in duc process

8/4/2019 In Duc Process

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The Induction Process:A Supervisors Guide


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Charles Darwin University Page 2 of 16

Index1. Introduction.......................................................................................................................................................3

1.1 Overview of process..............................................................................................................................3

1.2 Stages.....................................................................................................................................................3

2. Part 1 - Pre Arrival Requirements....................................................................................................................4

2.1 Flowchart................................................................................................................................................4

o Arranging a phone...........................................................................................................................4

o Arranging a computer and computer access.............................................................................4,5

o Arranging workspace and stationery requirements.....................................................................5

o Informing other staff........................................................................................................................5

3. Part 2 First Day Requirements......................................................................................................................6

3.1 Flowchart................................................................................................................................................6

o Sign-on appointment.......................................................................................................................6

o Greeting new staff ...........................................................................................................................7

o Explaining the work unit organisational structure .......................................................................7

o Introductions to key personnel ......................................................................................................7

o Hours of attendance / Lunch breaks..............................................................................................7

o Explaining work unit systems ........................................................................................................7

o Arranging allocation of keys or key-card access .........................................................................7

o Allocation of library access ............................................................................................................8

o Orientation walks.............................................................................................................................8

o Occupational Health and Safety.....................................................................................................8

o Equal Opportunity ...........................................................................................................................9

4. Part 3 First Week requirements ..................................................................................................................10

4.1 Flowchart..............................................................................................................................................10

4.2 Academic Staff Members Induction...................................................................................................10

o Covering aspects of the new position .........................................................................................10

o Staff Development and Training...................................................................................................11

o Maintaining Contact ......................................................................................................................11

o Reviewing progress ......................................................................................................................11

4.3 Research Staff Members Induction....................................................................................................12



o Maintaining Contact ......................................................................................................................12

o Reviewing Progress ......................................................................................................................12

4.4 General (Admin) Staff Members Induction........................................................................................13


o On-the-job supervision .................................................................................................................13


o Reviewing Progress ......................................................................................................................14

5. Part 4 First Month Requirements................................................................................................................15

5.1 Flowchart..............................................................................................................................................15

o Reviewing progress and providing feedback .............................................................................15

o

Discussing probationary requirements.......................................................................................15o Preparing a training and development program.........................................................................15

o Reviewing the induction process and providing feedback........................................................16

5.2 Completion of process........................................................................................................................16


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1. INTRODUCTION:

This guide is designed to assist you, the Supervisor / Manager, on specific Induction requirements that mustbe met upon selection of a suitable candidate for a position in the University.

The Induction process is a collaborative effort between People Management and Development (PMD), yourHR Consultant and yourself.

Although the process is customisable for your respective area, the overall generalities present in the systemallow for a breakdown of each specific stage and what must be completed.

All new employees receive a booklet from PMD identifying the Induction process and resources that can beused to assist them. However, the most important role in the overall process is your own.

Although a specific checklist has been created for this purpose, if you are unfamiliar with the Inductionprocess, you can refer to information contained in this guide to assist you. As such you will need to access acopy of the checklist. This can be found at:

1.1 Overview of the Induction process:

Charles Darwin University Induction process outline (7 Sep 05)

Initial acceptance of offer Induction process / Seminar phase Feedback

PMD

Actions

Functiona

lAreaActions

EmployeeActions

Employee

forwardsacceptance of

offer to PMD

The acceptance ofoffer is received

PMD generates anInduction packand forwards to

new employee

Receiving areainformed of

employeesacceptance of

offer

Receiving area

coordinates initialmeeting with the

new employee and

brings them toPMD for sign on.

