Induction Programme:

Managers Guide

Implementation Date: July 2013

Review Date:

Best Care, Best Place, Best Time.

July 2016

Induction Programme: Managers Guide

Purpose
The purpose of the NHS Birmingham South Central (BSC) CCG Induction Programme is to
successfully integrate a new member of staff into the organisation, encourage their
understanding of the organisational brand and values, and assist them to wholly fulfil their
role and duties within the organisation to deliver a high standard of customer service to our
clients.
This will be achieved through a programme of guided learning, understanding of BSC
CCGs brand, values and culture and the sharing of knowledge and experience.
This guide will assist managers to successfully induct and integrate new staff members into
BSC CCG, their roles and their teams.

Scope
This guide is for all managers with line management responsibility, department leads, and
senior management team members. Managers are encouraged to use this guide as an aid
to their staff members induction programme.
This guide is also recommended for use in supporting members of staff returning from long
term absence, secondments, career breaks or maternity leave.
The Birmingham South Central CCG Induction Programme is designed in partnership with
staff to communicate a consistent theme and message to new employees, illustrating the
values and culture of the CCG and encouraging an open to all approach to management
and the senior leadership team.

How to Use this Guide

1.

Induction training is the responsibility of managers and, in particular, the line manager
of a new member of staff. Line managers should, in line with this Induction
Programme Guide, provide all new members of staff with their own personalised
induction programme specific to their job role and any flexible working requirements.

2.

Line managers must make sure that they have sufficient information to carry out the
Induction Programme. If there are parts of the programme where sufficient
background information is not availablethese topics may be discussed with higher
line management or a manager information training session (i.e. policy guidance)
may be attended.

3.

The first two weeks are the most crucial for a new employee and it is advised that the
individual Induction Programme is in place prior to the commencement date of the
new employee.
This guide contains information, advice and activities to help managers to create a
plan to deliver a robust and proficient Induction Programme for new starters within
their team.
NHS BSC CCG Induction Programme consists of the following areas:
-

4.

Local Induction
Orientation (conducted by manager)
Socialisation (conducted by manager)

Before the new employee starts with BSC CCG, the line manager should plan the
Induction Programme, to include:
Ordering ICT equipment
Arranging new starter documentation
Scheduling peer meetings
Booking onto a Stand Up Session as part of the Welcome Meeting
Please refer to the Managers Checklist in Appendix 1.

5.

Some links (e.g. for the purpose of training) and contact details may be updated over
time; it is therefore advised that the referred links and contacts are checked regularly
and updated where necessary.

Induction Programme Overview

SESSION

TOPIC

DAY ONE
1

General Induction and Orientation

2
3
4

Administration
Teams
Office Tour and Office Safety

6
6
7

Safety Checklist

Work Space, ICT and Data

Protection

Office Services and Infrastructure

10

Policies and Procedures

10

Staff Intranet

11

Meeting Key Colleagues BSC

Local Induction Programme

11

10

Finance Procedures

12

11

Mandatory Training

13

12

Learning & Development

14

Three Month Review

Six Month Review

15
17

DAY TWO TO TEN

MANDATORY TRAINING,
LEARNING AND
DEVELOPMENT

REVIEW GUIDANCE
13
14

APPENDICIES

18

Appendix 1

Managers Check List

18

Appendix 2

Key Contact Details

24

Day One

The information below sets out different areas for managers to include with their new
starters from day one. It can further assist managers with which areas to cover within the
BSC CCG local induction programme.

Session 1

General Introduction and Orientation

1.

The line manager should be available on the morning the new starter begins work to
meet and greet them. The line manager should explain the induction plan, how this
will link to their probation (where relevant) and when reviews, checkpoints and
particular forms will be completed. This should include explaining the three month
and six month probation review meeting.

2.

Make necessary arrangements to have their photo taken for their ID badge. This can
be done by contacting the Corporate Secretary.

Session 2
3.

Administration

The manager should sit with the new starter to check that they have completed all the
new starter documentation to be processed onto the Electronic Staff Records (ESR)
system. This should include:
P45 or P46 if no P45 is available
A form of photographic ID*
Bank details
Pension forms (if opting out)
A signed copy of their contract of employment
* This is used to check against the documentation provided at the pre-employment
stage
Where the new starter has not provided these, the line manager should contact the
CSU HR Team at Kingston House as soon as possible 0121 612 2842 or
csu.hrteam@nhs.net

4.

During Day One of a new starters Induction Programme, the manager should show
new starters where the CCG policies and other organisational information can be
found.

