Survival! Survival! Presentation on Induction, Orientation & Mentoring By: Matt Tarantino & Shawn Woods

What is Induction? Induction is the process of joining a profession, learning the specialized knowledge and skills expected, and being accepted as a professional The induction process is for new employees as well as all personal who accept new assignments

What is the Purpose of Induction? The purpose of induction is to ensure the effective integration of a new employee into the workplace. The employee needs to understand the business, where their role sits within the set-up and what's expected of them. An induction process is the best way to send a message to your teachers that you value them and want them to succeed and stay.

Creating an Effective Induction Process What are the goals of the induction process? What types of activities are needed to achieve the goals of the induction process? How will induction activities be sequenced within the induction process? Who will be responsible for specific activities? How will different activities of the induction process be evaluated? How will assessment information be used for improving induction?

Acclimating New Employees Begins in the recruitment stage Ends when employees are able to function fully and effectively on their own Not uncommon to last the entire first year

Shaping Process Gather information related to desired behavior Positively reinforce acceptable behavior Use feedback to correct deficiencies in behavior Day to day supervision

Step 1Step 2Step 3Step 4Step5 Determine induction objectives Organize induction process Order and coordinate induction sequence Follow up inductee adjustment Control induction process Model of the Induction Process planning > organizing > leading > assessing

Induction Objectives Provide inductees with complete and uniform information about the school system’s mission, organization, structure, functions, policies, and work requirements. Reduce the likelihood of rule violation, discharges, resignations, and grievances. Minimize the gap between employment expectancy and reality. (NCLB) Reduce inductee anxiety. Develop loyal, effective, and productive workers.

Essential Components The program explains to the inductees that the process of their selection is based on special requirements and that induction training is crucial to their future success. The responsibility for guidance should be distributed throughout the faculty in a tightly organized, consistent, and continuous program. The training is oriented toward long-term career goals. A planned and structured induction program should take into account the experience, previous knowledge, and the requirements of a new employee’s position.

An Effective Induction Program Informs, provides coaches, mentors, and assists employees in various ways Helps employees achieve confidence and independence Reduces personnel anxieties, turnovers, and supervisory time Saves money

Benefits of Induction Programs Enables new employees to perform at a higher professional level Provides leadership opportunities to veteran teachers Promotes team relationships

Activity Please meet with your number groups. List at least four important procedures that new teachers need to know. Video Clip

Mentoring Mentoring is the most critical strategy Mentoring can occur any time someone seeks to learn from someone else who has experience in the topic for learning Mentoring is the complex and developmental process which mentors use to support and guide their protégé through the necessary early career transitions which are a part of learning how to be an effective, reflective educator and a career-long learner

Orientation and Human Performance Each year, employees leave the organization for various reasons (retirements, resignations, etc..) and new positions may be created. School districts must recruit, select, assign, reassign, or transfer personnel to maintain continuity of the educational workforce.

What is the Orientation Process? The orientation process is a human resource function for assimilating a newly assigned individual within the position, the district, and the community at large. Special orientation needs to exist and must be addressed by the human resource function within the public school setting.

Breakdowns without Orientation Personnel new to the system are likely to be apprehensive about several aspects associated with their new job assignment (Heneman & Judge, 2006). Problems with job assignment tend to occur when no orientation is provided. The attrition rate for new teachers participating in induction programs is 15 percent, compared to 26 percent for those who had no induction support (Owings & Kaplan, 2006).

Behaviors in the Orientation Process At no other time of employment does the newly appointed or assigned employee need more consideration, guidance, and understanding than during the first few months on a new job. Luthans and Kreitner (1975) developed four categories to classify the behavioral skills of newcomers in relation to their position: (a) desirable performance-related job behavior, (b) potentially disruptive performance- related behavior, (c) behavior unrelated to performance, and (d) performance behavior deficiencies.

Desirable Performance Assimilation is the process by which new personnel are assisted in meeting their need for security, belonging, status, information, and direction in their new position. Desirable performance job-related behavior defines the core of responsibilities.

Potentially Disruptive Performance Potentially disruptive performance-related behaviors signal to school administrators important information about individuals in newly assigned positions.

Behavior Unrelated and Performance Related Behavior unrelated to performance creates the least number of problems associated with these behavior indices. Performance behavior deficiencies are attributed to a lack of ability, whereas other behavior deficiencies may be attributed to a lack of motivation.

Shaping Shaping is a process by which an employee’s behavior is altered through a series of steps involving observation, evaluation, and feedback. Shaping occurs when the system helps the employee gather information,seek reinforcement, use feedback,and help them become part of the organization.

Scope of the Orientation Process The orientation process is an approved orientation policy that stems from a formal plan of action developed and implemented by management. The model for the orientation process follows five steps to be effective.

Model Steps Step 1: Determine Orientation Goal Set specific goals to help newly assigned personnel adjust to their assignment and work environment. Step 2: Organize the Orientation Process Newly hired employees tend to have three themed concerns when hired (position concerns, system concerns,and community concerns). Position concerns are when the the employee emphasizes his/her interests on the actual job.

Model Steps Continued… System concerns are when a newly hired and/or newly assigned employee seeks information about the system. Community concerns are the relationship between school systems and their communities.

Model Steps Continued… Step 3: Administer the Orientation Process An orientation program must be sensitive to the three crucial periods within the employment cycle. The three periods are known as the Preappointment Period, the Interim Period, and the Initial Service Period.

Model Steps Continued… The Preappointment Period is the period of time where a vacancy has been established. The Interim Period is where the newly hired employee receives letter of congratulation, mentor, conference with supervisor,expectations, handbooks, and conditions of employment. The Initial Service Period is when the hired employee functions in their job to prove their abilities.

Model Steps Continued… Mentoring on the part of the supervisor is essential for the newly hired employee during the first few weeks on the job. Step 4: Assess the Orientation An orientation checklist should be completed during the probationary period. The use of the checklist form allows the supervisor to address strengths and weaknesses and allows the employee to provide feedback to the supervisor.

Model Steps Continued… Step 5: Managing the Orientation Process Assessments of the orientation process should focus on several different outcome measures. The most important one is whether the new personnel performed effectively in their assigned position. In theory, recruitment, selection and orientation processes should result in the attraction and retention of quality personnel.

References Heneman, H. G., Judge, T.A., & Heneman, R. L. Staffing organizations (6 th ed.). Middleton, WI: Mendota House Owings, W. A., & Kaplan, L. S. (2006). American public school finance. Belmont, CA: Thompson Wadsworth Corporation. Young, I. P. (2006a). Job descriptions. In F. W. English (Ed.), Encyclopedia of educational leadership and administration (pp ). Newbury Park, CA: Sage Publications.

Post Test Questions Matt and Shawn did an awesome job and deserve an A. The Induction process should only be for new employees. The Induction process should only last 90 days. An effective Induction Program promotes team work. Veteran teachers can benefit from a structured Induction Program. The orientation process should only be administered to new personnel. Assimilation is the process by which new personnel are assisted in meeting their need for security, status, and direction in their new position. Shaping is a process by which an employee’s behavior is altered through a series of steps involving observation, evaluation, and feedback. At no other time of employment does the newly appointed or newly assigned employee need more consideration, guidance,and understanding than during the first few months on a new job. Dr. Brunner should let us out early so we can work on balancing our P/PC time since it’s Valentine’s Day. T F F T T F T T T T