Abstract:
This research focuses on a matter of strategic importance for any university, namely talent attraction and retention. The costs of recruitment and induction of new staff in higher education are higher than in others industries (King, Reid, & Wilson, 2018), yet, evidences of successful onboarding of academics are limited. It is not uncommon that academics have negative experience in their new host universities. This results in staff turnover and declining performance and negatively impact on new academics, their colleagues, and universities. While evaluation of boarding programs and experience of new academics are not commonly used as one of key performance indicators, the consequences of not doing it right are alarming (Meyer & Bartels, 2017).
This research reports on the experience of new academics in a large Australian university. While many universities limit their onboarding process by compliance and clarification programs, findings of this study emphasise the importance of tacit knowledge, internal mentoring and networking and on-the-job training. We propose recommendations for a systematic and consistent onboarding process across various faculties, schools and discipline groups.
The presenter will facilitate a discussion of the experience of new academics, their colleagues and line managers in the audience. Microsoft forms will be used to generate and display a “common view” of the participants in the audience.
References
Bauer, T. N. (2010). Onboarding new employees: Maximizing success. In M. S. Taylor, editor, SHRM Foundation.
Frögéli, E., Jenner, B. and Gustavsson, P. (2023). Effectiveness of formal onboarding for facilitating organisational socialisation: A systematic review. PLoS ONE 18 (2): e0281823.
Ibrahim, U. S. G., Yusof, r. B. and Ibrahim, H. I. B. (2022). The role of employee onboarding training program in mitigating deviant workplace behaviour: Job Satisfaction as a Mediator. Global Business and Management Research: An International Journal, 14 (3).
King, V. C., Roed, J., and Wilson, L. (2018). It's Very Different Here: Practice Based Academic Staff Induction and Retention. Journal of Higher Education Policy and Management.
Meyer, A. M. and Bartels, L. K. (2017). The impact of onboarding levels on perceived utility, organisational commitment, organisational support, and job satisfaction. Journal of Organisational Psychology, 17 (5), 10-27.
This research reports on the experience of new academics in a large Australian university. While many universities limit their onboarding process by compliance and clarification programs, findings of this study emphasise the importance of tacit knowledge, internal mentoring and networking and on-the-job training. We propose recommendations for a systematic and consistent onboarding process across various faculties, schools and discipline groups.
The presenter will facilitate a discussion of the experience of new academics, their colleagues and line managers in the audience. Microsoft forms will be used to generate and display a “common view” of the participants in the audience.
References
Bauer, T. N. (2010). Onboarding new employees: Maximizing success. In M. S. Taylor, editor, SHRM Foundation.
Frögéli, E., Jenner, B. and Gustavsson, P. (2023). Effectiveness of formal onboarding for facilitating organisational socialisation: A systematic review. PLoS ONE 18 (2): e0281823.
Ibrahim, U. S. G., Yusof, r. B. and Ibrahim, H. I. B. (2022). The role of employee onboarding training program in mitigating deviant workplace behaviour: Job Satisfaction as a Mediator. Global Business and Management Research: An International Journal, 14 (3).
King, V. C., Roed, J., and Wilson, L. (2018). It's Very Different Here: Practice Based Academic Staff Induction and Retention. Journal of Higher Education Policy and Management.
Meyer, A. M. and Bartels, L. K. (2017). The impact of onboarding levels on perceived utility, organisational commitment, organisational support, and job satisfaction. Journal of Organisational Psychology, 17 (5), 10-27.