Rapid on-boarding of academic librarians: good economic sense.

Purpose – The success of socialization and orientation of new academic librarians has a considerable effect on outcomes critical to both the newcomer and institution, including job performance, job satisfaction, and staff turnover. These factors correspondingly impinge upon the institution's bottom line, due to the high costs associated with activities ranging from recruitment to retention. The paper asserts that if a new librarian leaves the institution within the first six to 18 months, the costs expended on hiring are practically wasted. To avoid this, and engage new professionals that stay long enough to justify the cost of hiring, and gain a return on its investment, the academic library needs to engage in rapid on-boarding. The article therefore aims to demonstrate how socialization and orientation can be effective. Design/methodology/approach – This paper is informed by opinion and draws on relevant literature to provide an understanding of the phenomenon. Findings – Rapid on-boarding is central to getting new hires up-to-speed quickly; yet, anecdotal evidence suggests that it is not as widespread as it should be in academic libraries. Practical implications – An on-boarding plan immanent in the strategic plan provides a unique channel of influence for familiarizing newcomers with the institution and advancing its policies and practices. Social implications – A formal on-boarding program can be a great source of support for all library staff and can increase the retention of professionals by inculcating the values and behaviors required to succeed. Originality/value – The article underscores how human resource development (HRD) activities, which subsume orientation, affect the library's bottom line. The author advances the significance of "chi" to the success of rapid on-boarding: communication, human interaction and individualization. [ABSTRACT FROM AUTHOR]