UNIVERSITY OF SALFORD
PROCEDURE FOR THE REVIEW OF STAFF ON PROBATION
Version
Revision Date
Approval Date
9(PN)
May 2008
July 2008
1
Contents
1. General Principles
2. Applicability of Probation Procedure
3. Timing of Probationary Reviews
4. Probationary Reviews
5. Initial Probationary Reviews
6. Final Probationary Reviews
7. Responsibilities of those involved in the probationary process
8. Procedure to follow when a probationer is experiencing difficulties
9. Procedure to follow when proposing to extend the probationary period
10. Decision to terminate employment
11. Appeal against decisions to extend probation or terminate employment
Appendix A
Checklist detailing the roles and responsibilities of those involved in the probationary
process
Appendix B
Additional guidance relating to academic staff on probation
Appendix C
Probation Plan – Academic staff
Appendix D
Interim Probation Report reminder
Appendix E
Final Probation Report reminder - Support staff
Appendix F
Final Probation Report reminder –Academic staff
Flowchart
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University of Salford
PROCEDURE FOR THE REVIEW OF STAFF ON PROBATION
1. General Principles
The probationary period provides the opportunity for managers to assess the suitability of new
members of staff for the position to which they have been appointed. It also provides the opportunity
for staff to develop their skills, knowledge and experience, as well as understanding how their role fits
in with those of their colleagues and how the University operates. Whilst in many cases experienced
staff are appointed to posts, managers should bear in mind that all new members of staff require a
settling in period. In many instances some duties will be new to them and some procedures will differ
from those of other organisations at which they have worked.
2. Applicability of probation procedure
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The probation procedure applies to newly appointed staff to the University other than those
appointed to the posts of Vice Chancellor, Registrar and Secretary, Pro Vice Chancellor,
Executive Director, Executive Dean.
In exceptional circumstances Chairs of interview panels can waive the standard
probationary period (e.g. a candidate appointed to a senior position who has extensive
experience in a similar role/at a similar level, where making the appointment probationary
could create an obstacle to filling the post). These decisions should be made in consultation
with other panel members and the link Human Resources Manager.
Existing University staff who are appointed to a post where the nature of the duties and
responsibilities has changed significantly will be subject to a probationary review in their
new post. In these circumstances, where concerns during a probationary period lead to a
decision not to confirm an appointment the University will seek to redeploy the member of
staff into a suitable post elsewhere in the University on the salary grade of his/her previous
appointment (see Code of Practice for the Redeployment of Staff).
Appointments to fixed-term contracts are normally probationary. If the duration of the fixedterm contract is less than the duration of the probationary period, the letter of appointment
will state that the period of employment counts towards the overall probationary period. This
is particularly important as fixed-term contracts are often extended; in such instances
continuous service counts towards the completion of the probationary period.
It should be noted that any performance issues in respect of existing staff who are not on
probation will be dealt with as part of the Procedure for Managing Performance Difficulties.
See Appendix B detailing additional guidance in respect of academic staff on probation.
3. Timing of probationary reviews
 The probationary period is normally 1 year for staff on grades 7 and above and 6 months for
all other staff. In exceptional circumstances posts graded below Grade 7 may be subject to
a probationary period of more than 6 months where it can be predicted that a decision
relating to the confirmation of probation would be difficult within a 6 month period. In these
circumstances managers should discuss with their link Human Resources Manager at the
start of the recruitment process to agree the probationary period that will apply. It should be
noted that decisions of this nature are related to the duties and responsibilities attached to
the post and not to the person appointed to the post.
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 Initial probation report requests are sent to nominated managers
at the end of the 4th month of service for staff on grades 7 and above
at the end of the 2nd month of service for all other staff
 The final probation report request is sent to nominated managers
at the end of the 8th month of service for staff on grades 7 and above
at the end of the 4th month of service for all other staff
4. Probationary Reviews
The nominated manager must ensure he/she meets regularly with the probationer in the early stages
of appointment to discuss the probationer’s progress. In addition, if concerns arise during the
probationary period the probationer and nominated manager should discuss these as and when they
arise, using the procedure set out in section 8 below rather than wait for the next formal probationary
review meeting.