(PMD contacts area by email and sends a copy of the letter of offer)

Employee

receives andreads informationin the Induction

package

New employeeprepares for arrival at

the University and

knows that anappointment has been

booked for them toattend a sign on

PMD coordinatesrelocation ifapplicable

HR Consultantconducts the initial

sign on process

New employee encouraged

to contact their supervisorprior to arrival

HR Consultant

identifies specificInduction

requirements

New employee isbooked into

relevant Induction

courses andfollows the PMDinitial induction

process

Receiving areaidentifies the

specific localinduction required

for the newemployee and

begins delivery

Employee attendsidentified

seminars / training

Employee begins

Local areainduction under

guidance of their

supervisor

HR Consultantmonitors process

and providesassistance when

necessary

Employeeassesses the

Induction processand provides

feedback

Area reviewsperformance and

self assessesinternal

processes.

Provides feedbackto PMD ifapplicable

Area monitors

performance andprovides

assistance whennecessary

PMD registers feedback and

reviews process. Employeethen moves onto theprobation process

1.2 Stages:

There are four stages to the Induction process. They are:

Pre arrival, (Part 1 of this guide)

First Day, (Part 2 of this guide)

First Week, (Part 3 of this guide) broken into Academic, Research and General; and

First Month. (Part 4 of this guide)

The following information refers to each of these four steps.


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2. PART 1 Pre Arrival requirements

2.1 Flowchart:

Administration

Officerfor

Area

HOS/

Supervisorof

Area

ITMS

People

Management

and

Development

New

Employee

Separate

process

Pre-arrival:

PMD will identify to you when the new employee has accepted the letter of offer for their position at theUniversity. Once this has occurred, PMD will start the initial relocation process (if applicable), forward aninduction package to the new employee and book them into a sign-on appointment on their first day at work.

However, you have a role in this process as well. As indicated below, you need to coordinate resources for thenew employee to begin work. The checklist identifies that you need to source the following:

Arrange a phoneTo arrange a phone you will need to first identify the location that the new employee will be working from andthat a phone is actually available. Once you have done this you will need to forward to IT. This form iscurrently located at:http://www.cdu.edu.au/itms/files/vmail.doc

Should you have difficulties filling this form in, please contact the ITMS Support Desk on (08) 8946 6600.

Phone access in Alice Springs is coordinated by the Campus Leader on (08) 8959 5291.

Arrange a computer and computer accessComputer:To arrange a computer you will need to first identify the location that the new employee will be working fromand that a computer is actually available. If a computer is not available you will generally need to procure one.Please speak to your areas Campus / Centre Leader, Finance Officer, Executive Officer or the Supply Office(08) 8946 6224 at the University. Alice Springs personnel will need to refer your query to Corporate Servicesand A/Springs IT Support (Bld 7).

ITMS and Purchasing/Supply are available to assist when you are buying or leasing computer equipment orsoftware for your CDU workplace. They can offer assistance when choosing the right computer equipment orsoftware.


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They have made purchasing of computer equipment or software easier through a new agreement with HewlettPackard (HP) and Corporate Express as preferred suppliers, providing you with Desktop and Notebookcomputing equipment.

Further Information can be found at: http://www.cdu.edu.au/itms/purchaseit.html#contactus

Computer Access:To arrange computer access please fill in the IT Access form which is found at:http://www.cdu.edu.au/itms/files/staffacc.doc

To assist with creating the correct account first up please put the name of a person within your area that hasaccess to the areas your new staff member requires. Alternatively request the areas by file path. Please notethat the form does not need to be signed by the new employee, as long as the supervisor or cost centremanager signs approving the creation. Should you require assistance please contact the ITMS Support Deskon:Casuarina / Palmerston Campus (and regional centres) - (08) 8946 6600; orAlice Springs Campus - (08) 8959 5244.

Arrange Workspace and stationery requirementsYou will need to identify where the new employee will be working, the desk that they need, filing cabinets andother office equipment to set up the new office. Refer to your areas methods of procuring or sourcing theseitems. Additionally, you may contact the new employee and identify if they have any specific requirements.The basic needs would generally consist of:

Office and workstation availability, keys or building access requirements, Nameplates (if applicable), all lights,windows, fixtures and power switches work, Desktop and drawers are clean and all file cabinets or otherfurniture is clean / serviceable.

