English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

he trial courts in Maricopa County, Arizona, faced a problem?a tight labor A market and increasing employee turnover rates. Recognizing the problem, and realizing that the courts could not earn employee loyalty by matching private-sector salaries, administrators sought alternatives to attract and retain a skilled workforce. They began by changing the way they welcome new employees to the court system and made dramatic changes in the way they acculturated new employees into the court environment. Many employees make the decision to leave or stay in an organization within the first few days in their new job. During this "getting to know you" phase, the new employee develops opinions about the position, coworkers, management, and the overall organization. Are their positions valued and an essential part of the overall success of the department? Who will assist them in navigating their new work envi ronment? Because orientation programs are the primary tool for organizations to accultur ate new employees, the principal court administrators charged the education depart ment with assembling a group to assess the then-existing orientation program. The education department formed a team composed of educators, human-resources spe cialists, and civiland criminal-court administrators. Surveying orientation programs in both privateand public-sector agencies, the team found that effective orientation can reduce turnover rates by as much as 25 percent. Where did Maricopa County's program fall, they asked? Was the program successful in acculturating the new employee and in presenting the court as an appealing employer? The team found that the program was loaded with content yet was missing clearly articulated goals. The program covered court and county structure, judicial branch mission and vision, and benefits?all in four hours. If new staff were not intimidated before having the orientation, they were guaranteed to be overwhelmed after completing the course. This examination persuaded the group that orientation needed an overhaul; indeed, it needed to be completely reinvented. The court s lead ership charged the group with creating a new employee orientation with an explicit goal of assimilating new employees and fostering commitment to the court and to the judicial branch's mission and values. The new orientation would assist new employ ees in their transition from being members of the public to being members of the court community. The team designed an education experience that would help new employees understand the purpose and structure of the judicial branch, better assimilate them

Maricopa County Trial Courts New Employee Orientation: Assimilating New Employees and Promoting Court Mission and Values