Session 3
5.

Teams

The manager should review behavioural expectations with the new starter i.e. what is
the norm for the team and wider CCG in terms of office procedures, escalation

processes, and general office etiquette. These behaviours should be in line with BSC
CCG values and culture and reflect the organisational ethos.
6.

The manager should also explore values and behaviours explaining their importance
in relation to conduct and business expectations how staff are expected to
challenge unacceptable behaviour but also highlight the good.

7.

Discussion should also link to working practices and expectations of the role, explain
the office procedures - pointing out key areas to those staff that are more likely to
utilise them on a regular basis.
This should include:
Main duties of each of the team members
Schedules of relevant meetings or committees for the role holder
Core working hours and flexible working options if available
General office practices
Lunch times and breaks, including if appropriate location of smoking areas
Absence reporting procedures
Annual leave allowance and requesting process

8.

Managers should also outline the departments within BSC CCG and key contacts
within each department.

9.

Explanations should also be given on how their own team and others link in to each
other, methods of contact and reasons for communication.

Session 4
10.

Office Tour and Office Safety

During the tour of the building with the new member of staff, the line manager should:
a. Introduce them to appropriate staff.
b. Explain that under the provisions of the Health & Safety at Work Act staff are
required to co-operate with the organisation in any matters relating to safety and
act in such a way as not to endanger the health and safety of themselves or
others.
c. Point out on the way round where all fire exits are and where fire assembly points
are, ensuring they are clear of the way to get there in the event of a fire. Explain
when the fire alarm is tested. Should the alarm go off at any other time, without
prior warning, then staff should expect to evacuate the building where a role call
to include any visitors, will be taken.
d. Inform the new staff member of who the first aiders are, their extension numbers,
and locations and where the incident book is kept.

11.

The manager will also arrange the provision of access fobs for office buildings. The
contact for this is the Corporate Secretary.
Checklist is the new starter clear on the following?
Fire exits and Fire Assembly Point location
Who First Aid staff are
H&S procedure & where this can be found on the intranet
Risk or accident reporting procedures
Access Fob issued
ID Badge issued

Session 5

Work Spaces, ICT and Data Protection

12.

The Line manager is to arrange access to ICT, email and shared access drives for
the new starter on the first day to ensure the efficient start up and smooth transition
into the role.

13.

The Line manager will also need to arrange all relevant ICT equipment that the new
starter will require in order to fulfil duties and responsibilities of the role. This will
include:
Laptop (if required)
Mobile phone (if required)
Secure saving devices (encrypted USB memory stick)
Other mobile-communication equipment as relevant
This should ideally be done when issuing the unconditional offer letter, which then
allows approximately four weeks for the equipment to arrive (in line with notice period
of the new employee). This should include:
Permissions for accessing team shared drive and data
Email account set up
Profile set up
System access (ESR, PAS, etc.)

14.

When setting up a new starter at their work space, check that they have access to all
appropriate equipment for their role. As a manager it is important to ensure that the
new starters working environment is appropriate for them. Checking the height of the

desk and chair and clearance under the desk may identify any additional equipment
or support required to ensure the workstation is suitable. This may include the use of
a foot rest or wrist rest or adjustment of the desk or chair.

15.

Line managers should encourage all new starters to complete the mandatory training
unit entitled Health and Safety for DSE Users. This unit explains the importance of
conducting a work place assessment for each work space. Below, is a quick
reference guide for DSE assessments:

Adequate lighting

Adequate contrast, no
glare or distracting
reflections on screen

No distracting noises

Leg room and clearance

to allow postural changes

Window to have
adequate coverage

Software appropriate for

the role

The screen to be
adjustable, readable and
the image to be stable

The keyboard to be
usable, adjustable and
detachable

Work surfaces to be spacious,

glare free and allow flexible
arm movement

Work chair to be adjustable

A footrest to be available if required

16.

Refer the new starter to the internet and e-mail usage policies ensuring that they read
and fully understand the expectations of them whilst employed by BSC CCG.

Day Two to Ten

The information below elow sets out the different areas for managers to include with their
new starters from days two to ten. This will further assist managers with what needs to be
to covered within the BSC CCG local induction programme.

Session 6
17.

Office Services and Infrastructure

The new staff member will need to be familiar with the reception area and office
services facilities, including post arrangements. On completion of this section check
through with your new colleague that they know the following procedures:

Guidance on security i.e. visitors going in and out of the office

Signing in visitors
Travel expenses and booking arrangements
Ordering or requesting stationary
Booking rooms
Post arrangements, special delivery etc.
telephone system (voicemail etc.)