Stationery can be procured by your areas administrative officer. Things you should consider are:

Pens, Pencils, Notepads, Rulers, Hole Punch, Stapler, Paperclips, Calculator, Post-it notes, Correction fluid,Relevant Stamps (Entered, draft etc), Manila Folders, Sticky tape, Internal / external envelopes, Bulldog clipsand Highlighters.

For Alice Springs based personnel you will need to contact the Campus Leader on (08) 8959 5291 forassistance. Campus / Centre Leaders are responsible for the co-ordination of these requirements within theirown guidelines.

Inform other staff that a new staff member will be commencingMany areas of the University have group email systems that can assist in this process. Likewise this can alsobe communicated through meetings conducted by your area. The rationale behind this is that every employeeof your area knows that a new employee is arriving and that this employee may require some assistance.

Whilst it is the supervisors responsibility to ensure that the new employee receives help, it is good businesspractice for the new employee to be known to all existing staff as they can provide a support role in thisprocess as well. You may even identify a member of staff who can act as a mentor to the new employee andprovide assistance as and when required.

As part of this process, do not hesitate to contact your new employee to see how they are progressing.Relocating to Darwin or starting employment at the University can be difficult and frustrating for them. Bybeing a point of contact and advising them as they go, you can establish a report with your employee beforethey even arrive. Liaise with HR Customer Operations to confirm the arrival date of the new employee andthat a sign on interview has been arranged. At this stage you can identify between yourself and HRCustomer Operations where the employee is going to arrive and what activities you may conduct before thebooked appointment. Please refer to the next section for further information.


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3. PART 2 First day requirements for all Staff

3.1 Flowchart:

First day:New employees will base their view of the University on the results gained on their first day. Therefore it isessential that this day be informative and the employee aware that they have support mechanisms that theycan rely upon during their employment. The following information should be followed and completed within thefirst day of the employee arriving. It is not prescriptive, and can be customised to suit your requirements.

For example it may not be possible for the new employee to conduct their sign-on upon arrival. As such, youshould negotiate, between yourself and HR Customer Operations what you would like to occur. Ideally itwould be expected that whilst the new employee was waiting for their sign-on that you or a delegate wouldintroduce them to some of the other first day requirements. You could even take them to ITMS to secure theirIT and Phone access.

Although completion of each of the elements listed following must occur the sequence in which they are

conducted is not overly important. The following items have been listed in this manner purely for ease of use.

Confirm that sign-on with PMD has been completedA sign-on date has been specified on the letter of offer sent to the new employee. The new employee willeither be taken up to PMD (if they arrive in your area) or arrive there themselves and begin this process.

All relevant appointment paperwork will be completed and entered into the Universitys HR informationsystem. After this the new employee will be introduced to the Universitys Pay, Leave, Payroll deductions,Staff Card access, Staff On-line and Organisational Induction processes.

Whilst you will be conducting a local area induction, PMD have developed a series of web pages outliningrequirements to the new employee as well. You may wish to look at this site:http://www.cdu.edu.au/staffservices/infonewstaff.html

Additionally, during this process, the Induction training requirements for the employee will be identified. PMDwill arrange bookings for the new employee to attend their respective seminars at this time.


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Be there to greet the new staff when they arriveAlthough overlooked occasionally, this is one of the most important parts of the Induction process. Newemployees have little knowledge of their new employer and having an initial point of contact alleviates some oftheir concerns. Also, those employees who have never been employed in a University environment may findsome of the processes and reporting chains confusing and by mentoring the new employee a lot of these

types of teething problems can be rectified.

Each sign-on will take between 30 to 60 minutes to complete. Upon completion the new employee will betaken to ITMS to collect their IT Access (If not already done) and then be returned to your area. At this point intime you will then begin the process of local induction. It provides you with an opportunity to identify all of yourareas idiosyncrasies to the new employee.

Explain the organisational structure within the work unit.By explaining to this, you will give the new employee a better understanding of the functions of your area, whothey can go to for assistance and who their peers are.

