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UCL Induction and Probation Policy

Purpose This Policy is intended to provide:

a structured induction to all new employees; to welcome them to UCL,

provide initial training, explain required standards and set objectives for

the probationary period

a structured probationary period for all new employees to introduce them

to the main duties and responsibilities of their post and to allow the

opportunity for both the individual and the line manager to objectively

assess whether or not the employee is suitable for the role

in the case of staff undertaking teaching, supporting a structured training

programme for the role within the probationary period

a framework for addressing any concerns, offering support and training

to address perceived unsatisfactory performance or conduct at an early

stage

a process to end employment fairly and consistently across all staffing

groups during, or at the end of, the probationary period, at a point where

it becomes clear that no further training or support would allow the

employee to reach the required standards.

Scope This policy relates to all new employees of UCL, including those on part-time

(fractional) and fixed-term contracts.

All new employees of UCL will undergo a probationary period as outlined in this

policy. In some circumstances however, a reduced probationary period may be

appropriate. Any amendments to probationary requirements, including a reduction

UCL HUMAN RESOURCES

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of the probationary period, will be at the discretion of the Head of Department/Head

of Division, following consultation with their Human Resources Business Partner.

If an employee moves to a new role at UCL, after they have previously completed

a probationary period, they will not normally have to complete another probationary

period. Anyone changing roles should receive a thorough induction and be set

objectives towards the standard appraisal, review and development scheme.

During the probationary period any concerns, unsatisfactory performance,

misconduct, sickness or other absence, will be dealt with under this policy.

Following successful completion of a probationary period the relevant UCL policy

will apply, e.g. Grievance, Capability, Disciplinary or Managing Sickness Absence.

Policy UCL operates a fair and rigorous recruitment and selection process which aims to

attract and employ the best. The aim of this Induction and Probation Policy is to

ensure that from an individual’s first day with UCL, the necessary information and

support is provided to enable successful and continuing employment. In order to

do this it sets out obligations and milestones for both manager and employee. A

flow chart of the Induction and Probation process is available at Appendix A.

It is the expectation of UCL that the majority of new starters will successfully

complete their probationary period, however in the rare circumstances this is not

possible, the processes to be followed are also outlined in this policy.

Probationary periods

The length of an employee’s probationary period is defined by their job role/grade

as follows:

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Job Role/Grade Probationary Period (months)

Professional Services Staff, Grades 1-6 6

Marie Curie Trainee 6

Professional Services Staff, Grades 7-10 9

Research Staff (including Clinical) 9

Academic (including Clinical) with substantial

experience: Proleptic Fellows, Lecturer, Associate

Professor,

Professor1and Teaching Fellow Staff with substantial

teaching experience2

12

Teaching Fellows without substantial teaching

experience

24

Proleptic Fellows and Lecturers without substantial

experience

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For employees with a fixed term contract or funding end date shorter than the

length of the relevant probationary period, the normal probation process will be

followed for the duration of employment. If employment is subsequently extended,

the probation period will be extended up to the standard period.

Proleptic Fellows are treated the same as academic staff for probation purposes,

as they will become lecturers at the end of the Fellowship.

1 In exceptional circumstances and at the discretion of a Dean, Vice Provost or the Provost, the requirement

to serve a probationary period may be waived for some senior appointments, where doing so is felt to be

commensurate with the need to attract and retain staff. 2 A minimum of 3 years’ experience of teaching within Higher Education (full time equivalent).

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Induction

It is a requirement that all new employees commence their employment at UCL

with a structured induction. As a minimum this will include:

An introduction to the line manager, team, wider department

An introduction to UCL-wide and local policies and procedures

Access to buildings, equipment and systems as appropriate

Mandatory training requirements and information on how to find and book

additional courses

Health and safety information

Where to find other kinds of support

All new employees are also encouraged to attend the UCL Welcome event for new

staff, which is usually run once per term.

A checklist is available at Appendix B to assist managers with the induction

planning process and it is also a useful tool for reference during the formal

probationary meetings.

Proleptic Fellows and Lecturers new to teaching will be assigned a Mentor by their

Head of Department and introductions should be arranged as part of the induction

process.

Mandatory Training

As a requirement for successful completion of their probationary period, all new

employees of UCL are required to complete a number of mandatory training

programmes as detailed below. The probationer will need to print the screen at the

end of the assessments that confirms they have completed the training.

As part of UCL’s commitment to the principles of Equality and Diversity all new

employees must complete the e-learning modules Staff Online Diversity

Training and Unconscious Bias, on Moodle, within six weeks of their start

date.

All new employees are also required to complete the online modules of the

UCL Safety Induction course within three months of starting at UCL. As a

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prerequisite, attendees must first have completed their department’s local

safety induction.

All new employees in professional services are required to familiarise

themselves with the UCL Ways of Working for professional services.

All new employees are required to complete information compliance

training, which comprises Freedom of Information, Information Security and

General Data Protection Regulation (GDPR) training.

As part of UCL’s commitment to environmental sustainability and carbon

reduction, all new employees must also complete the UCL e-learning

module Green Awareness UCL, before the end of their probationary period.

“Prevent” training is mandatory for all new employees to support UCL’s

approach to safeguarding the welfare of our students and staff. “Prevent” is

one of four strands of the Government’s counter-terrorism strategy and is

mandatory for all new employees. The online training must be taken before

the end of the employee’s probationary period.

Additionally,

Any new employee who falls within the UCL Staff Categories eligible

toundertake supervision of research students, and who wishes to be appointed

as a PhD Supervisor at UCL, must complete the mandatory online training

course ‘Introduction to Research Supervision’, run by the UCL Arena Centre

for Research-Based Education and the UCL Doctoral School. Those with no

prior PhD supervisory experience must also attend the follow-up workshop,

‘Developing as a UCL Supervisor’. The Arena Centre runs a programme of

events and sessions for supervisors and it is strongly recommended that all

supervisors engage with the programme. For details of all training see

www.ucl.ac.uk/teaching-learning/professional-development/arena-

open/research-supervision-ucl

Any employee who will be involved in the recruitment and selection of staff at

UCL, including participation on interview panels, must complete the e-learning

modules Staff Online Diversity Training and Unconscious Bias, as above, and

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any other mandatory recruitment training, before undertaking any recruitment

activity.

Professional Teaching Qualifications

Teaching is recognised as an essential function at UCL and it is expected that all

academic staff will undertake appropriate professional development and training

in teaching methodology and practice.

