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Off to a Great Start Recruiting, Hiring and Training Your Next Advisor: A Roadmap for Success

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Title: Off to a Great Start Recruiting, Hiring and Training Your Next Advisor: A Roadmap for Success


1
Off to a Great Start!Recruiting, Hiring and
TrainingYour Next AdvisorA Roadmap for Success
390 2007 NACADA Annual Conference
Scott A. CorrellKelly B. Gwilliam
2
  • Think back to the first day of your current job
  • What was it like?
  • What do you remember?
  • Did it meet your expectations?
  • Were you left wanting more?

3
  • Hableys theory of the 3 category training
    approach
  • Concept component
  • Definition and expectations of advising
  • Informational component
  • Rules, regulations, referrals
  • Relationship component
  • Warmth, inviting, etc..

Habley, W. R. Advisor Training in the Context of
a Teaching Enhancement Center. In R. E. Glennen
and F. N. Vowell (Eds.) Academic Advising as a
Comprehensive Campus Process. National Academic
Advising Association Monograph Series No. 2.
Manhattan, KS NACADA 1995.
4
  • Recruiting
  • Posting
  • Where are you posting?
  • Traditional vs. Innovative
  • Consider your budget
  • How long are you keeping it open?
  • Rules and regulations
  • Marketing
  • Diversify your recruitment
  • Target underrepresented populations

5
Profile of Todays Employee
  • Unsettled moves from job-to-job
  • Stays on the job for 3 years
  • Will have 14 jobs in career
  • Those with needed skills can demand special
    perks/wages
  • This means successful recruiting involves
    strategic planning.

6
Your worst interview
  • Think about interview questions you have been
    asked
  • Were there any that did not make sense?
  • Were there any that appeared odd?
  • Were there any that were offensive or
    inappropriate?
  • Were there any that should not have been asked
    (illegal questions)?

7
Are these questions legal?
  • Would you mind if I called you by your first
    name?
  • What foreign languages can you speak and write?
  • Are you a citizen of the US?
  • Do you have home obligations that would interfere
    with working evenings/weekends?
  • What professional societies do you belong to?
  • What recreational clubs do you belong to?
  • Do you have any medical conditions that would
    prevent you from producing quality work?

8
Behavioral Interviewing
  • Past Behavior Predicts Future Behavior
  • Helps interviewer to understand what choices the
    applicant will make in your position
  • Helps to prevent candidates from telling you what
    they want to hear

9
Six Types of Questions
  • Behavioral Questions
  • Non-Behavioral Work-Related Questions
  • Non-Work Related Questions
  • Hypothetical Questions
  • Close-Ended Questions
  • In General Questions

10
Behavioral Interviewing
  • Past Behavior Predicts Future Behavior
  • Helps interviewer to understand what choices the
    applicant will make in your position
  • Helps to prevent candidates from telling you what
    they want to hear

11
Think STAR
  • Situation
  • Task
  • Action
  • Result

12
Other Useful Tools
  • Multi-Level Interview
  • Phone Interview
  • Site Interview
  • Final Interview or Group Interview
  • Presentation or Active Interview
  • Must use relevant grading rubric
  • Must be related to position duties

13
Orientation and Training
  • Acquaint new employees to your institution and
    department
  • Prepare for a new employees arrival
  • Know what resources are available
  • Inform new employee of job processes and
    expectations

14
Welcome to ASU
  • ASU History
  • ASU Today
  • Student profile
  • Mission and Values
  • New American University

15
  • What are the benefits of a successful staff
    orientation and training program?
  • Expedites employees ability to perform and
    contribute
  • Increases employee satisfaction
  • Reduces employee turnover
  • Encourages strong employee performance
  • Strengthens the department
  • Puts the employee at ease during the transition
    process
  • Provides them with the feeling that they made the
    right choice in joining your office/institution

16
  • A successful orientation and training program
    includes 3 critical phases
  • Pre-arrival. . . . . Arrival. . . . .Long-term

17
Pre-Arrival
  • First impressions are formed
  • Interactions should be positive and consistent
  • Send welcome letter to confirm new position
    specifics
  • Call new hire to confirm start date, time,
    location, parking and dress code

18
Pre-Arrival
  • Submit appropriate paperwork to Payroll and
    Benefits Administration
  • Assemble department orientation packet
  • Notify current staff of new hire arrival
  • Select and train an orientation mentor
  • Create department orientation schedule and
    training log
  • Prepare the physical work environment

19
Arrival
  • Most lasting impressions new hires have are of
    how they were treated in their first few weeks on
    the job
  • New hires can see how departments value their
    employees based on these first experiences

20
Arrival During the First Day
  • Follow department orientation packet and training
    log
  • Review specific departmental policies for work
    schedules, sick time, etc.
  • Review functional job description
  • Tour campus and office facilities
  • Take employee to lunch
  • Schedule a feedback session

21
Arrival During the First Week
  • Review department function, mission, vision and
    culture
  • Explain new employees relationship to others in
    the department
  • Describe customer service expectations
  • Insure the employee is trained on safety and
    emergency procedures
  • Review pay policies schedule
  • Set up a group lunch with staff

22
Arrival During the First Month
  • Meet on a regular basis to answer questions to
    insure their level of comfort and skill with
    position according to training log
  • Insure the new employee has signed up for
    benefits
  • Establish performance goals and means of
    evaluation

23
Long-Term
  • Celebrate the completion of the 6 month
    probationary period
  • Regularly review the progress of the employee in
    bi-weekly or monthly one-on-ones
  • Encourage feedback from the employee

24
  • Question and Answer
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