions will be taken. Employees who perform such actions will be written up. Any team member who receives two write-ups in one year will be ineligible for movement, promotion or salary raise within the company. Furthermore, any offending member who has exceeded three write-ups in a one-year period will be terminated under any team member who has exceeded three write-ups within a one year period will be terminated. We here at North Shore Long Island Jewish Health Systems are proud to have you on our team. We look forward to the contribution you will be providing to our infrastructure and thank you for all the effort you have and will put forth. Works Cited Personal Experiences References were taken from the NSLIJHS Incident Management Process Script written and revised by Incident Commanders including myself Security Investigations, an essential tool – Halkyn Security Blog. (2011, September 19). Retrieved October 20, 2015. . “Hofstra North Shore-LIJ School of Medicine.” History of the North Shore-LIJ Health System. Ed. Lawrence G. Smith. Web. 20 Oct. 2015. . Information Technology Infrastructure Library V3 Intro Overview Web. 20 Oct. 2015. . “European Union Agency for Network and Information Security.” What This Guide Is about — ENISA. Web. 20 Oct. 2015. .

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