INDUCTION AND PROBATION POLICY

Transcription

1 INDUCTION AND PROBATION POLICY Introduction The resources and investment in employing staff make it imperative that good support and adequate time is made to ensure that a new member of staff is able to develop fully into the job to which they have been appointed and that the organisation gets a worthwhile contribution from the worker. The Recruitment Policy and Procedures aim to ensure that the best candidate is appointed to a post by the fairest means possible, but the process is not by any means infallible and however skilled and experienced an appointee may be, there is still a need for them to settle in and be allowed to adjust to their new job and environment. The probation period is only applicable to new employees to Kingston & Wimbledon YMCA, but induction is applicable to all new appointments, including internal promotions. It is a time for the employee to show their suitability for the post to which they have been appointed, to understand how to do their job and to become effective in their role as quickly as possible. The probation period lasts for a period of 26 weeks from the first day of service and induction occupies up to the first four weeks of this period. The actual period necessary for induction will depend on the particular post and the individual concerned, and will be determined by the line manager. At all stages of this procedure, the Director of Human Resources will be available to advise and guide on its application and on good practice. Responsibilities It is the responsibility of the line manager to oversee progress through the probation period and to plan and draw up each individual's induction programme. However there is an expectation that all workers (and volunteers) will participate in the induction of new members of staff. As the employer, Kingston & Wimbledon YMCA undertakes to supervise, monitor, encourage, train and provide feedback to the new worker to enable them to reach the standard required. It is essential that problems are sorted out at the earliest possible stage, and where there is an issue of incapability, that this is dealt with promptly. Before a new employee starts, the line manager is responsible for ensuring that an Induction and Probation Policy Review April

2 office/desk has been set up, telephone extension organised, a PC ordered (if applicable), a set of keys are available, basic stationery is in the desk, or whatever is applicable to the particular post. Also, Reception should have been notified of the new starter, so they are expected on the first day they arrive. First impressions are very important. Induction and Probation Policy Review April

3 INDUCTION Objectives Firstly To become familiar with the organisation, its internal procedures and its structure. To become familiar with the aims and objectives of the organisation and how they affect its working practices. To become familiar with the work of each part of the organisation. To become familiar with the basic tasks of the job and the expectations of the post holder. To receive information relating to the Association s policies regaridng working with vulnerable adults and children. To identify and arrange training required in order to do the job required. Secondly To become familiar with the organisation and individuals with whom it works, both in general and with particular reference to the work of the staff member concerned. To become familiar with the management committee structure. To perform the basic tasks of the job, with supervision. To have completed the induction checklist. Process Induction is a time of settling in and it should be approached systematically so that the individual knows about their particular job role, the whole organisation and how their role fits this, thus enabling them to have a sense of involvement and belonging in the organisation. It is important to have ready the induction programme, any publications/documents the new starter will need to read (this gives them something to do when the line manager is not talking at/to them!). Also a copy of the structure chart, with all staff names will help to familiarise the new starter with everyone. (There is little worse than having been introduced to someone and when next seeing them have no idea of their name or what they do). The induction will include arranging dates for meeting other workers (including volunteers) and working alongside some staff/volunteers. Any rearrangement of such dates will be jointly the responsibility of the new staff member and the worker concerned. These meetings should be informative but fairly 'light' [see Appendix A]. Induction and Probation Policy Review April

4 If applicable, meetings with other organisations will also be arranged. In order to monitor the induction process and attempt to give this structure for the new employee, a checklist has been drawn up [Appendix B]. This should also ensure that there is a minimal amount of duplication of information and that essential details are not omitted. It is the responsibility of the line manager to ensure that the checklist is completed during the induction period. The employee will hold the checklist and mark off what has been covered. The list is divided up into rough time periods as it will be impossible for an individual to assimilate all the information they will be given in the first couple of days. A copy of the completed list will be passed to the Director of Human Resources for retention on the personal file. The line manager should ensure that the new employee understands all they have been told, and opportunity should be given for some details to be reiterated and for the new employee to ask questions/seek clarification. Also the new employee should be asked to make comments and suggestions on their first impressions on the organisation (often a fresh look provides a more objective view of how things could be done). Completing Induction By the end of induction, the individual should have a good general understanding of their job role, and the workings of the whole organisation. However, the induction period does not end after the first few weeks and regular information, support and feedback must continue to be given. PROBATION All new employees to Kingston & Wimbledon YMCA are subject to a 26 week probation period. This period is for new staff to prove their worth and for line managers to assess the suitability of a new employee to their post. During the probation period, the job description and person specification should be used to identify how the new member of staff is developing into the job role. Formal review sessions will take place to monitor progress and notes of meetings should be taken and copies held by both the line manger and the supervisee. The probation period will mainly cover ability to undertake duties, but other issues, such as conduct and time-keeping may also need to be addressed. By the end of the induction period, the new employee should have a good understanding of their job role and know how to do their work effectively. In order to assess progress, two formal but brief reports will be completed, one part by the individual and the other by the line manager. Induction and Probation Policy Review April

