Man

agers’ Gu

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Managers’ Guide to

Induction

University for the Creative Arts at Canterbury, Epson, Farnham, Maidstone and Rochester

LEARNING AND DEVELOPMENT

University for the Creative Arts

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Man

agers’ Gu

ide Managers’ Guide to the University Induction Process

Objectives After reading this document, you should be familiar with:

• The purpose of induction • Your role and responsibilities as a manager • What should happen at each stage of the process • How to organise and implement an effective local induction for your new staff

Contents

Managers’ Guide to the University Induction Process 1Objectives 1

The Value of Successful Induction 2Induction Policy 2What is the purpose of Induction? 2Your Role as a Line Manager 3Overview of the process and its content 3Induction Signposts 4

Introducing UCA - Pre Start Induction Information Guide 4Local Induction 4‘Welcome to UCA’ – a guide to induction for new staff 4Health and Safety E-Induction 4Diversity at Work 4E-Procurement 4Mentoring 5Welcome Event 5Introduction to Teaching and Learning at UCA 5People Manager Induction 5

Planning an induction 7Responsibilities 7Getting it right from the start – the importance of induction planning 8

Action Checklists 9Evaluating Induction 10

Appendix A – Managers’ Action Checklist Appendix B – Health & Safety Checklist Appendix C – Induction Planner

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The Value of Successful Induction Successful Induction has proved to improve staff retention, job satisfaction and rates of productivity. A good Induction can also be a key factor in attracting new staff. Induction Policy The University is committed to providing a comprehensive, high quality Induction Process to meet the needs of all new staff. Providing such an Induction is seen as important to the continuing success of the University. The Induction Process aims to deliver a seamless transition from recruitment to day-to-day work, being timely in its delivery to ensure each individual’s needs are met fully in this crucial initial development period. The University aims to engender a sense of corporate identity, thereby enabling new staff to develop in a supported environment to their full potential. The Line Manager, who is responsible for the effective completion of the Induction Process, will provide support and guidance. Each new member of staff will have the opportunity to benefit from a dedicated Mentor, whose responsibility it is to provide a high degree of support both during the Induction Process and beyond. The Learning & Development team will provide support to the Line Manager and Mentor and facilitate the Induction Welcome Event. The Executive retain responsibility for overall effectiveness of the process under the terms of this ‘University for the Creative Arts Induction Policy’. What is the purpose of Induction? The main aim of the induction process is to provide information to new members of staff to enable them to carry out their required role and responsibilities to a high and consistent standard. The purpose of Induction as defined by CIPD (Chartered Institute of Personnel and Development) “is to ensure the effective integration of staff into or across the Organisation for the benefit of both parties”. It will assist them to:

• Settle into their new role • Build relationships with members of their team and key contacts • Know where their role ‘fits’ into the department, college and University as a whole • Understand the statutory obligations and requirements regarding Health & Safety and

Equality & Diversity

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Man

agers’ Gu

ide Your Role as a Line Manager Your role as the manager of a new member of staff is crucially important to their successful Induction. Successfully inducting a new member of staff can be time consuming. That is why this process has been designed to provide either the information or a guide as to where to find other information pertinent to them. Therefore, for a small investment of your time at this first phase of a new role, the payback will be a fully integrated, successful and productive member of your team. Please ensure that you give your new employee their personal copy of the induction guide, ‘Welcome to the University’ and take time to explain how the activities contained within it are designed to help them during their induction period, and to keep for future reference. If your new employee will be managing people as part of their role, please also give them the ‘People Manager Induction’ module which contains additional activities specifically for their role as a manager. Overview of the process and its content This guide will provide you with all you need to know about the process, where you fit within the process and crucially, how you need to support your new member of staff. It is, however, important that you are familiar with the material that your new member of staff will be working through. Please take some time to view the Induction webpages and read through the Pre-Employment Guide to Induction, the ‘Welcome to the University’ Employee Guide to Induction and, if relevant, the People Manager Induction. These can be downloaded from the Learning & Development section of the website: www.ucreative.ac.uk/newstaff - You can also access these pages from the staff portal - from the options, choose Learning & Development, then the Staff Induction link.

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Induction Signposts Induction consists of many different activities which are referred to in the University as signposts. These are outlined below:

Introducing UCA - Pre Start Induction Information Guide This information leaflet is sent to all new staff with their contract by Human Resources. It contains:

• A welcome message to new staff from the Vice Chancellor • Induction Signposts outlining the induction process • University Mission, Vision and Values • Where to find further information, including Induction web pages

Local Induction This is the ‘glue’ that binds all induction activities together and where your role as Line Manager is crucial. See the section in this guide on Planning an Induction for further advice and guidance

‘Welcome to UCA’ – a guide to induction for new staff This booklet is sent to you as Line Manager before your new employee starts. It contains important information for new staff and includes a number of activities that new staff are required to complete during their induction period. It is intended to reinforce the local induction that you as a Line Manager will complete with your new staff and as a reference guide for them.

