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									MANAGER’S GUIDE TO STAFF
      INDUCTION


   How to plan and carry out an effective
         Departmental induction
This guide is designed to support managers and leaders to plan and action an effective
induction for their new staff, staff who move within the organisation to new roles as well
as external appointments to the University of Liverpool. The guide will:

              Provide answers to key questions                    - Section 1
              Identify who is responsible for what                - Section 2
              Highlight good practice                             - Section 3

We hope that all the information you need is here but if further help is needed, please
contact us at:

Tel: 0151 795 0503

Email: training@liverpool.ac.uk

Web: http://www.liv.ac.uk/hr/organisational-development/index.htm




SECTION 1: KEY QUESTIONS

1. What is induction?


The Arbitration, Conciliation and Advisory Service (ACAS) guidelines define induction as:

“Helping an employee to settle down into a new job as soon as possible, by becoming familiar with
the people, surroundings, job and the organisation”




2. How long does induction last?


It depends on the complexity of the job. Many of the initial requirements of the induction process
may be covered in the first few days but learning the actual job may take longer. A basic level entry
post may take as little as a week for a person to settle in, learn the basic skills and become effective.
More complex posts may require longer for the post holder to become effective – possibly up to a
year in some departments.
In common with many large organisations, the University has a range of probationary periods
ranging from 6 to 12 months depending on the appointment. Once this period is satisfactorily
completed this effectively marks the end of induction
3. What do we mean by “effective induction”?


Induction should aim to do all of the following:
       Model good practice. An effective and well thought out induction can set the tone
        for the persons’ working life within the University
       Build the “Bigger Picture”. Staff should be able to have a sense of the organisation’s
        mission, vision and values and see where their job fits in.
       Be a source of information. Information on what we do, what the sector is about,
        what our competitors do and “How they see us”
       Reduce employment costs. By reducing staff turnover and making new staff
        effective sooner.
       Introduce staff to key contacts and relevant existing staff.
       Encourage motivation, particularly by supporting staff to feel effective early on and
        so develop a sense of belonging and contribution.
       Emphasise the organisational commitment to train and develop employees, initially
        and in the future. Plan learning & development from day one, linking to an ongoing
        personal development plan for staff members.
       Make sure staff are aware of the legal requirements and organisational policies on
        health and safety, equal opportunities etc.



4. How can I do ALL of that?


It is not purely down to you to cover all of these aims alone. Many can be met with the online
E-Induction and Welcome Day but it is your responsibility to ensure that new staff have access to the
opportunities needed to ensure these aims are met within the first 6 months of employment. Larger
Departments may wish to nominate co-ordinators or mentors to assist with this task. Section 2
explains your particular responsibilities in more detail.




5. Who can I go to for advice and information?


The Organisational Development & Diversity team has helpful information on its website. You can
also contact them for further personal advice or support if needed (see above)
SECTION 2 – WHO IS RESPONSIBLE FOR WHAT?

There are 3 main parties involved in the organising and carrying out of induction. Who they are and
what each does is summarised below.

ACTIVITY                                                                     RESPONSIBILITY

Verbal offer made by HoD under advice from HR                                HoD/Line Manager
Written offer and contract sent out                                          Human Resources (HR)
Collation of required pre employment documentation                           HR
Confirmation of start date and initial induction arrangements                HR
sent by letter to candidate
Workplace disability adjustments are put in place                            HoD/Line Manager with
                                                                             support from HR
Departmental induction planned and communicated to all                       HoD/Line Manager
relevant parties
Mentor/ Co-ordinator allocated (if applicable)                               HoD/Line Manager
Staff member booked onto relevant University Welcome Event                   HR/Line Manager
(see next section for clarification)
IT induction arranged                                                        Line Manager or
                                                                             delegated person
Departmental induction completed                                             Line Manager or
                                                                             delegated person
Introduction to wider organisation                                           HoD/Line Manager
PDR conducted                                                                Line Manager
Probation Review                                                             Line Manager


SECTION 3 – YOUR RESPONSIBILITY: PLANNING AND DELIVERING LOCAL INDUCTION

While local priorities and needs will vary to some extent, it is clear that there are key areas that local
induction should address. The areas listed below are an indication of the 5 key areas that should be
considered when planning a local induction. Used in conjunction with the Local Induction Checklist
(see attachment) you will be able to ensure that a robust local induction can be delivered.

1. What needs to be covered?


A. The department/unit/section:

       Structure and management
       Plans and activities
       People
       Policies and procedures
       Communications including meetings

B. The workplace:

       Location(s)
       Equipment
       Health & Safety
       Parking

C. The post holders role and responsibilities:

       Job description
       Standards and expectations
       Organisational policies and procedures especially diversity & equality and dignity at work,
        health & safety, quality assurance, financial regulations, calendar management.
       Sources of information and support including arrangements for allocation of
        mentors/buddies, and staff peer and equality networks
       Personal and Professional development opportunities
       PDR

D. Personnel issues

       Pay and pensions
       Hours and holidays
       Sickness and leave
       Staff benefits
       Disability reasonable adjustments including physical, learning and mental health.
       Diversity and equality including family friendly policies (maternity, paternity etc), flexible
        working, international induction, religious observance etc.
       Staff Networks – BAME, Disabled, LGBT, Bullying & Harassment Advisors etc

E. Other related departments/key contacts

       Purpose and activities
       Location
       Structure
       Communication between other departments

For staff relocating from outside of Liverpool, managers may also need to ensure that relevant
support and information has been given regarding the surrounding area, reimbursement of costs (if
applicable), accommodation and transport arrangements.




