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