5 Review Periods Where there are concerns about the performance of a new member of staff during their probation period, the line manager must take action immediately, seeking guidance and support from their the Director of Human Resources as appropriate. The worker must be informed of what is considered to be below standard and what is expected of them and by when. This should be reviewed frequently. Where concerns continue, the line manager should not wait until the first formal review date (at 12 weeks), but after discussion with the member of staff concerned, should submit a report to their line manager (copied to the Director of Human Resources) as early as possible. During the probation period, formal progress review meetings will be held between the line manager and probationer at 8 weeks and 18 weeks, at which time the formal reports will be completed. The Director of Human Resources's office will issue reminder notes at 10 weeks and 16 weeks to the line manager that the formal review date is due. Line managers should hand the probationer their self assessment form at least a couple of days before they are due to meet. The form completed by the individual [Appendix C] should be based on their Job Description and Person Specification and will detail major areas of achievement, where they consider they are currently developing, areas which are yet to be achieved and any training need(s) highlighted. The line manager form [Appendix D] will include information about knowledge and understanding of the job, level of output and accuracy in carrying out tasks, ability to plan and organise own work and meet deadlines, willingness to accept responsibility, effectiveness of working relationships with colleagues, volunteers and service users, ability to supervise, work with their team and will conclude with an overall assessment as to whether progress has been to the standard required; is satisfactory, but some areas still for improvement; or whether progress is below expected standard. The employee will have the right to comment on the form and once completed, copies will be made for the member of staff to keep, for the next line manager (senior manager), and the original to the Director of Human Resources Manager for placement on the personal file. Unsatisfactory Progress Where an individual is identified as being unsatisfactory in their development, ability, etc., this must be addressed with them at the earliest opportunity. The line manager must inform their senior manager and the Director of Human Resources at the outset. At all stages during this procedure, the line manager must keep detailed notes of discussion, standards set, targets and review periods agreed. Copies of these the targets agreed upon should be handed to the member of staff. Copies of all documents should be made available to the senior manager and the Director of Human Resources. Action during the probation period on ability to undertake a job role will be dealt with outside Induction and Probation Policy Review April

6 the Disciplinary Procedure, although the same principles apply. (Other areas covered by the Disciplinary Policy will continue to apply). The member of staff for whom there are concerns about their progress must be seen at the earliest opportunity by the line manager, the concerns addressed, the expected standards made known and a review date set. A minimum of weekly formal supervision is required in addition to frequent 'checking out' to see if everything is all right. It is the line manager's responsibility to ensure that the member of staff understands their job and what the requirements are. Failure to meet an acceptable standard by the review date leaves the line manager with the option, if there has been some progress, to reiterate the required standard and set a further review date, or if there has not been acceptable progress, to warn the member of staff that failure to improve by the next review date could mean that they are heading towards failing their probation period and that their services may be terminated. Should it become necessary to consider termination of services of a new employee, the approval of the senior line manager and the Director of Human Resources must be sought prior to any action being taken. If an employee is to be seen and informed of their lack of progress and possible termination during their probation period, they will have the right to be accompanied by a colleague or trade union representative. The principles of the Disciplinary Policy will apply, in that the employee will be seen by a panel, they will be informed of the areas of performance considered to be inadequate, reminded of meetings where expectations were highlighted and targets agreed upon and why it is considered that their services cannot continue any linger. Evidence may be produced (usually copies of supervision notes) which the employee should already have in their possession. The employee will have the right to respond to the criticisms made and may raise any mitigating circumstances. The decision of the panel is final and there is no right of appeal. If the services of a new member of staff are to be terminated within the first four weeks of their probation period, they should be given a minimum of 24 hours notice of termination. For periods of service between four weeks and 26 weeks, a minimum period of one week notice should be given. (Thereafter the contractual notice period for their grade and length of service will apply). Extension of Probation Period It is considered that 26 weeks should be sufficient time to assess whether or not a new member of staff is developing satisfactorily into the job role for which they were appointed. There should therefore be no reason to consider an extension of the probation period unless there are very exceptional circumstances. An exceptional circumstance could be that the individual has had a long period of sickness during their probation period and has therefore not been around to be developing into their job, or to be assessed. The extension of Induction and Probation Policy Review April

7 probation period should not be any longer than the absence period. If an extension of probation period is being contemplated, the Director of Human Resources must be consulted first. The Director of Human Resources will formally notify the member of staff concerned if the probation period is to be extended and any new conditions which will apply. Induction and Probation Policy Review April

