a gUIDE TO THE eMPLOYEE oNBOARDING pROCESSA GUIDE TO THE EMPLOYEE ONBOARDING PROCESS VIII. Casework There is a period between the employee’s first day and their readiness to supervise

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A GUIDE TO THE EMPLOYEE ONBOARDING PROCESS

Contents I. Introduction ....................................................................................................................... 3

II. National CASA Standards: Employee Orientation.......................................................... 4

III. Preparing for Employee’s First Day ................................................................................ 5

IV. Critical Orientation Topics ............................................................................................... 6

V. National CASA’s Core Model: A Summary ..................................................................... 7

VI. A Value-Driven Organization ............................................................................................ 8

VII. Organizational Structure .................................................................................................. 9

VIII. Casework ..........................................................................................................................10

IX. Volunteer Screening ........................................................................................................11

X. Training ............................................................................................................................12

XI. Employee Evaluation and Follow Up ..............................................................................14

XII. Employee Orientation, Standards, and Quality Assurance ..........................................15

XIII. Appendices ......................................................................................................................16

Appendix 1: Personnel Orientation Checklists ............................................................................16

Appendix 2: National CASA Core Model.....................................................................................20

Appendix 3: Sample Supervisory and Evaluation Questions.........................................................23

Appendix 4: Buddy Program .....................................................................................................25

Appendix 5: Sample First Day, Week, Month, etc. ......................................................................28

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I. Introduction

You have hired someone you think will be a great fit for your program. Their success as a staff member begins with you and the steps you take to lay a strong foundation upon which they will begin their journey as an employee of your organization.

This Onboarding Manual is focused on the key position in a volunteer organization like CASA; the Advocate Supervisor. A person in this position is the lifeblood of your organization. Their understanding of the varied hats they must wear—from nurturing volunteer relationships to a thorough understanding of the role they play in ensuring program adherence to both Oklahoma statutes and National and State Standards—is a critical component to the overall health and sustainability of a CASA program.

The following pages contain guidance, from the most basic components of bringing someone new into your organization to ensuring they have a working knowledge of the organizational basics.

Finally, in Appendix 1 you will find a Personnel Orientation Checklist. Completion of the items on this checklist, to be signed by the new employee and made part of their personnel record, will not only ensure the meeting of Standard 7D of National CASA’s Local Program Standards for Quality Assurance, but will lend to a strong foundation for the CASA program.

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II. National CASA Standards: Employee Orientation

National CASA Standard 7(D) states:

1. The CASA/GAL program provides new staff orientation introducing the Core Model, Standards for Local Programs, Role of the Local Program, the program’s policies and procedures, including, but not limited to:

a. Information about confidentiality laws and program policies and the staff person’s responsibility to abide by these laws.

b. Information about the program's structure, service mandates, relationship to the court and human resources policies including sexual harassment and non-discrimination policies.

c. Lines of accountability and authority within the program.

d. Information about pertinent laws, regulations, and policies.

e. Demographics of the community and the children served by the program.

f. Job responsibilities and description.

2. Newly hired program directors and volunteer supervisors complete the National CASA/GAL Pre-Service Training within six (6) months of hire.

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III. Preparing for Employee’s First Day

Below is a brief checklist of things to think about in preparing for an employee’s first day.

• Assure background check, application, and documentation of references have been completed.

• Prepare hire for First Day. o When and where to report, parking, etc. o Who to ask for and where to report o Appropriate dress

• Provide position and program information • Set up workspace as move-in ready • Order business cards • Create a first week schedule • Select a “buddy” to mentor the new employee (see Appendix 4) • Register New Hire for Required Oklahoma CASA Training • Enroll New Hire in CASA Volunteer pre-service training

Next, review National CASA Standards and Oklahoma Quality Assurance Requirements for required documentation to be contained in the personnel record. Now is the time to make sure things are in order so the personnel file will be complete. Appendix 1 contains the following for your reference and use:

- Personnel File Contents: This lists items to be kept for each employee and where.

- Personnel File: Orientation Checklist, to be initialed, dated, and signed by new employee upon completion of each component of orientation.

