The Induction Process: A Supervisors’ Guide

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Index 1. 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 Covering aspects of the new position .........................................................................................12

o Staff Development and Training...................................................................................................12

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

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

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

o Covering aspects of the new position .........................................................................................13

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

o Staff Development and Training...................................................................................................14

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 .......................................................................................15

o Preparing a training and development program.........................................................................15

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

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

1. INTRODUCTION: This guide is designed to assist you, the Supervisor / Manager, on specific Induction requirements that must be 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), your HR Consultant and yourself. Although the process is customisable for your respective area, the overall generalities present in the system allow 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 be used 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 Induction process, you can refer to information contained in this guide to assist you. As such you will need to access a copy of the checklist. This can be found at: <Insert Link> 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

PM

D A

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al A

rea

Act

ions

Em

plo

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Act

ions

Employee forwards

acceptance of offer to PMD

The acceptance of offer is received

PMD generates an Induction pack and forwards to new employee

Receiving area informed of employee’s

acceptance of offer

Receiving area coordinates initial meeting with the

new employee and brings them to

PMD for sign on.

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

Employee receives and

reads information in the Induction

package

New employee prepares for arrival at

the University and knows that an

appointment has been booked for them to

attend a sign on

PMD coordinates relocation if applicable

HR Consultant conducts the initial

sign on process

New employee encouraged to contact their supervisor

prior to arrival

HR Consultant identifies specific

Induction requirements

New employee is booked into

relevant Induction courses and

follows the PMD initial induction

process

Receiving area identifies the specific local

induction required for the new

employee and begins delivery

Employee attends identified

seminars / training

Employee begins Local area

induction under guidance of their

supervisor

HR Consultant monitors process

and provides assistance when

necessary

Employee assesses the

Induction process and provides

feedback

Area reviews performance and

self assesses internal

processes. Provides feedback

to PMD if applicable

Area monitors performance and

provides assistance when

necessary

PMD registers feedback and reviews process. Employee

then moves onto the probation 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:

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Offi

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Pre-arrival: PMD will identify to you when the new employee has accepted the letter of offer for their position at the University. Once this has occurred, PMD will start the initial relocation process (if applicable), forward an induction 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 the new employee to begin work. The checklist identifies that you need to source the following: Arrange a phone To arrange a phone you will need to first identify the location that the new employee will be working from and that a phone is actually available. Once you have done this you will need to forward to IT. This form is currently 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 access Computer: To arrange a computer you will need to first identify the location that the new employee will be working from and 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 Services and A/Springs IT Support (Bld 7). ITMS and Purchasing/Supply are available to assist when you are buying or leasing computer equipment or software for your CDU workplace. They can offer assistance when choosing the right computer equipment or software.

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They have made purchasing of computer equipment or software easier through a new agreement with Hewlett Packard (HP) and Corporate Express as preferred suppliers, providing you with Desktop and Notebook computing 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 has access to the areas your new staff member requires. Alternatively request the areas by file path. Please note that the form does not need to be signed by the new employee, as long as the supervisor or cost centre manager signs approving the creation. Should you require assistance please contact the ITMS Support Desk on: Casuarina / Palmerston Campus (and regional centres) - (08) 8946 6600; or Alice Springs Campus - (08) 8959 5244. Arrange Workspace and stationery requirements You will need to identify where the new employee will be working, the desk that they need, filing cabinets and other office equipment to set up the new office. Refer to your areas methods of procuring or sourcing these items. 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 other furniture is clean / serviceable. Stationery can be procured by your area’s 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 clips and Highlighters. For Alice Springs based personnel you will need to contact the Campus Leader on (08) 8959 5291 for assistance. Campus / Centre Leaders are responsible for the co-ordination of these requirements within their own guidelines. Inform other staff that a new staff member will be commencing Many areas of the University have group email systems that can assist in this process. Likewise this can also be communicated through meetings conducted by your area. The rationale behind this is that every employee of your area knows that a new employee is arriving and that this employee may require some assistance. Whilst it is the supervisor’s responsibility to ensure that the new employee receives help, it is good business practice for the new employee to be known to all existing staff as they can provide a support role in this process as well. You may even identify a member of staff who can act as a mentor to the new employee and provide 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. By being a point of contact and advising them as they go, you can establish a report with your employee before they even arrive. Liaise with HR Customer Operations to confirm the arrival date of the new employee and that a sign –on interview has been arranged. At this stage you can identify between yourself and HR Customer Operations where the employee is going to arrive and what activities you may conduct before the booked appointment. Please refer to the next section for further information.

