SOMERSET ROAD EDUCATION TRUST INDUCTION AND PROBATION PROCEDURE POLICY

Transcription

1 SOMERSET ROAD EDUCATION TRUST INDUCTION AND PROBATION PROCEDURE POLICY Somerset Road Education Trust - SRET Autumn 2015 Version and Action/Notes Date /15 Author Sharon Day SBM 1. Introduction 1.1 This policy and procedure is divided into two halves, induction and probation. The induction element of applies to all employees teachers and non teaching employees and the probation element applies to new non teaching employees within the school (whether full-time or part-time, permanent or temporary). The probation element does not apply to teachers, as they have separate arrangements under their nationally agreed terms and conditions as newly qualified teachers. 2. Purpose 2.1 The policy and procedure defines the induction process and probation period and how it should be managed in schools. 3. Equal Opportunities 3.1. All employees covered by this policy should receive an induction and all support staff probationary reviews. The schools are equal opportunities employers with a commitment to equal treatment of all employees. Minorities and people with disabilities will not be singled out or be discriminated against and every effort will be made to ensure that a fair and consistent practice, as detailed in this policy and procedure, is carried out. 1

2 4. Procedure Description 4.1 Probation periods support staff Although it is contained in an employee s statement of terms and conditions of employment, line managers must ensure that employees understand the terms of their probation period. All employees should have a probation period, except employees who will be employed for less than six months. Employees employed for less than six months should still receive regular reviews of their performance/conduct during their term of employment. A similar format to that in the Probation Report Form Appendix 1 may be used for this purpose. 5. Induction 5.1 There should be an induction programme for all staff, governors and other volunteers newly appointed in an establishment, including teaching staff, regardless of previous experience. The purpose of induction is to: provide training and information about the establishment s policies and procedures; support individuals in a way that is appropriate for the role for which they have been engaged; confirm the conduct expected of staff within the school; and, provide opportunities for a new member of staff or volunteer to discuss any issues or concerns about their role or responsibilities 5.2 The content and nature of the induction process will vary according to the role and previous experience of the new member of staff, governor or other volunteer, but as far as safeguarding and promoting the welfare of children is concerned the induction programme should include information about, and written statements of: policies and procedures in relation to safeguarding and promoting welfare e.g. child protection, anti bullying, anti racism, physical intervention/restraint, intimate care, internet safety and any local child protection/safeguarding procedures; safe practice and the standards of conduct and behaviour expected of staff and pupils in the establishment; how and with whom any concerns about those issues should be raised; and, all other relevant personnel procedures e.g. disciplinary, capability, whistle-blowing. Recruitment and selection, code of conduct, etc. The programme should also include attendance at child protection training appropriate to the person s role. All employees should be made aware of the contents of Guidance for Safe Working Practice for the Protection of Children and Staff in Education Settings Steps to Induction 2

3 First Step - the process of induction starts before the employee commences employment. Once he/she accepts the job offer the School should send the employee relevant information regarding the start of their employment. Second Step - a new employee signs and returns their acceptance of the job offer and they agree start date and instructions for their first day. Third Step the line manager ensures everything is arranged for the new employee to start work, payroll, work area etc. This is to be arranged prior to their start date Fourth Step the new employee is welcomed, the line manager arranges for them to meet other employees they will be working with and shown all facilities available and where relevant how they are operated. The employee will be provided with copies, or advised where copies can be found, of all school, human resource and health and safety policies the school has adopted and be asked to familiarize themselves with them. The new employee will also be informed of all relevant means of communication within the School, including meeting dates and newsletters/notice boards. Fifth Step the line manager will arrange for all relevant training to be booked in or arranged. Either through official training courses or coaching within the School, whichever is relevant Sixth Step the line manager ensures regular daily/weekly updates are carried out with the new employee while they settle into the role and answer any concerns during the first three to six months 6. Probation Support Staff 6.1 A line manager will normally be in regular contact with a new member of staff on a day-to-day basis, and discuss and assess his or her performance more or less continually. However, the probation meetings give both the line manager and employee a clear framework to work within and are an excellent way of giving structure and shape to an employee s probation period. If an employee knows in advance that they will be discussing their work and performance with their line manager in a relatively formal setting, then they will be more likely to give some thought to the direction of their work and achievements up to that point. 6.2 Managing the employee effectively during the probation period enables the line manager to: Confirm the decision to appoint the employee to permanent staff, or give reasons and evidence for a decision not to confirm the employee in the appointment Ensure that the employee is performing the duties of the post satisfactory 3