Lecturers, Teaching Fellows and Proleptic Fellows who have little or no experience

of teaching in higher education prior to joining UCL, but who teach as part of their

role, are expected to complete UCL Arena Two and achieve Fellowship of the

Higher Education Academy within their probationary period. Further information is

contained at Appendix C.

Professional development opportunities

In addition to the mandatory training requirements detailed above, UCL’s Learning

and Development Portfolio provides other training and development opportunities

that may be relevant, dependent on the role. The UCL Arena Centre for Research-

based Education offers, through UCL Arena, a full academic development

programme to all UCL staff who teach and/or support learning.

Management responsibilities

The responsibility for monitoring and managing probationary periods lies with the

Head of Department/Division and with those to whom the day-to-day supervision

of employees is delegated.

The line manager will be responsible for explaining the performance standards

required of the new employee and service standards relating to their area of work.

This includes but is not limited to:

expectations of academic, research, teaching and/or professional

excellence and behavioural standards as appropriate;

attitudes and behaviours in line with the UCL Ways of Working for

professional services (if in professional services)

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quality and quantity of output;

skills that must be acquired or developed;

protocols that must be learnt;

deadlines which must be met and how any changes to deadlines will be

communicated; and,

working relationships/networks to be developed with other staff, students,

external contacts, etc.

The line manager must make clear how these standards will be monitored

throughout the probationary period and set appropriate objectives. Guidance on

setting objectives can be found at Appendix D.

For all Proleptic Fellows and Lecturers new to teaching, the Head of Department

is responsible for appointing a mentor. Teaching Fellows should also be appointed

a mentor at their request. Full details are available at Appendix E. There are also

some places available each year for B-MEntor, the mentoring scheme for Black

and Minority Ethnic academics and researchers.

To support the development of new Teaching Fellows, Proleptic Fellows and

Lecturers, the manager will arrange observation sessions of their teaching.

Observation should cover a variety of student learning situations and sufficient time

should be allowed soon afterwards to give constructive and confidential feedback.

In some circumstances it may be appropriate for the mentor to undertake this task.

If an employee moves to a different role at UCL during their probationary period,

the manager may need to set new objectives that reflect the change in role. If the

new role is very different, or in a different department, the decision may be taken

to extend the probationary period to allow sufficient time for both parties to

objectively assess the employee’s suitability.

Meetings

It is expected that line managers will hold regular one-to-one meetings with all new

employees, to provide information, support them in their new role, set standards,

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provide feedback on performance and progress and to address any concerns from

the employee. These meetings should be held as frequently as deemed necessary

but no less than once a month. See Guidance on conducting one to one meetings.

In addition to one-to-one meetings, 3 probationary review meetings are to be held

at the following intervals:

First meeting: At the end of the first month of employment.

Second meeting: At the mid-point of the probationary period (month 3/4/6/12/18).

or, for Inexperienced Lecturers, during the 12th month of the probationary period.

Third Meeting (Inexperienced Lecturers only): End of second year

Final meeting: At least 4 weeks before the date on which the probationary period

ends

Please see Appendix F for details of what should be covered in each of these

meetings.

Heads of Department/Division and Departmental Administrators are responsible

for ensuring probationary meetings are held in a timely manner and will be

reminded of the requirement to complete these meetings through the Probation

Monitoring System. It is wise for the employee and manager to agree the date for

the next meeting at the same time as agreeing objectives to be met by that date.

A probationary meeting may be held sooner if there is clear evidence that the

employee’s performance is not meeting the required standards, and that more time

will not address this failing. This evidence would need to demonstrate that

appropriate support had been put in place, and the employee was given sufficient

opportunity to improve. A meeting may also held sooner if there are concerns

about an employee’s conduct. If a manager wishes to bring forward a meeting in

this way, they should first consult with their Human Resources Business Partner.

A clear record must be made of each formal meeting and kept by the department.

In addition, a copy of the record from the final meeting must be sent to HR for the

employee’s personal file, to confirm whether the probationary period was

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successfully completed, extended or failed. Template forms are included at the

end of this policy.

End of probationary period

At the end of the Final probationary meeting the employee will be notified that:

a) they have successfully completed their probationary period; or,

b) their probationary period is being extended; the reasons why, the length of

the extension, any support/training to be provided and any improvements

that are required; or,

c) they have not satisfactorily completed their probationary period and their

employment will be ended, following the required period of notice.

Successful completion of probationary period

Once an employee has successfully completed their probationary period, Human

Resources will send them a letter confirming this.

Following successful completion of the probationary period an employee will be

managed through one-to-one meetings, will be set new or continuing objectives,

and be annually appraised.

Once an employee has successfully completed their probationary period (or a

minimum of nine months’ service for Academic or Teaching Fellow staff) they will

receive, in the following August, any automatic pay increments to which they are

entitled.

Extension of probationary period

A probationary period may be extended in the following circumstances:

There are concerns about an employee’s performance, behaviour or

conduct

where it is believed these can be addressed during the extended period.

The employee has not completed all mandatory training.

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The employee has had a significant amount of time away from work (e.g.

on maternity, adoption or shared parental leave or sickness absence) and

has therefore been unable to demonstrate competence in certain areas.

The employee has moved to a different role during their probationary period,

which is very different, or in a different department.

Further information about extending a probationary period can be found at

Appendix G.

Non-completion of probationary period - ending employment

If, during an employee’s probationary period, it is suspected that the employee

provided inaccurate or misleading information during the recruitment process, this

will be discussed with the individual and, if established, employment may be

ended.

If, at any time during the probationary period, an employee’s performance or

conduct is deemed to be unsatisfactory, or they have not completed mandatory

training or a required qualification, employment may be ended. This possibility is

provided the individual has received sufficient support from their line manager,

opportunity for improvement, and the correct procedures have been followed.

Employment may also be ended where there has been misconduct. Further

information is available at Appendix H.

An employee whose employment ends due to non-completion of probationary

period has the right of Appeal against this decision. The appeal process is

contained within the guidance on Ending a Probationary Period (Appendix H).

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Notice periods during the probationary period

During the probationary period, the following notice periods will apply:

Job Role/Grade Notice from

employee to UCL

Notice from UCL to

employee

Professional Services Staff,

Grades 1-6

2 weeks 2 weeks

Professional Services Staff,

Grades 7-10

4 weeks 4 weeks

All Research Staff (including Marie

Curie Trainees)

4 weeks 4 weeks

Teaching Fellows (including Clinical

TFs)

4 weeks 4 weeks

Academic Staff (including Clinical

staff): Lecturer, Associate Professor,

Professor

12 weeks 12 weeks

Monitoring and Review The HR Policy Team will keep the operation of this policy under review.

