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This article describes an onboarding program created for liaison librarians at an academic library and details a replicable framework for effective implementation at other institutions.

This article outlines a month-long onboarding program that provides new-to-the-field and experienced librarians with support and structure as they learn the core competencies of liaison work, adjust to a new professional setting and grow in their practice as liaison librarians.

Information about onboarding practices across academic libraries, liaison librarianship within the library and information science (LIS) curriculum and the need for onboarding programs that provide a comprehensive overview of core liaison librarianship competencies is provided.

Onboarding programs specific to liaison librarians is an underexplored topic. This article emphasizes fostering community and skill development throughout the onboarding process to bolster confidence, engagement and retention.

Before the onset of the COVID-19 pandemic, most employees worked from their employers' offices, and new team members were integrated into their roles through standard onboarding procedures. However, in response to the pandemic, organizations quickly reestablished new remote onboarding strategies. As hybrid employment gains popularity, the onboarding process has been affected by the digital transformation (DT) phenomenon, and organizations must now implement remote strategies to onboard new employees.

In this context, by considering the major changes that happen in the field, the purpose of this article is to provide a literature review of the onboarding process (OP), using the context-interventions-mechanisms-outcomes framework.

The review identifies four mechanisms describing the complexity of the OP and the impact of DT: basic onboarding, advanced onboarding, integration of newcomers and remote onboarding.

The findings have implications for both HR professionals concerned with onboarding strategy, and researchers studying the OP.

This paper aims to answer report how mentors who onboard newcomers to a high-stress social work organization can learn about their onboarding practice by treating onboarding as a wicked problem that escapes definitive formulation and final solutions.

The authors follow an action research approach with three iterations of learning about onboarding with mentors in a Danish social work organization struggling with an employee turnover exceeding 30%.

The authors unfold the authors’ emerging sensitivity to wickedity over the iterations of learning about onboarding with the mentors. As the authors foreground the wickedity of the authors onboarding in the last iteration, three lessons learned could be derived: it warrants the mentors’ continuous inquiry; opens inquiry into the ambivalence of mentoring; and convenes responsibility for inquiry to a community of mentors.

This study of problematic onboarding to high-stress social work shows the value of fore-grounding wickedity instead of hiding it with a positive framing. This wickedity rests on situated grounding and is only transferrable to other organizations with the utmost caution.

High-stress social work organizations without the capacity to systematically sustain best practices for onboarding may, instead, increase attention to the wickedity of onboarding as a motivation for continuous inquiry by a broader community of mentors.

To the best of the authors’ knowledge, this paper is the first to present an action research study of problem wickedity to motivate mentors’ inquiry into onboarding newcomers to high-stress social work.

This study aims to identify European positioning on the use of remote customer onboarding solutions in combating financial crime.

This study is a desktop research that examines European Banking Authority (EBA) policy statements relating to the use of innovative solutions in combating financial crime.

Technological advancements in biometric data and software tools provide a unique opportunity to address potential paper customer onboarding process deficiencies. Electronic remote customer onboarding solutions equip credit, financial institutions and investment firms with an alternative FTE cost-saving solution, in their pursuit of revenue generation. Whilst the EBA and Financial Action Task Force have provided approval for the utilisation of innovative solutions and AML technologies in combatting financial crime. Hesitancy remains on the ability of credit and financial institutions to use technological solutions as a “magic solution” in preventing the materialisation of money laundering/terrorist financing related risks. Analysis of policy suggests a gravitation towards the increased use of the aforementioned technologies in the interim.

Capitalisation of European banking authority.

Employee retention has become a greater challenge for organizations as today’s employees are more likely to voluntarily change organizations than previous generations. Therefore, this paper aims to examine organizational experiences and how new employees are integrated into their work environments – a process known as onboarding. Specifically, this research explores the relationship between the onboarding processes that new employees experience and their levels of job satisfaction, organizational commitment and job embeddedness.

The authors administered a Web-based survey and tested three hypotheses. The survey was distributed to 170 new employees, with 54 participants responding. The onboarding construct consisted of self-developed questions based on Bauer’s Four Cs (compliance, clarification, culture and connection) model. The constructs for job satisfaction, organizational commitment and job embeddedness were obtained from the literature.

The authors found that a new employee’s onboarding experience plays a significant role in shaping three variables negatively correlated with turnover: job satisfaction, organizational commitment and job embeddedness. More specifically, job satisfaction appears to be more correlated with the concrete, well-defined aspects of the onboarding experience. Furthermore, the highest level of Bauer’s onboarding model, connection, showed significant correlation with nearly all components of organizational commitment and job embeddedness.

Organizational leaders may use these findings to develop a better understanding of the retention implications of the first few months of a new employee’s time in the organization and then implement strategies that boost onboarding effectiveness to help mitigate losses due to voluntary turnover.

This study aims to adopt a holistic approach to understand cruise revenue management (RM) practices that cover ticket and onboard revenues, through a cross-disciplinary literature review and practitioner interviews. An integrated cruise RM framework was developed and served as a blueprint for future cruise studies and practices.

