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Starting a new job as a academic librarian is tough. It can be more so whenever the new liaison librarian doesn't have the resources they need to be successful. In this article, the authors discuss using reflective narratives to not only critique a previous onboarding document within the Research and Instruction Services Department at Louisiana State University but to also offer suggestions on ways to improve a system in which they are new hires. Authors anonymized responses from a newly hired cohort of librarians and working alongside the department head, evaluated best practices, and offered evidence-based recommendations on ways to improve the system for all future hires. [ABSTRACT FROM AUTHOR]

Taking the perspective of career choice as a lifelong, iterative, constructive, and agentic process, the present study focuses on the development of vocational aspirations of nursing trainees; that is, thoughts about a long-term perspective in nursing (i.e., persistence), ideas of finishing the training but changing into another profession after some time (i.e., withdrawal), and decisions to terminate the training before completing the programme through a final examination (i.e., dropout). In order to generate detailed insights about the dynamics behind the development of such aspirations during the initial training phase, a qualitative, longitudinal, within-subject study design based on grounded theory was employed. The results mainly show that social interactions with more experienced nurses, practical work experiences, encounters with environments that are either conducive to learning or not, the satisfaction of different needs (e.g., autonomy, competence, belonging, sense of meaningfulness), as well as the associated feelings of well-being affect how vocational aspirations develop over the first year of training. In addition, the study identifies four different patterns of how trainees typically oscillate between thoughts of staying in nursing and leaving the profession in the short or long run: (a) arriving and wanting to stay, (b) staying as a transitional passage, (c) seeking to stay, and (d) exiting as a knee-jerk reaction. The patterns present evidence of a variety of approaches regarding how trainees deal with certain experiences during their training and how the combination of experiences might affect young professionals' subsequent career choices. [ABSTRACT FROM AUTHOR]

Health and social care services are increasingly shaped by the emergence of new digital developments. Research suggests that older adults are less likely to use digital devices and, therefore, risk missing out on essential health and social care services as these become more digital by design. We carried out an exploratory literature review using the terms 'onboarding' and 'offboarding' within the design, engineering, health, and social science literature to understand how researchers are currently thinking about older adults' digital service needs, informed by discussions of stakeholder engagement with older adults in Edinburgh to explore their own experiences of digital transitions. The review process was implemented based on the methodology of Arksey and O'Malley for scoping reviews, and the findings were reported according to the PRISMA-ScR checklist. The databases used were Web of Science, PubMed, CINAHL Plus, IEEE Xplore, Engineering Village, PsycINFO, ASSIA and ACM. In total, 18 studies were finally included. Our findings show different interpretations of onboarding across disciplines and a lack of use of offboarding in the design of digital interventions. Additionally, our findings reveal inequalities in digital onboarding, as evidenced by the limited number of studies. Finally, we share a snapshot of our findings, together with reflections on interdisciplinary and collaborative processes. [ABSTRACT FROM AUTHOR]

Aim: This literature review examined the impact of the orientation or onboarding programs on the transition of foreign‐educated nurses to a US healthcare setting and factors influencing their transition. Background: Recruitment of foreign‐educated nurses has been a solution to the ongoing nursing workforce shortage in the United States. However, they face various challenges in their transition to employment in the United States. Adequate orientation and continued support are needed for the successful transition of foreign‐educated nurses. Methods: A systematic literature search was conducted in 2022 across PubMed, CINAHL, Academic Search Complete, Google Scholar, and MEDLINE databases. This review selected only articles published between 2015 and 2022 in English that addressed foreign‐educated nurses' transition issues in US healthcare settings. The review followed the Preferred Reporting Items for Systematic Reviews and Meta‐Analyses guidelines. The quality of the articles was appraised using the John Hopkins Evidence‐based Practice tool. Results: This review of 14 articles revealed that the quality of orientation and organizational support were positively associated with foreign‐educated nurses' job satisfaction and turnover. Factors influencing foreign‐educated nurses' transition included peer support, job assignment and workload, credentialing, communication and cultural adjustment, psychological factors, safety perceptions, work environment, and coping strategies. Discussion: There was a lack of literature that evaluated orientation or onboarding programs for foreign‐educated nurses. Further research is needed to explore the effectiveness of supportive programs in promoting their smooth transition. Implications for nursing practice and policy: Efficient onboarding or orientation programs and policies for foreign‐educated nurses are crucial, considering the factors influencing their transition. Good programs and policies that prioritize the support, integration, and professional development of FENs will help maximize their contributions to health care. [ABSTRACT FROM AUTHOR]

