Best Care, Best Place, Best Time.

Induction Programme:

Managers Guide

Implementation Date: July 2013

Review Date: July 2016

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Induction Programme: Managers Guide Purpose The purpose of the NHS Birmingham South Central (BSC) CCG Induction Programme is to successfully integrate a new member of staff into the organisation, encourage their understanding of the organisational brand and values, and assist them to wholly fulfil their role and duties within the organisation to deliver a high standard of customer service to our clients.

This will be achieved through a programme of guided learning, understanding of BSC CCGs brand, values and culture and the sharing of knowledge and experience. This guide will assist managers to successfully induct and integrate new staff members into BSC CCG, their roles and their teams. Scope This guide is for all managers with line management responsibility, department leads, and senior management team members. Managers are encouraged to use this guide as an aid to their staff members induction programme. This guide is also recommended for use in supporting members of staff returning from long term absence, secondments, career breaks or maternity leave. The Birmingham South Central CCG Induction Programme is designed in partnership with staff to communicate a consistent theme and message to new employees, illustrating the values and culture of the CCG and encouraging an open to all approach to management and the senior leadership team.

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How to Use this Guide 1. Induction training is the responsibility of managers and, in particular, the line manager

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

2. Line managers must make sure that they have sufficient information to carry out the

Induction Programme. If there are parts of the programme where sufficient background information is not availablethese topics may be discussed with higher line management or a manager information training session (i.e. policy guidance) may be attended.

3. The first two weeks are the most crucial for a new employee and it is advised that the

individual Induction Programme is in place prior to the commencement date of the new employee. This guide contains information, advice and activities to help managers to create a plan to deliver a robust and proficient Induction Programme for new starters within their team.

NHS BSC CCG Induction Programme consists of the following areas:

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

4. Before the new employee starts with BSC CCG, the line manager should plan the

Induction Programme, to include:

Ordering ICT equipment

Arranging new starter documentation

Scheduling peer meetings

Booking onto a Stand Up Session as part of the Welcome Meeting

Please refer to the Managers Checklist in Appendix 1. 5. Some links (e.g. for the purpose of training) and contact details may be updated over

time; it is therefore advised that the referred links and contacts are checked regularly and updated where necessary.

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Induction Programme Overview

SESSION TOPIC

DAY ONE

1

General Induction and Orientation

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2 Administration 6

3 Teams 6

4

Office Tour and Office Safety 7

Safety Checklist 8

5 Work Space, ICT and Data Protection

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DAY TWO TO TEN

6 Office Services and Infrastructure 10

7 Policies and Procedures 10

8 Staff Intranet 11

9 Meeting Key Colleagues BSC Local Induction Programme

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10 Finance Procedures 12

MANDATORY TRAINING, LEARNING AND DEVELOPMENT

11 Mandatory Training 13

12 Learning & Development 14

REVIEW GUIDANCE

13 Three Month Review 15

14 Six Month Review 17

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APPENDICIES

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Appendix 1 Managers Check List 18

Appendix 2 Key Contact Details 24

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Day One The information below sets out different areas for managers to include with their new starters from day one. It can further assist managers with which areas to cover within the BSC CCG local induction programme. Session 1 General Introduction and Orientation 1. The line manager should be available on the morning the new starter begins work to

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

2. Make necessary arrangements to have their photo taken for their ID badge. This can

be done by contacting the Corporate Secretary. Session 2 Administration 3. The manager should sit with the new starter to check that they have completed all the

new starter documentation to be processed onto the Electronic Staff Records (ESR) system. This should include:

P45 or P46 if no P45 is available

A form of photographic ID*

Bank details

Pension forms (if opting out)

A signed copy of their contract of employment

* This is used to check against the documentation provided at the pre-employment stage Where the new starter has not provided these, the line manager should contact the CSU HR Team at Kingston House as soon as possible 0121 612 2842 or csu.hrteam@nhs.net

4. During Day One of a new starters Induction Programme, the manager should show

new starters where the CCG policies and other organisational information can be found.

Session 3 Teams 5. The manager should review behavioural expectations with the new starter i.e. what is

the norm for the team and wider CCG in terms of office procedures, escalation

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

6. The manager should also explore values and behaviours explaining their importance

in relation to conduct and business expectations how staff are expected to challenge unacceptable behaviour but also highlight the good.