Health and Safety E-Induction This short e-learning module is accessed via myUCA and your new staff are required to complete it within one month of their start date. This gives them the basic information that they need in order to be safe at work. Role specific health and safety training is not included and you will need to discuss this with your employee to establish their needs and arrange for relevant training to take place with the Health & Safety Adviser.

Diversity at Work This comprehensive e-learning module provides essential equality and diversity information for new staff. It is a requirement that new staff complete this module within one month of their start date. The module takes about an hour to complete although we recommend that it is completed in three or four shorter sessions.

E-Procurement This overview of the procurement and value for money processes provides essential information for all staff, which takes about 15 to 20 minutes to complete. Staff needing to use Agresso for requisitioning and/or approving will need to complete the module before access is approved.

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Man

agers’ Gu

ide How to access the E-Learning Modules Learning & Development will send your new staff details of how to login to the modules and further information about them within their first week of employment. You will receive a copy of the email for your information. Please include some time allowance in your induction plan for your staff to complete these modules within the working day.

Mentoring Part of your role as a Line Manager is to co-ordinate the introduction of a mentor for your new staff member. The role of a mentor has proved extremely effective in supporting both new and existing members of staff, improving areas such as job satisfaction, career progression and preventing potential conflict situations arising. A mentor can also support your role as a manager. It’s important that you, the mentor and the new staff member understand each other’s role. A list of mentors can be obtained from Learning & Development; you will need to choose a mentor with your new employee and inform the Learning & Development team, who will administer the relationship and provide further advice and guidance. Full details of the Mentoring Scheme are available in the Mentoring Policy and Guidelines, which can be downloaded from the Learning & Development website.

Welcome Event All staff are required to attend a Welcome Event, held three times a year across the University. These informal and interactive events are a great opportunity to meet other new staff from different campuses, to find out about University Strategy, future developments, meet members of the Leadership Team and representatives from different departments, and to tour the campus that the Welcome Event is being held in. Please ensure your new member of staff books a place to attend the first event available after their start date. If you need further information, Learning & Development will be pleased to help you.

Introduction to Teaching and Learning at UCA Essential for all academic staff to support teaching, learning and assessment activities at the University. It is also open to non academic staff who support teaching and learning activities and for those who are studying for the PGC in Learning & Teaching in the Creative Arts. Further information is available from the Learning & Development Team.

People Manager Induction This self-directed learning module contains specific information, resources and activities about people management. It is essential for all new staff who will be managing others. If your new staff member is a people manager, you will be given a copy of this module with other induction documents.

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Induction Process Timetable

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Man

agers’ Gu

ide Planning an induction This section has been designed to provide guidance on how to plan an induction for new members of staff and includes an Induction Planner that can be used to plan a timetable of events for the new employee’s first weeks in their post.

Responsibilities Although the new staff member’s Manager is normally responsible for their Induction, it is often unrealistic to expect them to personally cover all of the elements. The Line Manager would normally explain the departmental or college organisation, job requirements, interpretation of policies, local working practices, Health and Safety and discuss development needs. Work Colleagues would normally undertake any on the job training and day to day guidance on local procedures A ‘Point of Reference’ is often assigned to the new employee to help support the “settling in period” and act as main contact for questions and queries. This can be the Line Manager for smaller teams or a specific member of your team who can answer day to day procedural type questions. There will also be specialists who will provide specific information on aspects such as systems, finance, administration, academic related matters and quality. The Learning & Development Team can help you to formulate a development programme for your new employee and are available to support you in your role as Line Manager. Further guidance, documentation, the Event Calendar and People Manager Toolkit can be viewed on the Learning & Development section of the document store and on the Learning & Development website: www.ucreative.ac.uk/development or www.ucreative.ac.uk/newstaff

In planning an effective induction, Managers’ should consider who should be responsible for each part of it, and should ensure that those people

understand, and can undertake this responsibility fully and effectively.