As a minimum requirement two formal probationary review meetings should be held (one initial and
one final review meeting) as soon as possible after the Human Resources Division sends out
probationary review forms for completion. Prior to holding a probationary review meeting the
nominated manager should discuss the probationer’s progress, confidentially, with any other relevant
member of staff.
5. Initial probationary reviews
Initial probationary review meetings should cover the following:
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exploring how well the probationer is performing his/her duties
considering whether attendance and punctuality are acceptable
discussing the aspects of the job that have been undertaken and where some aspects of
the job have not yet been tackled, exploring the opportunity for the probationer to familiarise
himself/herself with these tasks during the probationary period
discussing the probationer’s interaction with their colleagues
discussing whether the probationer’s skills are being fully utilised
discussing the support currently available and whether any additional support is considered
necessary
establishing if any special training not already arranged is necessary
checking if there are any exceptional factors that need to be taken into account that have
impacted on the probationer’s progress
discussing whether the probationer is experiencing any difficulties
agreeing a set of actions to deal with any issues arising from the review
Following the initial probationary review meeting the nominated manager should complete the initial
formal review report and ask the probationer to sign and retain a copy. Where the probationer
disagrees fundamentally with the probation assessment, he/she is entitled to record his/her dissent
on the probation review report. The signed review report should be forwarded to the Human
Resources Division.
6. Final Probationary Reviews
Final probationary review meetings should:
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review the progress of the probationer in all aspects of his/her job since the initial
probationary review meeting
assess the extent to which any problems identified earlier in the probationary period have
been resolved
establish that action has been taken to address any identified training needs
be the last opportunity to determine if the probationer’s progress is such that his/her
appointment should be confirmed
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If the decision is to recommend confirmation of appointment the nominated manager should advise
the probationer of this and should also complete the final review report and ask the probationer to
sign and retain a copy. (Academic staff will complete the Probation Plan in conjunction with their
nominated manager who should forward the signed Probation Plan to the Dean of School who will
make the decision regarding confirmation of appointment – see Appendix B for further guidance).
Where the probationer disagrees fundamentally with the probation assessment, he/she is entitled to
record his/her dissent on the probation review report. Completed review reports should be forwarded
to the Human Resources Division.
Whilst a member of staff may be deemed to have satisfactorily completed his/her probationary period
there may still be aspects of his/her job in which he/she needs to gain further experience and some
skills which need to be further developed and to this end nominated managers are encouraged to
review progress regularly and offer support as necessary.
7. Responsibilities of those involved in the probationary process
The following provides a brief resume of the roles and responsibilities of those involved in the
probationary process. Please also refer to the checklist detailing responsibilities in more detail.
(Appendix A)
Chair of the interview panel
He/she should advise the Human Resources Division if there are any specific conditions that need to
be met in the probationary period.
Probationer
He/she should demonstrate commitment to developing the necessary skills and experience to
undertake all the duties of his/her post, and to achieving the expected standards of performance,
seeking and accepting support as required from his/her nominated manager and colleagues (if
appropriate).
Nominated Manager
He/she should provide advice, support and supervision to the probationer throughout the
probationary period, ensuring that the probationer develops appropriate skills and carries out his/her
duties effectively and is fully aware of the expected standards of performance. He/she should identify
any areas of concern and discuss with the probationer how they can best be addressed. He/she
should meet regularly with the probationer to review progress and complete the probationary report
forms as soon as possible (in conjunction with a senior manager if deemed necessary). He/she
should seek advice from the link Human Resources Manager if the probationer is experiencing
difficulties which might lead to an extension or non confirmation of appointment.
Dean of School/Director of Professional Service
He/she should ensure the probationer is advised of his/her nominated manager at the
commencement of employment, as well as ensuring that the nominated manager holds regular
review meetings with the probationer. He/she should be kept informed of the probationer’s progress
and meet with the probationer to discuss his/her progress (if considered appropriate).
Research Centres (applicable for research and academic appointments)
The Research Centres should offer the probationer assistance in developing a research profile and
determining appropriate research objectives in line with the probationer’s previous experience. The
Research Centre should provide support and guidance to enable the probationer to start to meet any
objectives set.
