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Outlines the advantages of quality orientation of employees facing new duties. Considers the merits of formal and informal orientation together with the type of company. Presents some key considerations including the need for a policy, general and specific accountability, the volume and length of any programme and the involvement and interest of the employee. Argues the need for quality follow‐up.

Describes management techniques under three topics, leadership, motivation of employees and orientation of new employees. Outlines 14 points to becoming a successful leader. Lists 15 work‐related motivational factors and considers their order of importance and discusses the concerns of new employees. Briefly gives a synopsis of a successful orientation programme.

This paper aims to examine the importance of new employee orientation (NEO) programs, the quality of typical NEOs, and how to improve NEOs.

The paper provides a viewpoint of the importance of new employee orientation programs, the quality of typical NEOs, and how to improve NEOs.

Although western organizations are revamping their NEO programs, western culture still seems to foster a mediocre orientation process.

Provides a viewpoint of the importance of new employee orientation programs, the quality of typical NEOs, and how to improve NEOs.

The library orientation session is an important marketing tool because it offers the first opportunity for library staff to connect with new clients (Craft and Ballard-Thrower, 2011; Rhoades and Hartsell, 2008). This paper aims to explore library orientation practices in special libraries and information centers with the goal of surveying current practices and identifying guidance for successful orientation program design and delivery.

This study explored library orientation practices in special libraries and information services through an electronic survey. The survey questions were developed based on themes that emerged from case studies on library orientations from the academic library literature. These themes included reasons for library orientation program redesigns, the importance of partnerships in orientation design and delivery and the tools and techniques used in the delivery of orientation sessions.

The results revealed that library orientations are taking place in special libraries, but there is no consistent approach to library orientation delivery. Even within a single library, multiple approaches to library orientations are taken based on client availability, demand and information needs observations of library staff. Participants’ responses were analyzed to develop recommendations for special library orientations. These include developing partnerships (particularly with human resource departments), using technology strategically, considering the timing of orientations for new potential clients in relation to their start as new employees in the host organization, customizing library orientations based on client segment, engaging in ongoing outreach, and being flexible in design and delivery methods.

This study represents a starting step in an exploration of library orientation practices in special libraries. The key limitation of this study was the low response rate leading to small sample size. A larger sample of special libraries would be needed to produce a quantitative analysis of the prevalence of practices with an acceptable degree of statistical significance. Alternately, smaller samples of special libraries organized by characteristics such as size or type (e.g. corporate libraries, law libraries and medical libraries) could be conducted to determine if distinctive trends exist within these special library types.

This study revealed information about key practices and challenges that can be used by special library practitioners seeking to implement or redesign a library orientation program in their library.

While academic and practitioner literature exists detailing library orientation activities in academic and school libraries, there are very few papers on special library orientations. This study fills a gap in the literature by investigating library orientation practices in special libraries and information centers.

Formal orientation programs play a potentially important role in newcomer adjustment, yet research aimed at understanding and improving the effects of these interventions has stagnated in recent years. The purpose of this chapter is to facilitate a redirection of researchers’ attention to such programs, and to suggest ways to integrate this body of research with recent developments in socialization and training literatures.

Explains the difference between orientation and training. Advances a top‐down approach for assembling an orientation programme, offering flexibility and allowing the new auditor to build a framework of understanding about his/her work. There are four modules: Industry; Company; Internal Auditing; and Audit Assignments. The need for customized orientations arises. Building a successful programme entails selecting the right timeframe and reviewing and optimizing the existing programme; customized orientations may be needed. Orientation forms part of the socialization process which deals with the transition to a new job environment, and is a strategic opportunity to enhance employee commitment and performance.

The study aims to explore the themes responsible for employee orientation and further their role in building strong customer relationships in telecom and organized retail outlets in emerging markets.

Employing the qualitative approach, a total of 31 in-depth interviews with customer relationship management (CRM) officers of telecom and organized outlets were carried out. Data were analysed using NVIVO-12 plus and ATLAS tools.

The analysis extracted 13 unique themes namely training and development, communication skills, convincing skills, interpersonal skills, knowledge management, grievance handling, organisation's culture development, service climate, adaptive behaviour, customer retention skills, customer profiling, trust and commitment, and suitability of employees. The results claimed that these themes can assist in building strong customer relationships. However, the extent of the significance of themes may vary for telecom and organized retail outlets.

The findings have vital implications for frontline employees to drive customer value as they directly involve with customers. Findings further suggest that hiring of employees according to their location and catchment area of outlets are utmost important.

Employee orientation is an indispensable determinant in building a sustainable relationship with customers through uniqueness and consistency in meeting customers' expectations. This is a first attempt to explore the various unique themes responsible for employee orientation and the imperative role of such themes in maintaining long-lasting customer relationships.

States that the successful orientation of new employees is vital for any business. Considers the various phases which the process can involve such as new employees and promotional employees. Outlines factors which should be considered within the process and provides some practical examples for use. Summarises some recent studies in this area. Argues that the processes discussed are applicable to organizations of all sizes and an effective policy can lead to better retention and achievement of company goals.

The purpose of this paper is to identify best practices of employee onboarding, the process by which a new employee is introduced to an organization and its vision, mission, and values.

Researchers requested that members of the Personnel Administrators and Staff Development Officers Discussion Group of the Association of College and Research Libraries (ACRL) share documents related to employee onboarding and three researchers independently reviewed the documents. The collected documents were compared to the socialization model proposed by Raymond Noe, including the detailed aspects of the organizational phase and the key components identified in the best practices literature.

In total, 17 institutions submitted documentation for review. All institutions discussed at least one or more of the key areas identified in the socialization process. Every institution in the study included a discussion of job expectations and evaluation criteria (100 percent); ten (59 percent) discuss mission, vision, and values; however, topics such as culture (five or 29 percent) and politics (one or 6 percent) were infrequently covered. Onboarding programs varied in length (one week to more than six months). Check lists were the most common tool used to manage the onboarding process. Other notable topics covered include dealing with change, understanding the team‐based environment, diversity, library awards and library fundraising.

Because of the limited number of documents examined in this study, the research results may lack generalisability. Therefore, researchers are encouraged to test the proposed propositions further.

Moving from a traditional new employee orientation model to a best‐practices onboarding model will require HR professionals to conduct an internal assessment of the current program.

Due to the high cost associated with recruiting new employees, the need for new employees to be fully functional and engaged as soon as possible, and the need to communicate performance indicators, the need to share best practices is important.

This paper aims to clarify the interdependencies among three main stakeholder groups and to show how to manage overall service quality in customer care centers.

A framework of the relations among the target groups of a customer care center was developed. A survey methodology with a 360° approach that encompasses top management, employees and final customers as three main target groups was conducted. The sample incorporates 58 customer care centers and seven industries in Germany and Austria. Besides the management interviews, we received 1,580 completed questionnaires by employees, and 2,010 completed questionnaires by customers. Multiple regression analysis was applied on multi‐item measurement scales of the three different levels.

We were able to show that employee satisfaction is the main factor for driving customer orientation. Further management efforts resulting in employee orientation will facilitate the job of employees and increase employee loyalty.

Only 16 customer care centers participated in all three parts of the study.

Companies should consider the needs of their employees and possibly initiate measures to foster employee satisfaction. A strict quality orientation could signal a low level of trust toward the employees. It is essential that firms invest in their employees and apply an employee‐oriented management style.

The study encompasses three relevant stakeholder groups on a broad empirical base, which is unique until now in the research field of customer care centers. Interdependencies among the three perspectives could be revealed.