Introduce them to key personnel including: Relevant Dean/Director/Executive Director/ Pro Vice Chancellor Head of School/Head of Department

Immediate Supervisor

Members of their work group

Subordinates if any

Introductions allow the new employee to begin networking amongst their superiors, peers and subordinates.By introducing the employee to the people they report to and are responsible to/for, it will allow them to bettergrasp their role in their position and also identify potential points of contact for assistance. From anadministrative point of view, each new employee will be familiar with approval chains and who to referquestions and queries to.

Specify hours of attendance/lunch breaks as applicableMany new employees are not fully aware of their specific requirements. Academic appointments can beconfusing to new employees as specific attendance hours rotate around lecture times and may not specificallyfit into an 8.00am to 4.21pm workday. By explaining the specific requirements a new employee can betteradjust their working practices to suit both their own needs and those of the University.

Explain University/Departmental systems including: phone system, including voicemail

internal mail system

computer system, including email, relevant Websites, Meeting-Maker

system for obtaining stationery

photocopying

emergency procedures

Whilst some of these processes are generic and require only minor discussion, Unit/School/Facultyconsiderations must be made clear to new employees from the onset of employment to assist in their day today conduct. Whilst these processes may be simple to those who have worked within the Universitypreviously, by explaining these processes to new employees, you will alleviate problems later on. TheUniversity strives to ensure that whenever possible, that the new employee focuses upon their specific role,and whilst administrative task such as these are unavoidable, they can be presented in a manner that makesthem less daunting to a new employee. Those personnel in remote localities or in a regional centre need to beinformed of the specific contact persons, whenever possible, as problems associated with resource supplyand support services impact much more frequently and can have an adverse affect upon them.

Arrange allocation of keys or key-card access (Must occur after sign on with PMD)Each specific campus of the University adopts a differing process to grant access to facilities. Casuarinacampus coordinates security access centrally through the Security office and a specific form must be sourcedfrom here to grant key-card access to specific locations around the University.


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To coordinate generic access and after-hours air-conditioning (where available) you will need to contact theSecurity office on (08) 8946 6699. Palmerston Campus operates on a similar principle and a specific contactofficer is available to assist with your queries. This person is Mr Steve Mawer on (08) 8946 7888.

Alice Springs based personnel can coordinate their specific requirements through the Campus Leader, MrLyle Mellors on (08) 8959 5291 or Mr Hans Seyffer on (08) 8959 5326.

Key custodians for regional centres can arrange access to specific University facilities where necessary. Thisrole is generally coordinated by each respective Campus / Centre Leader.

Arrange allocation of Library Card as required (Must occur after sign on with PMD)Casuarina and Palmerston based staff in receipt of a key-card can access library services.

Those staff based regionally or in Alice Springs will encounter problems accessing library materials withoutthese cards.

Alice Springs Campus, currently employs a process whereby a new employee can enter the library and begranted a specific library card, separate to this process. Regional Staff will need to discuss their options with

their respective Campus / Campus Leaders to identify the best means of sourcing this access.

Take the new staff member on an orientation walk associated work areas

tea facilities, staff rooms, toilets

library

food outlets, bank, etc

car-parks (explain permits and voucher system)

Many new employees are not familiar with campus lay-outs or the resources that are present on them. Eachspecific campus has nuances that are not readily apparent to new employees. By undertaking this process, anew employee will feel more comfortable in their surrounds.

Campus / Centre Leaders in remote localities would also benefit by taking new employees on a short tour ofthe town or locality to identify to new employees (who have not resided in location previously) what servicesare available.

Occupational Health and Safety outline the work areas OH&S procedures

identify work area OH&S representative

outline procedures for reporting accidents and incidents

highlight any hazards including plant, machinery, equipment, tools substances and materials

outline fire and emergency plans

location of first aid supplies

Each specific area of the University has differing OH&S concerns. Workplace Advisory Groups (WAG) havebeen created to assist each functional area of the University with their respective OH&S concerns. CurrentUniversity policies only provide an overview of the process and guidelines on what should occur. However, theonus of responsibility falls upon the area to ensure that new employees are fully aware of their localobligations and any relevant workplace hazards that may impact upon them.