School Executive (applicable for academic appointments)
The School Executive should receive a copy of all final probationary reports for information purposes.
Additionally, the Chair of the School Executive should be advised of any probationers experiencing
difficulties and where the Dean of School is proposing to either extend probationary periods or
terminate employment. (This process is to be reviewed after a year of operation).
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Human Resources Division
The Human Resources Division should ensure that any specific conditions determined at
appointment are detailed in the offer letter, provide advice to managers and probationers on the
probation procedure and in particular guide and advise managers regarding extensions/non
confirmation of appointment and remind Deans of Schools/ Directors of Professional Services of the
need to complete probation reports on a timely basis. Additionally, the Human Resources Division is
responsible for monitoring the use of this procedure and ensuring consistency of operation across the
University.
8. Procedure to follow when a probationer is experiencing difficulties
If a member of staff's performance is giving cause for concern at any stage during his/her
probationary period the nominated manager should discuss these problems with the member of staff
as and when they arise and not wait until the next scheduled probationary review meeting. If the
nominated manager considers any of the difficulties to be particularly problematic, he/she should
seek advice from the link Human Resources Manager on how to deal with the concerns.
It is necessary to follow the process in this section in any case where there are performance issues
which could lead to a recommendation that the probationary period is extended or the probationer’s
employment is terminated. The primary purpose is to bring about a sustained improvement in
performance and to ensure that the probationer has had adequate opportunity to achieve this, as well
as to provide a clear warning to the probationer that a failure to meet required standards may result in
the termination of his/her employment.
In many cases more extensive discussions with the member of staff will help to clarify and resolve
any difficulties. However, some difficulties may require a programme of additional support within the
probationary period that should be agreed with the member of staff. In the meeting with the
probationer, the nominated manager (and any other member of staff as considered appropriate)
should cover the following aspects:
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discuss the difficulties being experienced
clarify the level of performance expected and warn the member of staff that if this standard
is not reached he/she is at risk of being dismissed during or at the end of his/her
probationary period
offer guidance on how difficulties can be overcome
determine whether additional support is necessary and whether it would be helpful to
involve other colleagues in discussions
ensure the member of staff understands the concerns
attempt to engender a climate where the probationer is willing to work co-operatively in
resolving the difficulties
agree the arrangements for reviewing progress and make clear to the probationer that the
degree of progress achieved will determine the outcome of the probationary period
make a written record of the discussions held and action agreed and provide the
probationer with a copy
In most cases members of staff will react positively in overcoming any difficulties within the probation
period. However, an extension of probationary period may be appropriate if it would be unrealistic to
expect the probationer to effect the necessary improvements within the time span of the original
probationary period.
9. Procedure to follow when proposing to extend the probationary period
The purpose of extending a probationary period is to allow the probationer further time to effect the
necessary improvements in performance and to demonstrate competence in the full range of duties
of the post. Decisions to extend a probationary period can be made only during the probationer’s
original probationary period. In cases where the procedure detailed in section 8 above has been
followed and additional support and monitoring have not led to the required improvements in
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performance it will be necessary to consider the appropriateness of extending the probationary
period. In the above circumstances the following should occur:
(i)
(ii)
(iii)
The nominated manager should discuss the issue with his/her senior manager and link
Human Resources Manager to establish the appropriateness of extending the
probationary period
The nominated manager should meet as soon as possible with the probationer to
discuss the continuing difficulties and advise him/her that an extension to the
probationary period is proposed. It may be appropriate to involve an additional
manager and/or link Human Resources Manager at this meeting. See 8 above which
details the aspects that the nominated manager should cover at the meeting. The
probationer must be informed of his/her right to be represented at this meeting by a
work colleague or a Trade Union representative.
Following the meeting the nominated manager will meet with the member of staff to
advise his/her decision. If it is decided that the probationary period should be extended
the nominated manager will notify the link Human Resources Manager who will write
to the member of staff detailing the reasons for the extension, the duration of the
extension, the performance standards expected, the support that is available and
when reviews will be held to assess performance, including the date by which a final
decision will be made.
