Many new employees naturally seek out coworkers and informal advisors as a way of learning about their new positions and organizations. However, a formalized mentoring program is a way to meet the needs of new employees and effectively impart the information and advice in a coordinated, ongoing process.This paper focuses on the process of revitalizing a formalized mentoring program in an academic library. Included are details of the process developed by one institution, an extensive bibliography, sample checklists, and assessment tools.ndividuals embarking on a new professional position bring with them a wide range of professional skills and experiences. Some are fresh out of a degree program, and others have worked in the profession for many years in varying capacities. However, all individuals starting a new position can use help in ge ing to know the specific expectations, routines, standards, and organizational culture. Many new employees naturally seek out coworkers and informal advisors as a way of learning about the new position and the surrounding organization. Unfortunately, the informal method leads to a patchwork of input of varying effectiveness. A formalized mentoring program can meet the needs of the new employees and more effectively impart the information and advice in a coordinated, ongoing process.Since it is acknowledged that mentoring can be delivered in a wide variety of ways, how does an organization go about developing an effective program that fits the needs of the institution and individuals? This paper describes the process and evaluation of revitalizing a mentoring program at K-State Libraries (KSL).
Many new employees naturally seek out coworkers and informal advisors as a way of learning about their new positions and organizations. However, a formalized mentoring program is a way to meet the needs of new employees and effectively impart the information and advice in a coordinated, ongoing process.This paper focuses on the process of revitalizing a formalized mentoring program in an academic library. Included are details of the process developed by one institution, an extensive bibliography, sample checklists, and assessment tools.ndividuals embarking on a new professional position bring with them a wide range of professional skills and experiences. Some are fresh out of a degree program, and others have worked in the profession for many years in varying capacities. However, all individuals starting a new position can use help in ge ing to know the specific expectations, routines, standards, and organizational culture. Many new employees naturally seek out coworkers and informal advisors as a way of learning about the new position and the surrounding organization. Unfortunately, the informal method leads to a patchwork of input of varying effectiveness. A formalized mentoring program can meet the needs of the new employees and more effectively impart the information and advice in a coordinated, ongoing process.Since it is acknowledged that mentoring can be delivered in a wide variety of ways, how does an organization go about developing an effective program that fits the needs of the institution and individuals? This paper describes the process and evaluation of revitalizing a mentoring program at K-State Libraries (KSL).
Agricultural researchers are engaged in the growing open access (OA) movement, either publishing in OA journals or archiving in OA repositories. The latter is reflected in the use of the institutional repository (IR) at Kansas State University (K-State), a land grant institution. K-State library faculty are analyzing faculty publications to determine the publishing and archiving habits of selected researchers. Reviewing copyright agreements from journals reveals those with policies for archiving post-prints in an IR; articles by these authors are compared to their total three-year article output to determine the efficacy of the current IR program at K-State. Chosen for analysis were the faculties of the College of Agriculture'
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