INDUCTIONFOR NEWEMPLOYEES

VersionControl Implementationdate Lastreviewdate Nextformalreviewdate EQIA RapidImpactAssessment Date st 1 July2005 st 1 July2007 st 1 July2010 EngagementandConsultationGroups HRDirectorate/LPF/selectionofmanagersandstaffwho havebeeninductedwithinthelastyear(thisincludesbank staff,temporarystaff,fixedtermcontractstaffandbothfull timeandparttimesubstantiveposts,bothpostholders andpostholderslinemanagers. Date th 12 July2007 Pending VersionNo:2

ApprovalRecord LPF StaffGovernanceCommittee

INDUCTIONFORNEWEMPLOYEES
CONTENTS 1. 2. 3. Introduction Aims ShetlandNHSBoardsCommitment

GuidelinesforManagers 1. General 2. LineManagersResponsibilities 3. PriortoEmployment 4. InductionProgrammes 5. InductionChecklist 6. KSF 7. FirstDayofEmployment 8. CompletingtheInductionProcess 9. EvaluationoftheInductionProcess NewEmployeeInductionChecklist InductionEvaluationQuestionnaire EqualityImpactAssessment

1.

INTRODUCTION

ShetlandNHSBoard(theBoard)iscommittedtoensuringallnewemployeesaregiven induction training. This training, both corporate and in the workplace, is regarded as vitalfortheintegrationofnewemployeesintotheworkingenvironment. Thispolicyisapplicabletoallstaff,andalthoughthemajorityofstaffemployedbythe BoardareunderAgendaforChangetermsandconditions,thispolicyisequallyrelevant to staff under different terms and conditions. Where this is the case suitable adjustments may be appropriate when in accordance with written guidance from relevantgoverningbodies.

2.

AIMS

It is the aim of Shetland NHS Board to ensure that staff induction is dealt with in an organisedandconsistentmannersothatemployeescanbeintroducedintoanewpost and working environment quickly and therefore contribute effectively and efficiently as soonaspossible.Toassistthisprocess,theBoardholdscorporateinductionsession that all newemployees arerequired to attend. In addition to this corporateinduction

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day staff will also have a local induction which will be specific to their area of work. Sessionsareheldmonthlyandincludeseparatemanualhandlingtraining.

3.

SHETLANDNHSBOARDSCOMMITMENT

Theseinduction procedures andguidelines aim tosetout general stepsfor managers and employees to follow during theinduction process. All managers and employees areexpectedtoadheretotheseprocedures. Theimplementationofgoodinductionpracticebymanagerswill: enable new employees to settle into their new position quickly and become productiveandefficientmembersofstaffwithinashortperiodoftime provideanoverviewoftheorganisationandenablethenewemployeetoseewhere theyfitintothebigpicture ensurethatnewentrantsarehighlymotivatedandthatthismotivationisreinforced assist in reducing staff turnover, lateness, absenteeism and poor performance generally assist in developing a management style where the emphasis is on leadership, opennessandhonesty ensurethatnewemployeesoperateinasafeworkingenvironment reducecostsassociatedwithrepeatedrecruitment,trainingandstaffturnover enable new employees to understand the corporate culture and the overall frameworkinwhichhealthcareservicesaredeliveredandthatanenvironmentexists wherestafffeelabletocontributetheiropinions. TheBoardhasissuedtheseguidelinestofamiliarisemanagersandemployeeswiththe induction process and will maintain and update the Induction Procedures. Relevant formaltrainingnecessarytoassistintheinductionprocesswillbeprovideddepending onneed.AchecklistwillbeissuedbythePersonnelDepartmenttotheimmediateline manager for each new starter for managers and staff to follow during the induction period. Line Managers must ensure effective monitoring of the induction process, particularly in the first three months. Any problems encountered by new employees mustbedealtwithpromptly.