Session 7
18.

Policies & Procedures

Line managers are to ensure that new starters are aware of where BSC CCG Policies
are published and that they are familiar with their employee responsibilities within
them.
Policies include (but not limited to):
Absence
Disciplinary
Managing Work Performance
Grievance
Bullying & Harassment
Annual Leave
Flexible Working
Maternity and Paternity
Whistleblowing

10

Line managers are advised to calculate their employees annual leave entitlement
for the full year as soon as possible. If the employee is starting part way through
the year explain that this is pro-rata for the proportion of the year they will be
working.

Session 8

Staff Intranet

Set time aside to go through the Staff Intranet and website. This should include
how to access organisational information, staff contact details and corporate
details.

Session 9

Meeting Key Colleagues BSC Local Induction Programme

As part of BSC CCG wider Induction Programme, new colleagues will have a
tailor-made local induction plan which will provide the opportunity to meet with key
colleagues and senior managers on a one to one basis. These meetings should
be arranged by the line manager prior to the start date of the new employee so
that the Induction process is as efficient as possible.
When you have set up the appointments for the local induction, it will be useful to
provide the staff member with a record of these appointments and prominent
agenda items to help them to familiarise themselves with key names and
department areas. The example list below can be used as a guide to inform who
they will meet with in their first few weeks at BSC CCG:

Manager / Key Staff

Member

Key projects / Reason

Director of Service

Introduction to directorate 5 minutes

Head of Service

Introduction to Service

Administration Support

What aspects of role will be supported

Time & Date

As part of the local induction plan, your new colleagues should be part of the
weekly Stand Up meetings, which will act as a general introduction to other
colleagues of BSC and the work streams and projects they will be working on.

Session 10 Finance Procedures

11

The Line manager will need to explain relevant financial procedures and any authorisation
limit they are responsible for.
19.

Explain how (if relevant) to code invoices and how the finance codes work in relation
to office costs and project codes etc.

20.

Explain how (if relevant) to order goods and services and register for any Contract
and Procurement training on the SBS finance system.
Training on the SBS Finance System is available by emailing:
cmcsu.ittrainingteam@nhs.net / 01384 322020

21.

Explain how to claim expenses; ensuring staff understand the importance of accurate
recording and authorisation.

12

Mandatory Training, Learning and Development

Session 11 Mandatory Training

22.

The following courses are mandatory for all new starters of BSC CCG and must be
completed within three months of their start date:
Stand Up Welcome Meeting as part of the local induction plan
Health and Safety (General) Online
Fire Safety Online
Manual Handling (Category 3) Online
Health and Safety for DSE Users Online
Equality and Diversity Online
Information Governance Online
Data Protection
Safeguarding
Counter-Fraud
Prevent Training

23.

Recommended online training further includes:

Personal Safety Online
Stress Management Online
Recruitment and Selection Training for those responsible for leading recruitment
activity
HR Policy Training for line managers

24.

Mandatory training should be completed as soon as possible. Online training can be

accessed from anywhere with an internet connection via a link, these are displayed
below.
Statutory Training:
https://complywise.net/cwbenpct/
Equality and Diversity:
https://benpct.marshallacmtraining.co.uk/login?returnURL=trainee/default
Information Governance:
https://www.igte-learning.connectingforhealth.nhs.uk/igte/index.cfm
Line managers should review with the employee that mandatory and statutory
training has been completed within the first three months of employment. As a guide,
managers can utilise the checklist included in the appendices of this document to
ensure all training has been completed as required.

Session 12 Learning & Development

13

25.

BSC CCG recognises the importance of ensuring personal learning and development
for achievement and motivation. To ensure that itstrives to be the best it wants to
reward staff for good work that they do and, through a variety of development
methods, support staff to become excellent.

26.

BSC CCG may use the following techniques to deliver learning and development (not
exhaustive):
Team meetings/study groups
One to one meetings
Job shadowing
On the job Practical training
Acting-Up Arrangements
Secondments
Personal Development Opportunities
Training Needs Analysis
Coaching
Mentoring
Appraisals (Values Based PDR and Performance Management)
Seminars, Workshops, Team Events
Centrally-Led training sessions
External training providers
Academic Study Programmes

All employee development opportunities are at the discretion of the line manager and
require approval from the senior management team. These opportunities can be discussed
with the employee at their review meetings, or at their annual Personal Development
Review (PDR).
Line managers should discuss with the new staff member any immediate training needs.
This should be encouraged objectively to ensure the new staff member is able to fulfil their
duties and responsibilities of the role. These can be identified through a review of the job
role; previous experience and any training or development should be relevant to the job role.

