New Leaders & Managers Key HR Processes

Overview

Human Resources Division

Respect for Others Recruitment and Selection Induction Managing the Probation Process Managing the PRDP (Appraisal) Process Managing Sickness Absence

Contents

Respect for others

Important to provide a welcoming, safe and motivating environment, where all contributions are equally valued. Imperial pledge – to take action to eliminate all forms of discrimination, harassment, bullying and victimisation. You can do this by:

• Being aware of inappropriate behaviour and alert to its consequences.• Leading by example and ensuring your own behaviour does not cause• offense or misunderstanding.• Standing up to inappropriate behaviour where possible.• Striving to maintain an environment free from harassment and bullying.• Treating all complaints of harassment and bullying seriously, seeking• advice where appropriate and taking action.• Ensuring you keep up to date with legislation and attend relevant

training.

Respect for others

Recruitment and Selection

1 •Determine the need to recruit

2 •Create Job Description & Person Specification

3 •Advertise

4 •Shortlist

5 •Select

6 • Appoint & Induct

The Recruitment Process

You... • Are the decision maker at each stage • Should familiarise yourself with the relevant • legislation to ensure that the process is fair and

legal• Should understand how the process is managed • within your department and identify who handles

each part of the process • Are responsible and accountable for carrying out

each recruitment exercise correctly

Your responsibilitiies

Pre Recruitment You or your Recruitment Administrator should send completed

Job Description, Person Specification, Advert & Request to Recruit and Advertise form to HR. If the job is new or has been amended it will need to go

through the Job Evaluation process to determine the grade prior to advertisement.

Advertising HR will place the advert:

On the College’s Employment website (mandatory) In any external media as requested. Options include: Job Centre Plus*, Jobs.ac.uk, NHS Jobs, other publications e.g. the Guardian, BMJ, etc *Where there is a possibility that a non-EEA candidate might be recruited to the job, the position should be advertised for a minimum of 4 weeks on Job Centre Plus + one other publication.

Recruitment and Selection - Key Points

Applications • Candidates apply through the College’s online recruitment

system. Shortlisting • Your Recruitment Administrator will forward submitted

applications and a shortlisting record form to you/the shortlisting panel.

• Assess all applications against person spec, noting reasons for selection/non selection on shortlisting form and forward to Recruitment Administrator to invite to interview or reject.

Disabled candidates who meet the essential criteria must be shortlisted for interview. EEA candidates who meet the essential criteria must be shortlisted in

preference to non-EEA candidates even if the non-EEA candidate achieves a higher score.

Recruitment and Selection - Key Points

Interviewing/Selecting • Assess candidates interviews and selection tests against

person spec and note responses on interview record form. • Where both a non-EEA candidate and EEA candidate are

appointable, you must appoint the EEA candidate, even if they scored less.

• Forward interview record form to your Recruitment Administrator advising whether candidates are successful or to be rejected.

Recruitment and Selection - Key Points

Appointing a Candidate• Once the successful candidate has been identified,

forward a completed Contract Request form to HR. • All shortlisting and interview assessment forms should be

retained for 6 months. If the successful candidate is from outside the EEA the forms must be returned to HR.

• HR will arrange for a contract of employment to be dispatched to the successful candidate.

• Offers of employment are subject to satisfactory references (covering the last 3 years), evidence of right to work in the UK and, if necessary, a CRB check.

• If the successful candidate is a non-EEA national, they are likely to require a Tier 2 Certificate of Sponsorship (CoS) from HR before they can apply for a work visa. This normally has to be issued within 6 months of the role being advertised.

Recruitment and Selection - Key Points

Induction

A well-planned and executed induction should:

Make new members of staff feel welcome

Provide an introduction to the College

Give an insight into other people’s jobs

Provide essential background information to assist new members of staff with their own work

Clarify job expectations and initial objectives

Induction

Contact the new member of staff to confirm the start date and time, and where and to whom they should report on the first day.

Ensure you are available on the new member of staff’s first day and book time out to dedicate to them.

Prepare an Induction Pack.

Arrange a working area with appropriate equipment.

If appropriate, identify an induction mentor/buddy to help them through their first weeks at Imperial.

Before they start

Meet with the new member of staff.

Go through the Induction Pack.

Ensure the first day activities on the Induction Programme are completed.

