Induction trainíng program for new support staff
The main benefit of this practice is that this kind of training improves the efficiency and effectiveness of the support staff work. It also increases the levels of satisfaction of the end-users such as researchers in mobility, international PhD students and academic staff.
This training should be offered to all newcomer staff. It will enhance the procces of introduction to the newcomers and shorter the time for their integration.
As a result the newcomers will be able to engage in the process faster and deliver high-quality service, improving their capacity for the job.
Goals
Improved skills and knowledge Better communication and cooperation Improved quality of service
Basic information
| Categories | Institutional Processes Capacity Building of Support & Management Staff |
|---|---|
| Mobility stages | Institutional setup |
| Delivery schedule | Not defined |
| Importance | Important to have |
| Scale of organizational change |  |
| Target groups | Administrative staff |
|---|
Practice setup
In order to set up this practice, it is necessary to consider the internal plans for new staff appointments, collaborating with the HR department.
Focusing on the main duties and responsibilities of the new staff member, draft a set-up plan, considering:
- A schedule and intensity of the induction program design and delivery
- An update of the list with relevant procedures and internal regulations;
- A "who's doing what" type of map or introduction scheme;
- A check-list with internal support processes (if existing);
- An experienced employee to be responsible for the action appointed;
- A "to-do" / "not-to-do" list when in doubt.
- Access to internal databases (external experts, accommodation providers, health care providers, childcare facilities, external collaborators in the area of social integration of internationals)
- Opportunities for job shadowing
An internal knowledge exchange/communication platform could serve as an optimal tool for instant help in case of any doubts that need to be discussed. It can be just a discussion forum or it can be a more complex platform enabling storage of emails templates to different model situations as well as official replies from respective national authorities on the matters relevant for incoming PhD students and academics (Immigration office, national labour office/agency, social security agency, etc.). Newcomers can greatly benefit from the platform.
Also, FAQs for support staff is a very helpful tool for (but not only) newcomers. Since being revied and proofread they present a reliable source of information.
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Description of collaboration
Practice delivery
During the delivery stage, focus on the specific expectations of the new staff members and fine-tune the staff induction program;
- Start on the "Welcome day", introducing the new staff member to all departments and explaining the main roles and duties. If possible, plan or explore an informal meeting or staff party to introduce the new comers.
- Appoint an experienced colleague to serve as a mentor during the first days.
- Schedule the so called "theoretical" part in less busy hours, introduce a list with relevant procedures and internal regulations.
- Envisage some practical example/role games, plan team-building exercises, involving other colleagues and staff members.
- Provide opportunity to the new staff to engage in job rotation, learning by doing other roles with the support of more experienced colleagues.
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Description of collaboration
Examples of practice
Guidance for new staff
At the University of York, UK, there is established 4-level program for induction of new staff, researchers and managers. Practical and detailed example on how to effectively manage the university staff.