Human Resources
GUIDELINES for ALL MANAGERS
Guide to Planning Staff Induction
Page 1 of 12
Management Guidelines
Version 1.0 MM/YY
Index
Section 1
Introduction to Guide
Section 2
Purpose and Content of Induction
Section 3
Timing and Duration of Induction
Section 4
Roles and Responsibilities
Section 5
Monitoring Induction
Section 6
Document Governance
Appendices
Appendix A
Summary of Key Activities and Timeframe
Appendix B
Feedback Form
Page 2 of 12
Management Guidelines
Version 1.0 MM/YY
Section 1:
INTRODUCTION TO THE GUIDE
1.1
This guide is designed for all line managers responsible for organising a new
colleague’s induction. It is intended to help you to work with colleagues in
your department and across NTU to plan, prepare and coordinate an induction
programme for any colleagues new to your team and the University.
1.2
When planning any induction programme, it is important that you also take
into account the following NTU Human Resources Policies and Procedure(s)
on:
 Probation
o https://portal.ntu.ac.uk/relations_reward/policies_procedures/Docu
ments/Probation/Probation%20Policy.pdf
 Performance Development and Contribution Review
o https://portal.ntu.ac.uk/relations_reward/policies_procedures/Docu
ments/Performance,%20Development%20and%20Contribution%20
Review/Performance%20Development%20and%20Contribution%20
Review%20Policy.pdf
1.3
This guide is a ‘live’ document, which will be reviewed and updated further in
response to feedback from those using it.
1.3
The guide’s contents are not confidential and can be shared widely, although
it has been primarily developed for anyone responsible for designing,
organising and coordinating induction.
1.4
The guide includes an appendix which outlines the main activities and
responsibilities of those involved in induction across NTU.
1.5
As part of additional induction resources, there are a number of checklists you
can use to help you design and plan in detail, any induction programme.
These include:
Essential checklist:
applicable for all staff
Academic checklist:
additional items for academic staff (lecturers and
researchers)
New Manager Checklist: additional items for anyone whose role includes
managing other people
The checklists are designed to highlight the key items to be covered in an
induction programme. You can decide the order and timings of the activities,
and determine the length of time required for induction to be completed.
There may be additional items you need to add to suit the local situation, and
the specific nature of your new colleague’s work.
1.6
For further guidance in designing and delivering induction please contact your
Human Resources team:
 If you are in a School or College, please contact your College HR team
 If your work department does not belong to a School or College or you
work in central services, please contact the Central HR team
1.7
CPLD run a training event for any manager who has to plan someone’s
induction, called ‘Managing Induction’ Full details can be found at
Page 3 of 12
Management Guidelines
Version 1.0 MM/YY
www.ntu.ac.uk/cpld/events and search the events register under ‘Skills
Development’. Booking is available on line through this link.
Section 2:
THE PURPOSE AND CONTENT OF INDUCTION
2.1
All staff, whether full- or part-time (including any hourly paid teaching staff,
temporary and fixed term workers) need an induction programme to help
orientate them into their role, their team and the wider organisation.
Even if they work for the University for only a few days a year, it is important
to create an induction opportunity which helps ensure they get what they
need to do their job.
2.2
At NTU, we also have a probation policy, and a performance development and
contribution review policy, which also determine what needs to be included
with an induction period.
2.3
All new staff are subject to a probation period (9, 6 or less than 6 months).
By the end of this time, they need to be able to demonstrate capability to
perform effectively in their new job, and have achieved the objectives set for
their probation period. Please check with your local HR team if you are
unsure of the probationary period associated with your staff’s roles.
2.4
All staff participate in an annual performance, development and
contributions review process (PDCR). Each year key objectives for their
work are agreed with their line manager and their performance in achieving
these is reviewed periodically and at the next annual review. The initial round
of objective setting and review which forms the probation period initiates the
PDCR process which will continue on an ongoing basis from the end of
probation.