Further information in relation to OH&S considerations can be sourced from Mr Neville Garrett on (08) 89466592 and Mr Horst Walter on (08) 8946 6473. As specific checklist exists to support you in the provision ofOH&S related information to new staff members. This is located at:http://www.cdu.edu.au/staffservices/documents/NewEmployeeWorkplaceHealthandSafetyInductionChecklist.doc

Each respective campus has differing emergency procedures and as such, it is the responsibility of the

relevant Campus / Centre Leader to inform new employees of these.


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Equal Opportunity inform the staff member of the University's Equal Opportunity and Affirmative Action Policies

inform the staff member of the University's Sexual Harassment policies.

The University strives to ensure that our diverse community is encouraged, empowered, supported andvalued within an equitable safe environment. Each respective area of the University is required to inform newemployees of their obligations and rights under these processes.

Whilst web based resources are available, Support and Equity Services (SES) can assist new employees inidentifying and meeting these obligations. Should you require further assistance in undertaking this task thenyou may contact the Director, SES on (08) 8946 6288.

Upon conclusion of the first days requirements the new employee may have further questions in relation totheir employment. It is envisaged that you will discuss these questions with them and allay any concerns thatthey may have. Your respective HR Consultant can assist in this process.


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4. PART 3 First week requirements

4.1 Flowchart:

Supervisor

PMD

V

ETPD

Team,

TLDG,

Research

Office,

CorporateServices

Employee

Suppo

rt

Support

Support

First week:Each new employee of the University will have differing requirements depending upon the type of appointmentbeing made. As such the following checklist items have been separated to cover Academic appointments(VET/H/Ed); Research based appointments and General (Administrative) appointments.

There may be cases when a new employee is employed across multiple sectors. As such, you may usewhichever lists suit your particular needs. If you identify that an additional requirement is needed then youmay engage in that also.

Although completion of each of the elements listed following must occur the sequence in which they are

conducted is not overly important. The following items have been listed in this manner purely for ease of use.Each of the following checklist items have been broken into their respective categories:

4.2 Academic Staff members (VET, H/Ed and dual sector)

Cover aspects of the position with the new staff member(Arrange a formal meeting to identify to new employee what their work requirements are)

discuss position profile, primary objectivesand key responsibilities

discuss major tasks/roles

teaching duties and expectations

research duties and expectations

outline performance expectations

outline performance feedback / reviewmechanism

explain student evaluation of teaching andlearning procedures

discuss work unit meetings

explain semester dates

explain class/course allocation

explain course policies and procedures

explain university student policies

explain manuals and documentation

outline resources available

outline opportunities and funding forresearch


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Each new Academic Staff member requires significant support during this process. As each particular role ishighly specific, the new employee must be informed of their respective responsibilities and where they cansource information or support when needed. Of particular note are those employees who are dual sector.These employees teach in both the VET and H/Ed sectors. These employees will require considerably moreassistance and should be supported in meeting their requirements.

It should be noted that whilst each new employee in this category will be booked in to attend either or both ofthe VET and Teaching and Learning Induction workshops, that this in itself may not provide all of theassistance that they require.

It is vital that teaching specific materials are present and are identified to the new employee so that they maybegin their role without undue pressure being applied in their first week on the job.

Note that any materials created or used for the purposes of teaching and learning at the University areconsidered to be organisational assets and should be offered to the new employee to support them during thisprocess. Departing employees should be made aware of this particular requirement as many new employeeshave encountered, upon arrival, a distinct lack of materials to support them. Full curriculum development atthis stage should be avoided at all costs.

Specialised teams within the University can be contacted should you or the new employee require assistancein this part of the process. If you yourself have questions relating to particular requirements then pleasecontact the following people as they will be able to assist.