GUIDELINESFORMANAGERS 1. GENERAL

Starting a new job is a demanding and stressful experience. Quite apart from the obviouschallengeoftacklingnewtasks,thereisalsotheneedtobecomeaccustomed toaneworganisation,anewworkingenvironment,newcolleaguesandpossiblyanew livingenvironment.Thepurposeofinductionistosupportnewemployeesduringthis period and help them become fullyintegrated into the Board as quicklyand easily as possible.

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Inductionhasbenefitsforallinvolvedintheprocess.Employeeswhosettlequicklyinto their new job will become productive and efficient at an early stage and in turn will experiencefeelingsofworthandsatisfaction. It is generally recognised that new employees are highly motivated and an effective inductionprocesswillensurethatthismotivationisreinforced.

2.

LINEMANAGERSRESPONSIBILITIES

Linemanagersareresponsiblefor: Ensuring new employeesreceive the appropriate level of induction that their posts require Ensuringattendanceonacorporateinductionday Coveringallitems/topicsinthechecklistduringthefirstthreemonthswithmandatory itemscoveredinthegiventimescale Addinglocalrelevantitemsontothechecklist Ensuringthateachtopic/itemisindividuallysignedoff Signingthecompletedchecklistalongwiththeemployee EnsuringacopyofthecompletedchecklistissenttoStaffDevelopmentSectionfor recordingandinclusionintheemployeespersonalfile

3.

PRIORTOEMPLOYMENT

Preparationsforthearrivalofthenewemployeeshouldbemadewellinadvancee.g. uniforms,desk,telephone,equipment,computerandemailaccess,lockers,roomkeys, etc.sothattheyareabletoworkeffectivelymorequicklyandsothattheyfeelvalued.

4.

INDUCTIONPROGRAMMES

Inductionprogrammesmustbetailoredtotheindividualsneeds.Itisnecessarytoplan carefully and prepare induction programmes with consideration to specific areas appropriate to the individual. Examples of considerations which may be relevant to inductionplanninginclude: Priorexperienceoftheworkplaceforexample,thismaybethenewemployees firstjobsinceleavingschoolthenewemployeemaybereturningtoworkaftera career break or they may have gained their work experience in a different setting. The nature of the role the new employee will be carrying out and the working relationships that will need to be developed with colleagues in own and other departments.

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Adjustmentsthatmayneedtobemadewithregardstothespecialneedsof,for example,employeeswithadisability.

These are just a few examples. The specific needs of the new employee can be ascertained during and after therecruitment process and form part of the preparation undertakenbeforethenewemployeejoinsShetlandNHSBoard.Adviceoninduction programmescanbesoughtfromtheStaffDevelopmentManager. 5. INDUCTIONCHECKLIST

The induction checklist is a way of ensuring that information is imparted to new employeeswhentheyarelikelytobemostreceptive.Itavoidsoverloadingemployees with information during the first weeks while ensuring that all areas are covered. Managers should ensure that these matters have been properly understood while the checklistisbeingcompleted,perhapsintheformofaweeklychatwiththenewentrant. Starred items must be completed on the employees first day. All other items must be completed within the first month of employment. Arrangements should alsobemadefortheemployeetovisitanyrelevantdepartmentswithwhichtheyhave regular contact in the course of their duties. At the end of the process theinduction checklistshouldbesignedbytherelevantpartiesandpassedtotheStaffDevelopment Sectionforrecordingon the humanresources information system, and forretentionin accordance with the provisions of the Data Protection Act. By ensuring this form is signedandreturnedthelinemanagerisclearlydemonstratingthatalocalinductionhas taken place. It is a managers responsibility to ensure that an proper local induction has taken place and without the completed form being returned to Staff Development Section the manager has not demonstrated that an adequate induction hasoccurred. Completion of the induction checklist does not remove the need to assess each individuals training needs which will be done by completing a Personal Development Plan(PDP).This canbedone atany stagethoughitisrecommended that eachnew employeehastheirownPDPbytheendof3monthsemploymentwiththeBoard.This willhelpensurethateverynewmemberofstaffhasadevelopmentplantoensurethat they meet the Knowledge and Skills Framework Foundation Gateway for their post within12monthsofjoiningtheBoard. ThismustbedoneviatheEKSF.Itshouldbe noted that this policy covers all new employees including thosenot under Agenda for Changetermsandconditions.