Appendices

A. Flow Chart

B. Induction Checklist

C. Professional teaching qualifications

D. Setting objectives

E. Mentoring

F. Formal probationary meetings & Forms

G. Extending a probationary period

H. Ending a probationary period & Appeals process

HR Employment Policy Team November 2019

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Appendix A: -Flowchart

One-to-one meetings arranged Objectives set

First Probationary Review meeting

Second Probationary Review meeting

Final Probationary Review

meeting

Appraisal cycle begins

Employee confirmed in post

Probationary period extended if required

Employment ended

Induction & probationary period

begins

Probationary review meetings may be held at any time to discuss unsatisfactory performance or conduct.

Following support and any training required, employment may be terminated at any time if necessary.

Third Probationary Review meeting

(for inexperienced lecturers only, month 24)

Timescales

Day 1

During month 1

End of month 1

Half-way through probationary period (month 3/4/6/12) and in month 12 for Inexperienced Lecturers

At least 4 weeks before the end of the probationary period

End of probationary period

Once employee is confirmed in post

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Appendix B – Induction Checklist

Induction Checklist

Name: Line Manager: Start Date:

TYPE Activity Timescale Who Comments Date completed

1. Pre-

employment

admin

Submit contract request on MyHR Department Transactions ASAP

Ensure references are requested

Recruitment and Selection Policy

ASAP

Ask applicant whether they require any reasonable adjustments

before their start date.

What is a Reasonable Adjustment?

ASAP

If required, make referral to UCL Workplace Health ASAP

If required, securely send Certificate of Sponsorship (CoS)

application form and supporting documents to HR Services

Team

ASAP

If required, ensure Disclosure and Barring Service (DBS) check is

completed. Contact HR Services for more information.

ASAP

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2. Order

equipment

Identify a suitable workspace/desk/lab bench as required, with

any additional cupboards, lockers, pedestals.

Agile Working

Before Start

Order any additional necessary equipment and stationery e.g.

uniform, safety equipment

Before Start

Order Laptop / Desktop

Order a mobile phone and or desk phone and extension number

if appropriate. Instruct ISD to add extension and number to

outlook contact and people directory

Before Start

Before Start

3. Set up

systems

Verify email and IS account with ISD Before Start

Ensure access to other role specific systems have been set up:

Rome

Rome

MyHR Department Transactions

EDRM

view

ASAP

Confirm start date, hours and location

Include arrangements for first day – who to report to, adjusted

start time for first day?

Before Start

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4. Comms:

Deal with any outstanding queries from new starter

And discuss job description if not done so already

Before Start

Announce details of new joiner to wider team Before/at

Start

Ensure new starter is added to various distribution lists, networks,

org. chart etc.

Before/at

Start

5. Plan

Induction

Create Induction plan and timetable (use next section 6a-6e. for

guidance)

Before Start

Appoint a mentor if appropriate Before Start

Book meetings with key people Before Start

Print off Org Chart, UCL Structure Wheel & get ready booklet on

Ways of Working and Welcome pack

Before Start

6a.

Induction

Meet and greet employee, take them to security for ID pass Day 1

Visit IS department at the Science Library with employee to

activate IS and email account

Day 1

Introductions to immediate team and issue welcome pack Day 1

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Facilities,

Introductions

& Health And

Safety

Tour of immediate working area including kitchen facilities, toilets,

break out areas. Ensure new starter is comfortable with desk

arrangements and equipment.

Day 1

Complete your local safety induction which includes carrying out

a local fire safety familiarisation of your place of work using

a checklist TN086

Day 1

Ensure employee has access to all required systems Day 1

Set up desk phone extension PIN and voicemail. Telephony

Services

Day 1

Show employee how to create email signature. Use corporate

template Protocol for Email Voice Comms

Day 1

Encourage employee to complete a workstation self-assessment Day 1

6b. Induction

Ensure employee has returned signed contract. Are there any

outstanding queries?

Day 1

Ensure emergency contact details are up to date on MyHR Self

Service

Day 1

Discuss any pre-arranged leave and show how to make requests

through MyHR Self Service

Week 1

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HR Matters Read absence notification procedures/provide contact details –

Sickness Absence Policy

Week 1

Refer to the Staff Induction webpage and One Professional

Services page

Week 1

Refer to the HR policies and procedures pages for key policies

Week 1

Ensure employee knows who to contact for various sources of

support e.g. the EAP; Workplace Health; Dignity at work Advisors

; Employee support networks/groups, their HR Business Partner:

Advice People Management Issues

Week 1

Book onto Welcome Event ASAP

6.C Induction

Requirement to complete UCL e-learning module 'Diversity

in the workplace'

Within first

6 weeks

Requirement to complete online Unconscious Bias training Within first

6 weeks

Requirement to complete UCL Safety Induction

Within first

3 months

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Mandatory

learning

Requirement to complete information compliance training,

comprising Information Security, Freedom of Information and

UCL GDPR training

Within first

6 weeks

Requirement to complete Online Prevent Training

Before the

end of the

probation

period

Requirement to complete the UCL Fire Safety eLearning

module.

Within first

3 months

Requirement to complete UCL e-learning module, Change

Possible: Be part of a sustainable UCL

Within first

5 months

Research different areas of UCL and what they do

Academic Units

Week 1

6.D Induction

Other

Training

Arrange other role specific training needs e.g. Arena (for

teaching staff) including various systems and list here

Week 1

Ensure all mandatory training has been completed

Final

meeting

Complete required probationary paperwork Final

meeting

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Line Manager to email completed form to hr-services@ucl.ac.uk to file on personal file on EDRM

7. End of

Probation

Probation meeting dates and outcomes should be logged via

Manager Self-Service.

Review(s)

and Final

Meeting

Ensure new objectives are set to commence UCL Appraisal

cycle

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Appendix C - Professional Teaching Qualifications

Teaching is a highly valued activity at UCL and probationary requirements are

designed in part to ensure that teaching meets the UK Professional Standards

Framework as defined by the Quality Assurance Agency (QAA) and Higher

Education Academy (HEA). In addition, data about the qualifications held by

academic staff are collected and submitted annually to the Higher Education

Statistics Agency (HESA). It is thus expected that all academic staff will undertake

appropriate professional development during their probationary period, with a view

to gaining formal professional recognition in relation to teaching in Higher

Education.

