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Improving Onboarding Process for NU Student Temp

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Improving Onboarding Process for NU Student Temp

  1. 1. Ryan Rathbun NU Student Temps Improving Onboarding
  2. 2. Presentation Overview • Project Scope • Organizational Context • Stakeholder & Situational Analysis • Research Findings • Project Goal & Objectives • Suggestions • Recommendations • Questions
  3. 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. 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. 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
  6. 6. Research Findings
  7. 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. 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. 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. 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. 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
  12. 12. Questions?
  13. 13. Thank You!

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