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:

Web:

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 sent by letter to candidate / HR
Workplace disability adjustments are put in place / HoD/Line Manager with support from HR
Departmental induction planned and communicated to all relevant parties / HoD/Line Manager
Mentor/ Co-ordinator allocated (if applicable) / HoD/Line Manager
Staff member booked onto relevant University Welcome Event
(see next section for clarification) / HR/Line Manager
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 toldto 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 First Day

The purpose of this checklist is to help you take a new colleague through a set of activities on their first day that will help them to feel welcomed and at home in the department / school and give them the basic tools to start work as soon as possible.

It is important that new members of staff are given information that will ensure that from the start they are working in a safe environment and are protected in terms of the legal structures within which they will operate. This checklist includes some basic information on health and safety and legal matters that people will need to know on the first day. Some roles will need a more detailed understanding of these areas and this should be addressed through further information, that is specific to the role, provided throughout the first week.

It is possible to take some action in advance of a colleague starting which will make their first day easier. These actions are identified in the following checklist. Also included in this document is a series of tips which might help you to cover some of the information that we take for granted but which might be helpful to someone new to the University of Liverpool.

Top tip:New colleagues will be joining us from different universities or businesses that have theirown cultures and different ways of doing things that will have shaped their expectations – this can be particularly the case for international colleagues. Remember to tell people not just about formal processes but about “how things are done around here”. Departments and Schools have social environments as well as work environments e.g. the team go to lunch once a month; people gather round the coffee pot at 11.00 etc. Sharing this information and including new colleagues in the rituals may help them to feel welcomed and part of the team more quickly.

University of Liverpool Staff Induction Checklist
New Member of Staff
Name:
Start Date:
Job Title:
Department:
Departmental Induction
Name:
Job Title:
Name of Reviewer if not the same person:
In advance
Action / Completed / Top Tips
Security Access to Building /
  • The department can request security access to the required buildings in advance using the employee number included in the appointment letter a copy of which is sent to the department / school.
  • Staff currently have to collect and sign for their staff card in person. Unless they can do this in advance of their first working day remember that they will not be able to access your building if it is card access only. Make arrangements to meet them and let them in.

Car parking / Let new colleagues know where they can park on their first day. They will need to have their staff card to access the staff car parks (see above) so direct them to the nearest visitor car park on the first day or to alternative methods of transport – /travel-plan
Place of work / Ensure desk / office is ready for occupation and work e.g. where a computer is required one is available.
Set up a meeting to discuss pensions arrangements / If the new member of staff has sent in their photograph as requested in their appointment letter their staff card will be ready on their first day. They will need to go to the HR Department (Hart Building) to collect and sign for it. If they wish to seek advice on pensions you could book an appointment for them to meet with a member of the pensions’ team on the appropriate day. Making an appointment ensures that the right member of staff will be available to advise them.0151-795 4674

The First Day
Action / Completed / Top Tip
Welcome to the department/school / Remember to welcome the new colleague into both the working environment and the social environment e.g. are there places/times that people gather for coffee/lunch? Is there a kitty for the tea and coffee?
Place of work and support facilities e.g. photocopier/printers
Introduction to colleagues
Brief description of the department/school including organisational hierarchy / Pay particular attention to those areas that will impact on an individual e.g. administrative support; who authorises leave/expenses etc (where applicable)
Tour of the building and the areas of the campus most useful to the new member of staff e.g. library, local shops and cafes. / Remember to identify any hazardous areas and the precautions to be taken before entering – this forms part of the local health and safety induction.
Collect staff card from Human Resources / Attend pensions appointment if one has been made (see above)
Register to use the computer networks and associated services.
Dept/School communications.
How will the new member of staff find out about things happening in the dept/school?
Local working arrangements / If applicable confirm working hours; leave approval process, overtime / shift arrangements, sickness absence reporting.
Key contacts / Provide a list of contacts – telephone numbers and e-mail addresses for people who you think might be useful contacts e.g. Safety Advisor, departmental administrator/School office
Health and Safety and Legal Matters
Action / Completed / Top Tip
Confidentiality / New members of staff may have access to staff and student information. For many this will not be the first time, however, confirming the local position on confidentiality when handling personal information will help them.
You have now completed the first part of your local induction. The Health and Safety Coordinator will cover the elements of your local health and safety induction.
Introduce new member of staff to the Departmental Safety Co-ordinator and ensure that a time has been arranged for a full health and safety induction (ideally on the first day but within the first week) / A copy of the Health and Safety induction checklist can be found here.

In the following weeks you will want to have more detailed conversations with the new member of staff about their role, the expectations you have of them and what they can expect in terms of support, facilities etc. This should be done in an initial PDR through which you can record the discussion and the actions or academic plans agreed.