UCL requires all Lecturers, Teaching Fellows and Proleptic Fellows to follow a

programme which leads to recognition as a Fellow of the Higher Education

Academy (FHEA). This professional recognition may be achieved through UCL

Arena Two, delivered by the UCL Arena Centre for Research-based Education

(Arena Centre) in partnership with academics from across UCL. On successful

completion of UCL Arena Two, individuals are expected to apply for Fellowship of

the HEA.

These courses are offered free of charge to eligible UCL employees on the payroll.

Those eligible do not include Visiting Lecturers, those in honorary posts and

workers on ‘as and when’ contracts.

The UCL Arena Academic Practice Pathway is available for all probationary staff

who teach and/or support students’ learning. Full details of UCL Arena will be sent

to all relevant probationary staff on appointment or as soon as possible thereafter,

so that they are made aware of the options available. Individually tailored advice

can be requested at any time through contacting the Arena Centre at

arena.two@ucl.ac.uk. UCL Arena Two has two start dates per year, one in October

and one in January.

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Staff on probation who already have substantial experience of teaching in higher

education (a minimum of three years’ experience, full time equivalent) and who

have already engaged in appropriate professional development activity to support

that teaching, may be eligible to apply for HEA Fellowship directly through the UCL

Arena Open continuing professional development (CPD) scheme. Personal advice

will be provided: please contact arena.two@ucl.ac.uk .

If appropriate and with the authorisation of their Head of Department, an alternative

course in another HE institution may be undertaken. Eligible programmes will

typically lead to a full postgraduate certificate qualification focusing on higher or

professional education and/or be accredited by the HEA in line with Descriptor 2

of the UK Professional Standards Framework and so confer upon successful

candidates a Fellowship of the Higher Education Academy.

Individuals will be paid by their department at their normal hourly rate of pay for

the time required to attend the mandatory taught course sessions, outside their

usual working hours.

Teaching Fellows, Proleptic Fellows and Lecturers with a load less than a half-

course unit, or the postgraduate equivalent, are not required to undertake the UCL

Arena Two Academic Practice Pathway programme during their probationary

period. However if the individual elects to complete the Academic Practice

Pathway to gain a Fellowship of the HEA via either route, she/he will be paid for

the number of face-to-face sessions required to complete this award.

If a Teaching Fellow, Proleptic Fellow or Lecturer increases their teaching hours

to assume full responsibility for a half-course unit, or the postgraduate equivalent,

at any time during their probation, they will have to meet the requirements

described in 2 above. In such circumstances the probation period may be

extended to allow sufficient time for the requirements to be met.

If a probationary staff member already holds a Fellowship of the HEA or

Postgraduate Certificate in Higher Education (or equivalent) they may apply or

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exemption from UCL Arena and should email arena.two@ucl.ac.uk for further

information.

For additional information, please contact the UCL Arena Centre for Research-

based Education at arena.two@ucl.ac.uk.

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Appendix D – Setting Objectives

What is an objective?

The process of setting and agreeing objectives during the probationary period is

important to ensure that expectations are clear, fair and consistent. The new

employee should understand what is expected of them and the behaviours

required, as well as how this will be measured. Managers should be aware of the

employee’s personal circumstances and training needs, and consider these when

setting achievable objectives.

It is necessary to differentiate between goals and objectives.

Goals refer to aspirations, purpose and vision. They may be long-term and

may involve others’ actions, which are outside the individual’s direct sphere

of influence or control.

Objectives are potential attainments of the individual that can be

realistically achieved by them by following a certain number of steps. These

should be SMART.

Objectives should focus on identifiable outcomes – what will achievement of the

objective look like? They may relate to key performance indicators (KPIs) or

Service Level Agreements (SLAs).

Where should the objectives come from?

In probation, the principal objectives, including behavioural standards, will normally

be based on the core duties of the Job Description used to define the post for

appointment purposes. Additional objectives, based on changing needs or

personal (e.g. research or developmental) objectives may be agreed with the

employee.

UCLs’ Core Behaviours Framework should also be referred to in supporting an

individual’s personal and professional development. If the employee is in

professional services the UCL Ways of Working for professional services Steps to

Development (hyperlink) should be used to discuss objectives and development.

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Consideration of how equality and diversity matters can be promoted within the

role should also be embedded within the objectives..

SMART

Probationary objectives should be based on the SMART acronym:

S M A R T

Specific Measureable Achievable

(and agreed)

Relevant Time specific

What exactly needs to be done, with, or for whom?

Is it measurable and can the employee and manager measure it?

Can it be achieved in the timeframe set, with the resources available?

Is there support (managerially/ politically) for it to be done?

Will this objective lead to the end goal, i.e. confirmation of a good recruitment decision?

njkbbb

When will this be accomplished /completed?

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There is no single correct way to write a SMART objective, but it is helpful to think

through some of the following tips:

Specific: Be concrete. Use ‘action’ verbs.

Measureable: May be numeric or descriptive of quantity, quality or cost. How will

you demonstrate that the objective has been met?

Achievable: The objective should be appropriately limited in scope and within the

employee's control and sphere of influence (it is better to split big objectives into

sub-objectives for clarity, especially if there are different deadlines, targets or

measures).

Relevant: Measure outputs or results, not activities.

Time specific: Identify target dates, including interim milestones and plans to

monitor progress in line with the formal probationary meeting schedule.

The objectives should relate to the employee’s core duties, as the purpose of this

exercise is to be confident that the employee is capable of doing the job they have

been recruited to do. The SMART approach is a method for validating an objective

– it is not an objective itself!. If the employee is in professional services the UCL

Ways of Working for professional services should be referred to in discussing

objectives around how tasks should be approached and delivered from a

behavioural perspective

Examples of a SMART objective could include:

To check and process purchase orders, supplier invoices, expenses and

interdepartmental transfers (IDTs) using MyFinance on a weekly basis.

Ensure accuracy of invoices against orders raised and chase queries in a

timely manner to facilitate 30 day supplier payment deadlines.

To design and deliver quarterly training courses on the European Computer

Driving License (ECDL), commencing in 6 months’ time. The course should

comprise of 7 modules and must be accredited and approved by the British

Computer Society.