14

Three Month Review

Session 13 Three Month Review

27.

It is recommended that the line manager holds a review after three months with the
employee as an opportunity to review key points of the Induction Programme and
review the first three months of employment. This should be arranged during the first
couple of weeks with your new starter, so that they are aware of when these
meetings will be, and the purpose of it.
There should be no surprises in what is discussed at this meeting, as at this point you
should be aware of any particular training requirements or development needs.
However, the meeting does provide a platform to address any immediate concerns or
queries, undertake a training needs assessment, and discuss the implementation of
any necessary training requirements.
The review can be an informal conversation or a more structured, formal meeting and
can include the review of the duties in the job description and role content
specification, and setting of objectives.
It is advisable for the manager to take notes from this review, and provide a copy of
the notes to the employee. It is advisable for both line manager and employee to sign
a copy of the notes to certify that they are a true reflection of the discussion. A copy
of these notes should be retained on the employees personal file.

28.

It is advisable for the employee to receive a copy of these review notes within a
reasonable time frame after the review meeting.

29.

If line managers have any immediate concerns over employee behaviour or

performance, these should be raised with a member of the senior management team
prior to the three month review. The CSU HR Team will also be available to provide
any advice required.

30.

Standard questions to ask at the three month review include (not exhaustive):
Have you attended a Stand Up Welcome Meeting Session?
Have you completed all your mandatory online training?
Are you aware of where to find organisational information, updates and policies?
How have you developed your relationships with all your immediate contacts, both
in the CCG and provider organisations?
What have been your main areas of work?

15

What is on your work agenda for the next three months?

Do you have any concerns or queries you would like to raise?

16

Six Month Review

Session 14 Six Month Review

31.

The six month review is an opportunity to review the comments, queries or concerns
raised in the three month meeting, discuss any further concerns raised since and
provides an opportunity for the manager to monitor the objectives set at the three
month review and the progress made on them. Again, there should be no surprises in
what is discussed at this meeting, as at this point, the line manager should have indepth knowledge the work area, and have implemented any particular training
requirements or development needs.

32.

The six month review can include discussion of key competencies required for the job
role. Managers can use the National Banding Job Description in addition to the Role
Content Specification for the job role which takes account of any specific duties and
responsibilities or technical elements of the job role. Copies of both these documents
should be found on the employees Personal File.

33.

If line managers have any immediate concerns over employee behaviour or

performance, these should be raised with a member of the senior management team
prior to the six month review and a plan agreed to discuss them with the new staff
member.. The CSU HR Team will also be available to provide any advice required.

34.

The six month review should be in line with the BSC CCG policy on
Development Review (IDR).

35.

It is advisable for the employee to receive a copy of these review notes within a
reasonable time frame after the review meeting. A copy of the notes should also be
retained on the employees personal file.

36.

Standard questions to ask at the six month review include (not exhaustive):

Individual

How have you been able to demonstrate our values and culture in the last six
months?
What projects have you conducted from start to finish in the last six months, and
what were the outcomes of these?
What are your professional goals for the next six months?
What training or development needs have you identified, if any?
What training or development opportunities would you like to have access to in
the next twelve months?

17

Appendix 1: Managers Check List

SESSION

COMPLETED DATE

PREPERATION FOR START (PRE DAY ONE)

Order ICT equipment (laptop, mobile phone, etc.)
Complete New Starter Authorisation Form, send to IT
WHEN: At time of issuing unconditional offer letter (four
weeks before start date)
Complete New Starter Form and send to
hr.payqueries@nhs.net
WHEN: Before payroll cut-off date, recommended four weeks
in advance
Prepare New Starters Induction Programme (using this
guide, plan time in diaries for orientation, meeting key
colleagues and wider induction plan)
WHEN: At least one week before start date
Book New Starter on the Stand Up Welcome Meeting.
WHEN: At least one week before start date
Occupational Health advice is received and reasonable
adjustments are in place for the New Starter if they have
declared disability.
WHEN: At least one week before start date
Additional tasks identified by the Line Manager, specific to
Team and/or Directorate