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 is essential that this day be informative and the employee aware that they have support mechanisms that they can rely upon during their employment. The following information should be followed and completed within the first 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, you should negotiate, between yourself and HR Customer Operations what you would like to occur. Ideally it would be expected that whilst the new employee was waiting for their sign-on that you or a delegate would introduce them to some of the other first day requirements. You could even take them to ITMS to secure their IT 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 completed A sign-on date has been specified on the letter of offer sent to the new employee. The new employee will either 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 University’s HR information system. After this the new employee will be introduced to the University’s 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 outlining requirements 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. PMD will 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 arrive Although overlooked occasionally, this is one of the most important parts of the Induction process. New employees have little knowledge of their new employer and having an initial point of contact alleviates some of their concerns. Also, those employees who have never been employed in a University environment may find some 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 be taken to ITMS to collect their IT Access (If not already done) and then be returned to your area. At this point in time you will then begin the process of local induction. It provides you with an opportunity to identify all of your area’s 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, who they 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 better grasp their role in their position and also identify potential points of contact for assistance. From an administrative point of view, each new employee will be familiar with approval chains and who to refer questions and queries to. Specify hours of attendance/lunch breaks as applicable Many new employees are not fully aware of their specific requirements. Academic appointments can be confusing to new employees as specific attendance hours rotate around lecture times and may not specifically fit into an 8.00am to 4.21pm workday. By explaining the specific requirements a new employee can better adjust 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/Faculty considerations must be made clear to new employees from the onset of employment to assist in their day to day conduct. Whilst these processes may be simple to those who have worked within the University previously, by explaining these processes to new employees, you will alleviate problems later on. The University 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 makes them less daunting to a new employee. Those personnel in remote localities or in a regional centre need to be informed of the specific contact persons, whenever possible, as problems associated with resource supply and 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. Casuarina campus coordinates security access centrally through the Security office and a specific form must be sourced from 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 the Security office on (08) 8946 6699. Palmerston Campus operates on a similar principle and a specific contact officer 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, Mr Lyle 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. This role 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 without these cards. Alice Springs Campus, currently employs a process whereby a new employee can enter the library and be granted 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. Each specific campus has nuances that are not readily apparent to new employees. By undertaking this process, a new 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 of the town or locality to identify to new employees (who have not resided in location previously) what services are available. Occupational Health and Safety

outline the work area’s 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) have been created to assist each functional area of the University with their respective OH&S concerns. Current University policies only provide an overview of the process and guidelines on what should occur. However, the onus of responsibility falls upon the area to ensure that new employees are fully aware of their local obligations 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) 8946 6592 and Mr Horst Walter on (08) 8946 6473. As specific checklist exists to support you in the provision of OH&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 and valued within an equitable safe environment. Each respective area of the University is required to inform new employees of their obligations and rights under these processes. Whilst web based resources are available, Support and Equity Services (SES) can assist new employees in identifying and meeting these obligations. Should you require further assistance in undertaking this task then you may contact the Director, SES on (08) 8946 6288. Upon conclusion of the first day’s requirements the new employee may have further questions in relation to their employment. It is envisaged that you will discuss these questions with them and allay any concerns that they may have. Your respective HR Consultant can assist in this process.

4. PART 3 – First week requirements 4.1 Flowchart:

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First week: Each new employee of the University will have differing requirements depending upon the type of appointment being 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 use whichever lists suit your particular needs. If you identify that an additional requirement is needed then you may 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 objectives

and key responsibilities discuss major tasks/roles teaching duties and expectations research duties and expectations outline performance expectations outline performance feedback / review

mechanism explain student evaluation of teaching and

learning 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 for

research

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Charles Darwin University Page 11 of 16

Each new Academic Staff member requires significant support during this process. As each particular role is highly specific, the new employee must be informed of their respective responsibilities and where they can source 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 more assistance 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 of the VET and Teaching and Learning Induction workshops, that this in itself may not provide all of the assistance that they require. It is vital that teaching specific materials are present and are identified to the new employee so that they may begin 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 are considered to be organisational assets and should be offered to the new employee to support them during this process. Departing employees should be made aware of this particular requirement as many new employees have encountered, upon arrival, a distinct lack of materials to support them. Full curriculum development at this stage should be avoided at all costs. Specialised teams within the University can be contacted should you or the new employee require assistance in this part of the process. If you yourself have questions relating to particular requirements then please contact the following people as they will be able to assist. Academic Development Unit Coordinator, Dr Terry Clark on (08) 8946 7768 for information about the Teaching and Learning Induction workshops for all new academic staff, Learnline workshops, assistance with course and unit development and other academic professional development opportunities. See: http://www.cdu.edu.au/tldg/teaching/devprogram.html VET Professional Development, Senior VET Advisor Pam Morgan on (08) 8946 6074 for information about Induction 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 person’s supervisor you are expected to advise them on these processes and identify when it is possible to take these types of leave 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 be required. 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 as best as possible to the working environment. Towards the end of the first week review progress & Monitor new staff members Induction progress These last two stages can be conducted in unison. In short, you will need to identify whether the new employee 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 or HR 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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4.3 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 expectations outline performance feedback / review