2.5
Sometimes a new colleague is involved in activities before their actual start
date with the University. It is useful, therefore, to think of induction as
incorporating a pre-employment element. This would include any information
sent to the new starter before they join the University, or may be an
opportunity to come in and meet their new colleagues informally before they
start.
2.6
At NTU, a new colleague’s induction programme has, therefore, several
elements to accommodate the various purposes:
2.6.1: Pre-employment
 Ensuring appropriate pre-employment information is provided to the
new starter (HR will provide and send this information to the new
starter)
 Ensuring the new starter is invited to join their new colleagues in any
pre-start activities that are considered appropriate
2.6.2 Workplace & Team Orientation
 Feel welcomed into NTU, and settle into their work as quickly and
effectively as possible, and before the end of their probation period
 Get to know what information they will need and where to get that
information
 Get to know how things work at NTU and how this relates to the work
they do
Page 4 of 12
Management Guidelines
Version 1.0 MM/YY
 Get to know other colleagues who will be important to them in their
work
 Get access to other resources they need to do their work (including
equipment, guidelines, policies, training)
 Identify how their work contributes to the immediate team and
department as well as the University as a whole
2.6.3: Probation and Initial PDCR
 Get to know what is expected of them, including key objectives, in
their new job as quickly and effectively as possible
 Opportunity to review their progress and agree any further learning
and development which is required
Please use the 3 checklists in the induction resources (see 1.5 above) to help
you create your new colleague’s induction programme.
SECTION 3: THE TIMING AND DURATION OF INDUCTION
3.1
The word ‘induction’ is also often used to refer only to a new colleague’s initial
orientation during the first week or two in the organisation. As we are
indicating that induction incorporates several elements including probation,
the induction programme for NTU staff extends to the close of the probation
period, which is a fixed period of time. Probation normally lasts 6 months for
all staff except academic staff – who have a longer probation period of 9
months. The probation period can be extended to a maximum period of 12
months.
3.2
For some staff, it may be possible to complete the necessary orientation
element within the first few weeks. For other colleagues orientation activities
might extend further into later stages of their probation period. The overall
duration of a new starter’s induction programme needs to be tailored,
therefore, to fit with the new colleague’s role, their level of experience and
expertise, the nature of their work and the length of their probation period.
SECTION 4: ROLES & RESPONSIBILITIES
4.1
Although overall responsibility for organising an induction programme rests
with the new colleague’s line manager, a number of other university services
and departments are involved at different times during the overall induction
period.
4.2
The new colleague’s immediate line manager
 Has overall responsibility to ensure induction is co-ordinated and
planned to fit the new colleague’s work and individual needs.
 Can nominate a mentor, buddy or induction co-ordinator and other
colleagues to carry out some of the activities on their behalf.
4.2.1 Prior to the colleague’s arrival:
 Liaise with Human Resources (HR) team to agree the start date and
ensure any necessary pre employment information is put together
 Design and agree the induction programme with those involved, using
the checklists and resources to help create an appropriate programme
 Brief team colleagues to ensure they know what’s happening and when
 Appoint a mentor or buddy (as required) and agree what’s expected of
them
Page 5 of 12
Management Guidelines
Version 1.0 MM/YY
 Enrol the new colleague on appropriate induction events including any
mandatory professional learning and development
 Ensure the work area is set up with the necessary equipment and
resources
4.2.2 On the new colleague’s first day:
 Welcome them to the team and department and outline the planned
induction programme
4.2.4 Throughout the induction period:
 Carry out the probationary period progress meetings as previously
arranged
 Agree objectives for work during the coming year following the
probation period
 Monitor how induction is going and agree any adjustments as required
with colleagues as necessary
 Support the new colleague’s ongoing professional learning and
development
4.3
The new member of staff
4.3.1 Before Arrival
 Agrees a start date with the line manager
 Completes any pre-employment paper work as required in the preemployment information
4.3.2 On Arrival
 Reports to the person identified
 Brings any paperwork requested in the pre-employment information
4.3.3 Throughout Induction Period
 Takes responsibility for completing the agreed induction programme
 Be pro-active in finding any required information from colleagues and
other sources
 Work with line manager to agree professional learning and
development needs
 Participates in probation progress meetings with the line manager
4.4
Team colleagues include the new starter’s immediate team colleagues. It’s
also useful to consider other local colleagues outside the immediate team yet
within the department, with whom the new starter may work with on a
regular basis, and who need to be included in the induction programme.