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To write and submit a proposal for a grant bid on X topic, aligned to the

Faculty’s strategic plans for delivery against UCL’s Grand Challenge on

Global Health by 30 September.

Objectives should be kept under review. Where circumstances change (e.g.

revised departmental priorities) you should revisit the objective to see if it is still

relevant and achievable within the timescales. If it is not, it should be updated,

removed or replaced, as appropriate.

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Appendix E - Mentoring

Appointing the Mentor

All Proleptic Fellows and Lecturers new to teaching will be given a mentor

appointed by the Head of Department. Teaching Fellows should also be appointed

a mentor at their request. Black and Minority Ethnic (BME) staff may request a

mentor through B-MEntor (see section 22 below). The following Appendix primarily

summarises the academic mentoring scheme.

Mentors need to be appointed before, or soon after the new employee starts, so

that introductions can be made during the induction process and the

mentor/mentee relationship can quickly become established.

Who can be a Mentor?

The role of a mentor is that of confidant and critical friend, someone who can

provide encouragement and assist in the development of the probationer’s

professional expertise. The mentor should be someone from outside the

individual’s immediate work team, with whom they can share dilemmas, concerns

and issues.

A mentor/mentee partnership is more likely to be successful if the partners have

similar academic values and research/teaching interests. For this reason it is

usually helpful if Heads of Department consult both the individual and any

prospective mentor before reaching a decision on any pairing.

Experience has shown that the key factor for successful mentoring is the

commitment of the mentor to enhance the professional development of the

Research Fellow/Lecturer.

Anyone can be a mentor if they:

work at UCL;

are willing to engage and fulfil the responsibility of a mentor and maintain

their own continuous professional development (CPD);

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strive for excellence in teaching and are aware of recent developments

in learning and teaching;

are prepared to spend some time observing teaching sessions given by

the Research Fellow/Lecturer and to give formative feedback.

However the most successful mentors are often:

a member of staff relatively close in experience to the new employee, who

will recall ‘what it’s like to be new at UCL’

Or

a more senior and experienced member of staff with whom the Probationary

Lecturer or Research Fellow shares academic interests and who can

become a good role model.

The Head of Department will make the final decision over the choice of mentor and

will want to be sure that those who agree to become mentors understand and value

the role and are prepared to undertake it.

The Mentor/Mentee relationship

Mentoring is an informal, confidential and supportive process: the mentor does not

have a management role in relation to the probationer and should not therefore be

a Head of Department or appraiser.

The mentor/probationer relationship is intended to be a partnership that informs

and strengthens the probationer’s academic activities through joint evaluation and

discussion. The success of the relationship depends upon the commitment

brought to it by both partners. The ideal partnership establishes a trust and mutual

respect that encourages a free exchange of views and experiences, to the benefit

of both parties.

The ways in which the mentor/mentee relationship will function will vary according

to the individuals concerned and the kind of working relationship they build

together. At the beginning of the process the mentor and mentee should discuss

how and when discussions/meetings will be arranged, as a pattern of regular

29

meetings may be useful. However both parties may agree to an ad hoc

arrangement, to allow the mentee to initiate meetings whenever necessary, so any

queries or concerns they have in connection with their work or departmental

routines and procedures can be discussed as soon as they arise.

Mentors are not expected to know all the answers. They should aim to be a source

of support to the mentee, an access point for information about the department

and UCL and a channel for contact with others. In this way they can provide a

means of entry to a useful network of contacts and support for a new member of

staff.

Support for the Teaching Role

Mentors have a responsibility for helping probationers to develop their teaching

expertise in the discipline. This is an ongoing role throughout the probationary

period and one that can significantly influence the teaching aspirations and

standards of a newly appointed colleague.

One of the mentor’s key responsibilities is to observe probationers teach in various

student learning situations and give constructive and confidential feedback. The

probationer will need to advise the mentor of appropriate opportunities for this

purpose and to discuss how such observation can be managed as naturally and

unobtrusively as possible.

Support for the Research Role

Where staff are engaged in their own individual research, the ideal situation is for

the mentor to be sufficiently conversant with the field of study to advise on research

as well as teaching. However, in some situations the Head of Department may

need to appoint another member of the department specifically to take

responsibility for advising a probationer on research.

The most frequently voiced requests for advice and support for the research role

concern setting up a research project and help with grant applications. Less

30

experienced researchers may need help with writing papers, making

presentations, setting and achieving research targets and getting their work

published. It should also be noted that the Organisational Development team

normally provides courses dealing with most of these matters.

Support for Managing workload

Prioritising and planning work within the time available can be challenging for those

whose experience of managing the conflicting demands of teaching, research and

administration may be limited. In addition, some new employees will be keen to

become fully involved in the department and may accrue departmental

responsibilities very quickly. However the mentor can usually provide some helpful

advice on managing workload, where necessary.

Expected outcomes

The expected outcomes of a successful mentoring relationship for both parties are:

The new Lecturer or Research Fellow (Mentee)

is clear about her/his role in the team in the Department and at UCL

especially knowing how to manage time and activities for which they are

responsible (research and teaching including curriculum and assessment

design and review, delivery of courses and marking as appropriate)

has been stimulated and challenged in her/his own thinking and approaches

to their teaching, research and personal contribution to the Department

has understood how to make the most of opportunities to develop their

research within the context of the discipline / Department at UCL

has benefited from several Peer Observation of Teaching sessions and

received constructive feedback on her/his approach to their teaching

has received support with their work towards the completion of the Arena if

appropriate.

The Mentor

has clear evidence of an enabling responsibility within the Department,

showing the ability to develop and motivate colleagues

31

has developed new staff development skills (through facilitating research in

a less experienced member of staff, coaching them towards a greater

understanding of learning and teaching and helping them to identify

opportunities for knowledge transfer to the wider community)

had contributed to the leadership of the Department through the integration

of new staff within a successful research and teaching team

has added to the evidence of their own professional development, thus

contributing to their own career planning

Other routes to mentoring

There are some places available each year for B-MEntor, the cross-institutional

mentoring scheme for Black and Minority Ethnic (BME) academics and

researchers. For further details and how to apply, go to

http://www.ucl.ac.uk/hr/equalities/race/BMEntor.php.

32

Appendix F - Probationary Review Meetings & Forms It is expected that Line Managers will hold regular one-to-one meetings with all

new employees, to provide information, support them in their new role, set

standards, provide feedback on performance and progress and to address any

concerns from the employee. These meetings should be held as frequently as

deemed necessary but no less than once a month. Problems should not be left to

a probationary review meeting but raised in a one-to-one meeting as they arise.