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Getting it right from the start – the importance of induction planning Imagine you have been appointed to a new position – you have invested a great deal in getting through the recruitment process and you’re eager to start your new job. Just imagine turning up on day one to find that no-one was expecting you (or it seems that way!); nothing is ready for you – there is no work station ready for you; your new colleagues weren’t even aware that you had been appointed and you had difficulty in explaining who you are to the reception staff on your arrival. You as a manager invest a great deal of time and money in getting the recruitment process right and creating the right impression – planning the induction is therefore vital to ensure effective integration. An Induction Planner is a simple timetable that can be used to plan in key events and meetings during the new employee’s first days and weeks. The example at Appendix C is intended as a guide only, and can be adapted to suit individual needs. Types of information to include in an Induction Planner:

• Briefings on specific items – what, where, when and with whom • Introductions to or meetings with key staff • Tours of the immediate work area and campus • Visits to other sites • On the job training

Give the new employee a copy of their personalised Induction Planner on their first day so they know what to expect in their first few days. Other practical steps you can take to welcome your new employee are:

• Use the Managers’ Action Checklists as a guide to help plan the induction activities • Before your new employee starts, ask your team members for ideas as to what you

can do, as a team, to make them feel welcome. • Make sure that reception staff know when the new employee will be starting, and who

should be called upon their arrival – this gives the person the reassurance that they are expected.

• Arrange for different people in your team to take a coffee break with your new employee on different days – this will avoid the new person from feeling dependent on only one or two people in the team and will introduce them quickly and effectively to everyone.

• Make sure that those who are involved in the induction of the new employee know what they are expected to do, have the resources available to them and have a copy of the Induction Planner.

Remember – the faster the employee settles into their role, the faster they can be

productive and effective in their work.

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Man

agers’ Gu

ide Action Checklists The Manager’s Action Checklist to the induction process and Health & Safety Checklist are included in this guide at Appendix A and B respectively. The checklists are a step-by-step list of actions you as a manager need to take to support your new staff member.

Please do not give these to your employee to complete, they are intended to support you in your role as a manager.

The checklists are also available to download from the staff portal, along with all other induction documentation. Once complete you simply need to sign and send the checklists to Human Resources as an acknowledgment that the process is complete. The checklists are kept with the individual’s personnel file and can help to inform the probation process.

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Evaluating Induction This section contains some ideas and questions that managers can incorporate into various stages of the induction to check for understanding. Evaluating induction is important as it enables the manager to check that the employee is settling in as expected, to identify any problems or changes that need to be made and to identify development needs to help them succeed and achieve in their role. It is important to remember that not everyone has the confidence to highlight problems or difficulties to their new manager and therefore it is a good idea to schedule some review meetings to check that everything is going to plan, and to identify where changes are needed, if appropriate. These meetings will also provide the reassurance to your new employee that they are being supported and that you as a manager are interested in their progress. Some examples of questions you might like to include in a review meeting are:

• How are they coping with their workload? • Has their induction highlighted any further areas of development? • How are they settling in with the rest of the team? • Now they have been in post a little while, would they like to consider a mentor?

Phrase the questions using “What if…..?” scenarios, or “How have you….” And “Tell me about…” rather than “Do you understand…?” – this will help you to assess whether the employee really understands and help them to think about solutions for themselves.

The whole induction process is evaluated centrally by Learning and Development after the new employee has been in post for 3 or 4 months. The evaluation consists of an on-line questionnaire which takes between 5 and 10 minutes to complete and results help to keep the induction process relevant, make improvements where needed and to facilitate support for managers with the induction of their new employees. Learning & Development are always happy to offer advice and guidance to managers - please contact us on: Email: ldev@ucreative.ac.uk or call the team on extension 1471

If you would like to increase your skills in using effective questioning, look out for the Coaching Skills workshops for managers that are held throughout the year or, contact Learning & Development who will be able to loan you a Coaching Skills DVD. Learning & Development can also offer one to one coaching for managers if required.

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Appendix B - Health & Safety Checklist

This checklist is copyable and can also be downloaded from the Learning & Development section of the document store

Appendix A - Managers’ Action Checklist

This checklist is copyable and can also be downloaded from the Learning & Development section of Docshare.

On completion please return this copy of the checklist to Human Resources

* for new managers only Page 1 of 2 Updated September 2012

Employee Name: Start Date:

Managers’ Action Checklist

Timing Action Detail Completed (place a tick in

the box)

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Read through the Managers Guide to Induction

Ensure you know what your role and responsibilities are as a line manager. Refer to ‘Welcome to UCA’ booklet and ‘People Manager Induction’ module.

Inform your team of start date of new employee

Familiarise with background and any special needs – discuss with HR where relevant

Organise a member of the team to greet and welcome new member of staff and inform Reception

Ideally should be line manager. Have a standby in case line manager is sick or delayed.

Organise a team member to act as a ‘buddy’ or ‘point of reference’

To familiarise the employee with the day to day details of the role such as photocopier codes, location of toilets, refectory

Liaise with Human Resources Confirm start date, time of arrival

Prepare an Induction Planner for new employee

Give this to your new employee with the ‘Welcome to UCA’ booklet and ‘People Manager Induction’ where relevant.