Academic Development Unit Coordinator, Dr Terry Clark on (08) 8946 7768 for information about theTeaching and Learning Induction workshops for all new academic staff, Learnline workshops, assistance withcourse and unit development and other academic professional development opportunities. See:http://www.cdu.edu.au/tldg/teaching/devprogram.html

VET Professional Development, Senior VET AdvisorPam Morgan on (08) 8946 6074 for information aboutInduction workshops for new VET staff and other VET specific professional development. See:http://www.cdu.edu.au/vetpd/

Staff development and training explain Professional Development Leave Program

explain availability of conference leave, including Overseas Conference Leave

The University has specific policies that relate to these types of leave; however, as the persons supervisoryou are expected to advise them on these processes and identify when it is possible to take these types ofleave and what internal processes must be undertaken in order to gain approval from the relevant HOS /Dean.

HR Customer Operations will be able to advise you on these processes.

Maintain regular contact with the new staff member during the first week.By maintaining regular contact with the new employee you can identify where further assistance may berequired. Additionally, should they have any questions; they will be able to approach you with them. Thiscontact is vital to ensure that the entire process is conducted smoothly and that the new employee adjusts asbest as possible to the working environment.

Towards the end of the first week review progress& Monitor new staff members Induction progressThese last two stages can be conducted in unison. In short, you will need to identify whether the newemployee is adjusting to their particular role and that their immediate requirements are met. This part of the

process allows you to identify any gaps that may be evident and in consultation with your HR Consultant orHR Customer Operations, these can be addressed.

Likewise, this also allows the new employee to provide feedback on their induction to date, and allows them toremain in contact with you should they identify anything they require.


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4.3 Research based staff members

Cover aspects of the position with the new staff member(Arrange a formal meeting to identify to new employee what their work requirements are)

discuss position profile, primary objectives

and key responsibilities discuss major tasks/roles

research duties and expectations


outline performance feedback / reviewmechanism

discuss work unit meetings

explain manuals and documentation

outline resources available outline opportunities and funding for

research

For staff with a research expectation set upa meeting with the Research Office

For Early Career Researchers assign andintroduce School based research mentor

Research based staff members require considerable information in relation to the specific project that they areworking on. Mentoring on one form or another can assist them in beginning their projects, but additionalinformation such as job requirements and reporting requirements should also be identified. As each researchposition is highly focussed on one particular requirement, the majority of people appointed to these positionshave a strong understanding of their requirements. However, unless they have been at the University before,a lot of internal processes will not be immediately apparent.

The Research Office undertakes a pivotal role in the management of research grants and consultancies,research contracts, research ethics (human and animal), higher degree by research student administration,research reporting and research communications, being the point of contact for all outside agencies as well asfor staff and students.

The Research office can assist both you and the new employee during this period and can be contacted on(08) 8946 7065.

Staff development and training explain Professional Development Leave Program

explain availability of conference leave, including Overseas Conference Leave

The University has specific policies that relate to these types of leave; however, as the persons supervisoryou are expected to advise them on these processes and identify when it is possible to take these types ofleave and what internal processes must be undertaken in order to gain approval from the relevant HOS /Dean.

HR Customer Operations will be able to advise you on these processes.

Maintain regular contact with the new staff member during the first week.By maintaining regular contact with the new employee you can identify where further assistance may berequired. Additionally, should they have any questions; they will be able to approach you with them. This

contact is vital to ensure that the entire process is conducted smoothly and that the new employee adjusts asbest as possible to the working environment.

Towards the end of the first week review progress& Monitor new staff members Induction progressThese last two stages can be conducted in unison. In short, you will need to identify whether the newemployee is adjusting to their particular role and that their immediate requirements are met. This part of theprocess allows you to identify any gaps that may be evident and in consultation with your HR Consultant orHR Customer Operations, these can be addressed.

Likewise, this also allows the new employee to provide feedback on their induction to date, and allows them to

remain in contact with you should they identify anything they require.


