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Over the past 7 years, Duke has implemented competency-based job classifications for clinical research professionals (CRPs) with a defined pathway for career advancement. The workforce is defined specifically as the collection of staff employed across the clinical research enterprise to operationalize clinical research and human participatory protocols through the hands-on conduct of protocol activities including participant enrollment, regulatory coordination, study documentation, data collection and management, and sponsor engagement. The competency framework for this critical workforce laid the foundation for a centrally developed on-demand onboarding program at Duke. The self-paced program is designed to engage learners through competency-based learning modules, guided mentor/manager discussions, and applied learning activities. Consisting of an initial E-Learning orientation to clinical research at Duke, called Express Start, followed by a 90-day role-based Onboarding Learning Plan, our onboarding program includes training in foundational pre-defined core competency areas and customizable learning paths. Associated Engagement Activity Packets for many clinical research competencies encourage mentor and/or manager involvement and hands-on learning for the employee through suggested enrichment activities. The program has been widely adopted for CRPs within the Duke University Schools of Medicine and Nursing, and newly hired CRPs and their managers have expressed satisfaction with these centrally offered tools. In this paper, we describe the methods used to develop and implement our competency-based onboarding program. We will share an evaluation of the program and planned next steps for expanding the suite of onboarding resources.

Research on turnover intention is gaining momentum again as Gen Y and millennials have dominated the workforce. While a growing body of work provides strategies on retaining them, not much is known about the importance of organizational identification in influencing turnover intention. To address this gap, this study investigates the role of organizational identification as mediator in the socialization--turnover specifically between onboarding program and turnover intention. Questionnaire survey were distributed to newly recruited employees who have less than 2 years working experience in ICT industry. A total of 320 samples were analyzed using PLS-SEM version 3.3.2. The results revealed that organizational identification significantly mediate the relationship between effective onboarding program and turnover intention. Theoretically, the present study contributed to knowledge by providing support for the significant role of organizational identification in reducing turnover intention. This study also contributes to the understanding on the importance of enhancing onboarding program as organization socialization mechanism in retaining newcomers. Practically, the organization should emphasise on onboarding program as it enables the newcomers to equip themselves with knowledge about the organization and the job-related tasks, but most importantly facilitate the development of organizational identification that stems from social relationship and sense of self-belongingness among the newcomers, so that they can become effective organizational members, which in turn may reduce their turnover intention. [ABSTRACT FROM AUTHOR]