In the context of war and economic instability, social enterprises in Ukraine face numerous challenges, including limited resources and the need for a special approach in the human resources area. These factors make an effective system of employee adaptation crucial for ensuring the stability and sustainable growth of such enterprises. The article aimed to study and analyse the main tools and approaches for assessing the effectiveness of the staff adaptation system in the context of social enterprises. To achieve this goal, the methods of analysis, synthesis and content analysis were used to systematise existing scientific data. The study found that well-organised staff adaptation system helps to reduce staff turnover, increase productivity and engage employees in the social mission of the enterprise. The analysis of scientific works has identified the key factors of successful personnel adaptation under martial law, as well as the main challenges and risks faced by newcomers. The essence of assessing the effectiveness of the adaptation system is revealed, the priority criteria and tools for its evaluation, their advantages and risks are identified. The need for regular assessment of the socio-psychological climate and the level of professional training was justified. The most priority criteria and tools for assessing the effectiveness of the staff adaptation system are highlighted. The objective and subjective results of the assessment are considered, on the basis of which recommendations to improve the adaptation processes in enterprises are developed. The practical value of the study lies in the development of specific recommendations for assessing and optimising adaptation processes in social enterprises, ensuring their stability and success even in conditions of war and limited resources; the results of the study can be used in business opera-tions, particularly in social enterprises of various ownership forms, to improve the efficiency of decisions in the human resources area

Software systems are often maintained by a group of experienced software developers in order to ensure that faults that may bring the system down are less likely. Large turnover in organizations such as CERN makes it important to think of ways of onboarding newcomers on a technical project rapidly. This paper focuses on optimizing the way that people get up-to-speed on the business logic and technologies used on the project by using a knowledge-imbued large language model that is enhanced using domain-specific knowledge from the group or team's internal documentation. The novelty of this approach is the gathering of all of these different open-source methods for developing a chatbot and using it in an industrial use-case. [ABSTRACT FROM AUTHOR]

Purpose: The aim of this article is to indicate to what extent an organization hiring new employees is able to prepare an individualized, inclusive onboarding process for a diverse workforce; to what extent is it necessary, and to what extent is it possible, so that each new employee efficiently find themselves in the new workplace, but also has the feeling that the organization wants to use their potential and talents. Design/methodology/approach: The objectives are achieved by the analysis of existing scientific literature and research. The theoretical scope is to discuss the possibilities of introducing organizational culture efficiently during the process of onboarding and still make the process inclusive. Findings: It was found that to make the newcomer become truly included in the organization and connected to its social life it is necessary for the organization to pay attention to all four phases and prepare practical solutions to: compliance, clarity, culture and then connection. Practical implications: The implications for business comprise two ideas how to prepare inclusive onboarding in the organisations. Originality/value: The paper is addressed to HR specialists (practitioners) and also to researchers to check in practice the proposed approach. [ABSTRACT FROM AUTHOR]

Purpose: In today's dynamic business environment, the ability to build a competitive advantage is highly important. This can be achieved by employing high-quality specialists. After signing an employment contract, it is also crucial to introduce the new employee to their duties and conduct an acclimatization process to retain the employee and fully utilize their competencies and skills. The onboarding process is designed to help integrate the employee into the company. The purpose of this paper is to analyze the understanding of the concept of onboarding by HR specialists and to diagnose their business expectations regarding a properly conducted onboarding process in the organization. Design/methodology/approach: The research objectives were achieved through a literature review and in-depth individual interviews (IDI) that were partially structured. This approach provided a comprehensive understanding of the theoretical and practical aspects of onboarding. Findings: The results of the research allowed for an updated definition of onboarding and a synthetic analysis of its understanding between scientific sources and the perceptions of HR department employees. The research identified the challenges that businesses face in ensuring the onboarding process is successfully conducted. Research limitations/implications: Certain limitations exist, such as the non-random selection of the research sample and the subjective nature of the respondents. However, the authors believe that the findings provide valuable insights that can serve as a basis for further research. Practical implications: The study provides important guidelines that can inform the practice of onboarding, aiding HR departments in improving their processes to better integrate new employees and harness their full potential. Social implications: The findings could influence public attitudes towards onboarding practices and potentially shape corporate social responsibility policies, improving the quality of life for new employees by ensuring they are effectively integrated into their new work environments. Originality/value: This paper offers original scientific value by synthesizing existing definitions of onboarding from the literature and comparing them with practical approaches used by HR specialists. The insights gained are valuable to both academics and HR practitioners. [ABSTRACT FROM AUTHOR]

With resource sharing staff staying an average of 3-5 years, capturing policies and procedures to facilitate onboarding and strengthen institutional memory is key in building consistent workflows. Creating documentation was a multi-stage process executed over several years. Initially, the staff supervisor wrote office policies and assigned staff to write step-by-step guides for common workflows. These were kept in shared storage and evaluated and updated periodically. During pandemic closures, mind-mapping in MindManager aided gap analysis to prioritize areas of the workflow not yet documented. Most recently, this documentation moved into Microsoft Teams which both limits inadvertent alteration and facilitates searchability. [ABSTRACT FROM AUTHOR]

This article describes standardizing ambulatory oncology nursing orientation within an academic comprehensive cancer center to reduce turnover rates. The nursing professional development specialist created a standardized orientation using templates to ensure consistency and diseasespecific experiences because this center is organized into 17 interprofessional disease teams. [ABSTRACT FROM AUTHOR]