Appendix 5 contains suggested checklists for Employee’s First day, Week and Month, provided as a guide for the ongoing orientation for new staff.

Click here for items in Appendix 1.

Click here for items in Appendix 5.

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IV. Critical Orientation Topics

There are three experience scenarios for those hired for the Advocate Supervisor position.

1. Experience as a CASA volunteer

2. Experience with DHS or another child serving organization

3. Hiring someone with neither of the above

As beneficial as it is to hire someone who already understands CASA and/or issues related to child welfare, if not properly trained, there can be confusion in their role. Regardless of the new employee having the above experience or being fresh to the field, it is essential they are introduced to:

1. The mission of your program

2. The National CASA Core Model

3. National CASA Standards, Section 8: Volunteer Administration

It is critical to ensure new employees understand that CASA is a volunteer organization, and their role is to ensure the provision of quality advocacy by the volunteers they supervise. This structure is why a full caseload for one full-time staff member is 30 volunteers serving on up to 45 cases. It is what makes CASA unique, effective, and financially efficient.

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V. National CASA’s Core Model: A Summary

The National CASA Association core model identifies the foundational elements of CASA/GAL best interest advocacy. This includes our guiding principle, the types of cases served, the primary activities performed by CASA/GAL volunteers, parameters for staff serving cases and the screening, training and supervision requirements.

The National CASA Core Model:

The CASA/GAL program provides screened, trained, and qualified community volunteers to advocate for the best interests of children and youth who are before the court as a result of abuse or neglect as defined by the state child welfare laws, living at home or in out-of-home care. State statute takes precedence if it provides for the CASA/GAL volunteer to take other types of cases.

CASA/GAL best interest advocacy is driven by the guiding principle that children grow and develop best with their family of origin if that can be safely achieved. CASA/GAL volunteers serve children from birth through the age defined by state statute as the limit to youth remaining in care.

CASA/GAL volunteers advocate for children’s best interest through the following activities:

• Information gathering • Visiting the child(ren) at least monthly • Collaborate and coordinate with legal, child welfare and other partners to assure

service provision that is in the child’s best interests • Report to the court with recommendations regarding the child's placement and

needed services • Monitor the case until released by the court • CASA/GAL volunteers are:

o Screened per National CASA/GAL Association Standards o Trained according to National CASA/GAL Training and Facilitation Standards o Supported by staff or peer in accordance with National CASA/GAL

Standards

Recommended Orientation Practice: Provide a copy of the Core Model (Appendix 2). Discuss and Review.

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VI. A Value-Driven Organization

Per National CASA Standard 1 (B), every CASA program must have organizational values. These should be visible, and may be incorporated into job descriptions, the performance review tools you use, etc.

Every employee should know the values established by the Board of Directors, and how those values:

1. are demonstrated in the work the program does

2. impact the way the program interfaces with the community and external stakeholders,

3. defines the internal organizational culture.

Recommended Orientation Practice: Provide a copy of the organization’s values, discuss why they are important, and provide examples of how they are incorporated into the everyday.

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VII. Organizational Structure

What is organizational structure? It is just as it sounds: the components of your organization that guide how the business operates; and how the employee operates within that structure. Items to be reviewed include:

1. Organizational chart and chain of command, including the role of the Board

2. Applicable laws, including confidentiality

3. Policies and Procedures

a. Personnel Handbook: review critical components, have employee review in its entirety and sign the at-will statement and acknowledgement forms.

b. In order for an employee to have a broad understanding of the organization and how it operates, including lines of supervision, at some point in their first month, make available other organizational documents including but not limited to:

1) Bylaws

2) Governance policies

3) Financial policies

By sharing these organizational documents, you are doing your due diligence to inform your employees about critical components of operation. It increases their understanding about everyone’s role and important protective mechanisms such as internal controls and Whistleblower policies.

Recommended Orientation Practice: Provide Personnel Handbook on first day so any questions can be answered and required documents signed. Over the next few weeks as the employee is learning the ropes, share additional items as optional learning.

