Download this guidance
This guidance is quite long. To read it more comfortably you may want to print it off:
Also see
Staff new to a Role but not to the University
Much of the framework already outlined for staff new to the University will be appropriate in the case of existing staff that transfer to a new role. The Induction should be learner centred, while a number of different people may be involved in the induction in addition to the line manager. Should a mentor be appointed, (s)he may assume a slightly different role to somebody who is acting as a mentor to a new starter at the University.
In the case of a promotion, the line manager will need to determine how much of an induction is required. You will need to consider questions such as:
- How different is the new role to the previous one?
- What objectives will now be relevant?
- What new skills does the individual need to develop to successfully fulfil the new role?
What should the Manager do?
Before the staff member joins the team
You should put together an Induction programme for your new staff member. This should build on the individual’s existing knowledge – of the University, the department and the role. Even a member of staff who has worked at the University for some time may have a different understanding of the University to what is required for the new role.
The individual’s levels of experience and understanding may determine the length of the induction period, which you may feel will not need to be as long as 6 months (the normal period for new recruits).
The induction checklist [pdf] should help the construction of the programme, although not all the activities listed on it will be relevant in this situation.
You should ensure that the new team member has the appropriate equipment and furniture for when (s)he joins.
During the first Week
As with the induction of new recruits, the first week should introduce a number of activities from the induction programme and induction checklist [pdf]. These should include the key inputs of the job and, if appropriate, information regarding the Department. The latter could include information on its structure, plans, resources, policies and procedures. Also consider if there is any information about the University relevant to this role which the individual is unlikely to have encountered in previous roles.
In many cases a probationary period will not be required. If a member of staff who has satisfactorily completed a period of probation is then transferred to a comparable post within a different department of the University, a period of probation is not required, unless the new role is substantially different and requires a new range of skills and attributes. Should you require further advice on specific situations, please contact your HR Manager.
Even in situations where the probationary process is not applicable, it is equally important to clarify the standards of performance required and to agree the support, training and feedback necessary to achieve these standards. Performance objectives should be discussed and agreed within the first week. In many cases the objective-led model document [doc] used in Performance Review, (which may have been adapted at a local level), can be used to record this. Although the Performance Review documentation is normally completed in the context of annual objectives, you may agree with your inductee that it is more appropriate to complete it in relation to the period of the Induction.
The Self Development Resource Centre contains information which may help you with the review of performance and the identification of training and development needs. The sections on Developing People and Performance Management may be particularly relevant.
After the first Week
Based on the induction programme and induction checklist [pdf], the induction activities should continue to take place. In addition progress should be reviewed on an ongoing basis. Review meetings could be held monthly, as is suggested for new recruits. If the probationary process is not applicable, such reviews where appropriate can be documented on the appropriate Performance Review Form.
If the individual has been with the University for more than a few months before joining your team, it is unlikely that (s)he will benefit from attending the central induction event. In some cases however one or more of the role specific inductions already described may be appropriate.
The end of the Induction Period
Where the new team member is not subject to probation, (s)he should be managed under the Performance Review process. Any performance issues should be highlighted and discussed at the earliest possible opportunity.
At the end of the Induction period, a new Performance Review Form should be agreed for the next period. Any development needs which have not yet been met should continue to be addressed in the next period.
Inducting international staff »
s