To meet onboarding training needs of pediatric radiology nurses, one organization implemented a training program for experienced nurses changing specialties. System-level and department-specific training, preceptor enhancements, and a new orientation framework created a standardized onboarding process. After implementation, voluntary turnover decreased. Additionally, new hire satisfaction with their onboarding process and training improved. • Implement pediatric radiology training for nurses transitioning from adult practice. • Multipronged approach: system-level and department-specific training. • Clinical orientation and new framework reduce turnover, increase satisfaction. • Ongoing evaluation to address experienced nurses' needs in the program. [ABSTRACT FROM AUTHOR]

Immersive events are becoming increasingly popular, allowing multiple people to experience a range of VR content simultaneously. Onboarders help people do VR experiences in these situations. Controlling VR headsets for others without physically having to put them on first is an important requirement here, as it streamlines the onboarding process and maximizes the number of viewers. Current off-the-shelf solutions require headsets to be connected to a cloud-based app via an active internet connection, which can be problematic in some locations. To address this challenge, we present Story Starter, a solution that enables the control of VR headsets without an active internet connection. Story Starter can start, stop, and install VR experiences, adjust device volume, and display information such as remaining battery life. We developed Story Starter in response to the UK-wide StoryTrails tour in the summer of 2022, which was held across 15 locations and attracted thousands of attendees who experienced a range of immersive content, including six VR experiences. Story Starter helped streamline the onboarding process by allowing onboarders to avoid putting the headset on themselves to complete routine tasks such as selecting and starting experiences, thereby minimizing COVID risks. Another benefit of not needing an active internet connection was that our headsets did not automatically update at inconvenient times, which we have found sometimes to break experiences. Converging evidence suggests that Story Starter was well-received and reliable. However, we also acknowledge some limitations of the solution and discuss several next steps we are considering. [ABSTRACT FROM AUTHOR]

Extending research on realistic job previews (RJPs) and signaling theory, we propose realistic previews of onboarding as an essential, but often overlooked, component of RJPs, particularly in situations for which there may be unique, challenging, or displeasing aspects of the newcomer onboarding experience. Using a sample of over 200 working adults in various industries, we empirically tested two mechanisms explaining the effects of realistic onboarding preview during the recruitment phase—the self-selection effect and adjustment of expectations effect—in a randomized vignette experiment. We found realistic previews of a potentially disagreeable onboarding period increased withdrawal of candidacy decisions of participants and lowered their expectations. Our findings suggest that a realistic onboarding preview as part of the RJP has a significant impact on both the decision to stay in (vs. drop out of) a candidate pool as well as candidates' expectations regarding the hiring organization. [ABSTRACT FROM AUTHOR]

Custodians and asset servicers continue to face headwinds from a tough macro environment and changing regulatory landscape, while being at the cusp of seismic technology changes. This includes artificial intelligence (AI), large language models (LLM) and digital ledger technology (DLT) that are delivering ground-breaking insights from vast data sources and enabling digitisation of assets that can redefine value chains. The securities services industry is constantly challenged to get the right balance between providing robust and efficient core services and innovative solutions for the future. So, amid the deluge, where should these institutions focus attention to service evolving client needs and sharpen their competitive differentiation? Should companies prioritise new value creation in core services by continuing to focus on data quality, efficiency, risk reduction and resilience initiatives using latest technologies such as AI and machine learning (ML)? Or should they focus more on augmenting the client experience with newer datadriven services and insights? Is a data-sharing and collaboration-driven platform and ecosystembased approach going to drive the future? This paper touches on some of the considerations and strategies that custodians are focusing on today to achieve client-oriented differentiation in custody and asset servicing. [ABSTRACT FROM AUTHOR]

The aim of the article is to substantiate the theoretical foundations and modern approaches to adaptation and retention of staff in the period of crisis transformations in business. Analyzing, systematizing and summarizing the scientific works of many scholars, approaches to the interpretation of the concepts of «adaptation» and «onboarding» were considered, the main goals of staff adaptation were presented, and modern approaches to carrying out adaptive measures at domestic enterprises were presented. Thus, in modern business, onboarding approaches are classified into three types: optical, army, and partnership. As a result of the study, a list of measures to ensure the effective adaptation of employees in the crisis period of business development has been allocated. A list of key methods by which it is expedient to assess the effectiveness of adaptive measures in crisis periods of domestic business has also been formed. These are the following methods: eNPS (Employee Net Promoter Score); Q12; 360-degree method; matrix method; evaluation of the effectiveness of communication; assessment of the fulfillment of tasks/achievement of goals; method of incentive assessments; DISC methodology; HOGAN methodology. The criteria of the modern system of adaptation are defined, in particular: reducing the cost of finding new personnel; reducing staff turnover in the first or second month and in the first year of operation, given the fact that since the beginning of the russian full-scale invasion, businesses have mostly focused on short-term results; reducing the time to reach the point of profitability for new employees; reducing the number of conflict situations and tension in teams. A list of measures has been formed that are designed to help optimize the procedure for staff adaptation and retention during the crisis in the economy. A list of recommendations for business regarding staff management under martial law is provided.