4 Agree future work Discover any problems with working relationships, work or morale, of which the line manager may be unaware Provide feedback and praise for the employee s achievements to date Establish a positive image of the authority as a caring employer Identify further training/development needs Ascertain whether the employee s initial impression of the authority has been confirmed in practice. 6.3 Preparation A line manager must ensure that the probationary meetings take place at the 3 month and 5 month period. Before the probation meeting managers may find it useful to re-read the following documents in preparation for the meeting: Employees application form Recruitment interview notes Job description and person specification Any other material which may serve as an indicator of the employees performance. Use the probation report form (Appendix 1) and give the employee as much notice as possible to enable him or her to prepare. 6.4 Review Performance During the probation period the line manager should review the employee s performance regularly. The line manager should also Make sure the employee is clear about what tasks are expected of him or her and what (measurable) standards must be reached Identify any shortcomings in performance at the earliest possible stage, discuss these clearly and promptly with the employee and provide reasonable help, guidance and training to help him or her overcome these shortcomings 4

5 Discuss frankly with the employee if satisfactory service is not being achieved: i.e.: excessive sick leave, lack of motivation, issues of conduct and failing to respond to guidance. Ensure that he or she does not gloss over or ignore shortcomings, ignoring an employee s weaknesses does not help the employee or the team. 6.5 Performance management During probationary meetings the line manager should: Set clear and achievable performance targets - explain what sort of performance level is expected and if appropriate, discuss why it is not being reached be specific and clear. Where required give actual examples of the areas where unsatisfactory performance is not being reached. Agree with the employee what they must do to achieve an acceptable level of performance, - the employee must be given ample opportunity to improve. Give the employee sufficient opportunity to discuss their view of how the job is going, and also any possible reasons for poor performance. It is essential that the meeting is a twoway process Keep records of the agreed objectives, the time scales for assessments and how the employee was assessed. Records must also be kept of any warnings given. Explain that there will be further assessments, and should the employee s performance not improve, there is the possibility that their appointment may be terminated. Make it clear to the employee he or she is available should they wish to talk, or seek advice or guidance. When shortcomings are clearly and very significantly unacceptable, contact their Personnel Provider for advice. Consideration will then be given to terminating the appointment before the end of the probation period. 6.6 The Line Manager s Role The majority of employees settle into their new job with no significant problems, however there may be occasions when an employee does not meet the required standard and this may lead to dismissal. It is therefore important that the probation policy is followed carefully. In difficult cases, the manager should seek advice from his/her Personnel Provider. 5

6 Line managers should make full use of the probation period, and plan specific periods for one to one meetings. A common mistake is to put off dealing with an employee performance issue and allow the probation period to expire. At this stage the employee is confirmed in his or her appointment by default and the line manager will have a Capability issue to manage. 6.7 Sickness during the probation period In exceptional circumstances it may not be possible to make a decision about a permanent appointment during the first few months of employment, for example if the employee suffers a lengthy illness soon after starting work. Should this happen, arrangements may be made to extend the length of the probation. The line manager must involve both the employee and Headteacher, obtaining advice from the Personnel Provider. 6.8 Confirming/terminating employment At the end of the probationary period a line manager will either confirm an employee into post or recommend that employment is terminated the decision needs to be recorded. When the line manager is satisfied with the performance of the employee he or she must confirm the appointment. However, where there is still insufficient improvement in performance and confirmation of appointment is in serious doubt, the line manager should contact the Personnel Provider for advice. A formal warning must be given to the employee and he or she must have the opportunity to improve before the decision to terminate is made as follows: a) Write to the employee setting out exactly where they are failing to perform in the post or any allegations regarding their conduct b) Arrange a meeting to consider and discuss the employee s performance or any allegations relating to their conduct. Inform the employee that if there is no improvement before the end of their probation period this will result in the termination of their employment. c) The employee will have a right of appeal to the Headteacher The employee will be reminded of their right to be accompanied by a work colleague / recognised trade union representative or other staff representative of their choice. 6.9 The Right of Appeal Employees have the right to appeal against any decision to terminate employment. Appeals must be sent in writing to the appropriate Headteacher within five working days of receiving 6