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VIII. Casework

There is a period between the employee’s first day and their readiness to supervise volunteers. Recommended activities include:

1. Reading case files, beginning to end, getting a better idea of the court process, how a case flows, and the role of the CASA

2. Read and get familiar with the Advocate Supervisor Manual

3. Review National Standards, particularly Section 8: Volunteer Administration

4. Review Pre-Service Curriculum

5. Observe court

6. Volunteer Policies and Procedures

7. Familiarize with program forms, face sheets etc. for case referral, supervision

8. CASA statutes and Title 10A

9. Attend or prepare to attend volunteer training - even if they have already been a CASA volunteer!

10. Attend staffing and family team meetings with other staff members

11. Observe screening interviews

12. Staff cases in the office so the new employee can observe critical thinking and brainstorming for future supervision of volunteers

13. Let the employee be your sidekick: community meetings

14. Other resources such as a local community resource list and contacts of agencies that programs frequently work with

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IX. Volunteer Screening

1. Provide Oklahoma Standardized Screening Protocols

2. Review, answer questions, and explain why each component is important

3. Prepare to conduct screening interviews through observation then participation.

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X. Training

Quality training is the backbone of every CASA program. This is true for staff training as well as volunteer training. Providing an enthusiastic approach to staff receiving training will encourage them to embrace it with vigor. This paves the way for staff to provide high quality training and supervision to volunteers.

Inform employee of Required Trainings: Pre-Service Volunteer Training Length of time: varies Prerequisite: none Summary: 30-hour training through an approved curriculum that prepares volunteer applicants to accept a case as a Court Appointed Special Advocate. Even if the employee has completed this training previously, they must complete it again as a new staff person. This provides a more focused perspective of their supervisory role, and that of the volunteers. Must be completed within 90 days of hire. OPTIMA Modules Length of time: varies Prerequisite: none Summary: New staff members should complete Optima training within first 30 days of hire. This training is provided through Oklahoma CASA in 5 modules (each with their own video and cheat sheet). This training sets the foundation for online data tracking and case information. Completion of the modules and comfort with the Optima software are vital. The modules are (1) Getting Optima Set Up for the First Time, (2) Case Initiation and Maintenance, (3) Case Releasings and Closings, (4) Inquiries and Applications, and (5) Volunteer Records. CASA University Length of time: 2.5 days Prerequisite: Pre-Service Volunteer Training; Onboarding Training (with local program), Optima Module training, reading Advocate Supervisor Manual Summary: CASA University replaces New Hire/Advocate Supervisor Training. New hires should attend the earliest scheduled CASA University following their onboarding. This course is offered 3 times per year and is required for all staff who carry any case-related responsibilities (Directors, Program Managers, Advocate Supervisors, and

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Trainers). Support staff are welcome to attend if space allows. Components of the course include: History of CASA; National CASA Standards & Core Model; Oklahoma Statutes; Role of CASA and Supervisor; Coaching Methods; Logic Model; Screening; Conflicts of Interest; Time Management; and Optima Supervisory Functions. Disproportionality, Disparate Outcomes & Racial Bias Length of time: 1 day Prerequisite: none. Summary: Required within one year of hire for all Directors, Program Managers, Advocate Supervisors, and Advocate Trainers. Course is aimed at examining and changing the attitudes and assumptions that have kept racial inequities in place.

For all employees with Volunteer Training Responsibilities: Required: Training of Facilitators: Level I - Essentials Length of time: 1.5 days Prerequisite: Pre-Service volunteer training; familiarity with National CASA Blended/Flex or Traditional/Classroom Curriculum Summary: TOF Basics is a “101” course that covers the essentials of training such as presentation styles, adult learning principles, and how CASA pre-service training functions. Participants will have the opportunity to facilitate a portion of training to their peers. Successful completion of this course is required to train the National CASA Pre-Service curriculum. Training of Facilitators: Level II – Mastering Facilitator Competencies Length of time: 1.5 days Prerequisite: TOF Basics; Experience facilitating Pre-Service Training Summary: As the name suggests, “TOF Level II” has a deeper focus on the National Facilitator Competencies. Participants can expect study and comparison of National CASA Pre-Service curriculums, opportunities to build upon skills they learned in TOF Essentials and instruction on how to develop improved competency in training delivery.

