SPEC Kit 323: Socializing New Hires (August 2011)
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SPEC Kit 323: Socializing New Hires · 11 Executive Summary Introduction What comprises socialization in research libraries and archives? Black and Leysen define socialization as “how librarians assimilate the culture, values, and perspectives of the library, the university, and the pro- fession.”1 Ballard and Blessing describe socialization in a broader context as “the process by which em- ployees learn about new jobs, roles, and the culture of workplace.”2 Organizational culture, which has a significant impact on the socialization process, plays several key functions: shaping organizational iden- tity fostering collective commitment building social stability and allowing people to make sense of a new environment.3 Given the challenges that newcomers experience in research libraries and archives, effective socializa- tion is critical. Such challenges may include a highly demanding workload time management communi- cating and working within a large bureaucracy ac- quiring knowledge and skills in specific areas (such as collection development and liaison work) and experi- encing the transition from school-to-work.4 Research libraries and archives have used various strategies to facilitate effective socialization of newcomers. Black and Leysen note that effective recruitment is critical to meaningful socialization, and assert that libraries “are increasingly at a disadvantage if they do not ac- tively work to ensure the best fit between candidate and institutional profile.”5 Janice Simmons-Welburn and William C. Welburn assert that formal orientation programs are an im- portant component of socialization for newcomers, as they satisfy information needs “in the face of un- certainty.”6 Research libraries also use mentoring and residency programs to acclimate newcomers (includ- ing librarians of color).7 Designed to complement SPEC Kit 239, Mentoring Programs in ARL Libraries,8 the SPEC survey on so- cializing new hires explores broader organizational socialization programs and activities in ARL member institutions. The purpose of the survey is to investi- gate the progress made in ARL member organizations to establish or enhance socialization programs and ac- tivities (such as orientation programs, mentoring, resi- dency appointments, and staff development sessions directed at organizational acculturation) for all newly hired, paid employees. It explores the availability and types of programs, activities, and resources currently offered in ARL institutions staff involved in design- ing and coordinating socialization programs and ac- tivities goals and budget for socialization programs length of participation in programs and activities evaluation and assessment of programs and benefits of socialization programs, activities and resources. Availability and Types of Socialization Programs, Activities, and Resources Sixty-five of the 126 ARL member institutions (52%) re- sponded to the survey. Fifty-seven respondents (88%) report offering programs, activities, and/or resources for socializing newly hired, paid employees into their organizations. While eight respondents (12%) report that they do not currently offer socialization programs or activities, some of those institutions nevertheless noted the value and importance of such efforts. For example, one library indicated that planning social- ization programs will be the first priority for a new director of staff development.