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

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Off to a Great Start!Recruiting, Hiring and
TrainingYour Next AdvisorA Roadmap for Success
390 2007 NACADA Annual Conference
Scott A. CorrellKelly B. Gwilliam
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• 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?

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• 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.
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• 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

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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.

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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)?

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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?

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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

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Six Types of Questions

• Behavioral Questions
• Non-Behavioral Work-Related Questions
• Non-Work Related Questions
• Hypothetical Questions
• Close-Ended Questions
• In General Questions

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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

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Think STAR

• Situation
• Task
• Action
• Result

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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

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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

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Welcome to ASU

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

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• 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

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

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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

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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

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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

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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

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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

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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

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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

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• Question and Answer