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Ryan Rathbun
NU Student Temps
Improving Onboarding
Presentation
Overview
• Project Scope
• Organizational Context
• Stakeholder & Situational Analysis
• Research Findings
• Project Goal & Objectives
• Suggestions
• Recommendations
• Questions
Project Scope
• Desired outcome: Aid in the onboarding
process of new student temp hires. The
creation of a NU Student Temps handbook
will cover various rules, policies, and key
aspects of employment as a temporary
student employee at Northeastern.
• Project purpose: Support the new NU
Student Temps initiative by developing
guidelines for all new employees to
improve the effectiveness of the current
hiring practices.
Organizational Context
• NUST is in the industry of higher
education.
• Established as a new department at
Northeastern in January 2020.
• Department consists of 3 employees.
• Found success in placing over 50
temporary student employees during
pandemic.
Chancellor's
Office
Office of Student
Employment
NU Student
Temps
Manager
HR Coordinator
Assistant Project
Manager
Graduate
Assistantships &
Fellowships
Veterans
Educational
Benefits
Student
Financial
Services
Hierarchy Key: Blue = Department Orange = Employees
Simplified Organization Hierarchy of NU Student Temps
Stakeholder & Situational Analysis
Key Stakeholders
Internal:
• NU’s Chancellor’s Office
• Student Financial Services
External:
• NU Departments (Accounting, OGS, GRI, and
Enrollment Management)
• NU Students (specifically international graduate
students
Strengths Weaknesses Opportunities Threats
Continuously
building
relationships with
departments at
NU.
Providing hiring
managers with
quality student
hires.
Providing
opportunities for
NU students.
Difficultly filling
placements of
domestic students
when specifically
requested.
Transitioning hiring
managers from
utilizing external
agencies to using this
internal temp agency.
Creating key
contacts to
expand services
to new
departments at
NU.
Reinvest revenue
towards
scholarships for
students.
Some hiring managers
prefer external temp
agencies to use temps as
a “test drive.”
Sponsorship to retain
international students
as F/T after graduation
is costly.
SWOT Analysis
Research
Findings
• DePaul University in Chicago has a department called Student
Temporary Services (STS).
• STS also aims to place university students in temporary employment
roles in various departments on-campus.
• DePaul’s student employment website also highlights the benefits of
students gaining income and valuable experience while earning a
degree.
• The STS website offers resources and information which NUST can
incorporate in their website going forward.
Northwestern University has established a
temporary staffing service within their
human resources department.
There is a self-service portal that allows
hiring managers to post long and short-
term temporary positions to meet
demands.
Northwestern advertises:
“Whether it’s vacation coverage, a special project,
or interim assistance while you conduct a search
for a regular employee, a temporary employee can
be a valuable resource in helping you meet
business demands.”
The main difference between
Northwestern and Northeastern, is that
Northwestern also utilizes external temps
that are not student employees.
Hiring Manager Insights
Steph:
• “The communication and turnaround of several qualified candidates made the
process effective and easy.”
• Concern: The fee attached to utilizing this service impacted the hourly wage the
accounting department was able to pay the employee.
• Key aspects to improve hiring: A confidentiality agreement, dress code (business
casual), and an understanding that new hires are being held to the same standard as
all other NU employees
CJ:
• “The initial meeting was very beneficial because it allowed an opportunity to specify
candidate needs and understand the process.”
• Improvements: Reaching out to check in to see how things are going.
• Key aspects to improve hiring: Time sheet information, general etiquette, and asking
for feedback are several key concepts to incorporate going forward for NU Student
Temp hires
Suggestions
• Explore a trial: Continue to research other universities that have
implemented the same initiative of a temp agency utilizing students.
• Examine data available: Review material posted by DePaul University and
Northwestern. Resources found offer valuable insight and structure on
material that needs to be made available to students and clients.
Additionally, utilization of SHRM resources for analysis and handbook
development.
• Benchmark like situations: Unfortunately, a handbook does not currently
exist which makes it essential to benchmark based on other organizations.
Determining the onboarding process used by other universities/temp
agencies in general is vital. Locating temp agency handbooks and
handbook templates for comparison will assist with development.
• Synthesis from scholarly and public resources: Information gathered
from sponsor, NU students, and NU hiring managers. SHRM resources and
content from relevant universities with temp agencies will blend to be
reflected in the handbook outcome.
Recommendations:
• Improve the onboarding process to ensure NU Student Temp placements are prepared
to add value in their new role from day one.
• The most important recommendation is the implementation of a handbook that will be
concise and include the most important information.
• The Handbook should consist of the following:
• Intro: Purpose of handbook, Mission & Vision
• Hiring Process: I-9 & SSN Processes
• Payroll: Direct Deposit, Payment schedule, and Timesheets
• Rights & Policies: EEO, ADA, etc.
