People
Development
Employee
Induction Procedure
Induction
Guide
Induction Purpose & Context
Starting a new job can be an exciting yet challenging experience. Apart from the obvious
demands associated with undertaking new tasks, there is also the need for a new employee to
become accustomed to a new organisation, a new environment and new colleagues. A new
employee’s views of the University and their department are strongly influenced by the
impressions formed during the first few weeks on the job, and in particular by those on the first
day.
Successful induction benefits both the individual and the organisation. The purpose of a good
induction programme is to enable a new employee to be as effective as possible, as soon as
possible, whether they are new to an organisation or existing employees moving to a new role
within it. Each new University of Bradford employee is entitled to an induction which will enable
them to settle in to the organisation, become fully aware of their role and responsibilities,
University policies, procedures and relevant legislation as well as the range of development and
support opportunities available to them. The University’s induction programme will help to ensure
that these impressions are positive and that new employees become familiar with the
requirements of their role and adapt to their new working environment as quickly as possible.
The induction process starts once an appointment is made. All elements should be completed
through to the end of the probationary period and should be consistently applied for all grades of
new employees in each area.
The following four stages outline the University’s on-boarding/induction procedure:
1. First Stage: On-boarding
Before a new employee starts, they are required to have returned a signed contract of
employment which will be put in their personnel file.
All new appointments with the University are made subject to a satisfactory pre-employment
health assessment. This assessment is carried out through a questionnaire and sometimes a
health check. The assessment is designed to ensure as far as reasonably practicable that the
applicant is fit for the job without a significantly increased risk to their own or others health and
safety. All questionnaires and other relevant information are confidential to the Occupational
Health Service.
In their appointment/on-boarding confirmation, a new employee will also receive links to a New
Employee Welcome Pack and a Welcome video from the Vice Chancellor which will provide
useful information about the University and its strategy in addition to details of their meeting with
Human Resources and Pensions, the University’s Induction Procedure and Induction Checklist.
2. Second Stage: Local Induction
Most of the induction process takes place in the new employee’s Faculty or Directorate where
they will be introduced to their colleagues, to specific procedures and expected ways of working.
The Faculty or Directorate should make every effort to ensure new employees understand their
role, receive important information about their department and that they have the opportunity to
familiarise themselves with the University as a whole.
On the first day, the new employee will have an initial meeting with their line manager and where
possible, should be assigned a workstation (as appropriate to role) and a buddy/mentor, ideally
for the first 3-6 months (please refer to the separate guidance for staff taking up a buddy role).
The new employee should also be taken to obtain their employee ID card which will allow access
to various areas within the University and car park access (if applicable). This will be a photo
identification card which should be displayed at all times whilst on University premises.
To support the process, a meeting will also be arranged with Human Resources and Pensions on
the first day where the new employee will receive various information with regard to accessing
their personal details and salary information, booking annual leave, accessing development
opportunities and employee benefits etc. and be able to ask any relevant questions. They will
also be booked onto the next available Corporate Induction event.
During their first week, the new employee will also have a more in-depth meeting with their line
manager to discuss their role, short-term objectives, any learning and development needs and
familiarise themselves with the team’s/department’s objectives and how they link to those of the
University.
During the first two weeks, the line manager and/or buddy will work through the relevant sections
of the University’s ‘Induction Checklist’ with the new employee. The checklist is designed to
provide a new employee with the appropriate information to enable them to perform effectively in
their role and to familiarise themselves with their department and the University. The line
manager is required to return the completed checklist to the HR Service Centre so it can be put in
the new employee’s personnel file. They are also advised to retain a copy for reference and to
pass a copy to the employee.
3. Third Stage: Corporate Induction Event & Mandatory Training
New employees are required to attend a half-day Corporate Induction event within the first three
months of joining the University to ensure maximum benefit. The purpose of the induction is to
build on the local induction by providing broader information about the University, its structure,
vision and culture. It also provides the opportunity to network with other new employees from
across the University, to find out about development and support/welfare opportunities available
as well as their role in supporting the student experience and their responsibilities in relation to
health and safety. The event is facilitated by People Development and includes a presentation by
a member of the Senior Management Team and input from other University representatives. It
also includes an optional tour of the main campus focusing on approaches being taken to
improve its environmental sustainability.
The event runs regularly through the year on a variety of dates. Attendance is recorded on
individual training records. Non-attendance is regularly monitored and highlighted to a new
employee’s line manager.
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Management only: New employees with line management responsibilities are required to
complete several core modules by the end of their probationary period. These form part of the
mandatory requirement for University managers. The modules run on a regular basis during the
year and can be accessed via the following link: Management Development. Attendance is
monitored via the Probationary Review process.
Mandatory Training
All new employees are required to complete four online modules within the first three months
of joining the University. Completion is monitored via the Probationary Review process.
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Diversity in the Workplace e-learning module
Data Protection, Information Security & Freedom of Information
DSE (Display Screen Equipment e-learning module) (all DSE users)
Health & Safety e-learning module
The following face-to-face modules are also highly recommended:
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Getting the Best out of My Performance Review (for employees)
Conducting Performance Reviews (for managers)
These are practical and interactive workshops that will familiarise new employees with the
required skills, knowledge and behaviours to effectively get the best out of the Probationary
Review and Performance Review processes and maximise their contribution to them.
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University Governance – this contains useful information about the University's
governance and decision-making structures and is particularly beneficial for those new to
Higher Education.
4. Fourth stage – Probationary Review Process
The purpose of the Probationary Review process is to support new employees and existing
employees in a new role and assist them in meeting the standards of progress as defined in the
job description and person specification as well as behaviour expected in their new role through
review and assessment. The process should identify any specific development or support needs
and discuss options to facilitate these. It is also a period in which the employee can determine if
the role meets their expectations. In addition to probation meetings, it is recommended as good
practice that line managers set aside time on a regular basis for one-to-one meetings with the
new employee to monitor their induction, review progress and ensure they feel appropriately
supported.
Three months after starting at the University, new employees will be invited to complete an
induction evaluation questionnaire to provide feedback about their induction experience.
Feedback received will remain anonymous and will be used solely to validate the quality of
induction – strengths and areas for improvement.
Non-Academic Employees
All new non-academic employees on grades 1 - 10 are required to complete a 9 month
probationary period. A review of performance takes place at 3, 6 and 9 months culminating in a
Performance Review, where the individual will join the continuous annual performance review
cycle. The employee's line manager should complete a Probation Review Form via HR
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ServiceNow following each probation meeting. A copy of the form will be automatically emailed
to the employee and HR. The Probation Policy and Guidance can also be accessed on HR
ServiceNow.
Academic Employees
The Academic Probation process is intended to support new lecturers in the University. At the
time of recruitment, the appointment panel determine the length of the probationary period, which
is usually for a period of 3 years. Within 3 months of appointment, the manager and the new
employee work to produce a Professional Development Plan in collaboration with the mentor
allocated to the new lecturer. Each year, on the anniversary of appointment, a progress report is
produced to record progress against the PDP. In the majority of cases, new lecturers are required
to complete the PGCHEP or attain accreditation through the HEA.
When the PGCHEP is stipulated as a requirement of probation this is monitored through the
Academic Probation process. Individuals are expected to register in sufficient time to complete
the course during the 3 year probation. Where an individual fails the PGCHEP there is a
discussion regarding whether they can meet the requirement in any other way and if not they
cannot be confirmed in post.
Further information on the Academic Probation process can be accessed on HR ServiceNow.
Induction Procedure
This applies to all employees on indefinite and fixed term contracts
Prior to Start Date
Human Resources issues appointment confirmation & contract including links to the New
Employee Welcome Pack, VC Welcome video, Induction Procedure & Checklist
Mentor or buddy appointed by line manager