DAY ONE

18

Meet and greet New Starter

Administration:
New Starter Form completed and submitted (see above):
P45 / P46 provided to CSU HR Team / Payroll
Pension Opt Out provided to CSU HR Team /
Payroll (if opting out of pension)
http://www.nhsbsa.nhs.uk/pensions
Bank details
Form of photographic ID to be checked against
pre-employment checks
Signed copy of contract of employment
ICT systems are accessible and access permissions are set
correctly
New Starters Induction Programme and personal plan
Explain main duties and responsibilities of role
Probationary objectives set
Photograph for ID Badge
Access Fob
Complete Local Induction Orientation
Office tour
Facilities
Fire escapes
Team members
First aid

19

Telephone guidance
CCG values and behaviours
Car parking arrangements
Smoking Policy Smoke Free organisation
Explain where smokers can smoke, and explanation of how
smoking breaks need to be deducted from break entitlement
DAY TWO TO TEN
Further orientation
Post
Photocopiers
Reception
Visitors
Safety procedures for visitors
Policies and Procedures Where to find them
Absence reporting procedure:
Inform Line Manager
Self Certification (Complete Form)
Return to work interview (Complete Form)
Occupational Health
Explain Annual Leave entitlement and booking system
Expenses & New car user form
Use of organisations email / internet system

20

Demonstrate Staff Intranet:

Introduction to key colleagues, ensure meetings are arranged
for networking
Explain financial procedures
Book SBS finance training, if necessary:
cmcsu.ittrainingteam@nhs.net / 01384 322020
MANDATORY TRAINING
Booked onto Stand Up Welcome Meeting
Completed / arranged time to complete online mandatory
training:
General Health and Safety
Fire Safety
Manual Handling (Category 3)
Health and Safety for DSE Users
Data Protection
Equality and Diversity
Information Governance
Counter-Fraud
Safeguarding
Prevent

LEARNING & DEVELOPMENT

Identify any training needs by undertaking a training needs
analysis
Explain the organisations appraisal and review system
(PDRs)

21

Schedule one to one meetings

Invite to team meetings
Schedule three month review

THREE MONTH REVIEW

Obtain copy of National Job Description for the banding, and
Role Content Specification for the role
Prepare questions
Review learning from Stand Up Welcome Meeting and Local
Induction (ensure has attended)
Set objectives for the next three months, to review at six
month review
Any additional tasks identified by the Line Manager
Record notes
Provide employee with copy of notes
SIX MONTH PROBATIONARY REVIEW
Utilise notes from three month review
Prepare questions

22

Review objectives set at three month review if they have

been met
Any additional tasks identified by the line manager
Record Notes
Provide employee with copy of notes
Arrange a PDR review date for six months time
(one week before increment date)

CHECKLIST TO BE SIGNED OFF BY MANAGER AND EMPLOYEE:

THREE MONTHS: Completed: yes / no (delete as appropriate)
SIX MONTHS:
Employee Name: __________________________________
Employee Signature: __________________________________ Date: ________________
Manager Name: __________________________________
Manager Signature: _____________________________ Date: _____________
Date Stand Up Welcome Meeting Attended: ___________________________
Copy kept on personnel file and copy retained for information by member of staff

23

Appendix 2
Area / Services

Named Contact
Lead Partnership Manager

Communications
Patient Engagement
Partnership Working
Corporate Social Responsibility
Finance Manager
Financial Procedures and Reporting
IT Systems and Training
Information Governance
SIRO
IG Content
Clinical Commissioning
Strategy and Redesign
Networks
Clinical Engagement
Clinical Leadership

Clinical Director of Commissioning

Corporate
ID Passes
Entrance Fobs
New Starter Forms and associated
paperwork
HR related topics
IT Access
Car Parking
Conflict of Interest
Orientation
Team Meeting Coordination

Corporate Secretary

Quality and Governance

Lead Quality and Governance

Manager

Constitution
Confidentiality Policies
Quality Reporting Hospitals
Risk Management
Serious Incident Management
Information Governance Link

24

FOIs
Quality Agenda
First Aid
Governance
Childrens Commissioning

Childrens and Maternity

Commissioning Lead

Safeguarding

Safeguarding Lead Nurse

Operations
Business Plan
Continuity
OD Agenda
Wellbeing
Culture
Prospectus

Chief Operating Officer

Commissioning Support

NHS Central Midlands CSU

CSU Managing Director

BSC Customer Relationship Manager
Head of HR Services
BSC Senior HR Business Partner

Rob Bacon
Jasbinder Sandhu
Ashi Malik
Michelle Driver

25