• Cultural training: Dress code, confidentiality, on the job etiquette
• Agreements: Professional, FERPA, and Confidentiality
Questions?
Thank You!

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Improving Onboarding Process for NU Student Temp

  • 1. Ryan Rathbun NU Student Temps Improving Onboarding
  • 2. Presentation Overview • Project Scope • Organizational Context • Stakeholder & Situational Analysis • Research Findings • Project Goal & Objectives • Suggestions • Recommendations • Questions
  • 3. Project Scope • Desired outcome: Aid in the onboarding process of new student temp hires. The creation of a NU Student Temps handbook will cover various rules, policies, and key aspects of employment as a temporary student employee at Northeastern. • Project purpose: Support the new NU Student Temps initiative by developing guidelines for all new employees to improve the effectiveness of the current hiring practices.
  • 4. Organizational Context • NUST is in the industry of higher education. • Established as a new department at Northeastern in January 2020. • Department consists of 3 employees. • Found success in placing over 50 temporary student employees during pandemic. Chancellor's Office Office of Student Employment NU Student Temps Manager HR Coordinator Assistant Project Manager Graduate Assistantships & Fellowships Veterans Educational Benefits Student Financial Services Hierarchy Key: Blue = Department Orange = Employees Simplified Organization Hierarchy of NU Student Temps
  • 5. Stakeholder & Situational Analysis Key Stakeholders Internal: • NU’s Chancellor’s Office • Student Financial Services External: • NU Departments (Accounting, OGS, GRI, and Enrollment Management) • NU Students (specifically international graduate students Strengths Weaknesses Opportunities Threats Continuously building relationships with departments at NU. Providing hiring managers with quality student hires. Providing opportunities for NU students. Difficultly filling placements of domestic students when specifically requested. Transitioning hiring managers from utilizing external agencies to using this internal temp agency. Creating key contacts to expand services to new departments at NU. Reinvest revenue towards scholarships for students. Some hiring managers prefer external temp agencies to use temps as a “test drive.” Sponsorship to retain international students as F/T after graduation is costly. SWOT Analysis
  • 7. • DePaul University in Chicago has a department called Student Temporary Services (STS). • STS also aims to place university students in temporary employment roles in various departments on-campus. • DePaul’s student employment website also highlights the benefits of students gaining income and valuable experience while earning a degree. • The STS website offers resources and information which NUST can incorporate in their website going forward.
  • 8. Northwestern University has established a temporary staffing service within their human resources department. There is a self-service portal that allows hiring managers to post long and short- term temporary positions to meet demands. Northwestern advertises: “Whether it’s vacation coverage, a special project, or interim assistance while you conduct a search for a regular employee, a temporary employee can be a valuable resource in helping you meet business demands.” The main difference between Northwestern and Northeastern, is that Northwestern also utilizes external temps that are not student employees.
  • 9. Hiring Manager Insights Steph: • “The communication and turnaround of several qualified candidates made the process effective and easy.” • Concern: The fee attached to utilizing this service impacted the hourly wage the accounting department was able to pay the employee. • Key aspects to improve hiring: A confidentiality agreement, dress code (business casual), and an understanding that new hires are being held to the same standard as all other NU employees CJ: • “The initial meeting was very beneficial because it allowed an opportunity to specify candidate needs and understand the process.” • Improvements: Reaching out to check in to see how things are going. • Key aspects to improve hiring: Time sheet information, general etiquette, and asking for feedback are several key concepts to incorporate going forward for NU Student Temp hires
  • 10. Suggestions • Explore a trial: Continue to research other universities that have implemented the same initiative of a temp agency utilizing students. • Examine data available: Review material posted by DePaul University and Northwestern. Resources found offer valuable insight and structure on material that needs to be made available to students and clients. Additionally, utilization of SHRM resources for analysis and handbook development. • Benchmark like situations: Unfortunately, a handbook does not currently exist which makes it essential to benchmark based on other organizations. Determining the onboarding process used by other universities/temp agencies in general is vital. Locating temp agency handbooks and handbook templates for comparison will assist with development. • Synthesis from scholarly and public resources: Information gathered from sponsor, NU students, and NU hiring managers. SHRM resources and content from relevant universities with temp agencies will blend to be reflected in the handbook outcome.
  • 11. Recommendations: • Improve the onboarding process to ensure NU Student Temp placements are prepared to add value in their new role from day one. • The most important recommendation is the implementation of a handbook that will be concise and include the most important information. • The Handbook should consist of the following: • Intro: Purpose of handbook, Mission & Vision • Hiring Process: I-9 & SSN Processes • Payroll: Direct Deposit, Payment schedule, and Timesheets • Rights & Policies: EEO, ADA, etc. • Cultural training: Dress code, confidentiality, on the job etiquette • Agreements: Professional, FERPA, and Confidentiality