The purpose of the article is to define the differences between the concepts of «onboarding» and «adaptation», the tasks and methods of onboarding, as well as to define the concept of onboarding as a process that ensures the effective adaptation of new employees. Nowadays, modern business is impossible without human resources. The labor market, acquaintances, interviews – all this facilitates the rapid search for new employees who can take a certain place in the organization. But can a new employee quickly adapt to a new environment and start performing tasks without financial losses for the organization during the adaptation period of the employee himself/herself? Experience shows that some employees who are on probation or have just started working cannot agree to the conditions and resign only because of difficulties in the process of adapting to the new environment. That is why both small organizations and large companies should pay attention to the importance and role of onboarding in retaining new employees for a long period of time. Some HR specialists and part of the scientific community equate onboarding with adaptation. We have identified the differences between these concepts, because, in our opinion, adaptation is a component of the staff onboarding process. The processes associated with onboarding are preboarding, offboarding, and crossboarding. The period when after the final interview and before the «newcomer» begins to perform functional duties is called preboarding. If the onboarding process still fails at the enterprise, the HR team prepares for the offboarding (dismissal) process. And if new opportunities open up for the «newcomer», then the process of crossboarding is irreversible, which ensures the successful adaptation of the employee in a new position, but within the same enterprise. Well-defined tasks and methods for implementing onboarding make it possible to reduce staff turnover among «newcomers» to enterprises. And its essence substantiates the expediency and effectiveness of onboarding in the process of personnel management in general.

Immersive events are becoming increasingly popular, allowing multiple people to experience a range of VR content simultaneously. Onboarders help people do VR experiences in these situations. Controlling VR headsets for others without physically having to put them on first is an important requirement here, as it streamlines the onboarding process and maximizes the number of viewers. Current off-the-shelf solutions require headsets to be connected to a cloud-based app via an active internet connection, which can be problematic in some locations. To address this challenge, we present Story Starter, a solution that enables the control of VR headsets without an active internet connection. Story Starter can start, stop, and install VR experiences, adjust device volume, and display information such as remaining battery life. We developed Story Starter in response to the UK-wide StoryTrails tour in the summer of 2022, which was held across 15 locations and attracted thousands of attendees who experienced a range of immersive content, including six VR experiences. Story Starter helped streamline the onboarding process by allowing onboarders to avoid putting the headset on themselves to complete routine tasks such as selecting and starting experiences, thereby minimizing COVID risks. Another benefit of not needing an active internet connection was that our headsets did not automatically update at inconvenient times, which we have found sometimes to break experiences. Converging evidence suggests that Story Starter was well-received and reliable. However, we also acknowledge some limitations of the solution and discuss several next steps we are considering.

The effective training of salespeople is crucial to a firm's success; there is arguably no more critical type of training than a salesperson's onboarding. In this study, the authors leverage a natural field experiment in which a firm's newly hired salespeople can undergo onboarding through either a decentralized program or a centralized program to examine the relative impact of each program. Drawing on organizational socialization theory, the authors consider whether an onboarding program that incorporates both individualized and institutionalized socialization tactics (the decentralized program) can develop salespeople into higher performers by encouraging them to take a more innovative and adaptive approach to different facets of the sales role. The findings reveal that salespeople who underwent the decentralized program achieved approximately 23.5% higher sales performance than those who underwent the centralized program. The performance benefits of the decentralized program were amplified for salespeople whose managers had a narrower span of control. In addition, these performance benefits were appreciable for those salespeople transitioning from another job but negligible for those transitioning from school. A scenario-based experiment enriches the field experiment's findings by showing evidence of the theorized mechanism underlying the sales performance benefits observed: the fostering of an innovative role orientation. [ABSTRACT FROM AUTHOR]

AbstractThis study provides a comprehensive review of the intellectual structure and current dynamics of onboarding and socialization research. Using the Web of Science (WoS) database, we found 452 research articles that met the inclusion criteria. Biblioshiny R-package and VOSviewer were used for the bibliometric analysis. We lay out the most prolific authors, journals, institutions and articles in this rapidly growing field. We find that current research is scattered all over different topics and disciplines. We identify five research fronts that authors have pursued in the last 5 years. Researchers have focused on: psychological contracts; the role of networks and relationship building; the changing work contexts in which organizational socialization takes place; the effects of newcomer proactivity and interactions with supervisors; onboarding in distinct areas like software engineering. Promising research avenues in this field can be distinguished in: different groups of newcomers; examining interactive effects between newcomers and socialization agents; and analyzing the evolving area of digital and virtual onboarding and organizational socialization.