7. Discussion should also link to working practices and expectations of the role, explain

the office procedures - pointing out key areas to those staff that are more likely to utilise them on a regular basis. This should include:

Main duties of each of the team members

Schedules of relevant meetings or committees for the role holder

Core working hours and flexible working options if available

General office practices

Lunch times and breaks, including if appropriate location of smoking areas

Absence reporting procedures

Annual leave allowance and requesting process 8. Managers should also outline the departments within BSC CCG and key contacts

within each department.

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

Session 4 Office Tour and Office Safety 10. During the tour of the building with the new member of staff, the line manager should:

a. Introduce them to appropriate staff.

b. Explain that under the provisions of the Health & Safety at Work Act staff are

required to co-operate with the organisation in any matters relating to safety and act in such a way as not to endanger the health and safety of themselves or others.

c. Point out on the way round where all fire exits are and where fire assembly points

are, ensuring they are clear of the way to get there in the event of a fire. Explain when the fire alarm is tested. Should the alarm go off at any other time, without prior warning, then staff should expect to evacuate the building where a role call to include any visitors, will be taken.

d. Inform the new staff member of who the first aiders are, their extension numbers,

and locations and where the incident book is kept.

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11. The manager will also arrange the provision of access fobs for office buildings. The contact for this is the Corporate Secretary.

Checklist is the new starter clear on the following?

Session 5 Work Spaces, ICT and Data Protection 12. The Line manager is to arrange access to ICT, email and shared access drives for

the new starter on the first day to ensure the efficient start up and smooth transition into the role.

13. The Line manager will also need to arrange all relevant ICT equipment that the new starter will require in order to fulfil duties and responsibilities of the role. This will include:

Laptop (if required)

Mobile phone (if required)

Secure saving devices (encrypted USB memory stick)

Other mobile-communication equipment as relevant

This should ideally be done when issuing the unconditional offer letter, which then allows approximately four weeks for the equipment to arrive (in line with notice period of the new employee). This should include:

Permissions for accessing team shared drive and data

Email account set up

Profile set up

System access (ESR, PAS, etc.)

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

Fire exits and Fire Assembly Point location

Who First Aid staff are

H&S procedure & where this can be found on the intranet

Risk or accident reporting procedures

Access Fob issued

ID Badge issued

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

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

Adequate lighting

Adequate contrast, no glare or distracting reflections on screen

No distracting noises

Leg room and clearance to allow postural changes

Window to have adequate coverage

Software appropriate for the role

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

The keyboard to be usable, adjustable and detachable

Work surfaces to be spacious, glare free and allow flexible arm movement

Work chair to be adjustable

A footrest to be available if required

16. Refer the new starter to the internet and e-mail usage policies ensuring that they read

and fully understand the expectations of them whilst employed by BSC CCG.

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Day Two to Ten The information below elow sets out the different areas for managers to include with their new starters from days two to ten. This will further assist managers with what needs to be to covered within the BSC CCG local induction programme. Session 6 Office Services and Infrastructure 17. The new staff member will need to be familiar with the reception area and office

services facilities, including post arrangements. On completion of this section check through with your new colleague that they know the following procedures:

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

Signing in visitors

Travel expenses and booking arrangements

Ordering or requesting stationary

Booking rooms

Post arrangements, special delivery etc.

telephone system (voicemail etc.)

Session 7 Policies & Procedures 18. Line managers are to ensure that new starters are aware of where BSC CCG Policies

are published and that they are familiar with their employee responsibilities within them. Policies include (but not limited to):

Absence

Disciplinary

Managing Work Performance

Grievance

Bullying & Harassment

Annual Leave

Flexible Working

Maternity and Paternity

Whistleblowing

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

Session 8 Staff Intranet

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

Session 9 Meeting Key Colleagues BSC Local Induction Programme

As part of BSC CCG wider Induction Programme, new colleagues will have a tailor-made local induction plan which will provide the opportunity to meet with key colleagues and senior managers on a one to one basis. These meetings should be arranged by the line manager prior to the start date of the new employee so that the Induction process is as efficient as possible.

When you have set up the appointments for the local induction, it will be useful to provide the staff member with a record of these appointments and prominent agenda items to help them to familiarise themselves with key names and department areas. The example list below can be used as a guide to inform who they will meet with in their first few weeks at BSC CCG:

Manager / Key Staff Member

Key projects / Reason Time & Date

Director of Service

Introduction to directorate 5 minutes

Head of Service

Introduction to Service

Administration Support

What aspects of role will be supported

As part of the local induction plan, your new colleagues should be part of the

weekly Stand Up meetings, which will act as a general introduction to other colleagues of BSC and the work streams and projects they will be working on.