6.

KSF

ItistheLineManagersresponsibilitytoassignaKSFoutlinetothenewpostholder(If thepostcomesunderforAgendaforChange).Thefoundationoutlineshouldbeused as the basis for the creation of a Personal Development Plan for the new member of staffinorderthattheycanworktowardsachievingthefoundationgatewayattheendof their first year. Further details of this process can be found in the joint development

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review policy and personal development planning proceduresand by attending the e KSF for managers. The new staff member should be informed about Gateways and whentheirfoundationgatewaywilltakeplace. If the new staff member is unfamiliar with KSF they should attend the KSF for Staff trainingcourse,whichwillgivethemtheunderstandingoftheprocessandhighlightthe gatewayattheendoftheirfirstyearofemployment.

7.

FIRSTDAYOFEMPLOYMENT

Itisimportanttointroducethenewemployeetotheirnewworkplaceandcolleaguesat theearliestopportunity.Anintroductorytalkwillbeappropriateatthistimecombined with general information and the exchange of necessary documentation. This talk shouldbebriefastheemployeeisunlikelytobereceptivetodetailedinformationatthis time.Timemustbesetasideforthisprocess.Thechecklistshouldbeusedasthe basisforthediscussionandforensuringallthedocumentationiscomplete. A tour of the workplace should be arranged to allow the new employee to view the organisationasawholeandtoseehowheorshefitsintotheoverallpicture. The new member of staff will want to get to know his or her colleagues quickly and become part of the team and time should be allowed for this process. Colleagues should be briefed on the new employees arrival and, if possible, one member of the department should be nominated to make sure that the new employee has every assistanceinsettlinginquickly(buddying). Althoughthe new employee willwant tostartwork assoon as possible,itisessential thatsufficienttime isgivento theinductionprocessandthat he/sheis notbookedup with clinics etc which prevent attendance at the corporate induction day or induction meetings.

8.

COMPLETINGTHEINDUCTIONPROCESS

Induction can be said to end when the individual hasbecome fullyintegrated into the Board.Ofcoursethereisnosettimescalewithinwhichthiswillhappenandfollowupis essential. Giving new employees specific opportunities to ask questions several weeks into employment can be useful and the induction checklist will provide this opportunity. In someareas, such as understanding thewider organisation,follow up afteranumberofmonthsmaybeappropriate. The formal induction day will also firmly underpin the new employees integrationinto thewiderorganisationasoneelementoftheinductionprocess.

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9.

EVALUATIONOFTHEINDUCTIONPROCESS

Itisessentialthatarollingprogrammeofevaluationoftheinductionprocessexistsso that we can improve its content and delivery to meet changing needs. An induction evaluation questionnaire (Appendix 2) will be completed by the new employee approximately 2 months into their employment with the board. Responses will be collatedandmonitoredbytheStaffDevelopmentSectionwhowillproposechangesto theprogrammeorliaisewithlinemanagersasappropriate.Thisevaluationwillfocuson boththecorporateinductionprocedureandthelocalinduction.

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APPENDIXONE

NEWEMPLOYEEINDUCTIONCHECKLIST

Department.................................................................................... NameofEmployee........................................................................ JobTitle...................................................................................... StartDate....................................................................................

INDUCTIONPROGRAMMEFORNEWEMPLOYEES

Heads of Department and line managers are recommended to refamiliarise themselveswiththeInductionProceduresandGuidelineforManagers,available in the HR Policies and Procedures Manual and on the Boards Intranet site on eachoccasionanewemployeetakesuppost. Heads of Departments and other designated officers must use this checklist for the inductionofnewemployeesintotheBoard.Thismustbedonewithinthefirstmonthof employment.HealthandSafetyissuesandallitemsincapitallettersmustbecovered ontheemployeesfirstday. Thenewmemberofstaffshouldbeaskedtotickeachbox and initial when they have been adequately informed to their satisfaction about each subject. When thishas been done theemployeeshould sign and date theformand returnittotheirimmediatelinemanagerforforwardingtotheStaffDevelopmentSection forretentionwithinthetermsoftheDataProtectionAct1998. Not all the following subjects are applicable to all departments. If this is the case record notapplicable(n/a). Allstarreditemsmust be covered on theemployees firstday. PleasemakereferencetothePoliciesandProceduresManualsasappropriate.