It should be noted that it is at the University’s discretion as to whether or not it chooses to offer an
extension of probationary period. Where an extension to probation is agreed the period of extension
is not expected to be longer than the original length of the probationary period that applied to the
post. The probationer does not have an entitlement to an extension of probation. A decision on
whether or not to confirm a member of staff’s appointment will be taken by the date previously notified
to the probationer (see section 9 (iii) above.)
A member of staff has the right to appeal against a decision to extend the period of probation (see
section 11 below).
10. Decision to terminate employment
In the regrettable situation of a member of staff not performing to the required standard within his/her
probationary period (or extended probationary period), despite any support having been given to
improve his/her performance, it will be necessary to consider terminating the member of staff’s
appointment, either during or at the end of the original or extended probationary period. In these
circumstances the nominated manager (and additional manager, and/or link Human Resources
Manager, if considered appropriate) will meet with the probationer to advise him/her of the reasons
for the proposed decision. The probationer must be informed of his/her right to be represented at this
meeting by a work colleague or a Trade Union representative.
If, following this meeting it is decided to terminate the probationer's employment, the probationer will
be notified in writing that his/her appointment will end on the scheduled end date of his/her
probationary period (or such earlier date as shall be specified) and of his/her right of appeal. This
letter will be sent by the link Human Resources Manager.
For the avoidance of doubt, nothing in this procedure shall prevent the University from proposing, or
deciding, to terminate a member of staff's employment at any stage during his/her probationary
period.
11. Appeal against decisions to extend probation or terminate employment
A probationer who wishes to appeal against a decision to terminate his/her employment or a decision
to extend his/her probationary period, must do so in writing within ten working days from the date of
the notification of the decision. The appeal should be sent to the manager who made the decision,
with a copy to the link Human Resources Manager and must specify the grounds of appeal. The
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appeal may be made on the grounds that the decision was unreasonable in the light of the evidence
considered.
The appeal will be heard by a senior manager not previously involved in the case. A representative
from the Human Resources Division will also be in attendance.
The probationer will be invited, in writing, to attend an appeal hearing and will have the right to be
accompanied by a work colleague or Trade Union representative. If the member of staff's
representative is not available at the time proposed for the appeal hearing, the member of staff may
request that the meeting is postponed to another reasonable time, normally not more than ten
working days after the date originally proposed. A member of staff’s representative may speak on the
member of staff's behalf but may not answer questions relating to the issues in dispute on the
member of staff's behalf.
At the appeal hearing the probationer will present his/her grounds of appeal and the manager who
made the decision appealed against will respond.
The senior manager hearing the appeal will notify the probationer (copy to representative) of his/her
decision in writing, normally within ten working days of the appeal hearing.
The decision of the senior manager hearing the appeal is final.
The University’s Grievance Procedure and/or the Dignity at Work and Study Policy may not be
invoked to challenge or complain about any decision to extend probation or terminate employment. In
the event that a member of staff wishes to raise a complaint about such matters, his/her complaint
will be investigated and dealt with by submitting an appeal under this procedure.
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Procedure for the Review of Staff on Probation
APPENDIX A
Checklist detailing the roles and responsibilities of those involved in the probationary
process.
Responsibility
Date completed
Probationer
Understand the rationale for having probationary periods and how
the procedure operates.
Follow the Induction Checklist as discussed and agreed with
nominated manager, and attend the central Induction
programme.
Co-operate with colleagues to improve understanding of own job
and that of others.
Start to develop a knowledge and understanding of those Policies
and Procedures that are relevant to your area of work and those
that are generic to all staff.
Carry out duties in an effective manner, and where difficulties are
experienced, co-operate with nominated manager in agreeing
strategies to improve performance.
Regularly seek advice, information and support from identified
nominated manager and colleagues (if applicable).
Co-operate with nominated manager and colleagues in devising
individual development plans/targets.
Understand the standards of performance expected in the job.
Achieve the required standards of attendance/timekeeping.
Undertake any staff development activities identified to improve
skills and experience.
Agree a Probation Plan in the early stage of employment
(academic staff only).