7 notification of the outcome of the meeting. The Appeal Hearing will be heard by a Panel of Governors (minimum 2). The employee will be given at least five working days notice in writing of the appeal hearing, which should be heard as soon as possible. Before the appeal ensure that the individual knows when and where it is to be held, and of their right to be accompanied by a work colleague or a Union/Staff Representative. Make sure the relevant records and notes of the original meeting are available for those taking part. A written record must be made of the appeal. These notes should be transcribed and formally agreed within five working days of the appeal. The process of the appeal hearing is as follows the Chair should: Introduce those present to each other, explaining their presence as necessary Explain the purpose of the meeting, how it will be conducted Ask the employee to explain the basis of the appeal Pay particular attention to any new evidence that has been introduced, and ensure the employee and manager has the opportunity to comment Once the relevant issues have been thoroughly explored, summarise the facts and call an adjournment to consider the decision If appropriate - overturn a previous decision if it becomes apparent that it was not soundly based such action does not undermine authority but rather makes clear the independent nature of the appeal. Inform the employee of the results of the appeal and the reasons for the decision and confirm it in writing. Make it clear that this decision is final. Policy Reviewed: September 2015 Next Review: September

8 Signature of Chair of Governors: Signature of Head teachers: Wyndham Park Exeter House School. St Marks School.. 8

9 Probation Report Form 3 Month Review Name of employee:... Job Title:.. Date started:..... Interviewing Officer:.. Date probation ends Date of Interview. Assessment Of Performance Standard of Work Initiative 9

10 Relationship with Colleagues Customer Service ( Relations with parents, external agencies or pupils as appropriate) Attendance 10

11 Other comments Development - Areas for further training and development... 11

12 Follow up action/targets to be achieved 12

13 13

14 Employee s Assessment brief comments by employee: Workload (level of difficulty, variety etc) Your standard of work Working conditions Has the job met your expectations (if not why not?) Manager: Please confirm action taken regarding employee s comments (if applicable) Manager s Signature.. Date.. 14

15 Employee s Declaration I confirm that my probationary interview occurred as described above Signed. Dated 15

16 Probation Report Form 5 month final review Name of employee:... Job Title:.. Date started:..... Interviewing Officer:.. Date probation ends Date of Interview. Assessment Of Performance Standard of Work Initiative 16

17 Relationship with Colleagues Customer Service (Relations with parents, external agencies or pupils as appropriate) Attendance 17

18 Other comments Development - Areas for further training and development 18

19 Follow up action/targets to be achieved 19

20 Employee s Assessment brief comments by employee Workload (level of difficulty, variety etc) Your standard of work Working conditions Has the job met your expectations (if not why not?) Manager: Please confirm action taken regarding employee s comments (if applicable) Manager s Signature.. Date.. 20

21 Employee s Declaration I confirm that my probationary interview occurred as described above Signed. Dated 21

22 Decision on Probationary Period Please tick relevant box This employees performance is satisfactory. I recommend transfer to permanent status and have told the employee of this YES [ ] OR ***This employees service is unsatisfactory. I held another interview with the employee on and informed him/her that I would recommend termination of employment YES[ ] (***Before recommending to terminate an employees employment, please discuss the matter with your Personnel Provider) Interviewing Officer Signature Date.. Deputy/Headteacher Signature:. Date... If service unsatisfactory Headteacher/Principal sign:. Date... 22