During the probationary period, 3 or 4 review meetings will also be held at the

following intervals:

First meeting: At the end of the first month of employment.

Second meeting: At the mid-point of the probationary period (month

3/4/6/12/18).or, for Inexperienced Lecturers, during the 12th month of the

probationary period.

Third Meeting (Inexperienced Lecturers only): End of second year

Final meeting: At least 4 weeks before the date on which the probationary

period ends

A review meeting may be held sooner if the employee’s performance or conduct is

falling substantially short of the required standard. If this is proposed for

underperformance, it would be necessary to show that the employee had been

provided with appropriate support and could not reasonably be expected to

improve by the scheduled date of the meeting. Advice on this decision should be

sought by the manager from their HR Business Partner.

After each meeting the relevant review form must be completed and the

probationer will be invited to add their own comments and to sign the form. A copy

of the completed form will be provided to the probationer for their own records.

A copy of the completed form should also be sent to the HR Business Partner if

the Manager’s overall assessment is that progress is not satisfactory

The purpose of the review meetings is as follows.

33

First meeting

Within the first month of employment, the employee will have received an initial

introduction to UCL, their department, team and role.

This meeting should be used to check everything is going well and whether the

Induction Checklist has been completed.

Any training or development requirements identified by the manager or employee

should be discussed and if necessary an action plan agreed.

The manager should check that the employee is aware of all compulsory training

and that arrangements are made for the completion of this.

If not already in place, objectives for the probationary period must be set and

noted.

Second and Third Meeting

This is an opportunity to review the employee’s progress to-date and to discuss:

Progress made through the induction programme.

The standards, objectives or behaviours required for the post. Please refer

to the UCL Ways of Working for professional services for employees in

professional services.

Any training/development opportunities undertaken, or still required.

Any issues or concerns.

Whether the employee is on track to meet their objectives and successfully

complete their probation.

If a manager is concerned that an employee is failing to meet a required standard

in any way, they must raise these concerns at this meeting so the issue can be

discussed. If a concern is not resolved, and is still considered significant, the

manager must put it in writing after the end of the meeting.

If a standard or objective is not being met, the manager should ensure

expectations are clearly restated, allow training and support to be put in place and

afford sufficient time to improve. One-to-one meetings should be used within this

timescale to assess improvement.

34

Final meeting

This will normally be held at least 4 weeks before the end of the probationary

period.

The employee’s progress during the probationary period will be discussed and the

employee will be informed that:

They have successfully completed their probationary period, or

Their probationary period is being extended; the reasons why, the length of the

extension, any support/training to be provided and any improvements that are

required, or

They have not satisfactorily completed their probationary period and their

employment will be ended, following the required period of notice.

As one outcome may be non-completion of probation, employees will be entitled

to be accompanied to the final meeting by a workplace colleague or trade union

representative if they wish.

On successful completion of probationary period, the manager will complete the

end of probation form and forward to HR Services so that the employee’s record can

be updated and a letter sent to the individual, and copied to the manager,

confirming them in post.

When a probationary period is being extended, the detail as discussed in the

meeting will be confirmed in writing to the individual by the line manager, including

the new probationary end date, within 10 working days.

HR Services must also be notified to extend the end-date for probation.

Forms Form 1 - Record of First Probationary Review Meeting

Form 2 - Record of Second Probationary Review Meeting

Form 3-Record of Third Probationary Review Meeting (for inexperienced Lecturers

only)

Form 4 - Record of Final Probationary Review Meeting

35

Appendix G - Extension of probationary period A probationary period may be extended in the following circumstances:

The probationary period has not already ended

The manager has concerns about an employee’s performance or behaviour

but there is a strong expectation that, with more time and support, problems

that have been identified can be overcome

If an ad hoc panel from the Academic Board is required but can’t be

arranged within the existing probationary period

The employee has not completed all mandatory training

The employee has had a significant amount of time away from work (for

example, on sick leave or maternity etc. leave) and has therefore been

unable to demonstrate competence in certain areas

The employee has moved to a different role during their probationary

period, which is very different, or in a different department

Following an appeal against dismissal on the grounds of unsatisfactory

completion of probationary period, the sanction of dismissal is reduced to

give the employee further time to achieve the required level of performance

The decision to extend an employee’s probationary period may only be taken

providing the following have been met:

Throughout the probationary process, the new employee must be given the

support, and any training necessary, to become an effective member of

staff.

If, at any time during the probationary period, an employee’s performance,

conduct or attendance is deemed to be unsatisfactory, or they are not on

track to complete any mandatory training or a required qualification, a

prompt meeting must be held with them to discuss this,

It is expected that further regular meetings will be held to monitor progress

towards realistic targets and if necessary, individuals will be offered training,

coaching and/or supervision to address problem areas.

Concerns must have been discussed with the employee and appropriate

support put in place, prior to the point at which they are informed their

probationary period is being extended.

36

The HR Business Partner should be contacted to discuss the extension of a

probationary period and will need to ensure the new probationary end date is

recorded by HR Services

Only one extension to the probationary period will be permitted and this will be for

no longer than 6 months. The six months may commence from the date the

employee returns to work, where it relates to a long-term absence (e.g. if they were

on up to 12 months maternity leave).

When a probationary period is extended, the employee must receive written

notification of this from their line manager. Managers should contact their HR

Business Partner to discuss the notification before it is sent. The notification will

advise the employee of the improvements required, standards to be met and/or

training which must be completed, along with the timescale. It will also advise that

failure to meet these will result in the non-completion of probationary period and

therefore termination of employment.

A final probationary review meeting will be held prior to the end of the extension,

where it will be decided whether to confirm the member of staff in post or end their

employment with UCL.

37

Appendix H - Ending a probationary period and the Appeal process Throughout the probationary process, the new employee must be given the

support and training required to become an effective member of staff.

If, at any time during the probationary period, an employee’s performance, or

attendance is deemed to be unsatisfactory, or they are not on track to complete

any mandatory training or a required qualification, a prompt meeting must be held

with them to discuss this.

It is expected that further regular meetings will be held to monitor progress towards

realistic targets and if necessary individuals are offered training, coaching and/or

supervision to address problem areas.

It is expected that proactive management in this way will enable the necessary

improvements to be made within the required timeframe. However, where it

becomes clear that no further training or support would allow the employee to

reach the required standards, employment may be ended.