Check that you have been informed of the IT systems username(s) and password(s) for your new employee

HR will liaise with IT and send you a copy of the IT Setup form for your information. The IT Helpdesk will inform you of the username and password.

Day

1 –

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Meet and greet new employee. Introductions to Team and designated ‘point of reference’

Include other relevant staff

Tour of building and key areas (toilets, refectory etc) Consider visiting other sites on another day

Telephone extension Organised by IT – contact the IT Helpdesk for assistance

IT systems overview

(To be completed by you or a nominated member of your team) Include using the staff portal, docshare, logging into email, saving to the network

Organise Staff ID card

Temporary Pass is available from Campus reception. Take staff member to Library for photograph. Permanent ID Card will be available within 2 weeks. Ensure your employee is aware that ID cards should be worn at all campuses at all times. Refer to the Staff ID Card Policy for further information.

Introduce ‘Welcome to UCA’ Employee Induction booklet and ‘People Manager Induction’ module *

Discuss induction signposts and milestones for completion

Complete Health and Safety checklist for first day activities

Ensure completion and set timescale for completion of remaining activities on checklist

Housekeeping issues Formal paperwork/forms e.g. expenses claim etc

Car Parking Permit Ensure employee knows where to park and how to apply for a permit

Discuss structure of Faculty/School/Department Clarify how the new role fits within team

On completion please return this copy of the checklist to Human Resources

* for new managers only Page 2 of 2 Updated September 2012

Timing Action Detail Completed (place a tick in

the box) W

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1st

two

wee

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Role and responsibilities Ensure employee understands the role, responsibilities, conditions of employment and their Competency Role Profile. Ensure employee has read Bribery and Fraud Policies.

Driver Declaration Form (must be completed within one week of start date)

If the employee will be driving on University business, ensure the employee signs and returns the Driving Declaration Form with appropriate documents. See Driving Declaration Policy for guidance (in Docshare)

Specific IT Systems training

Ensure employee has training on IT systems appropriate to their role, ie myUCA, Agresso, SITS etc

HR Self Service Check that the employee can access HR Self Service. Explain how to book annual leave. Refer technical issues to Richard Speller in HR.

Agree timetable for review of progress

Regular reviews and PDR meetings

Strategic Plan Brief discussion of concept and how their role fits

Book onto next Welcome Event Refer to Learning & Development Event Calendar

Development relating to role • Personal and Professional

Development • Management Development

• Learning & Teaching

Complete initial development review with employee and identify development needs Discuss options for progressing development needs with Learning & Development team Refer to Competency Role Profile and Competency Wheel Refer to Learning & Development Event Calendar Inform Learning & Development Team of development needs identified

With

in 1

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Probation/PDR Discuss and agree objectives for probationary period, complete PDR Action Plan

Check completion of online learning modules: • Diversity at Work Ø

• Health and Safety Induction Ø

• Procurement & Value for Money

Ø Mandatory to complete within probationary period Discuss any issues raised with employee Details of completion from Learning and Development

Mentoring and Work Shadowing Discuss options for mentoring and work shadowing Contact Learning and Development for further information and to organise a mentor

Teaching Qualifications (Lecturing staff only)

PGC LTCA – discuss options with staff member Refer to Procedures for Lecturing Staff Discuss with Head of School and Learning & Development

Monitor completion of induction activities in ‘Welcome to the UCA’ activity booklet

Discuss and clarify any issues or questions raised from induction activities

Health & Safety - completion of induction activities

Use Health & Safety Checklist to complete remaining induction activities

Sign this checklist and the health & safety checklist and return to HR

The checklists will be kept in HR with the new employee’s personnel file. Please keep a copy for your records.

New Managers Only Check completion of People Manager Induction module* (should ideally be completed by first probationary review at 3 months)

On completion of all activities, please sign and return to Human Resources. Manager’s Signature: Date: Manager’s Name: (please print)

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Appendix B – Health & Safety Checklist

This checklist is copyable and can also be downloaded from the Learning & Development section of Docshare.

University for the Creative Arts

September 2012 1

HEALTH & SAFETY INDUCTION CHECKLIST New Starter Name: Start Date:

Job Title:

Department/Faculty/School:

Date completed:

Please read before completing: • This induction checklist should be completed as soon as possible. The new starter must also complete

the e-learning Health and Safety Module within one month of their start date. • When items on this checklist are completed, the relevant box(es) should be ticked. • The new starter and person providing the induction should both sign the form and keep a copy. • Section 2. Emergencies and Fire Arrangements should be covered on day one.