Session 10 Finance Procedures

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

19. Explain how (if relevant) to code invoices and how the finance codes work in relation

to office costs and project codes etc.

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

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

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Mandatory Training, Learning and Development Session 11 Mandatory Training 22. The following courses are mandatory for all new starters of BSC CCG and must be

completed within three months of their start date:

Stand Up Welcome Meeting as part of the local induction plan Health and Safety (General) Online Fire Safety Online Manual Handling (Category 3) Online Health and Safety for DSE Users Online Equality and Diversity Online Information Governance Online Data Protection

Safeguarding

Counter-Fraud

Prevent Training

23. Recommended online training further includes:

Personal Safety Online Stress Management Online Recruitment and Selection Training for those responsible for leading recruitment

activity

HR Policy Training for line managers 24. Mandatory training should be completed as soon as possible. Online training can be

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

Session 12 Learning & Development

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25. BSC CCG recognises the importance of ensuring personal learning and development

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

26. BSC CCG may use the following techniques to deliver learning and development (not

exhaustive):

Team meetings/study groups

One to one meetings

Job shadowing

On the job Practical training Acting-Up Arrangements

Secondments

Personal Development Opportunities

Training Needs Analysis

Coaching

Mentoring

Appraisals (Values Based PDR and Performance Management)

Seminars, Workshops, Team Events

Centrally-Led training sessions

External training providers

Academic Study Programmes

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

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Three Month Review Session 13 Three Month Review 27. It is recommended that the line manager holds a review after three months with the

employee as an opportunity to review key points of the Induction Programme and review the first three months of employment. This should be arranged during the first couple of weeks with your new starter, so that they are aware of when these meetings will be, and the purpose of it. There should be no surprises in what is discussed at this meeting, as at this point you should be aware of any particular training requirements or development needs. However, the meeting does provide a platform to address any immediate concerns or queries, undertake a training needs assessment, and discuss the implementation of any necessary training requirements.

The review can be an informal conversation or a more structured, formal meeting and can include the review of the duties in the job description and role content specification, and setting of objectives. It is advisable for the manager to take notes from this review, and provide a copy of the notes to the employee. It is advisable for both line manager and employee to sign a copy of the notes to certify that they are a true reflection of the discussion. A copy of these notes should be retained on the employees personal file.

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

29. If line managers have any immediate concerns over employee behaviour or performance, these should be raised with a member of the senior management team prior to the three month review. The CSU HR Team will also be available to provide any advice required.

30. Standard questions to ask at the three month review include (not exhaustive):

Have you attended a Stand Up Welcome Meeting Session?

Have you completed all your mandatory online training?

Are you aware of where to find organisational information, updates and policies?

How have you developed your relationships with all your immediate contacts, both in the CCG and provider organisations?

What have been your main areas of work?

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

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

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Six Month Review Session 14 Six Month Review 31. The six month review is an opportunity to review the comments, queries or concerns

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

32. The six month review can include discussion of key competencies required for the job

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

33. If line managers have any immediate concerns over employee behaviour or

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

34. The six month review should be in line with the BSC CCG policy on Individual

Development Review (IDR).

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

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

How have you been able to demonstrate our values and culture in the last six months?

What projects have you conducted from start to finish in the last six months, and what were the outcomes of these?

What are your professional goals for the next six months?

What training or development needs have you identified, if any?

What training or development opportunities would you like to have access to in the next twelve months?

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Appendix 1: Managers Check List

SESSION COMPLETED DATE

PREPERATION FOR START (PRE DAY ONE)

Order ICT equipment (laptop, mobile phone, etc.)

Complete New Starter Authorisation Form, send to IT

WHEN: At time of issuing unconditional offer letter (four weeks before start date)

Complete New Starter Form and send to hr.payqueries@nhs.net

WHEN: Before payroll cut-off date, recommended four weeks in advance

Prepare New Starters Induction Programme (using this guide, plan time in diaries for orientation, meeting key colleagues and wider induction plan)

WHEN: At least one week before start date

Book New Starter on the Stand Up Welcome Meeting.

WHEN: At least one week before start date

Occupational Health advice is received and reasonable adjustments are in place for the New Starter if they have declared disability.