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XI. Employee Evaluation and Follow Up

Employees need and deserve ongoing supervision and guidance, and this is even more important during the employee orientation/probation period when habits are forming, and additional clarification may be essential.

Regular supervisory meetings and periodic evaluation is not only recommended, but an executive director’s due diligence in HR practice. Remember to not take anything for granted; they may not know as much as you think they do!

When a new employee starts, set clear expectations and gain an understanding of the unique needs the employee has.

Remember to adhere to the program’s policies. If the Personnel Handbook states there is a probation period and a 3 or 6 month evaluation will be conducted, mark your calendar so it will be completed.

See Appendix 3 for sample questions to ask during supervision meetings.

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XII. Employee Orientation, Standards, and Quality Assurance

In order to help facilitate thorough employee orientation, adherence to both National and State Standards, all new employees hired after July 1, 2020 will need to have the completed Orientation Checklist as part of their personnel record for Quality Assurance Review. Failure to do so will result in the program not being in compliance with Oklahoma CASA QA.

See Appendix 1.

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XIII. Appendices

Appendix 1: Personnel Orientation Checklists

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Personnel File: Contents Initial documents- to be completed prior to offer of employment ☐ Application and Resume ☐ Educational Verification ☐ Reference Check documentation (minimum of 3) - to be kept in separate file ☐ Personal interview documentation (in-person) ☐ Background Checks (American Checked “CASA Package”) - to be kept in separate file ☐ DHS CANIS Check – to be kept in separate file ☐ Signed Acceptance Letter (to include pay and compensation information) ☐ Signed Job Description ☐ Signed Acknowledgement of Reading and Understanding Employee Handbook ☐ Signed Confidentiality Form ☐ Signed Conflict of Interest Form (annually) ☐ Signed Mary Rippy Statement ☐ I-9 Forms- to be kept in separate file ☐ New Volunteer Pre-Service Training Documentation (Must complete within 6 months of hire) ☐ Training and/or professional development records ☐ Emergency Contacts ☐ Copy of current driver’s license ☐ Copy of current car insurance verification ☐ Performance evaluations with signature page (annually) ☐ Disciplinary Notices and Documentation ☐ Time and Attendance ☐ Letters of commendation or recommendations ☐ Termination of employment notices ☐ Workers’ compensation claims, if applicable ☐ Child support/garnishments, if applicable ☐ Requests for employment/payroll verification, if applicable ☐ Drug test results, if applicable Additional confidential information to be kept in separate file: ☐ Self-identified disability, veteran or other status records ☐ Medical/insurance forms and records ☐ Internal investigation notes and reports ☐ Litigation-related or legally privileged communications and documents

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Personnel Orientation Checklist

This page is to be completed, initialed, and dated by the new staff member once each item has been completed. I have read and understand and/or received training in the following: ☐ New volunteer pre-service training Initials: __________ Date: __________ ☐ Court observation Initials: __________ Date: __________ ☐ Received new staff orientation introducing the program polices and services to include but

not be limited to; • Information about confidentiality laws and program policies and the staff person’s

responsibility to abide by these laws. • Information about the program’s structure, service mandates, relationship to the

court and human resources policies including sexual harassment and non-discrimination polices

• Lines of accountability within the program • Information about pertinent laws, regulations, and policies • Demographics of the community and the children served by the program • Job responsibilities and description

Initials: __________ Date: __________

☐ Basic Optima training through OK CASA Initials: __________ Date: __________ ☐ NCASA Core Model Initials: __________ Date: __________ ☐ NCASA Standards Initials: __________ Date: __________ ☐ Oklahoma CASA Standards Initials: __________ Date: __________ ☐ Role of the CASA volunteer Initials: __________ Date: __________ ☐ Received Personnel Handbook Initials: _____ Date: __________ Whistleblower Policy _____

Substance Abuse Policy _____

Weapons Policy _____

Transportation Policy _____

☐ Received and read the Advocate Supervisor manual Initials: _____ Date: __________ ☐ Received and read the Optima manual Initials: _____ Date: __________

