Induction Guidelines for Managers
- 1. Introduction
- 2. Purpose of induction
- 3. Induction programme - guiding principles
- 4. Key stages of the induction programme
- 5. Information resources for new staff
- 6. Responsibilities
- 7. Probation
- 8. Further information
1.1 The University of Glasgow recognises the importance of providing an effective and timely induction for all new members of staff to ensure their successful integration into the University, the team, and their own role.
1.2 This document sets out the University’s commitment to the induction process, and details the main purpose and key features of an effective induction programme.
1.3 The induction process applies to all new members of staff, and to existing staff who have been appointed to a new role within the University.
2. Purpose of induction
2.1 The induction process provides a timely opportunity to:
- Welcome new members of staff to the University and team in a positive and supportive manner, and to help them to settle into their new work environment
- Ensure that new members of staff understand how their role contributes to achieving the University vision as one of the worlds great broad based research intensive Universities, underpinned by doing world leading research and providing an intellectually stimulating learning environment
- Emphasise and underpin the principles, values and culture of the University
- Inform new members of staff about the University’s structure, policies and practices that are in place at a central and local level
- Clarify the requirements, duties and responsibilities of the role, and ensure that all new members of staff have the knowledge and skills necessary to perform their role effectively
3. Induction programme - guiding principles
3.1 The induction programme should be well planned and structured by the line manager, and delivered to the member of staff in a logical and systematic manner.
3.2 The core content and overall aims of induction remain the same for all members of staff; however, the details of the programme will need to be tailored to the particular needs and requirements of the new person and their role.
3.3 The induction process should typically span the first 6 months of the appointment. However, the actual duration may vary depending on the person’s level of experience and understanding, and the role to which they have been appointed.
4. Key stages of the induction programme
4.1 Pre-arrival – Following confirmation of the appointment by Human Resources, it is good practice for the line manager to send out a letter or email of welcome to the new member of staff in advance of their arrival. This provides a more personal introduction to the University after the formalities of the recruitment process. This correspondence should typically cover: first day’s start time; where and to whom the member of staff should report when they first arrive; the dress code; what to expect on the first day; if any lunch arrangements have been planned, etc. (it may also be helpful to enclose a copy of the induction programme if available).
4.2 Local induction - The local induction process should commence on the first day of employment and should continue until the member of staff is fully inducted into the team and their role. The process itself will be led by the relevant manager, but should involve input from other colleagues who are best placed to provide the new member of the team with specific information and assistance.
Induction checklist - In order to provide a framework for the local induction programme, and to ensure that all relevant information is covered over the course of the induction period, it is recommended that the ‘induction checklist’ (which can be viewed on our Induction Portal) is used. This checklist should be adapted to the needs and requirements of the new member of staff, relative to their role and their existing skills and experience, and to the particular needs of the local working patterns.
Induction colleague/buddy – It can be extremely beneficial to pair up the new recruit with an existing member of staff from within the team/unit to act as a ‘buddy’ throughout the induction period. Whilst the manager will focus on the more formal aspects of the induction process, the buddy can provide the new member of staff with more informal information and guidance regarding the University and the local team, and can help with faster integration. Further information on the purpose and role of a ‘buddy’ can be viewed in Appendix A.
Review meetings - During the induction process it is important that the manager meets regularly with the member of staff to review progress, ensure that they are settling into their new job and the work environment, and to establish if there are any outstanding matters or gaps in the induction programme which need to be addressed. As well as meeting on an informal basis, the manager should incorporate more formal review meetings into the induction programme which link in with the probationary process (see ‘Probation’ below).
5. Information resources for new staff
Additional induction information and resources are available for staff via the University’s new staff information webpage which can be viewed on our Induction Portal. Managers should familiarise themselves with the resources available and encourage new members of staff to use this information.
6.1 Line Managers - It is the responsibility of the line manager to develop a suitable induction programme and to ensure that this is implemented in a timely and appropriate manner. Managers should also encourage other team members to take a pro-active role in the induction process. Management training on the induction process is provided by the Employee & Organisational Development team – further information can be viewed at EOD Learning Courses & Resources.
6.2 Members of staff - All staff are expected to take a proactive role in their own induction programme. Where any gaps in learning/knowledge are identified, the individual should ensure that their manager is informed so that these can be addressed.
6.3 Heads of School/Institute/Service - It is the responsibility of the Head of School/Institute/Service to support and encourage managers to adopt best practice in relation to the induction process.
The induction programme should link in with and complement the probationary process. Together these two processes should ensure that the member of staff is fully informed and equipped to carry out the role, knows the objectives and their relevant performance measures, and has the necessary support and guidance available to them.
8. Further information
For further advice and information on the induction process, please contact the relevant College/University Services Human Resources team.