The primary goal of this study was to examine the effects of mentoring during the first teaching year of high school Second Career Teachers. The teachers’ perception of this aspect of their professional career was studied. The practice has been that school district administration assigns new teachers a mentor to support them in their success. They will be following an Induction Plan created by the district. This study takes into account the value of teachers coming into the teaching field after having been in one or more previous careers. Considerable challenge awaits the Second Career teacher as the states adopt rigorous Common Core Standards and standardized testing becomes required for graduation. The mentoring experience is meant to provide support that may be needed to help teachers be successful. The development of this perception as an effective teacher is rooted in Social Cognitive Theory (Bandura, 1986). Their competitive workplace is the site of this support. Therefore, William Glasser’s Control Theory, in conjunction with W. Edwards Deming’s Quality Control Theory (1950), could be applied for efficient teaching and learning to take place. While lead-managers or administration may act differently in the school environment, school environments and school cultures can also be very competitive. Both Bandura’s Social Cognitive Theory (1986) and Glasser’s Control Theory and Deming’s Quality Control Theory (1950) informed this study. Second Career research and my own experience as a teacher and administrator yielded five assumptions. These assumptions informed the interview protocol. Research data were gathered from eight high school Second Career teachers during two interview sessions. Themes became evident from the overlapping data. Recommendations are given for both school administration and those educators who develop district Induction Plans. Implications for further research of Second Career teachers’ perceptions of their mentor experience is offered. / Educational Administration

Introduktion för nyanställda ger en första bild av verksamheten och har stor betydelse vad avser nya medarbetares trivsel. En bristfällig introduktion kan således vara avgörande för om en person väljer att stanna kvar i verksamheten eller leta efter andra alternativ. Inför examensarbetet genomfördes en förstudie hos Sandviken kommuns Servicekontor för att ta reda på varför de har svårt att hitta såväl som att behålla vikarier. Utifrån förstudien konstaterades att Servicekontorets avsaknad av ett introduktionsprogram med rutiner var grundorsaken till majoriteten övriga problem inom vikarieprocessen. Syftet med studien var att ta fram och implementera ett introduktionsprogram med rutiner. För att kartlägga nuläget och eventuella förbättringsområden genomfördes åtta semistrukturerade intervjuer, en observation och en dokumentinsamling. Empirin analyserades mot det teoretiska ramverket med avstamp i Human Resource Management (HRM) och offensiv kvalitetsutveckling. Analysen påvisade att Servicekontorets introduktion karaktäriserades av den individualiserade socialiseringsmetoden snarare än den institutionaliserade. Ett negativt resultat då forskning visar att anställda tenderar att ha en positiv inställning till arbetsplatsen och i högre grad känner att det passar in om de genomgått den institutionaliserade socialiseringsmetoden. Likaså visar den senare metoden på lägre personalomsättningsnivåer. Med utgångspunkt i tidigare forskning utformades det nya introduktionsprogrammet enligt den institutionaliserade socialiseringsmetoden. Vidare har det nya programmet utformats utifrån faktorer som krävs för ett framgångsrikt mångfaldsarbete. Programmet innehåller generell information som underlättar introduktionen i allmänhet och det självständiga arbetet i synnerhet. Avslutningsvis har det nya programmet kvalitetssäkrats utifrån hörnstensmodellen. Det är viktigt att komma ihåg att kvalitetsarbete är ett ständigt pågående arbete och inte ett projekt med en början och ett slut. Att implementera ett introduktionsprogram med rutiner är inte tillräckligt för att försäkra att vikarierna stannar hos Servicekontoret. Det nya introduktionsprogrammet lägger grunden för ett bra mottagande och första intryck av Servicekontoret. Ansvaret att förvalta resultatet från den här studien och arbeta vidare med fortsatta förbättringsområden ligger hos ledningen på Servicekontoret. / The induction process creates a first impression of the organisation and have a great importance regarding new employees’ comfort at work. An inadequate or seemingly absent induction process for new hires can therefore be vital regarding if the person choose to stay in the organisation or look for other alternatives. In the pre study a survey was conducted at Servicekontoret, Sandviken municipality. The purpose of the survey was to find out why Servicekontoret had a hard time finding and retaining new employees. The survey showed that Servicekontorets poor induction program of new employees was the main reason. The purpose of this study was to create and implement a digital induction program with routines. To enable to map the current state and identify potential improvements, eight interviews, one observation and one document collection were conducted. The result was analysed against a framework based on Human Resource Management (HRM) and Total Quality Management (TQM). The analyse proved that Servicekontorets induction program was characterized by individualized socialization tactics rather than institutionalized socialization tactics. A negative result since research has shown that employees tend to experience more positive job attitudes, higher levels of fit, and lower levels of turnover after they go through institutionalized socialization tactics compared with those who undergo individualized tactics. Based on previous research, the new induction program was designed according to institutionalized socialization tactics. The program has also been designed based on diversity strategies and new routines have been developed, including following up on new hires. Finally, the program has undergone a quality assurance based on TQM.  It is important to keep in mind that quality management is an ongoing work rather than project management with a definite beginning and end. The new induction program creates a good first impression of Servicekontoret, but it is not enough to ensure that new employees will stay in the organisation. It is now up to Servicekontoret to administer the result from this study and continue improving the induction.