Purpose This article provides an overview of changes implemented at an academic medical center to reduce pharmacy technician turnover. Summary Pharmacy technician turnover has been a problem for years. Technicians come and go; they move on to other positions, and continuous turnover is an avoidable expense. With greater focus on creating a successful onboarding experience for newly hired technicians, turnover should decrease and satisfaction and engagement should increase. When a newly hired technician leaves a department within the first year, it can have a negative impact on the engagement of the remaining technicians who spent time training new hires in how to complete tasks, mentoring them, and incorporating them into the team. Creating a positive onboarding experience will decrease expenses accrued and minimize wasted resources and staff time dedicated to a technician who will not be around in 6 months to 1 year. At M Health Fairview, a Minneapolis, MN–based health system, technician retention has been improved through a standardized approach to onboarding and orientation, including creation of the new staff role of technician success and onboarding coordinator (TSOC). Conclusion A standard approach to onboarding pharmacy technicians and integrating them into the pharmacy department has proven to be essential to technician retention at M Health Fairview. To get started, it is important to find the right person for the TSOC role to coordinate successful onboarding of newly hired pharmacy technicians. That person should be an individual with passion to engage and inspire newly hired technicians, with several years of experience, and with the ability to cascade knowledge. [ABSTRACT FROM AUTHOR]

BACKGROUND: BACKGROUND: Research investigating the implicit bias of employers towards individuals with disabilities emphasizes the importance of increased attention to implicit bias in the workplace. Previous research supports the use of trainings to promote awareness and education of implicit and explicit bias toward people with disabilities among employers. OBJECTIVE: The purpose of the current study was to better understand employers’ stigmatizing attitudes toward individuals with disabilities and develop effective strategies to increase awareness and knowledge related to these negative attitudes. METHODS: Two focus groups of HR professionals were conducted to investigate guidelines and content areas that should be included in training. Data was analyzed using qualitative content analysis (QCA) methodology. RESULTS: Researchers identified four major themes regarding guidelines for training development: 1) educational information on implicit and explicit bias, 2) disability inclusion information and strategies, 3) consideration of multiple learning modalities, and 4) case studies. CONCLUSION: Training interventions incorporating these needs and preferences of HR professionals may more effectively increase awareness of implicit bias in the workplace. Sharing evidence regarding implicit and explicit bias, along with current information on disability inclusion, while using varied instructional strategies may lead to a reduction in disability-related stigma and discrimination in the workplace. [ABSTRACT FROM AUTHOR]

Sessional academics undertake a large proportion of teaching and marking and are essential for current university structures and student success. Employment of sessional academics has primarily been driven by cost savings and flexibility in hiring practices for employers, in addition to managing academic staffing shortages. Despite the increase in sessional employment, little is known about the experience of sessional academics regarding support and processes for integrating them into university structures. This scoping review focused on identifying the facilitators and barriers experienced by sessional academics during the onboarding process. Two university departments that can contribute to improving the onboarding process are identified: human resources and the individual academic unit. Six subthemes were identified during the literature analysis to support onboarding: contractual, orientation, resources, communication, mentoring and belonging. These themes have been explored and discussed and key recommendations have been made for policymakers and managers, with further research proposed. [ABSTRACT FROM AUTHOR]

The Attraction-Selection-Attrition (ASA) model is a prominent framework for supporting employee retention, stating that organisations attract, select, and retain people who share their values. However, the ASA model only extends to the end of the recruitment stage and lacks clarity on how to assist newcomers in the assimilation process when they first join the organisation. This research proposed a refinement of the ASA paradigm by incorporating the assimilation process of new hires into the new school culture and environment. This study employed a qualitative research approach by interviewing ten participants about the retention process from high teacher retention international schools in Malaysia. Thematic data analysis revealed a new paradigm, 'Attraction-Selection-Onboarding-Retention (ASOR), ' designed to increase teacher retention in international schools. The ASOR model could assist school administrators and human resource managers working in a related setting in properly engaging the workforce to increase teacher retention. This would benefit school sustainability, performance and the local community's economy. [ABSTRACT FROM AUTHOR]

Driven by the Industry 4.0 paradigm and the resulting demand for connectivity in industrial networking, there is a convergence of formerly isolated operational technology and information technology networks. This convergence leads to attack surfaces on industrial networks. Therefore, a holistic approach of countermeasures is needed to protect against cyber attacks. One element of these countermeasures is the use of certificate-based authentication for industrial components communicating on the field level. This in turn requires the management of certificates, private keys, and trust anchors in the communication endpoints. The work at hand surveys the topic of certificate management in industrial networking environments throughout their life cycle, from manufacturing until their disposal. To the best of the authors' knowledge, there is no work yet that surveys the topic of certificate management in industrial networking environments. The work at hand considers contributions from research papers, industrial communication standards, and contributions that originate from the IT domain. In total, 2042 results from IEEE Xplore, Science Direct, Scopus, and Springer Link were taken into account. After applying inclusion and exclusion criteria and title, abstract, and full-text analysis, 20 contributions from research papers were selected. In addition to the presentation of their key contributions, the work at hand provides a synopsis that compares the overarching aspects. This comprises different proposed entity architectures, certificate management functions, involvement of different stakeholders, and consideration of life cycle stages. Finally, research gaps that are to be filled by further work are identified. While the topic of certificate management has already been addressed by the IT domain, its incorporation into industrial communication standards began significantly later and is still the subject of research work. [ABSTRACT FROM AUTHOR]