Understand the baseline competencies required in teaching,
research, administration and academic enterprise (academic staff
only).
Agree teaching/research ratio with nominated manager and
combination of teaching, research, administration and academic
enterprise applicable (academic staff only).
Start to develop, as appropriate, a teaching and academic
enterprise portfolio and research activity (academic staff only).
Enrol on the Postgraduate Certificate In Academic Practice
(PGCAP), (or its equivalent) where it is a condition of
appointment to complete (academic staff only).
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Ensure any agreed conditions that need to be met in the
probationary period are achieved.
Attend probationary review meetings and raise any issues or
concerns about progress with nominated manager.
Sign and retain copies of probationary report forms.
Supply an updated CV and signed workload statement to
accompany final probationary report (academic staff only).
Receive and act on feedback from nominated manager and
colleagues (if applicable).
Work co-operatively in addressing any concerns raised by
nominated manager.
10
Responsibility
Date completed
Nominated Manager (to be determined by Executive Dean of
School/Director of Professional Service
Provide advice, support and supervision as required during the
probationary period.
Bring to the attention of the probationer the Policies and
Procedures relevant to his/her area of work and those that are
generic to all staff and agree those that are a priority for the
probationer to understand.
Ensure the probationer understands his/her job and the
standards expected, and how his/her job fits in with colleagues in
the School/Division.
At the start of employment explain the probationary process, the
support that will be provided and whom to approach for help
(where appropriate).
Ensure the probationer has appropriate resources to undertake
his/her duties.
Agree a co-ordinated
probationer.
development
programme
for
the
Draw up the Probation Plan and provide the probationer with a
copy (academic staff only).
Agree the probationer’s teaching/research ratio (academic staff
only).
Ensure the probationer liaises as appropriate with the relevant
Research Centre and starts to develop suitable research
initiatives (academic staff only).
Ensure the probationer registers on the Postgraduate Certificate
in Higher Education and Practice, where applicable (academic
staff only).
Ensure the probationer starts to develop portfolio(s) as
appropriate (academic staff only).
Ensure the Dean of School is advised of the number of hours
built into the probationer’s workload to facilitate personal
development (academic staff only).
Discuss with the probationer any concerns about his/her
progress, and if necessary, agree any additional support
required.
Ensure regular probationary review meetings are held and that
progress is reviewed.
Keep records of review meetings, and provide the probationer
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with a copy.
Complete initial/final probationary reports,
probationer signs them and retains a copy.
ensuring
the
Keep senior manager advised of probationer’s progress,
particularly if any difficulties are being experienced.
Discuss with senior manager and the link Human Resources
Manager if there are grounds for an extension of probationary
period.
Discuss with senior manager and the link Human Resources
Manager if there are grounds for termination of appointment.
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Responsibility
Date completed
Research Centre (applicable for academic staff)
Meet with the probationer in the first two months of appointment
to offer assistance in developing the probationer’s
research/determine appropriate research initiatives (according to
the probationer’s experience).
Agree research objectives for the probationer by the end of the
fourth month of appointment that are appropriate to the
probationer’s experience.
Meet with the probationer during the eighth/ ninth month of
appointment to review his/her progress against agreed research
objectives.
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Responsibility
Date completed
Senior manager
Ensure the probationer is aware of the nominated manager who
will have responsibility for assessing the probationer’s
performance during the probationary period.
Ensure that regular probation review meetings are held.
Review final reports on probationers prior to the reports being
sent to the Human Resources Division.
Ensure you are advised of any causes for concern regarding the
progress of the probationer, and action agreed to address any
problems. If necessary, initiate further action to help the
probationer recognise and overcome issues of concern.
Following consultation with the nominated manager and link
Human Resources Manager decide if there are grounds for
extension of probationary period or for termination of the
appointment.
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Responsibility
Date completed
Human Resources Division
Ensure any specific conditions highlighted by the Chair of the
interview panel relating to the probationary period are detailed in
the letter of appointment including the period of probation
applicable.
Provide advice to the nominated manager on the operation of the
probationary procedures, and in particular, where concerns are
raised about the performance/progress of the probationer.
