The induction training as an important part of operational integration
The element of induction training, also known as “onboarding”, is the centrepiece of the operational integration of new employees. It is an important phase in which employers can prove their attractiveness and expertise: The better the onboarding is organised and implemented, the faster new employees can provide the desired performance, conflicts can be intercepted and terminations during the probationary period can be prevented.
To this end, it is important as a company to define which information about the specific workplace and which background knowledge about the entire company and operational procedures are important for the new colleague – and how and when this information can be conveyed.
Keep a special eye on onboarding after international recruitment
Like all new employees, employees recruited from abroad must also be introduced to the processes and regulations of a company. In these cases, it will be necessary to adjust the usual process of induction training. Here it is important to consider what further information and inductions are necessary – and how these can be reconciled with the recognition procedure, because the requirements of the recognition process determine the first months after the arrival of nurses recruited from abroad to a considerable extent.
Profit from created structures
In the context of the induction training there is a clear advantage if the job of the integration management department has already been created. An integration manager knows the skills profile of the new employee, the framework conditions of the planned recognition procedure and processes in the company. Together with the welcome mentors, sponsors and practice instructors, a suitable induction training plan can be developed. This procedure can be very complex and should receive the appropriate degree of attention.
You can also find more in-depth information about the topic “integration management” and “mentoring and sponsoring”, in our toolbox.
Using a tiered induction training plan
A tiered induction training plan reacts to the special time between arrival in Germany and full deployment as a nurse. Since most of the internationally recruited new employees are not yet recognised as nurses after entering the country and therefore cannot be used as such on the roster, it is important to support them particularly well during this special time. As an employer, you can achieve this by developing a tiered induction training plan. In two aspects, the host companies can help to shape the framework conditions and take them into consideration in the induction training plan:
Position and status in the workplace
Of course, the internationally recruited employees should be able to work in the position of a nurse as quickly as possible. Only with an appropriate and valid employment contract, could they ultimately be recruited at all. However, until the professional recognition and licence certificate is available, transitional solutions for the positions must be found, since the status of “professional undergoing recognition” does not formally exist. Many companies therefore resort to using the employee as an intern or – if possible – a nursing assistant during this initial phase. It is advisable to focus the induction training plan directly on the requirements of a nurse – even if they are not allowed to perform some duties at the beginning. This can be reflected in a tiered induction training plan – and prevents the new colleagues from having to work their way out of the status of an intern, with which they were previously introduced to the team.
Preparation for professional recognition
Some companies decide to keep the internationally recruited employees out of regular operations as far as possible until professional recognition is completed, thus creating time and space for them to prepare for the knowledge test and language courses. They only get to know their specific team and area of application later. If they choose a professional alignment course, the deployment locations and topics are already structured into the course.
However, the successful completion of a recognition procedure also requires a reasonable degree of appropriate induction training.
Some examples from the practice
In its many years of experience in international recruitment of personnel, the integration team of Münster University Hospital (UKM) noticed big disparities in the practical implementation of everyday nursing care. In order to prepare the new international skilled workers well and professionally for the occupation of nursing in Germany during the time of their professional recognition, skills training days take place in the UKM training centre, even before the first practical deployment.
In a friendly, clear and practical atmosphere, nursing case situations and a wide variety of aids are used to expand on nursing core tasks, such as basic and personal care, mobilisation techniques or how to behave in emergency situations. In the skills training, all international nurses are given the opportunity to practice their nursing skills and ask questions in a protected setting. Furthermore, mutual observations and the exchange of professional experience in the implementation as well as the training of feedback loops take place.
The skills training is led, continuously reflected on and adapted by members of the nursing development department as well as UKM practice instructors. The previous professional experience of the international nurses is actively integrated. The skills training also promotes dialogue and is a lot of fun for everyone involved.
Portal wards for nurses undergoing recognition procedure at the Medical Center Hamburg-Eppendorf (UKE)
The Medical Center Hamburg-Eppendorf (UKE) is trying out a new kind of induction training for its international nurses undergoing recognition procedure with so-called portal wards. An initial implementation of the concept is planned for this year. Almuth Fimmen, nursing educator, and her colleagues run the professional alignment course for international skilled workers at the UKE.
Ms Fimmen explains the concept of the portal wards below.
After the start of the alignment course, the skilled workers undergoing professional recognition stay on the portal ward for three months initially. Then they change to the so-called “target wards”. With the portal wards, the new colleagues are welcomed occupationally, socially and linguistically. There the skilled workers undergoing recognition have the opportunity to get to know the German nursing system, its procedures and structures. The aim is that during their work on a portal ward, the international nurses are supported by a specially appointed practice instructor. They thereby receive insights into important processes, the working environment, patient-based activities, nursing standards, and an introduction to the quality handbook and documentation system. This knowledge is then expanded in the subsequent specialist induction training on the target ward. The background of the concept is above all the fact that the international nurses feel less under pressure and are given time to feel at home in their new country and new culture. With sufficient staff and time capacities, the Medical Center Hamburg-Eppendorf (UKE) aims to make arriving in Germany and the new field of work a sustainably positive and appreciative experience, thereby also promoting good quality care in the long term.
If you have any questions about the concept of the portal wards or want to get in touch with the onboarding AG of the UKE, you can use the following email address:
Almuth Fimmen (Anpassungsqualifikation für Gesundheitsberufe)
a.fimmen@uke.de
Björn Glöer (Stationsleitung Dermatologiestation)
b.gloeer@uke.de
Example of an induction training course for international nurses
The Sana Hospital in Offenbach has developed a concept for the induction of international nursing staff and has been using it very successfully for some time. Further information on the concept can be downloaded here and in the video below.
Preparation for professional recognition
The successful completion of a recognition procedure also requires a considerable amount of appropriate familiarisation.
Some companies decide to keep the internationally recruited employees out of regular operations as much as possible until they have been recognised and admitted to the profession, thus giving them time and space to prepare for the knowledge test and for language courses. They will then only get to know their actual team and their field of work later. If you have chosen the path of an adaptation course, the places of employment and topics are already structured.
You can find more information on the recognition procedure here:
The most important things for your to-do list
Keep in mind that the induction training of internationally recruited nurses via the recognition procedure can take a very long time. Expect that the period from arrival to professional recognition and licence will be up to six months.
Clarify where and how the internationally recruited nurses can work after arrival until they receive full professional recognition and a licence; develop a tiered induction training plan that is based on this. Check whether leave of absence is possible.
The team of contact persons should be included in the development of the induction training plan.
Put the induction training plan in writing – only in this way can you check its strengths and weaknesses again and create transparency for all involved.
Regular feedback rounds during the induction training phases: Ask about the experiences of the new colleagues and the team, and be prepared to adapt the induction training if necessary.
Discuss the opportunities and the limits of the induction training conditions.
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