Confirm the major components of the job. Complete the Day 1 Safety Induction Checklist. Introduce them to their induction buddy/mentor (if one has been

assigned), immediate work colleagues and other key contacts. Collect ID card from Security. Deliver HR & Payroll forms. Ensure that they have registered for network/email access.

Refer them to the New Staff web pages

On their first day

Managing the Probation Process

What is the purpose of a probation period?

To evaluate the performance of new staff To ensure the probationer is the right person for the post and possesses the skills and competencies to do the job to the required standard

Formal reviews are required during the period relevant to the length of probation

How long does the probation period last?

Non Clinical Lecturer – 3 years* Non Clinical Senior Lecturer – 6 months* Clinical Lecturer – 1 year* Clinical Senior Lecturers – 5 years* All other staff – 6 months

* These groups of staff do not have a probationary period but are subject to a formal Training and Development Review Period

Managing probations

Make the requirements of the job clear

Identify any training and development requirements of the new role

Ensure that the member of staff has appropriate support and training for the new job

Ensure regular meetings are held to: • Discuss performance and give feedback, advice and

guidance on progress • Identify any problems and ways to resolve these • Record and agree any actions from these meetings so

that actions to address the problems are clear.

Your responsibilities

Applies to all staff other than those Academic staff who are subject to a Training and Development Review Period.

Using the Mid and Final Probation Review form, you should discuss the probationer’s performance using the questions on the form to guide your discussion.

Give the probationer feedback on their performance, and advice and guidance on how to progress in their role.

If there are any issues with the probationer’s performance these need to be raised at the meeting, and an agreed course of action to address the issues put in place.

Return the completed form to your HR representative. If you have any concerns regarding the probationer’s performance at any point within the probation period, please contact your HR representative immediately.

* If there are issues with the probationer’s performance, these should ideally have been raised in previousinformal meetings.

Mid probation review

Applies to all staff other than those Academic staff who are subject to a Training and Development Review Period.

Similarly to the mid probation, you should use the Mid and Final Probation Review form to guide your discussions with the probationer.

If previous concerns have been raised you should discuss the probationer’s performance on these tasks and whether they have achieved the expected level of performance.

If they have not met the expected level of performance you should contact your HR representative immediately to discuss.

If the probationer has attained a satisfactory level of performance you should confirm the end of probation date with them and return the completed form to HR. If no form is received, HR will automatically confirm the individual’s probation.

Final probation review

Managing the PRDP(Appraisal process)

Performance Review and Development Plan

Personal Review and Development Plan = Appraisal Designed to help develop staff and assist in improving the performance of the College through their contribution. Aims to improve staff motivation, attitude and behaviour and will assist in fostering a positive relationship between you and your member of staff. PRDPs are designed to be meaningful – not a form filling exercise!

The PRDP meeting should ideally be a two way discussion with the aim of:

Reviewing performance against the objectives set for the role through recognising achievements and discussing improvements through constructive feedback. Planning and agreeing key objectives for the next period through identifying any actions that could be taken to make the Department/Division/Faculty more effective. Identifying training and development needs that will add to current skills.

What is a PRDP?

The full PRDP process is described on the HR web pages

Ask the individual to complete their part of the PRDP form

Review the objectives and responsibilities from the previous period

Gather any information you may need to support your feedback

Consider objectives and training and development needs for the following period

Agree next review date – within 12 months

PRDP deadline for all staff is December, or as agreed locally by the Department/Division/Faculty

PRDP - Key Points

Managing SicknessAbsence

Why manage sickness absence?

Absence comes at a significant cost to the College, in terms of providing sick pay, additional cover, lower productivity and additional pressure/stress other team members required to pick up the work.

Majority of absence is genuine and due to ill health, however it can also be an indication of dissatisfaction with the job and low motivation.

Providing support to individuals at an early stage can result in an earlier return to work date and prevention of reoccurrence in the future

Managing sickness absence

Staff are required to notify their manager as soon as possible on the first day of absence.

You should agree with the individual how you are going to keep in touch so they keep you informed of the progress of the illness and their likely date of return.

On their return to work you should conduct a return to work meeting with them and log their sickness absence in Teamseer.If their absence exceeds seven calendar days they must send a medical fit note to you as soon as possible.

Your member of staff will need to send a medical fit note (if necessary) to HR.

Notification and Certification

Contact HR (Via the Staff hub) if you would like more in-depth training on any of the elements contained within this presentation.

View our New Leaders and Managers at Imperial web pages

View Learning Development Centre's full listing of courses and development opportunities

Further Information