First Two Weeks
Line Manager welcomes new employee on first day & undertakes a more in-depth meeting in the
first week to discuss role, objectives, support/learning & development
Meeting with HR & Pensions on first day
UoB Induction Checklist completed within first 2 weeks

First Three Months
Attendance at the ‘Corporate Induction’ event
Completion of mandatory online learning modules

Probationary Period
Non-academic staff:
Completion of the Probationary Review Form on Service Now for each review period:
3 month review
6 month review
9 month review
Academic staff:
Usually a 3 year review period
Within 3 months – Personal Development Plan (PDP) in place
Annually – PDP Progress report
Within 3 years - Completion of PGCHEP or accreditation via HEA (where applicable)
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Additional Guidance
a. Senior Leader On-boarding
Newly appointed senior leaders in formal leadership roles (e.g. Deans of Faculties, Heads of
Academic Units, Directors of Services and Pro, Deputy and Vice Chancellors) will be invited
to, and are encouraged to participate in, the following range of opportunities:

A one-to-one meeting with the Head of OD and People Development or with the HR Senior
Business Partner for the Faculty/Directorate. This is designed to discuss induction needs and
explore ways in which the new leader can receive support in settling into their new role.
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An invitation to the University’s half-day Corporate Induction event
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An induction schedule of key meetings outlined in the Senior Leader On-boarding Checklist
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New Senior Leaders should also receive a personalised induction at Faculty/department
level which includes meetings with key employees.
b. Internal Transfer or Redeployment
Promotees/transferees should have a local induction with their line manager/supervisor utilising
or adapting relevant sections of the University’s Induction Checklist. The local induction should
cover all new areas of responsibility and should be supported by the appointment of a
mentor/buddy where appropriate. It may also be beneficial to arrange for the employee to visit the
department/area prior to taking up their appointment. This will provide an opportunity not only to
meet other employees but also to discuss the induction process in advance. At their line
manager’s discretion, promotees/transferees are also welcome to attend the Corporate Induction
event where this would be viewed to be beneficial.
In cases where the probationary period at the start of employment was not completed, the
probation period should start again in the new role. If a formal probation period has already been
completed, this does not need to be carried out again. Completion of the Probation Forms are
therefore not required but it is recommended, as good practice, to induct new members of the
team to their role and to the work and objectives of the team/faculty/department and to set twelve
month objectives through the Performance Development Review process.
c. Casual and Temporary Employees
Line managers or an assigned buddy/mentor are expected to work through the University’s
Induction Checklist with casual and temporary employees.
NB. The primary contents of this procedure apply to employees on indefinite or fixed term
contracts.
November 2015 (upd January 2016)
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