Vanderbilt University Human Resources Policies and Procedures

Vanderbilt University Human Resources Policies and Procedures

Onboarding is one of the most perilous time spans for a new hire of any organization plus it consists of the first ninety days after employment. Within this period, it’s necessary to frequently interact with a current employee, establish rational targets, offer a positive response, as well as provide coaching to a new hire. From an organizational standpoint, onboarding comprises of updating new hires about policies plus help them in familiarizing to requirements (DeCenzo, Robbins & Verhulst, 2015). Orientation is mostly intermixed with onboarding however it is a subdivision of onboarding. Orientation is within the paradigm of enrollment procedure also is understood as the changeover state into the Institute (Vanderbilt University, 2014). At this period, a new hire is embraced by the organization and study what the job is all about, the corporate culture, plus the anticipations. Onboarding remains to be the dangerous moment since the new workers develop opinions concerning what it means to discharge services to an organization (DeCenzo, Robbins & Verhulst, 2015). The first impression means a lot to the new employees, then executing a strategy that represents to them that the company attends adequately to their needs to guarantee they hold a pronounced involvement within their starting new job flows in line to nurturing fervent, trustworthy staffs.


The recruitment process for new employees involves systematic procedures to pick a skilled employee. First, requisition process for hiring official’s uses their entities to gain overall budget agreement aimed at making and refilling vacancies (Vanderbilt University, 2014). Appropriations are entered by the employing supervisor of the company in the employment scheme, sent for endorsement then appraised by the manager before advertising. Secondly, posting, employing regular, full-time, part-time or PRN vacancies candidates is managed through human resources.

All jobs are posted for at least five days then viewable to external as well as internal candidates on the Vanderbilt job website (Vanderbilt University, 2014). The third is advertisement and outreach, in Vanderbilt University, outreach is carried out through websites, targeted recruitments sites, newspapers, professional companies, trade journals and state employment service. Fourth is search firms, human resource evaluate and endorse businesses and mandate to safeguard agreements on behalf of Vanderbilt (Vanderbilt University, 2014). Fifth is that recruitment is done through reviewing applications, all candidates fill an online form when applying for open vacancies. Lastly, it’s through candidate pool, to ensure consistency in the recruitment activity and sticking to compliance requirements, and human resource goes through Vanderbilt act strategy to decide whether specific hiring goals have been created for women or minorities.


Orientation to Vanderbilt University takes a full day specifically to new employees, mostly on the first day of employment. New hire orientation period: Vanderbilt University uses a new orientation time frame for the newly hired employee. Within this orientation period, the new employee is provided with an opportunity to acclimate with to the new job, and Vanderbilt supervisor assesses the new employee skills and competence (Vanderbilt University, 2014). The period of orientation for employees who are paid hourly and those that are exempt is different. Internal transfers plus promotions do not interfere with the orientation period (Schuler & Jackson, 2008).

In the place whereby the performance or conduct in the process of adjustment is unsatisfactory, supervisors are forced to train the new hire, if the concern persists, the supervisor handle over a written notification about the deficiency as well as explain how the conduct need to be upgraded so as to continue with the employment. Employment may be dismissed during orientation process, and this activity is not subject to the argument process. If an employee’s performance does not hit the expectations of the supervisor, orientation period is extended up to ninety days. The conclusion to verdict ninety days extension should be made in coordination with Human Resources. This additional time gives an employee an opportunity to improve and rectify loopholes to the company expectations. The extended period is communicated to the employee via written information. There may be a need in particular entities to extend orientation for a job grouping beyond the stipulated time so as to ensure that all requirements are completed.

Evaluation measures and assess onboarding effectiveness

Leading companies like Vanderbilt rely on factual-based valuation to assist the make smart decisions just how to upgrade institution new-employ maintenance plus appointment and to improve integrated employees into the corporation within the shortest period as possible. Before responding to personal sentiments over whatever is required to advance the onboarding familiarity, real enterprises first structure reference point strategies then gather evidence as well as information to back up any activities mentioned to better the recruited employee experiences, like applying for a mentoring program or giving a charitable teaching?