8 Kingston & Wimbledon YMCA Appendix A INDUCTION OF NEW STAFF - NOTES FOR 'OLD'STAFF As Kingston & Wimbledon YMCA increases in size and staff numbers, it becomes a more daunting place to join and the induction of new employees, clarifying their job role and helping them to settle in becomes increasingly complex. Induction should be structured, all essential information covered and there should be no repetition of details given. (This is the ideal!). Whilst all new employees will have a period of induction (the length of which is largely determined by the type of job they are going to do, their previous experience, and ability to pick up their new role), all 'old' staff are involved in settling a new colleague. It is hoped that staff will consider new colleagues when going for lunch or other break and generally ensure that they are introduced to others around the building. These notes are intended to be an aide memoir for all staff to refer to when meeting with a new worker. An induction checklist has been prepared (copy attached) for the new employee's benefit (and for their line manager to ensure that all areas have been covered). When meeting with a new employee, please ensure that you cover the following:- Confirm you name and job title Show where you appear in the structure chart Explain what you/your section does in the organisation Explain how the new worker role relates to your section Provide any useful background information on your section Explain what work you are currently involved in Explain plans for future work If you wish, give some personal information about yourself (career history, why you came to work for Kingston & Wimbledon YMCA, etc.) Allow time for questions This list is not exhaustive and there may well be other areas you wish/need to cover. Please ensure the new worker has checked off any items on the induction checklist which you have covered (to try and ensure that another colleague does not cover these details again).

9 KINGSTON & WIMBLEDON YMCA Appendix B STAFF INDUCTION CHECKLIST Key: - Line Manager; C - Colleague First Day SUBJECT Introductions to staff/volunteers on duty Layout of building/toilet facilities Fire exits/alarm points/fire fighting equipment/evacuation arrangements First Aid boxes Security alarm system Staffing Structure/Chart Working hours/rotas/overtime/time off in lieu Time recording Refreshment facilities (including clearing up!) Meals Smoking areas Confidentiality/storage of papers/info. on PC's Security of personal belongings/office security/lockers Car parking Telephone system, including off peak calls and personal use Protective clothing (if appropriate) Facilities in the area Keys Reception info. (Meetings/lunch/in & out/diary) Payroll details completed Staff Handbook issued Details of working with vulnerable adults and children provided and explained First Week Emergency contact/next of kin information Accident recording Booking annual leave Sickness absence procedure Pay queries/payroll deadlines RESPON- SIBILITY /C DATE COVERED

10 SUBJECT RESPON- SIBILITY DATE COVERED Pension options Staff Handbook gone through Probation period Mobile Telephones Grievance and Disciplinary Policies and Procedures Equal Opportunities Policy History of the Association Aims and objectives of the Association Operational Policies of the Association Board of Directors information/meetings/sub-committees Internal Meetings Supervision arrangements Support Arrangements Equipment photocopiers/fax/etc. Computers/software/printers/training/ & Internet Policy Stationery supplies and ordering Expenses/Petty cash claims Emergency Procedures Working with volunteers Information on Regional Staff Group(s) Regional Events Y Care /C /C /C /C /C /C By End of Induction Period Staff Training Use of car Contract issued (within 8 weeks of start date) Visits to other Associations APS information Staff Forum Aims & Purposes of the YMCA Movement Christian Basis of the Movement/Association /C /C Date Completed Updated July 2004

11 Copy to Line Manager Personal file

12 Kingston & Wimbledon YMCA Appendix C PROBATION PERIOD - STAFF SELF-ASSESSMENT Name First day of service Post Review date This form is intended for your personal use as an aide memoir for when you meet with your line manager to discuss progress through your probation period. The form will not be collected from you, unless you wish to use this as a back-up to the comments you may make on the line manager assessment form. Please refer to the Job Description and Person Specification for your post and comment on the following:- (i) Major areas of achievement (ii) Areas currently developing (iii) Areas yet to be achieved (iv) Training need(s) highlighted (v) General comments

13 Kingston & Wimbledon YMCA Appendix D PROBATION PERIOD - LINE MANAGER ASSESSMENT Supervisee Post First day of service Review date Please refer to the Job Description and Person Specification as a basis for assessment, and comment briefly in the following areas:- (i) Knowledge and understanding of the job (ii) Level of output and accuracy in carrying out tasks (iii) Ability to plan and organise own work and meet deadlines (iv) Willingness to accept responsibility (v) Effectiveness of working relationships with colleagues, volunteers and service users (vi) Ability to supervise, work with their team (vii) Other comments -1-

14 Overall Assessment Is the above-named (a) progressing to the standard required? (b) satisfactory, but some areas still to be improved? (c) below expected standard? Please delete as appropriate and comment on the reason given. Targets set Review date Signed Date Supervisee comments Signed Date On completion, this form to be copied to the assessors line manager, the assessor, the supervisee and the original passed to the Director of Human Resources for placing on the personal file. -2-