Employment may also be ended where there has been misconduct.

Employment may also be ended where the employee has failed to complete any

mandatory training, despite support being given to enable them to do so.

If, during the course of an employee’s probationary period, it is suspected or

established that the individual provided inaccurate or misleading information

during the recruitment process, this may be considered a sufficient reason to end

their employment.

Before any decision is taken, the employee will be invited to a hearing to discuss

their continuing employment. This meeting will be chaired by a manager who has

not been involved in the process at an earlier stage. This will normally be the Head

of Department or their nominee, or an appropriate equivalent senior manager if the

Head of Department is the line manager. The employee will be entitled to be

accompanied by a workplace colleague or trade union representative if they wish

and will be given a full opportunity to state their case. HR must be notified and will

attend the hearing to give advice and ensure due process is followed. The line

38

manager will detail the process that has been followed and the employee’s

progress. The employee and/or their representative will be entitled to respond. The

outcome of the meeting will be decided by the Chair who will write to the employee

within ten working days.

For Academic Staff, where the Academic manager is considering termination, the

hearing will be conducted by an ad hoc panel from the Academic Board,

comprising a Dean/Vice Dean (who is the Chair) plus two members of the

Committee, normally one professorial and one non-professorial. All review forms

should be made available to the panel which will then be expected to meet the

probationer and the Head of Department prior to making a decision on the case.

When the decision is taken to end employment, the required period of notice will

be given. If the manager decides it unnecessary for the employee to work through

some or all of the notice period, pay in lieu may be offered instead.

Notice periods

During the probationary period, the following notice periods will apply:

Job Role Notice from

employee to UCL

Notice from UCL

to employee

Professional Services Staff,

Grades 1-6

2 weeks 2 weeks

Professional Services Staff,

Grades 7-10

4 weeks 4 weeks

Researchers (including Marie

Curie Trainees)

4 weeks 4 weeks

Teaching Fellows (including

Clinical TFs)

4 weeks 4 weeks

Academic Staff (including Clinical

academics): Lecturer, Associate

Professor, Professor

12 weeks 12 weeks

39

If an incident during the probationary period is so serious that it is considered to

potentially be gross misconduct, this may lead to summary dismissal without

notice. In such circumstances advice must be sought from HR and a hearing

convened.

Appeals

An employee has the right to appeal against dismissal on the grounds that they

have not completed their probationary period satisfactorily, including for one or

more of the following reasons:

The procedure - a failure to follow procedure had a material effect on the

decision

The decision - the evidence did not support the conclusion reached

The penalty - was too severe given the circumstances of the case

An employee wishing to appeal should submit notice in writing, to their Dean or

Head of Professional Service Division and copied to the Director, HR Advisory

Services.

The employee must be specific about the grounds of appeal as these will form the

agenda for the hearing.

An appeal must be submitted within 5 working days of the employee’s receipt of

the formal letter confirming that they are to be dismissed for failing to complete

satisfactorily their probationary period. The decision to dismiss the employee will

be unchanged unless and until it is modified as a result of the appeal.

Arrangements will be made for appeals to be heard as soon as reasonably

practicable.

The employee will be notified as soon as possible of the time, date and place of

the appeal hearing with a minimum of 10 working days’ notice. The employee will

be advised that they may be accompanied by a workplace colleague or Trade

Union representative.

Appeals will be heard by a senior manager who has not previously been involved.

40

In the case of Academic Staff, an appeal panel will be convened, consisting of one

of UCL’s Deans as chair, a Head of Department (preferably in a kindred subject),

plus one of the non-professorial representatives on the Academic Board.

A member of the HR Advisory Services Team will provide professional HR advice

to the hearing and HR will provide a note taker if necessary.

The possible outcomes of the Appeal are:

The appeal is not upheld and the decision to dismiss the employee stands.

The Appeal Panel consider dismissal to be inappropriate, and the

employee’s probationary period is extended (see Appendix G). If this

occurs, the employee shall be paid in full for the period from the date of

dismissal (if there has been any gap between the effective date of

termination and the date of the appeal hearing). Under such circumstances,

continuity of service will be maintained.

The appeal is upheld and the decision to dismiss the employee will be

cancelled. If this occurs, the employee shall be paid in full for the period

from the date of dismissal (if there has been any gap between the effective

date of termination and the date of the appeal hearing). Under such

circumstances, continuity of service will be maintained.

The result of the appeal will normally be notified to the employee orally within one

working day and in writing within 10 working days of the hearing.

The decision of the Appeal hearing is final.

41

Record of First Probationary Review Meeting

Confidential

Name of probationer

Department

Name of manager

Head of Department (if relevant)

Employee start date

Date of meeting

This form should be completed following the first review meeting, held at the end

of the first month of employment, and discussed with the probationer before both

parties sign it.

The probationer must be given a copy for her/his own records.

Line Manager comments Standards

discussed?

Induction (refer to checklist)

Mentor allocated (if applicable)

Yes/No

Name:

42

Is probationer aware of their mandatory training requirements

(delete as appropriate) and how to book themselves onto

courses?

UCL e-learning module ‘Diversity in the workplace’

Online Unconscious Bias training

UCL Safety Induction

Information Security training

Freedom of Information (FOI)

UCL GDPR training

UCL e-learning module ‘Green Awareness UCL

UCL e-learning ‘Introduction to Research Supervision’ (if

applicable)

Developing as a UCL Supervisor (if applicable)

UCL Arena Two (if applicable)

Recruitment training (if applicable)

Please note appointment will not be confirmed unless all

mandatory training has been completed

Yes / No

Behavioural standards required for the role (specify below) Yes / No

Relationship with manager(s), colleagues and students (where

applicable)

Yes / No

Attendance, punctuality and overall conduct Yes / No

Objectives for the probationary period (specify below) Yes / No

43

Any training/development requirements identified

Any training/development requirements identified

Support/training that will be provided to support the probationer in improving their

performance:

Manager’s overall assessment: Progress satisfactory / Progress not

satisfactory (delete as appropriate)

Probationer’s comments:

Manager’s signature

Date

Probationer’s signature

Date

Head of Department’s signature

Date

Please provide a copy of this completed form to the probationer and keep the

original in the department.

44

Record of Second Probationary Review Meeting

Confidential

This form should be completed following the second review meeting, held at the

mid-point of the probationary period (month 3/4/6/12/18 as appropriate) or, for

Inexperienced Lecturers, during the 12th month of the probationary period and

discussed with the probationer before both parties sign it.