To collect the required data that will assist them to make profound conclusions about how well their onboarding inventiveness are functioning, Vanderbilt Company pinpoints competence and effectiveness metrics to help them observe and report on the general efficiency of the progression. The following table provides some key evaluation efficiency metrics for assessing onboarding effectiveness.

Metric Description
Cost per hire Complete employing fee to fill the standing requisitions – such as publicity, intervention, travel as well as consultation, new-employee repositioning, worker transfer advantage, in addition to Human Resource entity recruiter benefits plus recompense.
Time to accept All calendar days’ number between the dates of an accepted request is received by the recruitment sector plus the date a proposal is recognized for all non-contingent vacancies.
Cost to onboard Revenues to bring in non-contingent new employees – consist of new-workers orientation program cost, cost of tools needed to perform the job, IT support, startup cost and uniform cost.
Offer acceptance Proportion of tenders prolonged to applicants who remained acknowledged.
Separation during the first-year Proportions for the new recruited employees who willingly and unwillingly vacated the enterprise in the course of twelve months
Ninety day separation Proportion of fresh recruited workers that freely as well as unwillingly vacated the enterprise in the course of three months.
New-hire engagement. Proportion of new employees that are voluntarily ready to provide unrestricted effort towards the job plus going outside the expected outcomes for the achievement of the enterprise.


Comparing Vanderbilt with another company

Comparing the approach Vanderbilt handle its practices for recruiting and onboarding new hires is unique and the best with other companies especially Blackwell Corporation which outsourced recruitment back in 2007, then after fifteen months, Blackwell was unconscious over the effect geared towards outsourcing with which was affecting the quality of the onboarding experiences of new employees (Vanderbilt University, 2014). Vanderbilt holds some qualities during orientation that boost productivity. The new hire onboarding program elevates productivity by a greater percentage (Schuler & Jackson, 2008). Vanderbilt also knows how to retain employees by practicing its strong onboarding process. Lastly, it builds a strong culture between the new hires and the management. Vanderbilt possesses uncommon ways to super-charge the onboarding process.

First, the company knows how to leverage the recruiting process. By doing so, it can identify whether or not participants would be the right fit for a task based on their skillset and personality. They have a behavioral assessment tool to validate candidates. Second, they make onboarding a team sport (Vanderbilt University, 2014). Welcoming a new employee is not only the work of HR but also the responsibility of the entire team. Pairing existing employees with new employees, and sharing their story with the company are some of the added advantage Vanderbilt have to get its team fully involved.

The third is through moving beyond the employee handbook. This way I mean you invite the new hire to review their “new hire resource library.” The resource contains articles and other media to enlighten the new hire about all facets of the business. Fourth is having fun. Breaking the ice with new hires is sometimes hectic, managers should break this may be by asking what are the favorite drinks or candies to the new hire? This shows a caring feeling to the new hire. Lastly, Vanderbilt recognizes new employees as human too. They take their ample time to discover on new hire’s preferred level of communication during the initial stages of onboarding.

Suggestions and ways to Improve Recruitment and Onboarding in Vanderbilt

After a long time of testing and training at Vanderbilt University, I would suggest Human Resources to launch a recruiting system called “Talentcentral today.” Talentcentral is an online center structured to advance the hiring process for participants and employing managers, as well as reducing paperwork and save time. In most scenarios, the new employee payroll action form will go void; requisitions will now be electronically submitted, approved, sourced and tracked. Talentcentral is packed with the following benefits: establish a requisition, assess resumes, check backgrounds, finish the employing process and send an offer letter automatically. In conclusion, the worth of carrying out continuing studies is to discover exactly whether the company is meeting the new-hire expectation by exercising a good onboarding process. It will be necessary to exercise strategies in a company to make sure that employee’s desires are catered.



DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2015). Fundamentals of human resource management. Hoboken, NJ: John Wiley & Sons, Inc.

Schuler, R. S., & Jackson, S. E. (2008). Strategic human resource management. John Wiley & Sons.

Vanderbilt University. (2014, July 1). Human Resources division administration. Retrieved from



Do you need an Original High Quality Academic Custom Essay?