Provide advice, as requested to probationers on the operation of
probationary procedures.
Give advice to managers about the advisability of either
extending probationary periods or terminating appointments.
Remind nominated
probationary reports.
managers
to
complete
initial/final
Write to probationers to advise them of the completion of
probationary periods.
Attend meetings and appeal meetings relating to decisions to
extend probationary periods.
Attend meetings and appeal meetings relating to decisions to
terminate appointment.
Send confirmatory letters to members of staff confirming
decisions to extend probationary periods and to terminate
appointments.
Monitor the use of the procedure and ensure consistency of
operation across the University
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Responsibility
Date completed
School Executive (applicable for academic staff)
Review completed probationary reports to ensure consistency in
practice across the School.
Be advised of probationers experiencing difficulties and of
proposals to extend probation periods or terminate appointments.
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APPENDIX B
Additional guidance relating to academic staff on probation
1. Probation objectives and criteria applicable in probationary reviews
Probationers should demonstrate a commitment to continuous personal and professional
development. The Chair of the interview panel may, in conjunction with the Dean of School, build
in specific objectives for the new appointee to achieve during his/her probationary period.
However, as a matter of course, in conjunction with his/her nominated manager, the probationer
needs to agree appropriate teaching/research ratios, priorities, and baseline competencies
required in respect of teaching, research, administration and academic enterprise or a
combination of these. Any objectives set and agreed should reflect the experience of the
probationer in the areas concerned. In particular, the following should be reviewed during
probationary periods:
Teaching
 Progress in starting to develop a portfolio which will provide evidence of building competence
in teaching, learning and assessment.
 Where there is a requirement to successfully complete the Pg Cert in Higher Education
Practice and Research (or its equivalent) within three years of appointment the probationer
should have registered on the course and ideally commenced the first year of the course.
Research
 Working closely with the Research Centre to determine the appropriate development of
research according to the probationer’s previous experience, agree suitable research
initiatives and review progress in starting to meet the research objectives that have been set
and agreed.
Administration
 Starting to develop a portfolio of administrative tasks undertaken, membership of committees
at school/University level and, where appropriate, evidence of working towards developing
academic leadership skills.
Academic Enterprise (where considered appropriate during probationary period)
 Starting to develop an academic enterprise profile and according to the probationer’s
experience, showing evidence of using partnerships to strengthen activity, understanding
funding streams with evidence of bidding and identifying and generating sources of ‘added
value’ to the school/University.
2. Staff Development
Continuing development is of paramount importance and the setting of objectives for staff during
their probationary period needs to take account of the probationer’s previous experience and any
formal training and development that is necessary.
All newly appointed lecturers should be advised at the commencement of their employment of the
name of their manager who will be responsible for assessing their progress during their
probationary period. They must also be informed of the allocation which will be built initially into
their workload to facilitate their personal development, including, for example, a specific allocation
to take up a Vice Chancellor’s Research Scholarship. The probationer’s workload agreement
must, where applicable, also take into account the requirement to complete successfully the PG
Cert in Academic Practice (PGCAP). An allocation of the equivalent of 20% of the median
workload in the School for a period of two semesters will be made to enable the Pg Cert to be
completed. (See also Code of Practice for the Recruitment of Staff paragraph 1(f))
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In the early stages of their appointment, each probationer will compile a Probation Plan in
conjunction with, and with advice from his/her nominated manager and the relevant Research
Centre. This plan will feed into the probation review and subsequently to the appraisal and
development processes. The nominated manager must also make sure that the University and
school induction procedures are understood and followed by the probationer.
3. The Probation Plan
As soon as the probationer commences employment, he/she should meet with his/her nominated
manager to agree the Probation Plan. The Probation Plan is designed to both make transparent
the requirements of the University’s probation procedure for academic staff and simplify the
monitoring and reporting of the requirements.
The Probation Plan has three purposes:
(i) To allow the probationer to plan how he/she will meet the conditions of probation and to
agree the progress required in teaching, research, administration and academic enterprise.
(ii) To allow the nominated manager to comment on and monitor progress at the initial and
final review stages.