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ITEMSTOCOVERWITHEACHNEWEMPLOYEE

COMPLETED INITIALS

TheDepartment 1. 2. 3. 4. 5. 6. 7. 8. Departmentfunction* Introductiontocolleagues* Newentrantsownjob* Supervision* Generallayout *

Telephonesystemandbleeps* Internal/externalpostalsystems* Reportingstructures*

ConditionsofEmployment 1. 2. 3. 4. 5. 6. 7. Hoursofwork,includingdutyrotas,shiftsystems,oncall,breaks* Workingtimerecording* Allowances Superannuationschemeandeligibility Reportinginwhensick,includingwhenonleave* Arrangementsforrequestingleave* Uniforms,protectiveclothing,replacementandlaundryarrangements*

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COMPLETED INITIALS

8. 9. 10. 11.

IntroductiontoPolicyandProceduresHandbooks Taxablebenefits Carleasingarrangements(ifrelevant) Accommodationarrangements(ifrelevant)

HealthandSafety,Security,Fire 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Healthandsafetyinformationrelevanttothedepartment* Fireinstructionsandprocedures* Emergencyevacuationprocedures* Locationanduseoffirefightingequipment* Accidentandincidentreporting* OccupationalHealth* Lossofpersonaleffects* Securityofdepartmentandbuildings* Arrangementforkeys* StaffphotoIDbadges*

Conduct 1. 2. 3. 4. Personalpresentation* Disciplinary,Grievance,Capabilityprocedures* Courtesytopatients,thepublicandtootherstaffmembers* ConfidentialityandCaldicott*

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COMPLETED INITIALS

5. 6. 7. 8. 9.

Noisecontrol Acceptanceofgiftsandcodeofpersonalconduct* Statementstothepress Rulesonsmoking,alcoholanddrugs Privateuseoftelephones

Facilities 1. 2. Cloakroom,lockers,lavatories* Staffcafeteria/healthyeating*

StaffDevelopment 1. 2. 3. 4. 5. 6. 7. 8. NHSKnowledge&SkillsFrameworkOutlineforPost Studyleavearrangements Careerdevelopmentandopportunitiesforpromotion Workingwithobjectives Performancereviewprocedures PersonalDevelopmentPlan(PDP) KSFawareness

AssignKSFOutlineandinformnewStaffMemberoffoundationgateway

Employeeinvolvementandcommunication 1. 2. Tradeunion/professionalorganisationrepresentation

Communicationswithintheorganisation (e.g.PartnershipForum,Health&SafetyCommittee,PlanningConference)

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COMPLETED INITIALS

3. 4. 5. 6. 7.

Informationsourcese.g.TEAMBRIEF,noticeboards,Intranet,email* TheorganisationscommitmenttoQuality Healthyeatingpolicy Complaintsprocedure* Departmentalmeetings,feedback*

Itemsspecifictothedepartment 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Pay* Noticeofterminationofemployment ChildProtectionProcedures* Wastedisposal(inclclinicalwaste)* Controlofinfection* Patientrelatedduties* Manualhandling* Incidentreporting* ClinicalRisk* RiskAssessments* DataProtectionandFreedomofInformation* InvolvingthePublic(PFPI)

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Otherrelevantissuesspecifictothedepartment

Training&DevelopmentRequiredforPost 1. ManualHandling 2. CPR 3. RiskManagement/Assessment 4. HRPolicies&ProceduresforLineManagers 5. RecruitmentandSelection(3modules) 6. EquityandRaceIssuesforLineManagers 7. HealthandSafetyforLineManagers (ControlBook) 8. KSFandPerformanceReviewforLineManagers 9. EqualityImpactAssessmentToolkitTraining 10. InfectionControlTraining 11. ChildProtectionTraining 12. FreedomofInformation

Tick DateDone

I confirm that I have been informed about and understand all of the above items relevanttomyemploymentwithShetlandNHSBoard. Nameofemployee(print).......................................................... Signatureofemployee......................................... Date.............

