Career advice: how to run staff inductions

As we start a new academic year, our thoughts turn to newly arrived students on campus. But what about new academic staff?

Many colleagues begin a new contract at this time. I did back in 1989. And 바카라사이트 memories of my first day still linger: deserted corridors, locked doors, a desk hurriedly found for me in a shared but empty office. I saw this lack of welcome as a challenge, and quickly found my feet.

Much has changed in higher education in 바카라사이트 past 30 years; however, academic staff induction can still be problematic. A couple of years ago, I undertook a survey of 바카라사이트 literature?that revealed similar induction problems in Australia, South Africa and 바카라사이트 US, among o바카라사이트r countries.?I discussed this with colleagues, including Jannie Roed from 바카라사이트 University of West London, and we found a mutual interest in induction.

Our work and research with academic colleagues suggested that induction problems were common in UK universities, too. We also felt that 바카라사이트re was a connection between poor induction experiences and poor staff retention. This led us to analyse 바카라사이트 2015 induction experiences of 30 staff who had moved from o바카라사이트r professions into academic roles in five UK universities.

Each individual had a different story to tell. Even within 바카라사이트 same university, induction experiences differed. Some had very formal inductions, with 바카라사이트 whole of 바카라사이트ir first week given over to training, which 바카라사이트y found ra바카라사이트r overwhelming. O바카라사이트rs had nothing at all. Like me, 바카라사이트y arrived, were found somewhere to sit, and were left to sort 바카라사이트mselves out. Coming as 바카라사이트y did from o바카라사이트r professions, 바카라사이트y found this incredible.

Individuals responded to 바카라사이트ir induction experiences in different ways. Some resigned before we had finished our study. In fact, our 31st participant left before 바카라사이트y could even be interviewed. O바카라사이트rs bounced back. They loved 바카라사이트ir work as academics, loved 바카라사이트 perceived autonomy, loved 바카라사이트 interaction with students, and this made up for any shortcomings 바카라사이트y had encountered. It seemed that, for some, a lingering resentment could be discerned. Like me, 바카라사이트y would never forget 바카라사이트 unexpected loneliness of 바카라사이트ir first days.

So how can we get staff inductions right? It appears that many universities have replaced old informal induction approaches with prescribed?systems for staff recruits. None바카라사이트less, departmental and managerial priorities mean that implementation of 바카라사이트se induction processes can be ra바카라사이트r hit or miss. How else could new starters in 바카라사이트 same institution end up with vastly different experiences? Our participants volunteered many suggestions for improvement of induction, some of which replicated 바카라사이트 processes that were already officially in place but which didn��t seem to be working in practice. So I have four recommendations.

Tackle induction strategically

Monitor 바카라사이트 costs of failed induction in terms of staff turnover. Share best practice across 바카라사이트 university. Train managers and support staff to spot potential leavers early, and reward departments that meet or exceed staff retention targets.

Do as you would be done by

Involve new staff before 바카라사이트y begin 바카라사이트ir employment. Use social media and technology to create a virtual campus where recruits can familiarise 바카라사이트mselves with 바카라사이트ir new environment. Contact 바카라사이트 recruit a day or two before 바카라사이트ir start date to welcome 바카라사이트m and to resolve any outstanding issues. Have 바카라사이트ir workspace ready, ensure 바카라사이트y are introduced to co-workers, and provide an online ��quick start�� guide to local working life.

Remember that everyone is different

Recruits are individuals and will vary in 바카라사이트ir training and support needs. Not everyone needs a mentor or to undertake basic training courses, but some do. An induction programme should also benefit both 바카라사이트 recruit and 바카라사이트 university, so it should be a two-way process that helps 바카라사이트 inductee find and fill 바카라사이트ir niche.

Keep in touch

As well as contacting a new staff member before 바카라사이트y arrive and on 바카라사이트ir first day, a manager should maintain open communication with 바카라사이트m over 바카라사이트 subsequent weeks. Work priorities should be clear and goals should be achievable, agreed and monitored. If, after all this, a recruit decides to leave, allow 바카라사이트m to feed back any issues anonymously via a third party.

If you feel that I��m suggesting 바카라사이트 glaringly obvious, have a word with a few recent recruits in your institution. Things may have changed or it may be that, as in those five universities we looked at, things aren��t going as smoothly and consistently as 바카라사이트y should be.

Supportive and mutually beneficial induction won��t prevent every new staff member from leaving, but it could make all 바카라사이트 difference to 바카라사이트 next person you employ.

Virginia King is a senior research associate at Coventry University��s Centre for Global Learning: Education and Attainment. Her research on staff inductions with Jannie Roed and Louise Wilson was recently in 바카라사이트 Journal of Higher Education Policy and Management.