mechanism discuss work unit meetings

explain manuals and documentation outline resources available outline opportunities and funding for

research For staff with a research expectation set up

a meeting with the Research Office For Early Career Researchers assign and

introduce School based research mentor Research based staff members require considerable information in relation to the specific project that they are working on. Mentoring on one form or another can assist them in beginning their projects, but additional information such as job requirements and reporting requirements should also be identified. As each research position is highly focussed on one particular requirement, the majority of people appointed to these positions have 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 as for 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 person’s supervisor you are expected to advise them on these processes and identify when it is possible to take these types of leave 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 be required. 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 as best as possible to the working environment. Towards the end of the first week review progress & Monitor new staff members Induction progress These last two stages can be conducted in unison. In short, you will need to identify whether the new employee 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 or HR 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 expectations 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 they have completed all required system courses. Approval processes must be discussed and specific deadlines identified as these can severely affect employee performance if neglected. The roles and responsibilities of these positions will generally involve liaison 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 work instructions for processes exist within your area then this should also be identified. At this stage, additional computer 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 each particular process is demonstrated to the new employee. If the employee has worked within a University environment before, you will still be required to undertake this process as systems and approval chains vary significantly 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 feedback provided 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 required outcomes are essential in developing the new employee’s ability to operate autonomously. During this stage, you may encounter particular questions that you cannot immediately answer. As such it is strongly recommended that you point the new employee towards a potential answer source in the first instance. In such cases identifying a point of contact in a relevant area, for example, Corporate Communications, PMD, Student Services etc, can alleviate the new employees concerns and also identify potential sources of information that may be used in the future. If your new employee is required to interpret policy / procedure, then you will need to identify where these are located on the University’s 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 these employees in the process if you yourself are not familiar with the role’s specific requirements. Regional Centre / Campus Leaders may encounter problems during this process as you will not have an immediate point of contact in this regard. Alice Springs based personnel are encouraged to contact Corporate Services in location for assistance. All other Campus / Centre Leaders will need to contact a relevant member of 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 to provide an opportunity for members of General Staff to undertake relevant study where such study is deemed to be beneficial to their work at the University. The approval of this release is subject to the discretion of the Vice-Chancellor or their delegate, and employees may be permitted to attend approved and recognised educational 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 may be interested in. These types of courses are generally funded out of your area’s 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 progress These last two stages can be conducted in unison. In short, you will need to identify whether the new employee 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 or HR 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.

5. PART 4 – First month requirements

5.1 Flowchart:

First Month flowchart current as at 28 September 2005

Sup

ervi

sor

PM

DE

xter

nal a

rea

Em

ploy

ee

New employee meets with supervisor

Supervisor and employee review

progress and provide feedback

to all areas on processes

Feedback used to refine internal

processes

Feedback used to refine and further develop induction

process

Discussion of probationary requirements

HR Consultant can be utilised to provide support

Su

ppo

rt

Preparation of a training and development

program

HR Consultant can be utilised to provide support

Su

ppo

rt

Have all induction requirements been

met?

Identify gaps and book if appropriate

into additional courses

Employee and supervisor

complete local induction

Finalised checklist forwarded to PMD as confirmation of

completion.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

Lia

iso

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All elements in this process are conducted with both the employee’s and supervisor’s involvement

First Month: This part of the induction process allows for you to test whether the new employee understands the roles and functions within your area. It is essential that you confirm in conjunction with the new employee that there are no outstanding issues in relation 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 may not encounter all potential hurdles in their first week of employment. Additional support may be required to overcome some problems, and allow the staff member to address any concerns they may have well before the first probation assessment. Additionally, this allows you to provide feedback to the new employee on their progress in their current role. Discuss probationary requirements Probation requirements are a mandatory part of every new contract offered at the University. As such, you will need to identify to the new staff member what your particular requirements are. You may liaise with your HR Consultant in relation to this process, and will be informed of the particular review date by them when it becomes due. Additionally, you may refer to the procedure outlining probationary requirements by accessing the following link: http://eagle.cdu.edu.au/ntu/apps/ntuinfo.nsf/WWWView/Procedure_1581 Prepare a training and development program In 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 with regard to the relevance of the development in relation to their role, the level of funding that is available and the time 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 compel employees to undertake this process. PMD are currently developing resources that may assist you in undertaking this process. Additionally, Academic and Research based staff have the ability to undertake professional 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 if

necessary. 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 and wherever possible, that the new staff ember has attended all relevant training courses. If they have not attended a particular course, then liaise with HR Customer Operations to identify whether they have been booked 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 HR Customer Operations input. Finally, discuss the overall probation process with the new staff ember and ask for their feedback on this process. A feedback form can be downloaded from the following link: <Insert link – develop form> Once completed, please attach it to the Supervisor form and forward this to your HR Consultant. This will allow 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 forward the documentation to PMD. When the employee’s probation report is due, you need only tick the box identifying that the Induction process has been completed.