I confirm that the above induction programme has been completed for the above employee NameofHeadofDepartment(print)....................................................... SignatureofHeadofDepartment orotherauthorisedofficer.......................................... Date.............. The completed documentation was received and recorded by the Staff Development Section,ontheHumanResourcesInformationSystem,andretainedinaccordancewith the requirements of theInduction Procedures andin line with the Data Protection Act 1998: Signature(StaffDevelopmentSection).................. Date..............

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APPENDIXTWO

INDUCTIONEVALUATIONQUESTIONNAIRE (tobecompletedaftertwomonthsinpost)

Tomonitortheeffectivenessoftheinductionprogramme,boththeformalInductionDayand yourlocalinductionprogrammewithyourlinemanager,wewouldaskyoutocompleteand returnthefollowingform.Thisinformationwillbetreatedwiththestrictestconfidencebythe StaffDevelopmentManagerandusedtoimprovetheprogramme. SincestartingwithShetlandNHSBoard,youhavebeengivenavarietyofinformationintended toallowyoutobecomefamiliarisedwithyournewsurroundings,employmentconditions, workingarrangementsandtherolesanddutiesforyouandtheorganisation.Intermsofhow thisinformationhashelpedyou,pleasecommentonthefollowingcriteria: (Pleasetickappropriatebox) SatisfactoryUnsatisfactory 5 5

Amountofinformationgiven

Couldthisbeimproved?(pleasecomment)_____________________________________ ________________________________________________________________________ SatisfactoryUnsatisfactory 5 5

Qualityofinformationgiven

Couldthisbeimproved?(pleasecomment)_____________________________________ ________________________________________________________________________ SatisfactoryUnsatisfactory 5 5

Relevanceofinformationgiven

Couldthisbeimproved?(pleasecomment)_____________________________________ ________________________________________________________________________

Timingofinformationdelivery

SatisfactoryUnsatisfactory 5 5

Couldthisbeimproved?(pleasecomment)_____________________________________ ________________________________________________________________________

Methodsofinformationdelivery

SatisfactoryUnsatisfactory 5 5

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Couldthisbeimproved?(pleasecomment)_____________________________________ ________________________________________________________________________ Somemorequestionsaboutyourinduction Bytheendofyourfirstdayonsitewereyouawareofthe: YESNO 5 5 5 5 5 5 5 5 5 5

Fireexitroutes Fireassemblypoint Emergencyevacuationprocedures Sicknessreportingarrangements Incidentreportingarrangements

WastheformalInductionDayhelpfulintermsof: YESNO 5 5 5 5 5 5 5 5 5 5

Meetingothernewstaff? Informationabouttheorganisation? InformationaboutPolicies&Procedures? Meetingseniorstaff? Notusefulatall ?

Other(pleasecomment)______________________________________________ ___________________________________________________________________ HowcouldtheInductionDaybeimproved?_________________________________ ___________________________________________________________________

DidyoucompletetheInductionChecklistformwithinyourfirstmonth? YESNO 5 5 Ifnot,pleaseindicatewhy______________________________ ___________________________________________________

Didyoucompleteallofyouridentifiedinductiontrainingwithin2monthsofstarting? YESNO 5 5 Ifnot,pleaseindicatewhy______________________________ ___________________________________________________

Whattrainingisstilloutstanding?____________________________________________ AllcommentswillberegardedasconfidentialThankyou PleasereturnthisformtotheStaffDevelopmentManager, StaffDevelopmentCentre,Montfield,Lerwick.

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