SPEC Kit 323: Socializing New Hires  ·  45
Acclimate to the university, library. Retention. Inclusion.
An effective orientation has a great impact on the new employee’s job satisfaction, helps to get the new hire
successfully acclimated to the agency, and results in better job performance and retention.
Better informed and thus better prepared faculty who understand the promotion and tenure system; faculty who have a
mentor to help acclimate them in addition to their supervisor.
Better informed employees. Improved moral. Faculty librarians who are more likely to succeed in attaining tenure and
Building a common understanding of the library. Retention. Broader knowledge of library.
Employees with adequate knowledge of the organization’s policies and procedures. Good staff retention. Socialized
employees who are effective in a collegial and collaborative work environment. Productive and content employees.
Enhance new hires’ ability to work productively on teams not only with their own departmental colleagues or
supervisors, but also with colleagues library-wide. Decrease learning curve of new hires role recognition and task
expertise. Facilitate the continued professional development of faculty and staff.
Facilitates good working relationships and overall organizational health. Promotes retention. Promotes successful job
Foster inclusive, welcoming environment. Enhances collaboration. Retention.
Gain feedback from new employee participants about how to improve our orientation programs and processes (via
questions asked during the program and responses to the survey). We have an opportunity to update the strategic
message to new employees, e.g., the statistics/measures reported to ARL and shared with others, such as campus
decision-makers, potential donors.
Getting people to fully participate in research and state/national service activities. Assimilate new hires into the
organizational culture. Getting people educated in how the library operates so they can become fully participating
Greater personal satisfaction at work for new & longer-term staff and thus improved performance. Greater efficiency &
effectiveness of staff. Improved retention.
Helps individuals build personal relationships which in turn fosters trust and leads to the sharing of ideas. Improves
productivity and staff morale. Keeps staff engaged which in turn improves services to users and patrons.
Identification with the larger entity. Increased cooperation and cross-functional interaction. Decreased “fit” issues due
to ill-defined culture expectations.
Improves the quality of our services to have trained staff. Increases our success in achieving strategic goals. Increases
employee satisfaction and commitment to the organization; increases retention.
Promoting inclusiveness among staff. Educating staff of other resources. Opportunity for the dean to meet new staff
The library builds strong community. Enhances morale. Creates an engaged and effective workforce.
The library develops a cohort of new people who work together more effectively. The library develops a group of more
engaged, better-informed and loyal professionals. The library retains their best people.
The participants get up to speed on administrative issues faster.
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