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Simple Summary: Venetoclax has proven a viable option for treatment of chronic lymphocytic leukemia (CLL), with high response rates and a generally manageable safety profile. Management considerations associated with venetoclax initiation include the risk of tumor lysis syndrome (TLS), which requires close attention and prompt management. Administration of venetoclax in a safe manner through a slow ramping up of the dose over a 5-week period, along with proper assessment, preparation, and initiation, are essential and have been successful in reducing the risk of TLS in patients with CLL. This review summarizes hypothetical patient case scenarios and emphasizes the importance of a collaborative team effort, with perspectives from highly respected clinicians in the field offering invaluable insight for optimal patient care and treatment strategies. Venetoclax, a highly selective, oral B-cell lymphoma 2 inhibitor, provides a robust targeted-therapy option for the treatment of chronic lymphocytic leukemia (CLL), including patients with high-risk del(17p)/mutated-TP53 and immunoglobulin heavy variable region unmutated CLL and those refractory to chemoimmunotherapy across all age groups. Due to the potent pro-apoptotic effect of venetoclax, treatment initiation carries a risk of tumor lysis syndrome (TLS). Prompt and appropriate management is needed to limit clinical TLS, which may entail serious adverse events and death. Venetoclax ramp-up involves gradual, stepwise increases in daily venetoclax dosing from 20 mg to 400 mg (target dose) over 5 weeks; adherence to on-label scheduling provides a tumor debulking phase, reducing the risk of TLS. The key components of safe venetoclax therapy involve assessment (radiographic evaluation and baseline blood chemistry), preparation (adequate hydration), and initiation (blood chemistry monitoring). In addition to summarizing the evidence for venetoclax's efficacy and safety, this review uses hypothetical patient scenarios based on risk level for TLS (high, medium, low) to share the authors' clinical experience with venetoclax initiation and present global approaches utilized in various treatment settings. These hypothetical scenarios highlight the importance of a multidisciplinary approach and shared decision-making, outlining best practices for venetoclax initiation and overall optimal treatment strategies in patients with CLL. [ABSTRACT FROM AUTHOR]

Why are Generation Z employees quiet quitting? A potential answer is related to Generation Z disen-gagement. Quiet quitting is troublesome for com-panies with growing numbers of young recruits checking out emotionally from work. Literature about aggrieved company cultures discusses quiet quitting, the name Generation Z employees use for a form of disengagement. Nevertheless, there is a lack of empirical research on Generation Z disengagement. Moreover, there is a lack of qualitative research on quiet quitting and disengagement in general with existing recommendations originating from quantitative studies that do not examine the core nature of the phenomenon. The original-ity of the research stems from studying two interrelated issues: the characteristics of Generation Z disengagement and the characteristics of Genera-ion Z employee integration frameworks that consider their employee lifecycle. This paper discusses quiet quitting as a form of Kahn’s (1990) disengagement and a dimension of Generation Z’s exit, voice, loyalty, neglect (EVLN) model characteristic. The study follows a qualitative methodology. Firstly, grounded theory is employed to extract data from Generation Z employees and their managers and compare perceptions of the former’s disengagement and engagement. The research sample consisted of 75 participants. Secondly, unstructured observation was employed through a cohort longitudinal study of ten Generation Z employees at work over two years. The lifecycle of Generation Z employees is shown to be approximately one year. The research illustrates the Generation Z employee lifecycle curve and classifies the Generation Z employee engagement phases. Moreover, the study introduces a framework for integrating Generation Z within companies.

Background: Professional nurses relocate to foreign countries as expatriate nurses due to host countries' push or pull factors. Preceptorship programs are designed to support newly hired nurses in transitioning into a new health-care environment. Aims: This study aimed to understand expatriate professional nurses' preceptorship experiences in a tertiary hospital in Riyadh, Saudi Arabia, with the goal of providing recommendations to enhance the preceptorship program and facilitate better adaptation among expatriate nurses. Setting and Design: This study was conducted at a tertiary military hospital in Riyadh, Saudi Arabia, and employed a phenomenological research approach. Materials and Methods: Based on inclusion criteria, ten expatriate professional nurses were selected by purposive sampling. Data were collected through unstructured, audio-recorded, verbatim transcribed interviews, observations, and field notes. Statistical Analysis: Colaizzi's seven-step methodology was employed for data analysis. Results: The results identified three themes: (1) participants experienced both positive and negative aspects of preceptorship, encountering personal adjustment challenges and issues with the initial orientation program; (2) preceptors' abilities and dedication played a crucial role in assisting participants in adjusting to their new workplace; and (3) participants reflected on their preceptorship experience, expressing their expectations and opinions of the preceptorship program. Conclusions: Preceptorship is an effective onboarding strategy to support expatriate nurses in their adaptation process, emphasizing the importance of teamwork and continued management support.

Health and social care services are increasingly shaped by the emergence of new digital developments. Research suggests that older adults are less likely to use digital devices and, therefore, risk missing out on essential health and social care services as these become more digital by design. We carried out an exploratory literature review using the terms ‘onboarding’ and ‘offboarding’ within the design, engineering, health, and social science literature to understand how researchers are currently thinking about older adults’ digital service needs, informed by discussions of stakeholder engagement with older adults in Edinburgh to explore their own experiences of digital transitions. The review process was implemented based on the methodology of Arksey and O’Malley for scoping reviews, and the findings were reported according to the PRISMA-ScR checklist. The databases used were Web of Science, PubMed, CINAHL Plus, IEEE Xplore, Engineering Village, PsycINFO, ASSIA and ACM. In total, 18 studies were finally included. Our findings show different interpretations of onboarding across disciplines and a lack of use of offboarding in the design of digital interventions. Additionally, our findings reveal inequalities in digital onboarding, as evidenced by the limited number of studies. Finally, we share a snapshot of our findings, together with reflections on interdisciplinary and collaborative processes.