4.5
Other colleagues include all those who might contribute a
resource/event/introduction/orientation to the overall induction programme.
The induction checklists highlight many of those involved – you can identify
additional contacts to fit the new colleague’s work and role. Within the
university there are a number of people who provide resources / orientation
events / learning and development as part of induction programmes,
including:
For all staff:
 College HR teams for those in Schools and Colleges
 Central HR team for those working in central professional and essential
services
 Equality and Diversity team
 Health and Safety team
Page 6 of 12
Management Guidelines
Version 1.0 MM/YY
 Centre for Professional Learning and Development
Additional for academic & academic support staff:
 Centre for Professional Learning and Development
 Centre for Academic Standards and Quality
 Library and Learning Resources
 Student Support Services
Key roles and activities are summarised in Appendix A of this guide.
SECTION 5:
MONITORING INDUCTION
5.1
The new colleague’s line manager should arrange to meet with the new
member of staff to review the induction programme to ensure it meets their
needs, and make amendments as necessary.
5.2
In addition, the line manager should carry out the required probation reviews
to assess how the employee is progressing in their new job. Please refer to
the Probation Policy and procedure for further guidance on probation reviews.
5.3
New colleagues are asked to complete an On Boarder Survey sent after 6
months in post. This asks about expectations when joining NTU, about the
recruitment process and the induction experience. This gives us valuable data
on a new colleague’s experience of joining NTU. Line managers should
encourage colleagues to complete this survey
SECTION 6: DOCUMENT GOVERNANCE
6.1
Version Control and Change History
Version
Number
1.0
Review Date
Amendment
Page 7 of 12
Management Guidelines
Version 1.0 MM/YY
Appendix A: Summary of Induction key activities and timeframe
Key: Induction
activity
Pre-employment
HR Team
Orientation
Probation
Initial PDCR
Before arrival
Day 1
First week
Receive information from
line manager about start
date, time and contact for
Day 1. Ensure information
is included in preemployment information.
Ongoing during
probation period
Verify information
provided by the new
member of staff
End of probation
period
Post probation
File probation paperwork
and send out
confirmation letter to the
new starter.
Send pre-employment
information pack (contract,
job description, letter of
appointment, medical
questionnaire, and
employment information.
Notify CPLD of new starter.
Line Manager
Inform HR of the
colleague's agreed start
date, time and who to
report to on Day 1.
Welcome meeting to
check all necessary
joining formalities
completed with HR, and
to explain the planned
induction programme.
Complete the first formal
probation progress
meeting. Agree
objectives with new
starter for probationary
period and dates for
other probation review
meetings.
Monthly informal probation
progress meetings to
monitor new colleague's
progress in their role and
induction
Send out any additional
information not included in
the pre-employment
welcome pack sent by HR.
Introduce to wider team
and University
colleagues.
Ensure that induction
activities for Week 1 are
completed. Do an initial
review of induction
progress and agree any
necessary adjustments.
Liaise with colleagues to
review new colleague's
progress.
Page 8 of 12
Management Guidelines
Version 1.0 MM/YY
Complete the final
probation review
meeting. Complete
necessary paperwork
and send to HR.
Continue with PDCR after
the end of the probation
period and ensure
objectives for the next
year are agreed.
Agree any further
learning and
development/additional
induction activities
required beyond
probation.