WHEN: At least one week before start date

Additional tasks identified by the Line Manager, specific to Team and/or Directorate

DAY ONE

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Meet and greet New Starter

Administration:

New Starter Form completed and submitted (see above):

P45 / P46 provided to CSU HR Team / Payroll

Pension Opt Out provided to CSU HR Team / Payroll (if opting out of pension) http://www.nhsbsa.nhs.uk/pensions

Bank details

Form of photographic ID to be checked against pre-employment checks

Signed copy of contract of employment

ICT systems are accessible and access permissions are set correctly

New Starters Induction Programme and personal plan

Explain main duties and responsibilities of role

Probationary objectives set

Photograph for ID Badge

Access Fob

Complete Local Induction Orientation

Office tour

Facilities

Fire escapes

Team members

First aid

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Telephone guidance

CCG values and behaviours

Car parking arrangements

Smoking Policy Smoke Free organisation

Explain where smokers can smoke, and explanation of how smoking breaks need to be deducted from break entitlement

DAY TWO TO TEN

Further orientation

Post

Photocopiers

Reception

Visitors

Safety procedures for visitors

Policies and Procedures Where to find them

Absence reporting procedure:

Inform Line Manager

Self Certification (Complete Form)

Return to work interview (Complete Form)

Occupational Health

Explain Annual Leave entitlement and booking system

Expenses & New car user form

Use of organisations email / internet system

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Demonstrate Staff Intranet:

Introduction to key colleagues, ensure meetings are arranged for networking

Explain financial procedures

Book SBS finance training, if necessary: cmcsu.ittrainingteam@nhs.net / 01384 322020

MANDATORY TRAINING

Booked onto Stand Up Welcome Meeting

Completed / arranged time to complete online mandatory training:

General Health and Safety

Fire Safety

Manual Handling (Category 3)

Health and Safety for DSE Users

Data Protection

Equality and Diversity

Information Governance

Counter-Fraud

Safeguarding

Prevent

LEARNING & DEVELOPMENT

Identify any training needs by undertaking a training needs analysis

Explain the organisations appraisal and review system (PDRs)

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Schedule one to one meetings

Invite to team meetings

Schedule three month review

THREE MONTH REVIEW

Obtain copy of National Job Description for the banding, and Role Content Specification for the role

Prepare questions

Review learning from Stand Up Welcome Meeting and Local Induction (ensure has attended)

Set objectives for the next three months, to review at six month review

Any additional tasks identified by the Line Manager

Record notes

Provide employee with copy of notes

SIX MONTH PROBATIONARY REVIEW

Utilise notes from three month review

Prepare questions

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Review objectives set at three month review if they have been met

Any additional tasks identified by the line manager

Record Notes

Provide employee with copy of notes

Arrange a PDR review date for six months time

(one week before increment date)

CHECKLIST TO BE SIGNED OFF BY MANAGER AND EMPLOYEE:

THREE MONTHS: Completed: yes / no (delete as appropriate)

SIX MONTHS:

Employee Name: __________________________________

Employee Signature: __________________________________ Date: ________________

Manager Name: __________________________________

Manager Signature: _____________________________ Date: _____________

Date Stand Up Welcome Meeting Attended: ___________________________

Copy kept on personnel file and copy retained for information by member of staff

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Appendix 2

Area / Services Named Contact

Lead Partnership Manager

Communications

Patient Engagement

Partnership Working

Corporate Social Responsibility

Finance Manager

Financial Procedures and Reporting

IT Systems and Training

Information Governance

SIRO

IG Content

Clinical Commissioning Clinical Director of Commissioning

Strategy and Redesign

Networks

Clinical Engagement

Clinical Leadership

Corporate Corporate Secretary

ID Passes

Entrance Fobs

New Starter Forms and associated paperwork

HR related topics

IT Access

Car Parking

Conflict of Interest

Orientation

Team Meeting Coordination

Quality and Governance Lead Quality and Governance Manager

Constitution

Confidentiality Policies

Quality Reporting Hospitals

Risk Management

Serious Incident Management

Information Governance Link

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FOIs

Quality Agenda

First Aid Governance

Childrens Commissioning Childrens and Maternity Commissioning Lead

Safeguarding Safeguarding Lead Nurse

Operations Chief Operating Officer

Business Plan

Continuity

OD Agenda

Wellbeing

Culture

Prospectus

Commissioning Support NHS Central Midlands CSU

CSU Managing Director Rob Bacon

BSC Customer Relationship Manager Jasbinder Sandhu

Head of HR Services Ashi Malik

BSC Senior HR Business Partner Michelle Driver