1. Health and Safety Policy & Information Yes N/A Comments 1.1 Has the University Health and Safety Policy been

explained to the new starter and a copy provided?

1.2 Have they been told how to access health and safety documentation?

1.3 Have they been made aware of the following Services, and how to contact them if advice is needed:

• Health & Safety Adviser

• Occupational Health Service

• Personal Counselling Service Helpline

1.4 Have they been told where their nearest Health and Safety Notice Board is?

See Health & Safety Policy

Via Document Store & Web under ‘Health and Safety’ Folder.

Emma Bodiam ext. 2657

Via Human Resources

0117 934 2121 Ref:TT82168679

2. Emergencies and Fire Arrangements Yes N/A Comments

2.1 Has the new starter been informed of the procedure if a fire is discovered or on hearing the fire alarm, including where the fire escape routes and fire exits are in the building?

2.2 Have you explained where the fire assembly point is and the role of the Fire Wardens / Marshals?

2.3 Have you explained where the fire extinguishers & fire blankets are positioned, how they operate and what type of fires they are suitable for extinguishing?

2.4 Has a Personal Emergency Evacuation Plan been put in place, where necessary?

Building should be evacuated promptly on hearing the alarm.

List of wardens should be made available.

In event of fire, contact emergency services immediately.

Required for those who may need assistance in evacuation scenario PEEPs Documentation

3. Welfare Facilities & First Aid Yes N/A Comments

3.1 Have you pointed out the location of the toilets, washing facilities, kitchen & rest areas, lockers, emergency showers etc (as appropriate)?

3.2 Have you pointed out the location of the nearest first aid box, local first-aiders and how to contact them?

A list of local first aiders should be clearly displayed.

4. Accidents and Hazard Reporting Yes N/A Comments

4.1 Have you explained the incident / accident reporting procedure and how to report a hazard?

4.2 Have you pointed out the location of the nearest Emergency Telephone and the emergency numbers?

Potential hazards & near misses should also be reported.

Incident Reporting Form

Specific local arrangements may apply.

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5. Risk Assessments & Training Yes N/A Comments

5.1 If the work of the new starter involves a significant amount of DSE use, have they completed a DSE self assessment and if necessary, has their DSE workstation also been assessed by the local DSE assessor?

5.2 Have you discussed the following issues with the new starter, where these are appropriate to their work:

i. General workplace, and workshop health & safety (housekeeping, safe storage, local rules etc)?

ii. Safe lifting techniques?

iii. Work with hazardous substances, and the location of COSHH assessments and Safety Data Sheets, if applicable?

iv. Safe use & maintenance of machinery and equipment, including pointing out the safety features?

v. Electrical safety?

vi. Risk assessments and safe systems of work specific to the work of the new starter (if not covered above)?

vii. Driving on University Business – completion of ‘Driver Authorisation Form’?

5.3 Have the H&S training needs of the new starter been identified? (Please record in section 8 below).

5.4 Where appropriate, have you explained which work activities they are not permitted to undertake, equipment they are not authorised to use, substances they must not handle and any restricted locations?

DSE -

DSE Safely

Self Assessment Form

Keep areas tidy & escape routes accessible.

Be aware of physical capabilities. Don’t be afraid to ask for help.

COSHH: Control of Substances Hazardous to Health.

Adhere to training, instructions & signage.

Only use items which have been PAT tested.

Risk Assessment

Driving Procedure Driver Authorisation Form

Restrictions may apply to machinery, equipment or high risk processes.

List of H&S Training

7. Personal Protective Equipment Yes N/A Comments

7.1 Have you informed them of any activities for which personal protective equipment or other safety equipment is required (and why it must be used)?

7.2 Has the necessary personal protective equipment (PPE) been issued and its proper use, storage and maintenance explained?

7.3 Have you explained the procedure for reporting defective or damaged PPE and obtaining replacements?

PPE: Gloves, goggles, hi-vis jacket, dust mask etc. Should be accessible, clean and fit for purpose. Should be checked for defects before and after use.

8. Health and Safety Training Needs Yes N/A Comments List here any health and safety training needs identified (including timescales for attendance) and any additional H&S information required by / for the new starter. Please refer to the Core List of H&S Training

Date e-learning Health & Safety module completed: _____________________

9. Declaration I certify that the above health and safety induction subjects have been explained: Induction conducted by: Job title:

Date:

Employee signature: Date:

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Appendix C – Induction Planner

This Induction Planner is copyable and can also be downloaded from the Learning & Development section of the document store. Please adapt to suit your own needs

University for the Creative Arts

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