Design and agree
colleagues full induction
programme (using
checklists as a guide) with
all those who need to be
involved locally and across
NTU, including any
mandatory professional
learning and development.
Agree date with new
starter for their first
formal probation review
meeting (to be held
within their first week)
Before arrival
Line manager
cont'd…
Day 1
Complete the new starter's
mid-probation formal
progress meeting to review
their progress in achieving
their objectives.
First week
Ongoing during
probation period
Prepare team and brief
them, ensuring anyone
involved in the induction
knows what they are
responsible for and when.
Review with new starter
their induction overall
(including learning and
development completed
and its application to their
work).
Ensure colleague's
workstation/office/
equipment is organised
and set up before they
start.
Agree any further induction
activities required by the
new starter.
End of probation
period
Post probation
Ensure that a place is
reserved on the central
induction events organised
by CPLD: "Welcome to
NTU"; "Equality and
Diversity Awareness"
Team/other
colleagues
Contribute to planning the
new colleague's induction
programme as required.
Complete any Day 1
induction activities for
which responsible
(including local health
and safety orientation).
Page 9 of 12
Management Guidelines
Version 1.0 MM/YY
Complete any part of
first week induction
activities for which
responsible and help
colleague settle in.
Complete any part of
ongoing induction for which
responsible.
Complete any part of
ongoing learning and
development/additional
induction activities for
which you are
responsible.
Be aware of any induction
activities you are
responsible for and when.
Help line manager review
the new starter's probation
progress with their role as
required.
Contribute to setting up
workstation/office/
equipment for new
colleague as required.
Help line manager review
the new starter's induction
progress as required.
Help plan and contribute to
any additional induction
activities as required.
Before arrival
New Starter
Day 1
Receive offer of
employment with preemployment information.
Complete and return any
information as required.
Ongoing during
probation period
Take eligibility to work
documents to the HR
team for verification, as
well as any remaining
paperwork from the preemployment pack.
Participate in the first
formal probation
progress meeting. Be
clear about what will be
expected of you by the
end of your probation
period.
Participate in any agreed
monthly informal probation
progress meetings and
raise any outstanding
queries with line manager.
Ensure that you
understand the induction
programme outlined.
Complete any induction
activities identified for
the first week.
Participate in an initial
review of your induction
programme and agree
any necessary
adjustments.
Monitor own progress.
Complete Day 1
induction activities
(including any essential
health and safety
orientation).
Confirm date for first
formal probation review
meeting.
Page 10 of 12
Management Guidelines
Version 1.0 MM/YY
First week
Participate in the midprobation formal progress
meeting.
End of probation
period
Participate in final
probation review
meeting
Post probation
Participate in ongoing
PDCR after the end of
probation and ensure
ongoing objectives are
agreed.
Complete any ongoing
learning and
development/induction
activities agreed with
your line manager.
NTU wide
induction
events (timings
as appropriate
in each case)
CPLD run: details
available under events
section on CPLD website:
www.ntu.ac.uk/cpld
Welcome' event and
orientation to NTU for all
staff, including
introduction from Vice
Chancellor
Page 11 of 12
Management Guidelines
Version 1.0 MM/YY
Additional introduction to
NTU academic policy,
practice and strategy
event for new academic
staff.
Health and Safety
induction session for all
new staff and complete online health and safety
induction programme.
Details at;
https://portal.ntu.ac.uk/heal
th_safety/about_us/Pages/i
ndex.aspx
APPENDIX B - User Feedback & Comments
Please provide your feedback on these Management Guidelines: the content, layout,
or your experience of using the document, to: CPLDenquiries@ntu.ac.uk . Your
comments will be taken into account at the next scheduled review.
Name of document the feedback is in reference to: Induction Managers’ Guidelines.
Name of sender: ________________________________ Date: _________
Location & Telephone Number: ______________________________________
________________________________________
Page 12 of 12
Management Guidelines
Version 1.0 MM/YY