MANAGE STAFF

INDUCTION
CONTENTS

1. INTRODUCTION 2

2. INDUCTION PROGRAMME 2

2.1 Induction Planning Procedure: 3

2.2 Induction Checklist 4

3. PROBATION 4

3.1 Probation Plan 5

3.3 Probation Outcomes: 6

3.2.1 Extension of Probationary Period

3.2.2 Termination of Probationary Employment

3.2.3 After probation

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1. INTRODUCTION
United Health Group believes that all new employees must be given timely induction
training. This training is regarded as a vital part of staff recruitment and integration into the
working environment. This policy, associated procedures and guidelines define the
Company’s commitment to ensure that all staff are supported during the period of induction,
to the benefit of the employee and Company alike.
It is the aim of the Company to ensure that staff induction is dealt with in an organised and
consistent manner, to enable staff to be introduced into a new post and working environment
quickly, so that they can contribute effectively as soon as possible. This induction policy,
associated procedures and guidelines aim to set out general steps for managers and staff to
follow during the induction process. It is expected that all managers and staff will adhere to
this policy.
2. INDUCTION PROGRAMME
An induction programme is an important process for bringing staff into an organisation. It
provides an introduction to the working environment and the set-up of the employee within
the organisation. The process will cover the employer and employee rights and the terms and
conditions of employment. As a priority the induction programme must cover
any legal and compliance requirements for working at the company and pay attention to
the health and safety of the new employee.
An induction programme is part of an organisations knowledge management process and is
intended to enable the new starter to become a useful, integrated member of the team, rather
than being "thrown in at the deep end" without understanding how to do their job, or how
their role fits in with the rest of the company.
Good induction programmes can increase productivity and reduce short-term turnover of
staff. These programs can also play a critical role under the socialization to the organization
in terms of performance, attitudes and organizational commitment. In addition, well designed
induction programmes can significantly increase the speed to competency of new employees
thus meaning they are more productive in a shorter period of time. The Company expects that
the implementation of good induction practice by managers/supervisors will:
• Enable new employees to settle into the Company quickly and become productive and
efficient members of staff within a short period of time.
• Ensure that new entrants are highly motivated and that this motivation is reinforced.
• Assist in reducing staff turnover, lateness, absenteeism and poor performance generally.
• Assist in developing a management style where the emphasis is on leadership.
• Ensure that employees operate in a safe working environment.
• Will reduce costs associated with repeated recruitment, training and lost production.

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2.1 Induction Planning Procedure:

Procedure Responsibility Timeframe

1. Preparation of local induction Manager 2-4 weeks prior to the first
Manager advises colleagues in the week of employment
work unit of the new staff member’s
commencement date. Manager is
responsible for completing the
following before the new staff
member commences:
• Set up a workstation with chair,
computer, stationery and keys (if
applicable).
• Organise email and IT access.
• Set up telephone system
• Consider assigning a team member
as a buddy/mentor for the new staff
member.
• Prepare an induction plan for at
least the first week, outlining the
activities, meetings etc the new staff
member will participate in.

NOTE: It is a manager’s
responsibility to ensure that any new
staff member is inducted into their
role, their work area and to Top.
2. Local induction meeting Manager Within first week of
Manager undertakes local induction employment
meeting with the new staff member.
The manager should:
• give a tour of the local area •
explain organisation structure
• explain the staff member’s role and
responsibilities
• explain the probation process
• introduce the new staff member to
key colleagues in the work area
• advise where to find information
about policies, procedures and
services
• ensure the staff member has a
security pass to access the workplace
• provide the staff member with the
required/appropriate materials to do
their position
3. Initial induction meeting Manager At the commencement of
a) Discuss the new staff member’s Staff member employment and no later
position description, the staff than 4 weeks after

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 member’s work plan b) Once the commencement.
staff member completed the local Staff member
induction and discussed the position Within first month
description with their manager.

4. The manager needs to ensure the Manager

new staff member understands any
other relevant policies and
procedures
5. Manager to set meeting dates for Manager
probation planning.

2.2 Induction Checklist

Within one week of commencement, all health and safety induction requirements need to be
completed by the staff member and within one month, the staff member should be
familiarised and be aware of the requirement to comply with other important company
policies and procedures, including the Code of Conduct, as specified in the contract of
employment.  Induction checklists for new staff and supervisors are available from Human
Resources which include the following on the first day.
• collection of all paper work (tax, banking, superannuation)
• give occupational health and safety induction
• compliance overview of National Employment Standards/Award
• probation overview
• equity and diversity
• HR forms and policies

3. PROBATION
In a workplace setting, probation or probationary period is a status given to new employees of
a company or business. It is widely termed as the Probation Period of an employee. This
status allows a supervisor or other company manager to evaluate closely the progress and
skills of the newly hired worker, determine appropriate assignments, and monitor other
aspects of the employee such as honesty, reliability, and interactions with co-workers,
supervisors or customers.
A probationary period varies widely depending on the business, but can last anywhere from
30 days to several years. In cases of several years, probationary levels may change as time
goes on. If the new employee shows promise and does well during the probationary time,
they are usually removed from probationary status, and may be given a raise or promotion as
well (in addition to other privileges, as defined by the business). Probation is usually defined
in a company's employee handbook, which is given to workers when they first begin a job.
The probationary period also allows an employer to terminate an employee who is not doing
well at their job or is otherwise deemed not suitable for a particular position or any position.

