Successful Onboarding: Creating an Environment Where New Employees Can Succeed

Reposted with permission from AALL Spectrum, Volume 25, Number 3 (January/February 2021), pgs. 18-20.

By Janeen Williams, User Services Librarian at Texas Tech University Law Library and Allison Reeve Davis, Librarian Manager at Littler Mendelson

Strategies, guidelines, and a checklist for creating a structured, purposeful, and engaged onboarding process.

Onboarding is exciting for both new employees and the law library. The organization has likely operated short-staffed for a few months, and new librarians are hopeful for new challenges and opportunities. A methodical orientation program is the first step to creating a successful environment for new staff and the institution. Employers provide training and orientation to welcome new hires to the law library, make them feel part of the team, align them with institutional initiatives, and teach procedures. These goals are not reached as a result of a few emails or brief meetings. It takes time for someone to feel confident in a new job. It is also imperative for managers and existing staff to recognize that they possess institutional knowledge and acknowledge that an expectation of early retention of all new information is untenable. Structured, purposeful, and engaged onboarding will alleviate future struggles with integrating a new hire into projects and the library’s culture. Additionally, a standardized onboarding process helps to ensure that all new employees are given equal opportunities to succeed.

Goals for Orientation and Onboarding

New employees lack three areas of knowledge necessary for job success and satisfaction: policies and procedures, institutional culture, and colleague personality. Policies and procedures are passed down through manuals and training. The other two types of knowledge are tacit and challenging to transfer. A manager’s response to continued inquiries from a new librarian should not be to ask them to memorize or refer to previous emails, because new hires should feel comfortable contacting colleagues, requesting meetings with management, and asking questions. However, gaps in knowledge need to be addressed early in a librarian’s tenure. The goal is to provide undocumented information in a methodical trajectory that also encourages collaboration and continued communication throughout the first few months after a new hire begins.

There is a balance between spacing out information and keeping a new hire engaged. We all remember new jobs where, during the first two weeks, we read manuals front to back with little hands-on experience. This scenario creates boredom and confusion over the job description. Instead, offer a variety of emails, videos, meetings, and task training to keep the day interesting. Below are strategies for creating successful onboarding programs that can easily be adapted across various institutions.

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Novel Responses: Helping Law Firms Answer Clients’ COVID-19 Questions

Reposted with permission from AALL Spectrum, Volume 25, Number 1 (September/October 2020), pgs. 12-15.

By Cynthia Brown, Sr. Director of Research Services at Littler Mendelson and Allison Reeve Davis, Library Manager at Littler Mendelson

The onset of the COVID-19 pandemic brought Littler Mendelson, a management-side labor and employment law firm, an unprecedented number of advice and counseling requests from clients. This work typically requires a client to speak directly with a shareholder who is an experienced attorney in a narrow area of law, and it does not initially sound like an opportunity for the library or a research team to assist. Indeed, client questions into novel areas of law rarely require heavy research, but rather rely on the experience and knowledge of the attorney. Littler’s first coronavirus question came in late December and was handled directly by a workplace safety attorney. In the early days of the pandemic, the library was not contacted with questions other than the occasional request to direct an attorney to the firm’s newly created Coronavirus Task Force.

By late February, however, the volume of direct client inquiries was beginning to overwhelm the shareholders. Library leadership was invited by the Chief Knowledge Officer to a strategic planning meeting to address the increased volume and urgent nature of these requests. Following this meeting, the needs of the Task Force attorneys were quickly matched with the unique skills of the firm’s librarians and legal information professionals. Littler’s Knowledge Desk and Knowledge Management Department were offered as key partners to meeting pressing client needs.

As client inquiries and concerns increased daily, the majority of their questions raised novel issues. A decentralized response process can sometimes lead to incongruous answers and to the frequent “reinvention of the wheel.” Providing consistency in the advice and counsel provided was paramount. The original Task Force grew exponentially as new areas of employment law were implicated in the situation, and transitioning from workplace safety issues to leaves of absence and compliance issues and matching the client’s need with the most focused subject-matter expert (SME) was critical.

Getting the Library Involved

With these issues in mind during the early stages of the strategic planning, library leadership offered to match the skills inherent in the research department with the needs of the Task Force. There was an immediate need to track incoming questions, assign the appropriate SME, and balance workloads among the Task Force members. In reviewing questions the Task Force received, it became clear that existing firm work product could assist in answering many of the repeated client requests. As documents were both identified and created, the information was categorized, curated, and stored for future use and easy accessibility. The Task Force needed better communication tools to share lessons learned with the firm, and there was both a need and opportunity to issue-spot and identify trends to enable the firm to provide proactive advice to clients. Finally, as the virus continued to spread, local, state, federal, and international laws were changing literally by the hour. The Littler Knowledge Desk and knowledge management (KM) department set up detailed monitoring of news and legal updates to keep the firm and clients informed. Each of these issues presented unique challenges and risks, but information professionals are well versed in averting such risks. We collect questions, answers, build repositories, and, with frequently needed information, create novel databases or tools for reuse. Applying these skills to provide much needed service to the Task Force proved invaluable.

Littler’s Knowledge Desk collaborated with KM attorneys and the KM Innovations team to build an internal SharePoint page of COVID-19-related resources structured with Littler’s taxonomy. These foundational resources provided a cataloging system that would be ready for the next wave of arriving materials supporting client counsel, as the pandemic and its employment law implications continued to evolve.

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