Professional Documents
Culture Documents
Starting Staff Induction PDF
Starting Staff Induction PDF
September 2015
Starting staff: induction
September 2015
Information in this guide has been revised up to the date of publishing.
For more information, go to the Acas website at www.acas.org.uk.
Legal information is provided for guidance only and should not be
regarded as an authoritative statement of the law, which can only be
made by reference to the particular circumstances which apply. It may,
therefore, be wise to seek legal advice.
2
Starting staff: induction
Contents
Contents ........................................................................................3
About this guide ............................................................................4
Starting new staff ..........................................................................4
At-a-glance chart ...........................................................................6
Step 1: Before the new employee starts ........................................7
Step 2: First day ............................................................................9
Step 3: First week........................................................................11
Step 4: First month ......................................................................13
Step 5: Three months ..................................................................14
Step 6: Six months and/or end of probation ................................14
Step 7: Twelve months ................................................................15
Step 8: What happens next? ........................................................16
Other considerations ...................................................................16
School, college and university leavers ............................................ 16
Returning to the workplace ........................................................... 17
Inducting a homeworker ............................................................... 19
Inducting a diverse workforce ....................................................... 19
Management and professional trainees ........................................... 20
Reviewing if induction was effective ............................................... 20
Further information .....................................................................20
3
Starting staff: induction
This guide goes through the stages of settling in a new employee once
they have accepted the job offer. The companion Acas guide, Recruiting
staff, covers the stages of hiring a new employee up until their first day.
Job applicants may also find the guide useful in understanding their role
in the induction process and the employer’s perspective.
Once the best candidate has accepted the employer’s job offer, it is
important that the organisation prepares thoroughly for their arrival and
how they will be settled in, so they become effective quickly. Failure to do
this well can create a poor impression and undo much of the good work
which attracted and secured the new recruit. They will turn up on their
first day excited and eager to impress, but the kind of start they get off to
is the key to shaping their attitude to the organisation and the job.
4
Starting staff: induction
5
Starting staff: induction
At-a-glance chart
6
Starting staff: induction
7
Starting staff: induction
• Prepare the working space: Make sure the new employee’s work
station or space is ready and working with all the equipment they need
and cleared of anything they won’t – and that’s even if they are
unlikely to use it much on their first day. Sorting out other
practicalities like security passes, photo IDs, clock cards, computer
network accounts, telephone numbers or locker spaces will also help.
8
Starting staff: induction
9
Starting staff: induction
has any initial concerns that they may not have wanted to ask others
about.
• Give them the tour: Showing the employee around the workplace will
be helpful. In any event, let them know where they can find practical
facilities like the toilets, washing and first aid facilities, and drinking
water. This is a small part of looking after their health and safety and
must happen on day one.
• Handle vital documentation: Don’t overdo the red tape on the first
day, but deal with important documentation, such as National
Insurance details, bank account information and their P45. Handle less
time-sensitive documentation as the induction progresses – for
example, timesheets are unlikely to be important straightaway if the
employee is working set hours during their induction. Some of this
documentation may also be processed before the job starts.
10
Starting staff: induction
Where that is the case, be open with the employee about why they are
needed urgently. But, also, make it clear that they will start their
induction as soon as possible, so they can better understand their role
and feel a part of the business. In addition, find ways to help the
employee until the induction, such as arranging a short daily ‘check-in
session’ with a colleague.
Make sure that legal necessities such as health and safety obligations,
National Insurance information and bank details are still handled right
away. Also, commit to a future date to start the induction.
11
Starting staff: induction
• Clarify who’s who: Build on the day one introductions and make sure
anyone who wasn’t around on day one is introduced. Remind the new
employee of who does what, why and how they need to work with
different staff, and the preferred methods for communicating.
• Profile the organisation: Very briefly outline how it works, and its
aims and plans.
• Focus on the job role: Explain the new employee’s role fully, how it
fits in with their team and the organisation as a whole, the expected
performance, how it will be assessed, possible opportunities for
development and training, and routes for promotion in the future.
• Start doing the job: Build in time for the new employee to do some
tasks as part of their new role – it will give them a break from the flow
of information, and help them relate to what they are being told and
what they will be doing in their role.
• Explain the rules: Make sure the employee knows about key…
• work practices
• policies
• expected behaviour, unacceptable behaviour and procedures if rules
are broken
New employees should understand how problems concerning
performance, discipline and absence, and serious complaints against
staff, are handled.
• Fill in the gaps: There are always small, but significant details that
need communicating to a new employee. Examples include dress
codes, car parking arrangements and canteen facilities.
