Onboard, don’t orient, new faculty

Each year 50,000 highly educated, accomplished people with no preparation for most of the tasks that comprise college faculty work will be hired. Typical orientation programs do not meet their needs to provide useful, timely information and skill-building. Onboarding programs are more effective, and the benefits go beyond the faculty

Are There Any Best Practices for Developing Gen Y/Young Professionals?

According to U.S. Census Data, each year 1 million Millennials enter the workforce; nearly 40 percent of the U.S. workforce will be Millennials by 2020. Characterized as remarkably different from Baby Boomers, Gen Y is facing many challenges when it comes to leadership roles. Gen Y leaders are expected to refocus organizations as global forces, develop cultural intelligence, develop strategic thinking and decision-making intelligence, and nurture long-term collaboration.2 Development programs specifically designed for Millennials are necessary to fill the gaps, and are powerful tools for attracting and retaining top young professionals

Formal on-boarding procedures: an implementation model for XYZ Company

Includes bibliographical references

What are Emerging and Proven Techniques to Ensure Orientation to a Company from a Cultural and Tactical Perspective?

[Excerpt] According to a 2017 study of 588 global executives, only 29% of executives felt that their company properly onboarded for culture. More disappointingly the same study found that 69% of new leaders felt that they had a poor grasp on how the organization works. The need to create best in class orientations is clear. New employees must go from onboarding to integration with the company quickly and seamlessly. With the rise of digital platforms and an increasingly global and remote workforce, traditional orientation practices may not make as much sense as they once did. This report will include best practices for digital onboarding techniques, orientation best practices, and case studies around new and exciting innovations in orientation

2015 Greater Washington DC Area State of Mentoring: A Report Assessing the Current State of Mentoring for Young People in Our Region

According to a new study conducted jointly by the United Way of the National Capital Area (United Way NCA) and Deloitte, the Washington, D.C. metro-area may be falling short when it comes to mentoring. According to the Greater Washington, D.C. State of Mentoring Report, 70% of mentoring organizations throughout the National Capital Community responded that they "did not have enough mentors to effectively provide quality mentoring services to young people in their communities."The report also found that the two most prevalent challenges facing mentoring organizations throughout the National Capital Community include funding (72%) and recruitment of enough volunteer mentors (65%). In addition to funding and volunteer mentor recruitment, the study also shows additional challenges facing mentoring organizations servicing the Greater Washington, D.C. metropolitan area. Some of those additional challenges include:58% of organizations noted that they have a wait list of young people who are looking for mentors.48% attributed this wait list to a lack of volunteers signing up to be mentors.Only 51% of mentoring relationships in the Greater Washington, D.C. area lasted more than two years, compared to 69% nationally

Learning the Ropes: A case study of the onboarding process for newly elected city councilors

Locally Elected Officials (LEOs) face a steep learning curve when assimilating to their new roles on municipal councils. Their skills and experience prior to being elected often do not align with the skills required, such as municipal budgeting, navigating intricate government processes, and handling a broad range of constituent feedback. While some training is available through organizations such as the National League of Cities and state Municipal Associations, typically, the newly elected official only receives a brief orientation before they must vote on council business. In the private sector, onboarding is a proven process for assimilating new leaders, reducing the learning curve, and minimizing mistakes. Companies like L’Oréal lead the way with programs that ensure talent retention and help new members become effective in their role. Onboarding is now appearing in the lexicon of nonprofit boards and in local government. Yet, there is still a tremendous gap in the depth and breadth of onboarding provided to locally elected officials and a gap in the research that documents this process. I address the gap by examining the onboarding perceptions and experiences of city councilors in Eastwood*, a mid-sized city in the northeast United States. Through a review of the literature, I created an onboarding best-practices elements framework to analyze the onboarding program in Eastwood. The findings reveal that a comprehensive onboarding program is not in place for the Eastwood Council. However, effective elements of onboarding did include: preparation for the role, relationship building, managing information and communication, and navigating roles, power, and process. Based on their experience, I developed a model for onboarding at the local council level. I recommended the following policy changes: 1) the City of Eastwood should develop a customized onboarding program for its council; 2) the City of Eastwood should continue to invest in and improve technology that supports the council. Finally, the City of Eastwood should collaborate with similar organizations to develop a training program for locally elected officials. While the findings are uniquely relevant to the Eastwood Council, other local governments can draw on the findings and conclusions to guide their own inquiry and identify improvements for their councils. *Eastwood is a pseudony

Understanding the Importance of Onboarding at a Large, Research-Intensive University in Western Canada

Onboarding programs are understood as fundamental training required by a new employee to successfully integrate into an organization and their role. Onboarding programs have been shown to contribute to employee effectiveness and can influence worker retention and impact organizational culture. Yet while onboarding has such a strong impact on many significant factors within an organization, many companies view onboarding as an inconsequential portion of a new employee’s welcome into the institution. In this research study, I engaged in a qualitative, single instrumental case study, collecting onboarding information from a large, research-intensive university in western Canada. This study was guided by one research question: Do current onboarding processes at a large, research-intensive western Canadian university provide unionized administrative and professional staff with the knowledge and skills needed to successfully integrate into the university environment and their new role? The data collection involved semi-structured interviews with nine unionized administrative and professional staff who had worked at the university for one year or less. Research findings highlight some alignment to relevant and contemporary topics as identified within the literature, understood as best practices to ensuring successful onboarding, including pre-onboarding and organizational socialization, while also emphasizing gaps within the process, specifically around interpersonal socialization and organizational culture

Churn: The High Cost of Principal Turnover

This new report challenges the myth that developing a strong principal pipeline is where America should be focused. CHURN reveals the multitude of signicant impacts principal turnover has on schools and school systems -- including teachers and students, and highlights the cost implications of a typical system in churn. This report shows that investing in the backend of principal retention will carry front-end pipeline investments much further, proposing specific solutions to reverse the current flood of leadership out the door

Inclusion and Equity Committee Diverse Recruitment Task Force 2 “Current University Libraries and UNLV Practices”

The Diverse Recruitment Task Force 2 was charged with reviewing current UNLV and UNLV University Libraries best practices and making recommendations to recruit and hire faculty and staff from underrepresented groups. This report is organized into several sections. First, the task force offers specific recommendations for classified staff as the hiring process for classified staff is so different from the process for academic and administrative faculty. Second, the task force would like to point out that if it is the goal of the Libraries to have a staff that more closely resembles the local student population, then the Libraries should focus on local student and staff populations for recruitment and hiring. Finally, the task force offers recommendations that may improve the processes of recruiting, hiring, and retaining academic and administrative faculty