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4.4 General (Administrative) Staff members

Cover aspects of the position with the new staff member:(Arrange a formal meeting to identify to new employee what their work requirements are)

discuss position role

discuss major tasks/roles outline work-flows

outline deadlines


outline performance feedback / review mechanisms

discuss departmental meetings

outline major policies and procedures

explain documentation and procedures manuals

Administrative staff require, if possible, a full handover of all respective tasks that they are responsible for.Additionally, it may not be fully possible to induct a new employee in this category fully until such time as theyhave completed all required system courses.

Approval processes must be discussed and specific deadlines identified as these can severely affectemployee performance if neglected. The roles and responsibilities of these positions will generally involveliaison with centralised administrative areas and as such, those elements should be identified.

The specific role of the position must be clearly identified and any sequela tasks clearly mapped out. If workinstructions for processes exist within your area then this should also be identified. At this stage, additionalcomputer access may be required so liaison with providers is essential.

On-the-job supervision assign tasks

explain what is required

demonstrate

observe new staff member performing the task provide feedback

In order for administrative support staff to undertake their roles, it is imperative, whenever possible, that eachparticular process is demonstrated to the new employee. If the employee has worked within a Universityenvironment before, you will still be required to undertake this process as systems and approval chains varysignificantly between organisations.

As part of this process any particular deadlines should be identified and the new employee encouraged to co-ordinate their efforts undertaking their tasks around these. Prioritisation must be identified and feedbackprovided when both successful and unsuccessful in achieving these deadlines.

Whilst new employees can be trained to operate a new electronic system, the majority of them learn system

functionality by undertaking actual processing. As such demonstrating processes and identifying requiredoutcomes are essential in developing the new employees ability to operate autonomously.

During this stage, you may encounter particular questions that you cannot immediately answer. As such it isstrongly recommended that you point the new employee towards a potential answer source in the firstinstance. In such cases identifying a point of contact in a relevant area, for example, CorporateCommunications, PMD, Student Services etc, can alleviate the new employees concerns and also identifypotential sources of information that may be used in the future. If your new employee is required to interpretpolicy / procedure, then you will need to identify where these are located on the Universitys website.

For School or Faculty based employees, you may contact relevant administrators such as the Finance Officer,Executive Officer or admin officer to assist in this process. Ideally, you would involve at least one of theseemployees in the process if you yourself are not familiar with the roles specific requirements.

Regional Centre / Campus Leaders may encounter problems during this process as you will not have animmediate point of contact in this regard. Alice Springs based personnel are encouraged to contact CorporateServices in location for assistance. All other Campus / Centre Leaders will need to contact a relevant memberof staff on Casuarina, Palmerston or Alice Springs campus for assistance.


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Staff development and training explain access to Study Time Release

outline internal training courses

outline opportunities to attend short courses etc.

Maintain regular contact with the new staff member during the first week

Staff development and training differs for General Staff members. The purpose of Study Time Release is toprovide an opportunity for members of General Staff to undertake relevant study where such study is deemedto be beneficial to their work at the University. The approval of this release is subject to the discretion of theVice-Chancellor or their delegate, and employees may be permitted to attend approved and recognisededucational courses up to a maximum of five hours each week during normal working hours.

Additionally, the University will, from time to time, run internal training courses which the new employee maybe interested in. These types of courses are generally funded out of your areas finances.

Should you require further information you should contact HR Customer Operations.

Towards the end of the first week review progress& Monitor new staff members Induction progressThese last two stages can be conducted in unison. In short, you will need to identify whether the newemployee is adjusting to their particular role and that their immediate requirements are met. This part of theprocess allows you to identify any gaps that may be evident and in consultation with your HR Consultant orHR Customer Operations, these can be addressed.

Likewise, this also allows the new employee to provide feedback on their induction to date, and allows them toremain in contact with you should they identify anything they require.