Where performance is unsatisfactory please indicate the areas for improvement,

as discussed, and any training/development needs.

The probationer must be given a copy for her/his own records.

Line Manager comments Standards on-

track for

successful

probation?

Induction (refer to checklist)

Yes/No

Name of probationer

Department

Name of manager

Head of Department (if relevant)

Employee start date

Date of meeting

45

Mandatory training (delete as appropriate):

UCL e-learning module ‘Diversity in the workplace’

Online Unconscious Bias training

UCL Safety Induction

Information Security training

Freedom of Information (FOI)

UCL GDPR training

UCL e-learning module ‘Green Awareness UCL

UCL e-learning ‘Introduction to Research Supervision’ (if

applicable)

Developing as a UCL Supervisor (if applicable)

UCL Arena Two (if applicable)

Recruitment training (if applicable)

Please note appointment will not be confirmed unless all

mandatory training has been completed

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Behavioural standards required for the role (specify below) Yes / No

Relationship with manager(s), colleagues and students (where

applicable)

Yes / No

Attendance, punctuality and overall conduct Yes / No

Is the probationer on-track to meet their objectives? Yes / No

46

Any training/development opportunities undertaken

Any training/development still required

Any areas in which improved performance is required

Support/training that will be provided to support the probationer in improving their

performance:

Manager’s overall assessment: Progress satisfactory / Progress not

satisfactory (delete as appropriate)

Probationer’s comments:

Manager’s signature

Date

Probationer’s signature

Date

Head of Department’s signature

Date

Please provide a copy of this completed form to the probationer and keep the

original in the department.

47

Record of Third Probationary Review Meeting (Inexperienced Lecturers

only)

Confidential

This form should be completed (for Inexperienced Lecturers only) following the

third review meeting, held at the end of the second year, and discussed with the

probationer before both parties sign it.

Where performance is unsatisfactory please indicate the areas for improvement,

as discussed, and any training/development needs.

The probationer must be given a copy for her/his own records.

Line Manager comments Standards on-

track for

successful

probation?

Induction (refer to checklist)

Yes/No

Name of probationer

Department

Name of manager

Head of Department (if relevant)

Employee start date

Date of meeting

48

Mandatory training (delete as appropriate):

UCL e-learning module ‘Diversity in the workplace’

Online Unconscious Bias training

UCL Safety Induction

Information Security training

Freedom of Information (FOI)

UCL GDPR training

UCL e-learning module ‘Green Awareness UCL

UCL e-learning ‘Introduction to Research Supervision’

(if applicable)

Developing as a UCL Supervisor (if applicable)

UCL Arena Two (if applicable)

Recruitment training (if applicable)

Please note appointment will not be confirmed unless all

mandatory training has been completed

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Behavioural standards required for the role (specify below) Yes / No

Relationship with manager(s), colleagues and students (where

applicable)

Yes / No

Attendance, punctuality and overall conduct Yes / No

Is the probationer on-track to meet their objectives? Yes / No

49

Any training/development opportunities undertaken

Any training/development still required

Any areas in which improved performance is required

Support/training that will be provided to support the probationer in improving their

performance:

Manager’s overall assessment: Progress satisfactory / Progress not satisfactory

(delete as appropriate)

Probationer’s comments:

Manager’s signature

Date

Probationer’s signature

Date

Head of Department’s signature

signature

Date

Please provide a copy of this completed form to the probationer and keep the

original in the department.

50

Record of Final Probationary Review Meeting

Confidential

Name of probationer

Department

Name of manager

Head of department (if relevant)

Anyone else present

Employee start date

Date of meeting

This form should be completed following the final review meeting, held before the

end of the probationary period and discussed with the probationer before both

parties sign it.

Where performance has been unsatisfactory and the outcome is likely to be non-

completion of probation, the individual must be advised that they are entitled to

bring a workplace colleague or trade union representative with them to the

meeting. The manager should contact their HR Business Partner in advance of

this meeting for further advice and guidance.

The probationer must be given a copy for her/his own records.

Line Manager comments Standards on-

track for

successful

probation?

Induction (refer to checklist)

Yes/No

51

Mandatory training (delete as appropriate):

UCL e-learning module ‘Diversity in the workplace’

Online Unconscious Bias training

UCL Safety Induction

Information Security training

Freedom of Information (FOI)

UCL GDPR training

UCL e-learning module ‘Green Awareness UCL

UCL e-learning ‘Introduction to Research Supervision’ (if

applicable)

Developing as a UCL Supervisor (if applicable)

UCL Arena Two (if applicable)

Recruitment training (if applicable)

Please note appointment will not be confirmed unless all

mandatory training has been completed

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Yes / No

Behavioural standards required for the role (specify below) Yes / No

Relationship with manager(s), colleagues and students (where

applicable)

Yes / No

Attendance, punctuality and overall conduct Yes / No

Has the probationer met their objectives? Yes / No

52

Any training/development opportunities undertaken

Manager’s overall assessment (tick one box only):

1. Probation completed satisfactorily 󠇎

2. Probation period to be extended 󠇎

3. Probation not completed and employment ended 󠇎

1. Probation completed satisfactorily

Please pass this form to the probationer so they may add any comments and then

ensure it is signed by all parties.

A copy of the completed form must be provided to the probationer and to HR

Services, so a formal probation completion letter can be sent out.

53

2. Probation period to be extended

Probation is to be extended by ________months, until ___________________.

Reasons for the extension

Areas in which improved performance is required:

Support/training that will be provided to support the probationer in improving their

performance:

Please pass this form to the probationer so they may add any comments and then

ensure it is signed by all parties. A copy of the completed form must be provided

to the probationer within 10 working days and to the HR Services, so the

probationary end date can be updated.

54

3. Probation not completed and employment ended

Summary of discussion:

A minimum of 2/4/12 weeks’ notice (delete as appropriate) has been given and

probation will end on _________________ .

An employee, whose employment ends due to non-completion of probationary

period, has the right of appeal against this decision. They must be informed of the

appeals process which can be found within Appendix H.

A copy of the completed form must be provided to the probationer and to the HR

Services and a leaver form completed on MyHR Department Transaction.

Probationer’s comments:

55

Manager’s signature

Date

Probationer’s signature

Date

Head of Department’s signature

signature

Date

Please provide a copy of this completed form to the probationer and to HR

Services and keep the original in the department.