(iii) To allow the Dean of School to determine if the probation period has been completed and
to report to the School Executive on the outcome of probation.
Typically, the probation plan will be used three times during the probation period:
1. On appointment, the probationer, with the assistance of his/her nominated manager,
will insert the probation objectives to be achieved, the targets for the probationary
period, the methods by which they will be achieved and the evidence of achievement.
The probationer will work with his/her nominated manager to determine and achieve the
objectives and collect evidence.
2. At the end of the initial review period (approximately after completing four months
service), the probationer will discuss his/her progress with his/her nominated manager.
3. At the final review stage the probationer will discuss the extent to which objectives as
set out in the Probation Plan have been met and both the probationer and the
nominated manager will briefly comment and sign the Probation Plan and pass to the
Dean of School together with a copy of the probationer’s workload statement and
current CV. The Dean of School will then make a decision about whether the
probationer has satisfactorily completed his/her probation. The documentation is
forwarded to the Human Resources Division who will write to the probationer to confirm
completion of probation. Additionally, the documentation is passed for information
purposes to the School Executive.
Appendix C contains the outline Probation Plan.
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PROBATION PLAN: ACADEMIC STAFF
Name:
Date of appointment:
Probation
Objectives
APPENDIX C
School:
Date of this report:
Targets
Comments on progress (to be completed at the
final review stage)
1. Completion of
School Induction
2. Completion of
University
induction
3. Teaching and
Learning including
enrolment on Pg
Cert and expected
date of completion
(where applicable)
4. Research
development and
objectives
(Agreed with RID)
(where applicable)
5. Academic
Enterprise (where
applicable)
6. Administration
7. Allowance for
Probation
Objectives
8. T/R ratio
Comments on
progress (to be
completed by
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probationer)
Signed (Probationer)
Signed:
Date:
1. Recommendation:
*(a) To confirm appointment
*(b) Not to confirm appointment
*(c) To extend probation
*
Delete as appropriate
Signed:…………………………………..
Position:…………………………………. (nominated manager)
Date:……………………………………..
2. Decision:
*(a) To confirm appointment
*(b) Not to confirm appointment
*(c) To extend probation
*
Delete as appropriate
Signed:…………………………………..
Position:…………………………………. (Dean of School)
Date:……………………………………..
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APPENDIX D
UNIVERSITY OF SALFORD
HUMAN RESOURCES DIVISION, CRESCENT HOUSE
MEMORANDUM
TO:
« Nominated Manager»
«Department»
«Building»
FROM:
«Human ResourcesManager»
Human Resources Division
DATE:
«DateDue1»
RE:
INITIAL PROBATION REPORT
_____________________________________________________________________________
Name:
«Employee»
Post: «Post»
Date probationary period is due to end: «ProbationEndDate»
The above named is part way through his/her probationary period. You should meet with the
member of staff to discuss his/her progress and then complete the form below to indicate whether, at
this stage, you are satisfied with the member of staff's progress. The form should also be signed by
the staff member.
If you have any concerns about the probationer’s performance you should discuss these immediately
with your link Human Resources Manager and appropriate senior manager
Please tick appropriate box
I am satisfied with the progress of the above named member of staff
or
There are areas of concern in respect of the above named member of staff
(Please give brief details if applicable)
......................................................................................................................
......................................................................................................................
......................................................................................................................
................................................................................................………………..
In accordance with the Procedure for the review of Staff on Probation I have held a probationary
review meeting with the above named member of staff to discuss his/her progress.
Signed..............................……........……….(Nominated Manager)
Date.......................................
Confirmed by…………………………………(Probationer)
Date……………………………
As soon as you have met with the probationer and he/she has signed the interim probationary report
form you should return the form to « Human Resources Manager», Human Resources Division,
Ground Floor, Crescent House.
21
APPENDIX E
UNIVERSITY OF SALFORD
HUMAN RESOURCES DIVISION, CRESCENT HOUSE
MEMORANDUM
TO:
‘Nominated Manager’
FROM:
‘Human Resources Manager’
Human Resources Division
DATE:
‘Due Date’
RE:
FINAL PROBATION REPORT – Support staff
The following probationary period appointment is due to be confirmed or otherwise by the date
shown. You should arrange to meet with the member of staff to discuss his/her progress, following
which you should complete and sign this form. The form should also be signed by the staff member
and then returned immediately to the Human Resources Division who will write to the member of
staff.