12
Starting staff: induction
• Keep doing more of the job: By now, a new employee will have
been introduced to quite a few (if not all) of their tasks and the focus
should be on giving them practical experience of tackling them. At this
stage, shadowing a more experienced colleague performing the role
will help.
13
Starting staff: induction
This is the time for employer, line manager and the new employee to
work together to pinpoint any further training, coaching or development
needs. These should now become part of an agreed programme with
timed goals. Depending on how the employer assesses employees’ work,
this three-month review could be part of the performance management/
appraisal process. To find out more, see the Acas guide How to manage
performance at www.acas.org.uk/performance.
14
Starting staff: induction
The appraisal should cover how well the employee has achieved their
objectives, any areas where improvements are needed, what actions
should be taken to achieve these targets and highlight any training needs
at their current stage of development. They should also discuss the
employee’s potential, aspirations and, broadly, possible options for their
development in the longer-term, depending on their performance and
progress.
Now is also a good time for the manager to ask the employee for
feedback on their induction – what worked well, what they think could be
improved or if they have any ideas for how new employees could be
better settled in.
15
Starting staff: induction
The full annual appraisal in Step 7 should have included working out how
the new employee can be further developed to both benefit the
organisation and so they don’t look to progress their career elsewhere. An
employer should keep in mind that it is its brightest talent who are most
likely to leave and be able to leave.
Other considerations
School, college and university leavers
This may be their first job, or the first time they are seeking a certain
type of job, or employment in a specific industry. They are likely to be
excited, slightly apprehensive and possibly unsure what to expect in the
workplace. It will help if the induction makes it clear:
• that the employer understands new recruits may be nervous and that
it will work with them to allay any worries
16
Starting staff: induction
Not everyone comes through the door new to the world of work - most
recruits have experience. But, it is likely to be a poor and high-risk
decision to hold no induction for them whatsoever, or to try and force all
employees to go through a rigid and identical induction. Employees might
be starting or returning who have taken a break from employment, or
who needed or wanted a change from their last working arrangement –
and their needs will differ. Common situations could include:
17
Starting staff: induction
18
Starting staff: induction
Inducting a homeworker
Most employers will require new employees to be on site and face to face
with their trainers and managers for the majority of the induction. In
some cases, travel to a residential course or alternative venue may also
be required. They will also usually require close supervision when they
start to handle elements of the job. These requirements should always be
made clear to any new recruit when their job offer is made.
However, employers may find that some flexibility here can be a good
thing – for example, if employees are commuting considerable distances
to the cost of the organisation and their working time, arranging days
when they can study from home is likely to benefit everyone.
19
Starting staff: induction
• the employer asking the employee for feedback at the end of their
induction - it will also help to establish if the employee is keen to stay
Further information
Useful tools online
Outline of a job induction checklist
Outline of a Written Statement of Terms and Conditions of Employment
All the above are available at www.acas.org.uk/templates
20
Starting staff: induction
Acas training
Our recruitment training is carried out by experienced Acas staff who
work with businesses every day. Go to www.acas.org.uk/training for up-
to-date information about our training and booking places on face-to-face
courses.
Training can be specially designed for smaller companies and our current
programme includes:
Acas guidance
Age and the workplace - a guide for employers and employees
Apprentices
Discipline and grievances at work
Discrimination: what to do if it happens
Equality and discrimination: understand the basics
Flexible working and work-life balance
The right to request flexible working
How to manage performance
Prevent discrimination: support equality
Recruiting staff
Younger workers
Additional help
Employers may be able to seek assistance from groups where they are
members. For example, if an employer is a member of the Confederation
of British Industry or the Federation of Small Businesses, it could seek its
help and guidance.
If an employee is a trade union member, they can seek help and guidance
from their trade union representative or equality representative.
21
Starting staff: induction
Sign up for the free Acas e-newsletter. The Acas email newsletter is a
great way of keeping up-to-date with changes to employment law and to
hear about upcoming events in your area. Find out more at:
www.acas.org.uk/subscribe
The Acas Model Workplace. This engaging and interactive tool can help
an employer diagnose employment relations issues in its workplace. The
tool will work with you to identify areas of improvement you can consider,
and will point toward the latest guidance and best practice:
www.acas.org.uk/modelworkplace
Acas Helpline. Call the Acas Helpline for free and impartial advice. We
can provide employers and employees with clear and confidential
guidance about any kind of dispute or relationship issue in the workplace.
You may want to know about employment rights and rules, best practice
or you may need advice about a dispute. Whatever it is, our team are on
hand. Find out more: www.acas.org.uk/helpline
22