Aim: To investigate how NGNs perceived and applied an intervention for preventing stress‐related ill health embedded in a transition‐to‐practice programme when entering their professional life. Design: A qualitative exploratory descriptive design was selected for this study to gain insights and perspectives on the adoption and utilization of the intervention. Methods: In this qualitative methodology process evaluation, semi‐structured and audio‐recorded interviews were conducted with a sample of 49 nurses. Data were collected between December 2016 and July 2017, and were sorted in NVivo 12 Plus, followed by thematic analysis. Results: The analysis resulted in three change processes stimulated by the intervention: (a) Building acceptance of being new; (b) Gaining insight into professional development and health and (c) Practical steps for skills development, healthy habits and better‐organized work. In addition to the three themes, barriers that hindered the progression of the processes were also described. Each process influenced the development of the others by stimulating a deeper understanding, motivation to change and courage to act. Several barriers were identified, including the use of cognitively demanding intervention tools, fatigue, high work demands, inconvenient work hours and a hostile social climate on the ward. Conclusion: This process evaluation showed that newly graduated nurses used knowledge from the intervention and adopted new behaviours largely in accordance with how the intervention was intended to work. Impact: When entering a new profession, it is crucial to receive a well‐thought‐out, structured and targeted introduction to the new professional role, tasks and work group. Nurses stated that the intervention increased their understanding of the role as new nurses and their insight into how to develop skills that promoted better functioning and recovery. The intervention also stimulated the development of new health behaviour and some new learning strategies. [ABSTRACT FROM AUTHOR]

Background: Professional nurses relocate to foreign countries as expatriate nurses due to host countries’ push or pull factors. Preceptorship programs are designed to support newly hired nurses in transitioning into a new health-care environment. Aims: This study aimed to understand expatriate professional nurses’ preceptorship experiences in a tertiary hospital in Riyadh, Saudi Arabia, with the goal of providing recommendations to enhance the preceptorship program and facilitate better adaptation among expatriate nurses. Setting and Design: This study was conducted at a tertiary military hospital in Riyadh, Saudi Arabia, and employed a phenomenological research approach. Materials and Methods: Based on inclusion criteria, ten expatriate professional nurses were selected by purposive sampling. Data were collected through unstructured, audio-recorded, verbatim transcribed interviews, observations, and field notes. Statistical Analysis: Colaizzi’s seven-step methodology was employed for data analysis. Results: The results identified three themes: (1) participants experienced both positive and negative aspects of preceptorship, encountering personal adjustment challenges and issues with the initial orientation program; (2) preceptors’ abilities and dedication played a crucial role in assisting participants in adjusting to their new workplace; and (3) participants reflected on their preceptorship experience, expressing their expectations and opinions of the preceptorship program. Conclusions: Preceptorship is an effective onboarding strategy to support expatriate nurses in their adaptation process, emphasizing the importance of teamwork and continued management support. [ABSTRACT FROM AUTHOR]

Launched in 1986, the National Basketball Association's (NBA) Rookie Transition Program (RTP) is the longest running program of its kind in U.S. professional sports. Jointly administered by the NBA and National Basketball Players Association, the RTP is designed to ease the transition of first-year players to the league. Over the course of 4 days, RTP participants engage with current and former NBA players, coaches, administrators, and other league stakeholders on topics that range from personal finance, to mental health, to social justice advocacy. Organizational scholars might describe the NBA RTP as an element of the league's onboarding, or organizational socialization, strategy. In this case, students will reflect on their own socialization experiences as organizational newcomers before analyzing the components of the NBA RTP. Finally, students will apply what they learn through this case to design the agenda of a future NBA RTP. [ABSTRACT FROM AUTHOR]

The study proposes and empirically validates a theoretical model suggesting that employee competency development during the onboarding period largely depends on the availability of knowledge sharing (KS) channels (both digital and traditional), on the KS culture experienced, and on employee satisfaction with the existing KS practices. The data for the study was collected using an online survey of a large pool of young public service employees working at various government agencies (n= 3,652 respondents). The results of a structural equation modeling analysis of the data provide support for the study's main premise. The implications of these results on the design of effective onboarding processes are discussed. [ABSTRACT FROM AUTHOR]