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ACKNOWLEDGEMENTS

I have received, read and understand:

____ National CASA Standards (specifically standards 7, 10)

____ Oklahoma CASA Standards

____ National CASA Core Model

____ Advocate Supervisor Manual

____ I have received required Optima training through Oklahoma CASA and understand data entry requirements

Completed Optima training on ____________________

__________________________________ ________________________________ Signature of Employee Date __________________________________ ________________________________ Signature of Supervisor Date

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Appendix 2: National CASA Core Model

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National CASA Core Model National CASA Board of Trustees Approved Oct. 11, 2016

The National CASA Association core model identifies the foundational elements of CASA/GAL best interest advocacy. This includes our guiding principle, the types of cases served, the primary activities performed by CASA/GAL volunteers, parameters for staff serving cases and the screening, training and supervision requirements. National CASA assistance and support is limited to core model activities.

The National CASA Core Model:

The CASA/GAL program provides screened, trained, and qualified community volunteers to advocate for the best interests of children and youth who are before the court as a result of abuse or neglect as defined by the state child welfare laws1, living at home or in out-of-home care. State statute takes precedence if it provides for the CASA/GAL volunteer to take other types of cases.

CASA/GAL best interest advocacy is driven by the guiding principle that children grow and develop best with their family of origin if that can be safely achieved. CASA/GAL volunteers serve children from birth through the age defined by state statute as the limit to youth remaining in care. CASA/GAL volunteers advocate for children’s best interest through the following activities:

• Information gathering

• Visit the child at least monthly

• Collaborate and coordinate with legal, child welfare and other partners to assure service provision that is in the child’s best interests

• Report to the court with recommendations regarding the child's placement and needed services

• Monitor the case until released by the court

1 State statute takes precedence if it provides for the CASA/GAL volunteer to take other types of cases. National CASA

assistance and support is limited to work with dependent children who have experienced abuse or neglect. CASA/GAL

staff serving children is kept to a minimum and only occurs under extraordinary circumstances or when mandated. Anyone

serving children must adhere to the service provisions and standards outlined in the core model.

CASA/GAL volunteers are:

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• Screened per National CASA/GAL Association Standards

• Trained according to National CASA/GAL Training and Facilitation Standards

• Supported by staff or peer in accordance with National CASA/GAL Standards

EFFECTIVE DATE: May 10, 2019 (last updated)

APPROVED BY: Tara Perry TITLE: Chief Executive Officer

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Appendix 3: Sample Supervisory and Evaluation Questions

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SAMPLE QUESTIONS FOR EMPLOYEE

First Week Questions (Conducted by supervisor)

• Do you have any questions regarding New Hire Orientation? • Do you need any additional information regarding your benefits? • Do you have all the equipment and/or work tools you need? • What other questions do you have?

Check-in Questions (Conducted by supervisor)

• How is your job going? • Is it what you expected when you were hired? • Any surprises? If yes, what were they? • Has training been helpful? • Is there any training that you are interested in attending? • Has your Buddy been helpful? • Can you suggest any changes for the Buddy program? • Do you know where you stand in terms of your progress since you started

working? • How are your relationships with your co-workers? • Do you have suggestions on how we could improve our work across the

program? • Are there any questions you still have/ is anything still unclear? • Is there something we should be providing to new employees that we have

missed? • Do you feel out of the loop about anything? • Is there anything that you need and to which you don’t have access? • Do you have any general suggestions? • Do you have any general work needs that haven’t been met? • Is there anything you would like to tell me that I have not asked you?

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Appendix 4: Buddy Program

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BUDDY PROGRAM

Role Buddies Play

A new employee’s orientation is greatly enhanced with consistent mentorship, or a “buddy.” A buddy is not a substitute for a supervisor, but someone who can provide guidance and answer the new employee’s questions about the work environment and the workplace culture in a positive and encouraging way. A buddy can relate new employee information to actual situations.

How to Structure a Buddy Assignment

A buddy should build rapport with the new employee by meeting face-to-face and answering questions by email, phone or text message within a reasonable amount of time.

