Nursing Orientation Team
Providing a sense of security through a structured onboarding process and supporting new colleagues as they settle in—that is the mission of the “Nursing Onboarding Team” at Magdeburg University Medical Center. In this interview, clinical instructor Benjamin Konrad explains why effective onboarding is about much more than simply teaching procedures, and why openness and mutual learning play a central role in the process.
Please introduce yourself briefly: Who are you, and what is your role on the Nursing Orientation Team?
My name is Benjamin Konrad. I completed my training as a healthcare and nursing professional at the Hannover Regional Hospital in Neustadt am Rübenberge. Immediately afterward, I joined Magdeburg University Hospital, where I’ve been working since April 2012. In 2023, I completed my continuing education to become a clinical instructor.
The General Nursing Orientation Team has been in place since January 1, 2025. Currently, there are two of us: I support new employees in the Department of General, Visceral, Vascular, and Transplant Surgery as well as in the Department of Gastroenterology, Hepatology, and Infectious Diseases. My colleague Toni Winter has been with us since October 2025 and oversees the Department of Trauma Surgery, the University Orthopedic Clinic, and the Department of Plastic, Aesthetic, and Hand Surgery. There is a separate team for pediatrics.
Photo: Toni Winter and Benjamin Konrad make up the “Nursing Orientation Team.” Photographer: Melitta Schubert/UMMD
What personally motivated you to become part of the orientation team?
I’m drawn to the diversity of the work. Every new employee brings different experiences, knowledge, and perspectives—which is why no two orientations are alike.
In the process, I’m constantly learning new things myself. I share my knowledge and experience, but I also gain new insights from other facilities, departments, and ways of working—sometimes all it takes is an honest “Why do you actually do it that way?” to rethink a well-established process. This constantly prompts me to question my own actions: Do our processes still make sense? Do they reflect the current state of the art? Or is there a way we can do things better?
What do you think makes for good onboarding in nursing?
Good onboarding first creates a sense of security and then leads, step by step, to independence. New employees know that with us, they can ask questions at any time and receive support when they need it. At the same time, we trust them with more and more responsibilities week by week until they can take on their tasks independently and responsibly.
Here’s an example: A colleague joined us from a smaller hospital and was initially overwhelmed, especially by the digital documentation and the many internal processes. Together, we sorted through the topics, practiced them at a leisurely pace, and regularly discussed what was already going well. By the end of her orientation, she was managing her unit completely on her own and told me how much that initial support had meant to her.
This is made possible above all because we are exempt from regular patient care for this task. Without this exemption, the mentoring would have to be done on the side, in addition to the day-to-day ward routine—which is nearly impossible, especially when the workload is high. We, on the other hand, can set aside specific time to observe developments and stay in dialogue with the new employees and the ward teams.
What challenges do new nursing professionals often face when they start at a large hospital?
Magdeburg University Hospital is a large facility with numerous departments, areas of responsibility, and internal processes. Anyone starting here must first absorb a great deal of information: new team structures, organizational processes, documentation requirements, digital systems, and the specific characteristics of each ward. Even experienced nurses sometimes feel uncertain at the beginning.
This is completely normal: Nursing research describes this initial feeling of being overwhelmed as a predictable part of the transition into a new professional role—not as a personal failure. That’s exactly why we provide structured support during this transition, rather than leaving it to chance.
When we notice that the volume of new information is becoming too much, we work together to bring structure to the process: What’s important right now? What can be explored in more depth later? No one has to know and master everything on the first day or in the first week. Clear priorities, understandable explanations, and regular communication turn a confusing situation into a manageable learning process.
Is there a fixed schedule for orientation, or do you tailor the support to each individual?
We do have a structured framework—but not a rigid plan that’s the same for everyone. How long the onboarding takes depends on the professional experience someone brings and the field they’re coming from—an experienced professional from a related field needs different support than someone who’s just passed their licensing exam or is switching fields entirely.
What is firmly established, however, are the meetings: a detailed one at the beginning and a follow-up meeting after six weeks. During these, we jointly assess their progress—not only in nursing tasks but also in organizational processes, digital documentation, or simply finding their way around the hospital.
What’s important to me here is that we don’t just focus on what’s still missing. It’s just as crucial to recognize existing skills and build on them. Based on this, we tailor our support and regularly check whether the approach we’ve taken still suits the employee and the ward. Our goal: neither to expect too much nor to underestimate existing experience.
What do you think makes for a good welcoming culture in nursing?
First and foremost, there need to be designated points of contact. New employees must know who to turn to with questions, problems, or ideas.
Equally important is the attitude of the entire ward team: welcoming new colleagues with openness and genuine interest, rather than dismissing every new perspective with the phrase, “That’s how we’ve always done it.” It’s precisely these outside perspectives that help a ward move forward.
Ultimately, both sides share the same goal: the new nurse wants to settle in smoothly, and the unit wants to gain a reliable colleague. This shared goal should be evident from day one.
What do you expect from new employees to ensure a successful onboarding process?
Two things above all: openness and the courage to ask questions. No one can know all the procedures when starting at a new hospital, so it’s much better to address uncertainties than to hide them.
It’s also helpful to honestly say what you need: more explanation, more hands-on practice, more feedback. Then we can tailor our support to what’s actually needed—rather than what we merely assume.
Why is it worth starting your professional career at UMMD?
I can speak from personal experience: I joined the University Medical Center right after completing my training—a dedicated onboarding team, as it exists today, wasn’t available to me back then. That’s exactly why I know what a difference a secure, supported start makes, and that’s exactly what new colleagues receive here today.
As a university medical center, we’re at the forefront of current medical and nursing developments, and a large institution like ours offers a wide range of opportunities: diverse departments, areas of responsibility, and opportunities for further training. Anyone who is willing to get involved and continue learning will find plenty of room at UMMD to shape their own long-term career path. I see from my own experience that this works: My journey from a new graduate through clinical mentoring to the onboarding team is the best example of this.