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Whether or not this empowers employers to abuse their employees by, without warning,
terminating their contract before the probation period has ended is open for debate. To avoid
problems arising from the termination of a new employee, many companies are waiving the
probationary period entirely, and instead conducting multiple interviews of the candidate,
under a variety of conditions – before making the decision to hire.
The placement of an employee on probationary status is usually at the discretion of their
manager.

3.1 Probation Plan:

As soon as practicable after commencement of employment, the new staff member meets
formally with their supervisor to begin to discuss and develop a Probation Plan.

A Probation Plan ensures role clarity, establishes performance and development goals based
on the requirements of the position as outlined in the position description. And also records
progress and achievement of performance and development goals. Probation plan, documents
concern or deficiencies in performance and/or conduct and action taken to remedy them.
It lays out a schedule of formal meetings to discuss progress, monitor and review the
achievement of performance and development goals and ensure implementation of the
Probation Plan.

The Probation Plan is to be completed by no later than six weeks after the new staff
member’s commencement date. To ensure successful implementation of the Probation Plan,
throughout the probationary period, the responsibilities of the supervisor include:

•   encouraging engagement within and commitment to the University’s mission and goals
and establishing and maintaining a strong professional relationship

•   mentoring and giving constructive guidance, feedback and support

•   enabling other appropriate mentoring relationships, both as mentor and mentee

•   maintaining records of meetings, agreements and outcomes, copies of which are given to
the staff member

•   ensuring the collation of evidence of progress and achievement of performance and

development goals

•   when necessary, discussing any deficiency in performance or conduct with the staff
member and providing the opportunity to take corrective action

•   reporting regularly on progress and achievements to the relevant senior staff member

•   conducting a final review of probation to recommend whether or not the staff member’s
employment should be confirmed.

To ensure successful implementation of the Probation Plan, throughout the probationary

period, the responsibilities of the staff member include:
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•   participating actively and positively in the probation process

•   taking reasonable action to achieve performance and development goals

•   collating evidence of progress and achievement of performance and development goals

•   seeking clarification about any aspect of their role, performance and development goals
and expectations that are unclear

•   seeking early guidance and support from their supervisor when difficulties are encountered

•   countersigning any report to verify that they have seen its content. If the staff member
disagrees with any aspect of a report, they may make a written response which is attached to
the supervisor’s report.

Throughout the probationary period, the roles of Human Resources include:

•   liaising with the supervisor to ensure the development and implementation of an effective
Probation Plan and provide guidance and support, as required

•   liaising with the new staff member to provide guidance and information to facilitate
successful probation, as required.

Throughout the probationary period, the supervisor and the staff member meet regularly to
review performance and monitor the achievement of performance and development goals in
the Probation Plan. The first formal meeting is normally held no more than six weeks after
the commencement date to discuss and finalise the Probation Plan. Depending on the length
of the probationary period, a formal interim meeting is held half way through the
probationary period. Regardless of the requirement for formal meetings, feedback should be
given regularly and formal and informal meetings can be had at any time. Performance
evaluation during the probationary period is based on the quality, quantity and consistency of
outputs and outcomes. If, at any stage, the supervisor has concerns about the staff member’s
performance or conduct, Human Resources is to be contacted immediately.

3.2 Probation Outcomes:

An appointment can be confirmed or terminated at any time during the probationary period.
A final review of probation, which is summative, is completed at least six weeks before the
end of the probationary period. The supervisor advises the staff member that the final review
of probation is to be conducted. The supervisor prepares a written report on the achievement
of the performance and development goals in the Probation Plan and makes a
recommendation to confirm or terminate the appointment. The report, which is submitted to
the relevant senior staff member, outlines the implementation of the probation process and
the reasons for the recommendation. Once satisfied with the report, the relevant senior staff
member submits it to the Director, Human Resources for action. If the recommendation is to
confirm the staff member’s appointment, the Director, Human Resources advises the staff
member in writing that their ongoing or fixed-term employment is confirmed.

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3.2.1 Extension of Probationary Period

Where a supervisor determines that exceptional circumstances warrant a period of probation

to be extended to enable an appropriate assessment of performance, the supervisor will
discuss this with the staff member and advise Human Resources. The Director, Human
Resources will confirm with the staff member that the probation period has been extended.

3.2.2 Termination of Probationary Employment

(a) If the recommendation is not to confirm the staff member’s appointment, the Director,
Human Resources provides the report of the final review of probation to the Vice-Chancellor
and President or other authorised officer.

(b) The employment of a professional staff member can be terminated when:

•   the staff member has not met the requirements of the position as set out in the Probation
Plan which was developed collaboratively with the supervisor; and

•   the probation process has been implemented in accordance with the Enterprise Agreement.

(c) The relevant senior staff member and the supervisor meet with the staff member to advise
them of the recommendation to terminate employment. The staff member is also given a copy
of the report of the final review of probation.

3.2.3 After probation

After successful completion of probation, the staff member and their supervisor participate in
annual Performance Planning and Review (PPR) conversations to plan for performance and
development and foster a successful professional career.