What Makes a Successful Buddy

To be a buddy, an employee must understand the culture, have good interpersonal skills, and want to help. A “buddy” is one who:

• Has time to be accessible to the new employee • Holds a job similar to that of the new employee • Possesses a full understanding of the work environment (min length of service 6

months) • Has a good performance record • Is well regarded by peers • Has good communication and interpersonal skills • Has patience and is empathetic • Has a positive attitude • Possesses a strong sense of confidentiality

The Responsibilities of a Buddy

A buddy should provide as much concise information as possible to help the new employee feel comfortable in his/her work environment. The buddy should be a resource to the new employee on work rules, workplace culture and norms, and unwritten policies and procedures. Other buddy responsibilities:

• Help socialize the new employee with peers, joining them for lunch, etc. • Identify resources in the workplace

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• Provide a tour of the workplace if the supervisor has not already one so • Report any serious issues/concerns to the manager/supervisor • Answer questions and referring the new employee to the appropriate resource • Serve as a mentor to be shadowed in all aspects of the job: meetings with

volunteers, writing court reports, submitting reports, in court, etc. • Instilling a sense of belonging

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Appendix 5: Sample First Day, Week, Month, etc.

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SAMPLE FIRST DAY, WEEK, AND MONTH

DAY 1 – SUPERVISOR

• Meet with new hire • Send welcome email to staff • Answer any immediate questions the employee may have • Tour of the office and introductions • Provide keys, technology, etc. • Give new hire time to get acquainted with his/her workspace

o Log into computer/phone system o Set up email, including signature lines and uniform graphics

• Introduce the “buddy” • Lunch • Review first week and training that will occur and by whom • Provide schedule • Review with employee

o Organizational chart o CASA goals and mission statement o Explain levels of supervision o Review job description o Explain their role and how it fits into program goals, mission and vision. o Program expectations & policies

• Provide manuals, guides, desk manuals for employee to review • Register for CASA University • At the end of the first day, review the day’s activities, discuss next day’s activities

and answer any pending questions.

OFFICE TOUR

• Overview of immediate work area • Restrooms • Break/lunchroom • Kitchen • Supply room • Emergency and first aid supplies • Photocopy and fax machine (instructions on use) • Mail protocols • Emergency Evacuation/Plans

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FIRST WEEK

• Have employee get registered for new volunteer training • Have employee set up benefits (if applicable). Provide them with a copy of the

benefits timeline. • Discuss upcoming events and projects • Review team calendar • Set 30-day priorities • Define individual goals and objectives • Discuss expectations • At the end of the first week, gauge how new employee feels about their first

week. • Welcome and add to CASA Staff Facebook group

FIRST MONTH

• Informal check-ins with new employee • Complete new volunteer training • Complete required optima training • Review the first month • Provide feedback regarding performance • Solicit feedback from employee • Solicit feedback from peers

90 DAYS

• Obtain and provide feedback regarding topics such as performance, attendance, skills and abilities

• Solicit feedback from new employee • Solicit feedback from peers • Determine what additional resources or trainings are necessary for the new

employee • Complete Pre Service Training

WITHIN FIRST SIX MONTHS

• Complete CASA University • Continuing meeting with team member on regular basis • Complete TOF training

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DURING THE FIRST SIX MONTHS TO ONE YEAR

• Regularly meet with the new employees to review progress on goals, review performance and give feedback.

• Ask new hire if there are learning and professional development opportunities that seem interesting to them

• Conduct evaluation period/trial period formal review • Encourage employee to get involved with the community

HELPFUL WEBSITES & LINKS

• National CASA: www.nationalcasagal.org • Oklahoma CASA: www.oklahomacasa.org (the password for the program login

section of the site is: casaprogram)

http://www.nationalcasagal.org/

http://www.oklahomacasa.org/

http://www.oklahomacasa.org/

Documents

a gUIDE TO THE eMPLOYEE oNBOARDING pROCESSA GUIDE TO THE EMPLOYEE ONBOARDING PROCESS VIII. Casework There is a period between the employee’s first day and their readiness to supervise