If you have any concerns about the probationer’s performance you should discuss these immediately
with your link Human Resources Manager and appropriate senior manager.
NAME:
POST:
DATE PROBATIONARY APPOINTMENT IS DUE TO END:
The member of staff’s performance in respect of the following characteristics is as indicated.
COMMENTS
(i)
Timekeeping
(ii)
Attendance
(iii)
Relationship with colleagues
and senior staff
(iv)
Work performance (including
where appropriate technical skills,
understanding of duties etc)
22
(vi)
Areas of concern
(vii)
Any other comments (including any relevant comments regarding career potential)
In accordance with the procedure for the review of Staff on Probation I confirm that I have held a
meeting with the member of staff to discuss his/her performance during the probationary period and I
recommend:
*(a)
confirmation of the appointment
*(b)
an extension of the probationary appointment
*(c)
non-confirmation of the appointment
*
Delete as appropriate
Signed.............................................……
Date.............................................
(Nominated Manager)
Confirmed by………………………………….(Probationer)
Date………………………………..
As soon as you have met with the probationer and he/she has signed the final probationary report
form you should return the form to ‘Human Resources Manager’, Human Resources Division, Ground
Floor, Crescent House.
23
APPENDIX F
UNIVERSITY OF SALFORD
HUMAN RESOURCES DIVISION, CRESCENT HOUSE
MEMORANDUM
TO:
‘Nominated Manager’
FROM:
‘Human Resources Manager’
Personnel Division
DATE:
‘Due Date’
RE:
FINAL PROBATION REPORT – Academic staff
The following probationary period appointment is due to be confirmed or otherwise by the date
shown. You should arrange to meet with the member of staff to discuss his/her progress, following
which you and the probationer should complete and sign the Probation Plan. The Probation Plan
should then be forwarded to the Dean of School with your recommendation about whether the
probationary period should be confirmed. A signed workload statement and an up to date CV should
accompany the Probation Plan.
If you have any concerns about the probationer’s performance you should discuss these immediately
with your link Human Resources Manager and appropriate senior manager.
NAME:
POST:
DATE PROBATIONARY APPOINTMENT IS DUE TO END:
24
Procedure for the Review of Staff on Probation
Employee commences in post
(1 year probationary period if Grade 7 or above.
6 months probationary period if Grade 6 or less).
Performance gives cause for concern
Discuss with member of staff as issues arise
and seek advice from HR Manager as
necessary.
Satisfactory performance
Initial probationary review
(At end of 4th month for Grade 7 or above.
At end of 2nd month if Grade 6 or less).
Performance gives cause for concern
Discuss with member of staff as issues
arise and seek advice from HR Manager
as necessary. Agree support plan and
regularly review progress.
Satisfactory performance
Final probationary review
(At end of 8th month for Grade 7 or above.
At end of 4th month if Grade 6 or less.)
Performance gives cause for
concern or previously identified
concerns continue despite
support plan being implemented.
Discuss with HR Manager/Senior
Manager regarding the
appropriateness of extending the
probationary period or terminating
the appointment.
Termination of appointment
Member of staff is invited to a
meeting to discuss the
proposal to terminate the
appointment. Following the
meeting the termination is
confirmed in writing and the
member of staff is given the
right to appeal.
Satisfactory
performance
Confirmation of
appointment
Extension of probationary
period
Period of extension is agreed
between HR Manager & Senior
Manager. Necessary support is
provided and progress is
regularly reviewed.
(continued overleaf)
25
(continued)
Extension of probationary period
Period of extension is agreed between
HR Manager & Senior Manager.
Necessary support is provided and
progress is regularly reviewed.
Further final review
(triggered by HR)
Concerns over performance
still exist
Senior Manager to discuss
with HR Manager
Decision to terminate or confirm
appointment
(Exceptionally a further extension may
be considered appropriate).
26
Satisfactory
performance
Confirmation of
appointment