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5. PART 4 First month requirements

5.1 Flowchart:

First Month flowchart current as at 28 September 2005

Supervisor

PM

D

Externalarea

Employee

New employeemeets with

supervisor

Supervisor and

employee review

progress and

provide feedback

to all areas on

processes

Feedback used to

refine internalprocesses

Feedback used to

refine and furtherdevelop induction

process

Discussion ofprobationary

requirements

HR Consultantcan be utilised to

provide support

Support

Preparation of a

training and

development

program

HR Consultantcan be utilised to

provide support

Support

Have all inductionrequirements been

met?

Identify gaps and

book if appropriateinto additional

courses

Employee and

supervisor

complete local

induction

Finalised checklist forwarded

to PMD as confirmation ofcompletion.

END OF PROCESS

Feedback used by relevant

areas to further target effective

teaching and learning of the

induction program

NO

YES

Confirm that

solution meets

induction

requirements

VET PD and ADU

involvement if

required

Liaison

All elements in this process are conducted with both the

employees and supervisors involvement

First Month:This part of the induction process allows for you to test whether the new employee understands the roles andfunctions within your area.

It is essential that you confirm in conjunction with the new employee that there are no outstanding issues inrelation to workplace practices, processes or training requirements that have not been addressed.

Review progress with the new employee and provide feedback.Arrange a meeting with the new staff member and identify whether they require further assistance. They maynot encounter all potential hurdles in their first week of employment. Additional support may be required toovercome some problems, and allow the staff member to address any concerns they may have well beforethe first probation assessment.

Additionally, this allows you to provide feedback to the new employee on their progress in their current role.

Discuss probationary requirementsProbation requirements are a mandatory part of every new contract offered at the University. As such, you willneed to identify to the new staff member what your particular requirements are. You may liaise with your HRConsultant in relation to this process, and will be informed of the particular review date by them when itbecomes due.

Additionally, you may refer to the procedure outlining probationary requirements by accessing the followinglink:http://eagle.cdu.edu.au/ntu/apps/ntuinfo.nsf/WWWView/Procedure_1581

Prepare a training and development programIn order to assist with ongoing development of the new staff member it is vital that you identify any particular

development program that you wish them to undertake. This should be discussed with the new employee withregard to the relevance of the development in relation to their role, the level of funding that is available and thetime requirements necessary to undertake this training. This is documented in the following link:

http://eagle.cdu.edu.au/ntu/apps/ntuinfo.nsf/WWWView/Policy_235


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As each employee has different time constraints, your HR Consultant will be able to assist, but cannot compelemployees to undertake this process. PMD are currently developing resources that may assist you inundertaking this process. Additionally, Academic and Research based staff have the ability to undertakeprofessional development of their choosing, within specific guidelines as indicated in the following link:

http://eagle.cdu.edu.au/ntu/apps/ntuinfo.nsf/WWWView/Procedure_1580

Review progress of induction, completion of relevant courses and that bookings have been made ifnecessary. Co-ordinate feedback from employee for forwarding to PMD.

The final stage of the process involves full confirmation that all local induction has been completed andwherever possible, that the new staff ember has attended all relevant training courses. If they have notattended a particular course, then liaise with HR Customer Operations to identify whether they have beenbooked in to attend it. If this has not occurred then we will be able to assist.

Short, role specific courses such as Calista and Oracle Financials can be booked into without the HRCustomer Operations input. Finally, discuss the overall probation process with the new staff ember and ask fortheir feedback on this process. A feedback form can be downloaded from the following link:

Once completed, please attach it to the Supervisor form and forward this to your HR Consultant. This willallow us, and any other area involved to refine and further develop our induction program.

5.2 Completion of process:

SECTION 7 Confirmation of completion of supervisor responsibilities

Supervisor Signature: Date Completed:

This is the last stage. Once complete, with a feedback form attached, please sign and approve then forwardthe documentation to PMD. When the employees probation report is due, you need only tick the box

identifying that the Induction process has been completed.

in duc process

Documents