A multi-stage approach was adopted, including a systematic literature review, two-waves of interviews with 26 cruise industry practitioners and the development of a holistic RM framework.

This study clarifies cruise RM functions across product planning, delivery stages and identifies ticket and onboard RM components. These are incorporated into the integrated framework, with weather and itinerary/ route attractiveness as additional considerations. Interviews revealed that there is no difference in the RM cycle before and during the COVID-19 pandemic, although strategies and tactics may vary in response to the market situation.

Suggestions are made regarding product and service bundling and ways for ticket and onboard revenue teams to work together to optimize total revenue. Future research directions are also provided under the categories of RM applications and concepts, ticket core activities, onboard core activities and overall issues.

To the best of the authors’ knowledge, this is the first paper to conduct a cross-disciplinary systematic literature review of cruise RM without imposing publication dates or specific databases and the first to develop an integrated cruise “total” RM framework that includes ticket and onboard revenues.

The purpose of this study is to introduce the top-level design ideas and the overall architecture of earthquake early-warning system for high speed railways in China, which is based on P-wave earthquake early-warning and multiple ways of rapid treatment.

The paper describes the key technologies that are involved in the development of the system, such as P-wave identification and earthquake early-warning, multi-source seismic information fusion and earthquake emergency treatment technologies. The paper also presents the test results of the system, which show that it has complete functions and its major performance indicators meet the design requirements.

The study demonstrates that the high speed railways earthquake early-warning system serves as an important technical tool for high speed railways to cope with the threat of earthquake to the operation safety. The key technical indicators of the system have excellent performance: The first report time of the P-wave is less than three seconds. From the first arrival of P-wave to the beginning of train braking, the total delay of onboard emergency treatment is 3.63 seconds under 95% probability. The average total delay for power failures triggered by substations is 3.3 seconds.

The paper provides a valuable reference for the research and development of earthquake early-warning system for high speed railways in other countries and regions. It also contributes to the earthquake prevention and disaster reduction efforts.

The COVID-19 pandemic ushered in multiple challenges for employees, which led to employee turnover, disengagement at work, employees’ mental health issues, etc. The study tries to elucidate how artificial intelligence (AI) herald great promise in human resource management in decreasing cost, attrition level and enhancing productivity. Considering the dearth of studies on recent trends in human resource management (HRM) in the context of AI, the study elucidates the role of AI in facilitating seamless onboarding, diversity and inclusion (D&I), work engagement, emotional intelligence and employees’ mental health. Thus, a conceptual model of recent trends in HRM in the context of AI and its organisational outcomes is proposed. A systematic review and meta-synthesis method are undertaken. A systematic literature review assisted in critically analysing, synthesising, and mapping the extant literature by identifying the broad themes. The findings of the study suggest that using natural language processing (NLP) and robots has eased the onboarding process. D&I is promoted using data analytics, big data, machine learning, predictive analysis and NLP. Furthermore, NLP and data analytics have proved to be highly effective in engaging employees. Emotional Intelligence is applied through AI simulation and intelligent robots. On the other hand, chatbots, employee pulse surveys, wearable technology, and intelligent robots have paved way for employees’ mental health. The study also reveals that using AI in HRM leads to enhanced organisational performance, reduced cost and decreased intention to quit the organisation. Thus, AI in HRM provides a competitive edge to organisations by enhancing the performance of the employees.

This study aims to improve the availability of regenerative braking for urban metro vehicles by introducing a sensorless operational temperature estimation method for the braking resistor (BR) onboard the vehicle, which overcomes the vulnerability of having conventional temperature sensor.

In this study, the energy model based sensorless estimation method is developed. By analyzing the structure and the convection dissipation process of the BR onboard the vehicle, the energy-based operational temperature model of the BR and its cooling domain is established. By adopting Newton's law of cooling and the law of conservation of energy, the energy and temperature dynamic of the BR can be stated. To minimize the use of all kinds of sensors (including both thermal and electrical), a novel regenerative braking power calculation method is proposed, which involves only the voltage of DC traction network and the duty cycle of the chopping circuit; both of them are available for the traction control unit (TCU) of the vehicle. By utilizing a real-time iterative calculation and updating the parameter of the energy model, the operational temperature of the BR can be obtained and monitored in a sensorless manner.

In this study, a sensorless estimation/monitoring method of the operational temperature of BR is proposed. The results show that it is possible to utilize the existing electrical sensors that is mandatory for the traction unit’s operation to estimate the operational temperature of BR, instead of adding dedicated thermal sensors. The results also validate the effectiveness of the proposal is acceptable for the engineering practical.

The proposal of this study provides novel concepts for the sensorless operational temperature monitoring of BR onboard rolling stocks. The proposed method only involves quasi-global electrical variable and the internal control signal within the TCU.

This chapter introduces what a digital ID is, why it is important, how it works, the design choices, as well as how central banks can collaborate with other stakeholders in promoting digital ID infrastructures for use in digital financial services.