2. How should I organise our departmental induction?


For each area you need to establish:

       WHO is responsible for inducting the new staff member (may not be the same person for
        each area)
       HOW this will be done.
       WHEN this will be done




Not all information need to be told to staff. Some elements of the induction and information finding
process can be “delegated” in the form of self managed learning. The online corporate induction is a
good example of self managed learning. You will need to assess what information is useful to cover
in this way as each of us differs in our learning styles and some staff may require more support than
others. However, information gained in this way is generally better retained so some element of self
managed learning should be included.



Your role is to check that the information has been found or received within the agreed/necessary
timeframe by the staff member.

The process can be simplified by using the Local Induction Checklist (Attached)

An additional resource is that of a mentor or buddy. Mentoring is an important element of induction
and all staff should be allocated a mentor or buddy to support them through the probation period.
All mentors should have received training and guidance for their role.



4. SUMMARY OF WHAT YOU NEED TO DO


Stage:                    Have you.....
Pre arrival
                            Agreed when and how inductee will start
                            Checked all start details with HR
                            Checked a welcome letter and information has been sent
                            Set out and communicated an induction programme
                            Allocated a buddy or mentor
                            Informed buddy/mentor
                            Sorted out desk/office, phone, computer etc
                            Confirm and put in place disability related reasonable adjustments

Week 1 and 2
                            Ensured arrangements for Day 1 are in place
                            Cleared your own diary!
                            Allocated responsibilities for induction clearly
                            Booked all necessary meetings for inductee
                            Prepared a checklist

First 3 to 6 months
                            Ensured inductee complete all relevant central induction events
                            Planned and organised necessary support re: development
                            Completed induction checklist
                            Carried out a PDR
                            Agreed objectives for the next 6 to 12 months
                            Ensure disability related reasonable adjustments are effective
                                  Departmental Induction


The aim of this departmental induction checklist is to help provide important information to staff
new to the University and to help them settle in as quickly as possible. It is intended as an aid to
support a new member of staff during their departmental induction. (A completed copy of the
departmental induction should be attached to the individual’s first PDR documentation)

As it is impossible to produce one checklist that will be suitable for every role within the University,
the checklist should be adapted accordingly to suit the role, individual, location and circumstances.
While some items must be covered on the first day, it is advisable to spread the material over the
first few weeks or months.




                          University of Liverpool Staff Induction Checklist

                                        New Member of Staff



Name:



Start Date:



Job Title:



Department:

                                       Departmental Inductor



Name:



Job Title:



Name of Reviewer if not the same person:
                                             Introduction

Welcome to the Department

Introduction to Head of Department/Senior staff

Location of place of work and support facilities

Introduction to colleagues

Brief description of Department/University

Information on Values and Behaviours

Information on environmental issues relevant to the Department; e.g. recycling facilities

Security access procedure cards key etc

                                   Appointment, Administration

Welfare facilities

Local shops, cafes, restaurants

Use of telephone features

Familiarisation with the University web pages

Car parking

Car and travel allowance

Support services, e.g. Counselling Service, Human Resources, Occupational Health, etc

Disability related reasonable adjustments

Smoking arrangements

Personal and Mobile Phone Calls

Personal use of web

                              Computing Services Department

IT Regulations (Roles and Responsibilities for usage of University Assets)

CSD (Computing Services Department) Services and Tools (http://www.liv.ac.uk/csd/)

                                    Information Security

Information Security Policy and Sub Policies (Roles and Responsibilities)

Information Security Training and Awareness Module (Confidentiality, Integrity and
Availability)
                                         Health and Safety

Tour of the building, Identifying any special hazards

University safety policy

Departmental safety policy (practical departments)

Fire alarm system

Fire exits

Fire evacuation procedure and assembly point

Personal Emergency Egress Plan (for staff who need assistance during evacuations)

Action in event of fire

First aid and accident /incident reporting

Housekeeping and waste disposal

Computer (display screen equipment) safety

Departmental Safety Coordinator

Safety representatives

Safety advisory Service

Occupational Health

Risk assessments (if applicable)

Safety Induction varies depending on whether new staff will be doing practical or
laboratory work. Please follow the guidance on the health and safety web pages:
http://www.liv.ac.uk/safety/Hazard_A_to_Z/Safety_Induction_Training.htm



                              Training/Educational/Promotion/ PDR

Training or development (required or desirable for new entrant to attend)

Arrange booking onto the University Welcome Event (Induction) for ALL staff (Mandatory
attendance) – Please contact training@liverpool.ac.uk

Complete E-Induction Module - http://www.liv.ac.uk/hr/organisational-
development/induction/e-induction.htm

Staff recognition scheme
Professional Development Review procedures

Annual review – promotion and career prospects

Internal/External training opportunities

Day release training

Mentoring Scheme/Name of mentor if appropriate

Certificate in Professional studies

Use of email, Tulip and other network facilities



                                           Work Environment

Work of Department (explanation)

Role of Faculty

Work of section

Importance of job/section/Department (details of how job fits into team)

Duties and responsibilities



                                           Other Information

Details of the Record Management Service – this information can be viewed from
the following website address:

www.liv.ac.uk/library/recman/quick.htm
                               Induction Checklist Completed



                                    New Member of Staff



Signature:



Date:



                              Departmental Safety Coordinator



Signature:



Date:



                                    Departmental Inductor



Signature:



Date:



                          Department administrator/Line manager



Signature:



Date:

If there has been any part of the induction process that you were unable to complete, please
  give your reasons here. Additionally, if there are any parts of the process you would like to
                     comment on for quality purposes please state here.

								
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