Supplemental Digital Content is Available in the Text. Background: Newly graduated nurse practitioners (NPs) and physician assistants (PAs) benefit from transition-to-practice (TTP) support to move successfully into practice. Transition-to-practice programs (i.e., onboarding programs and fellowships/residencies) hold promise for improving workforce outcomes. Purpose: The purpose of this scoping review was to describe the literature regarding NP/PA TTP programs. Methodology: Using the Joanna Briggs Institute methodology, a specific approach for systematically conducting reviews, publications from January 1990 to May 2022 were included for review if they addressed fellowships/residencies or onboarding programs for NPs or PAs. Final data extraction involved 216 articles. Results: The pace of publication increased over time, with a noticeable increase since 2015. Articles were most commonly about fellowships/residencies, NPs, and programs set in United States nonrural, acute care settings, and academic health centers. Conclusions/Implications: There is a gap in our understanding of onboarding programs and programs focusing on PAs, as well as TTP support in rural and primary care settings. In addition, there are few articles that assess TTP program outcomes such as benefits and costs. This review describes the need for more published literature in these areas. [ABSTRACT FROM AUTHOR]

Objectives: Newly graduated NPs and physician associates/assistants (PAs) benefit from transition to practice (TTP) support to move successfully into practice. TTP programs (such as onboarding programs, fellowships, and residencies) hold promise for improving workforce outcomes. The purpose of this scoping review was to describe the literature regarding NP/PA TTP programs. Methods: Using the Joanna Briggs Institute methodology, a specific approach for systematically conducting reviews, publications from January 1990 to May 2022 were included if they addressed fellowships, residencies, or onboarding programs for NPs or PAs. Final data extraction involved 216 articles. Results: The pace of publication increased over time, with a noticeable increase since 2015. Articles were most commonly about fellowships or residencies, NPs, and programs set in nonrural, acute care US settings and in academic health centers. Conclusions: A gap exists in our understanding of onboarding programs and programs focusing on PAs, as well as TTP support in rural and primary care settings. In addition, few articles assess TTP program outcomes such as benefits and costs. This review describes the need for more published literature in these areas. [ABSTRACT FROM AUTHOR]

Learning about organizational culture and behavior sets the foundation to navigate an institution as a new employee. In the following column, two faculty librarians from SUNY Geneseo share their experiences as new faculty and their reflections on organizational behavior, exploring how concepts from that field helped them to learn about their new institution and to grow as librarians.

Seit 2018 wird der technische Onboardingprozess für neue administrative Mitarbeiter:innen diverser Organisationseinheiten (StudienServiceCentren und -Stellen, Institute, Dekanate) an der Universität Wien umgestellt. Im Zuge dieser Veränderung wird auch ein Bereich überarbeitet, der äußerst essenziell ist: Die Basisschulung zur universitätsweiten Datenbank. Diese Basisschulung bestand früher aus einem etwa drei- bis vierstündigen Schulungstermin vor Ort und wurde dann auf Moodle als CMS und Informationskanal verlegt. Der vorliegende Beitrag beschreibt unseren Prozess, diese Unterlagen auf Moodle zu einem autarken Selbstlernkurs samt Lernpfad zu transferieren.

Im Kontext beruflicher Weiterbildung sind Selbstlernkompetenzen wie Zielsetzung, Ressourcenidentifikation, Planung und Fortschrittsbewertung essenziell. Das Konzept des selbstgesteuerten Lernens beschreibt dabei die eigenverantwortliche Gestaltung des Lernprozesses auf Grundlage von strategischen, metakognitiven, kognitiven und motivational-emotionalen Fähigkeiten. Dieser Beitrag beschäftigt sich damit, wie selbstgesteuertes Lernen in Online-Kursen über die Gestaltung von Navigationsfreiheit, Modularität und Methodenvielfalt sowie Transparenz und Hilfestellung unterstützt werden kann. Ein Praxisbeispiel aus dem Bereich des beruflichen Onboardings veranschaulicht die Umsetzung dieser Konzepte.

Emerging assistance systems are designed to enable operators to perform tasks better, faster, and with a lower workload. However, in line with the productivity paradox, the full potential of automation and digitalisation is not being realised. One reason for this is insufficient training. In this study, the statistically significant differences among three different training scenarios on performance, acceptance, workload, and technostress during the execution of immersive measurement tasks are demonstrated. A between-subjects design was applied and analysed using ANOVAs involving 52 participants (with a statistical overall power of 0.92). The ANOVAs were related to three levels of the independent variable: quality training, manipulated as minimal, personal, and optimised training. The results show that the quality of training significantly influences immersive assistance systems. Hence, this article deduces tangible design guidelines for training, with consideration of the system-level hardware, operational system, and immersive application. Surprisingly, an appropriate mix of training approaches, rather than detailed, personalised training, appears to be more effective than e-learning or ‘getting started’ tools for immersive systems. In contrast to most studies in the related work, our article is not about learning with AR applications but about training scenarios for the use of immersive systems.

Software systems are often maintained by a group of experienced software developers in order to ensure that faults that may bring the system down are less likely. Large turnover in organizations such as CERN makes it important to think of ways of onboarding newcomers on a technical project rapidly. This paper focuses on optimizing the way that people get up-to-speed on the business logic and technologies used on the project by using a knowledge-imbued large language model that is enhanced using domain-specific knowledge from the group or team’s internal documentation. The novelty of this approach is the gathering of all of these different open-source methods for developing a chatbot and using it in an industrial use-case.