HRTD003 Corporate and Local Induction Policy

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Corporate and Local Induction PolicyVersion 4April 2011[Type text] [Type text] 21]

CORPORATE AND LOCAL INDUCTION POLICY

Documentation Control

Reference HR/T&D/003

Approving Body Trust Board

Date Approved 7 April 2011

Implementation date 7 April 2011

Version 4

Supersedes NUH version 3.1 (June 2010, appendix Brevised October 2010)

Consultation undertaken Human Resource Management TeamLearning and Education Committee

Trainers Forum

Medical Mandatory Lead

NHSLA Policy Authors

Staff Side NUH

Trust Health and Safety Committee

Directorate Mandatory Training LeadsStatutory and Mandatory Topic Leads

Corporate Induction Topic Leads

Staff Side Policy Sub Group

Directors Group

We Are Here For You Steering Group

Date of Completion of Equality

Impact Assessment

January 2011

Date of Completion of We AreHere for You Assessment

January 2011

Date of Environmental ImpactAssessment (if applicable)

January 2011

Target audience All managers and staff

Supporting Documents &Procedure

Statutory and Mandatory Training policy

Personal Development Review policy

Medical Appraisal to Support Revalidation


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2Corporate and Local Induction PolicyVersion 4April 2011

policy

Secondment policy

Recruitment and Selection policy

Manual Handling Policy

Single Equality SchemeEqual Opportunities Policy

Major Incident Plan

Business Continuity Policy

Waiting List Management Policy

Fraud and Corruption Policy

Infection Prevention and Control Policy

Risk Management PolicyIncident Reporting and ManagementPolicy

Slips, Trips and Falls Policy

Safe Handling, Disposal and Reporting ofSharps and Blood Borne VirusesExposure Injuries Policy

Provision of Spiritual and Pastoral Care

PolicyReview Date April 2014

Lead Executive Director of Human Resources

Author/Lead Manager Paula Ward

Assistant Director of Learning andOrganisational Development

Julie McCarthy

Management Development Lead

Further Guidance/Information Human Resources Managers

Learning and Organisational Development


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CONTENTS

Paragraph Title Page

1 Introduction 4

2 Policy Statement 4

3 Equality and Diversity Statement 54 Equality Impact Assessment Statement 6

5 Environmental Impact Assessment Statement 6

6 We Are Here For You Mission Statement 6

7 Key Principles 6

8 Scope 7

9 Definitions 7

10 Management Mentoring 11

11 Induction and Training Support Buddy 12

12 Roles and Responsibilities 12

13 Failure to attend induction programmes 19

14 Evaluation of induction and training programmes 20

15 Dissatisfaction with the Application of this Policy 20

16 Training for Managers 2017 Monitoring and Evaluation 20

18 Useful Contacts 20

19 Advice 20

Appendix A Corporate Induction Administration Booking Process 21

Appendix B Induction Week Programme 22

Appendix C Temporary Staff Sign On Sheet 24

Appendix D Local Induction Guidance Leaflet 26

Appendix E Local Induction Checklist Document 28

Appendix F Local Induction Completion Questionnaire 32

Appendix G Management Mentoring: A Guide to Mentoring 33

Appendix H Management Mentoring: My Mentor and Me 41

Appendix I Managers Induction Programme 47

Appendix J Managers Induction Flow Chart 48


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Appendix K Reporting and Recording Arrangements 49

Appendix L Corporate Induction Programme Topic Request Form 50

Appendix M Equality Impact Assessment 51

Appendix N We are Here for You Policy Assessment 60

Appendix O Employee Record of Having Read the Policy 63

CORPORATE AND LOCAL INDUCTION POLICY

1. INTRODUCTION

1.1 Nottingham University Hospitals NHS Trust aims to provide the best

working environment for all employees and the safest treatment and carefor its patients, ensuring minimal risk in all the services (clinical and non clinical) it provides. In order to achieve this, on joining the Trust allemployees must attend Corporate Induction and their Local Induction,and where relevant a Professional Induction and a Managers Induction,to gain the knowledge and skills required to provide a safe and effectiveservice.

1.2 The Trust recognises that the ever changing healthcare environmentposes a number of challenges to the Trust in order to minimise theexposure to preventable risks. The Trust also recognises that employeesare our most valuable asset which have an impact, directly or indirectly,on patient care.

1.3 A well inducted and trained workforce enables organisational objectivesfor safety and high quality care to be achieved in a timely andprofessional manner.

2. POLICY STATEMENT

2.1 The Trust is committed to the provision of a comprehensive inductionprogramme that ensures all new employees (including new managers)receive appropriate information and development, and understand theTrusts vision and the We are here for you values and behaviours inorder to do their jobs to the highest possible standards and operatesafely.

2.2 The Trust requires that all new employees (temporary and permanent)receive an effective introduction to the Trust upon commencement of

employment without exception. This is a mandatory requirement.


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2.3 The policy sets out the Trusts arrangements for induction, namely:

Provide information related to Corporate, new Manager and LocalInduction topics that all employees must adhere to.

Set out the roles and responsibilities in respect of Corporate,

Professional, Managers and Local Induction procedures. Set out the arrangements for ensuring new employees attend

Corporate Induction, that all new managers attend the ManagersInduction, and relevant staff groups attend their ProfessionalInduction in line with their contractual obligation.

Set out the arrangements for recording, monitoring and reporting ofattendance at both the Corporate and the Managers Inductions.

Set out arrangements for following up those who fail to attend the

Corporate and Managers Induction.

Set out arrangements for completion and recording of the LocalInduction.

3. EQUALITY AND DIVERSITY STATEMENT

3.1 All patients, employees and members of the public should be treated fairlyand with respect, regardless of age, disability, gender, marital status,membership or non membership of a trade union, race, religion, domestic

circumstances, sexual orientation, ethnic or national origin, social &employment status, HIV status, or gender re assignment.

3.2 ALL TRUST POLICIES AND TRUST WIDE PROCEDURES MUSTCOMPLY WITH THE RELEVANT LEGISLATION (NON EXHAUSTIVELIST) WHERE APPLICABLE:

Equality Act 2010 Employment Relations Act (1999) Rehabilitation of Offenders Act (1974) Human Rights Act (1998) Trade Union and Labour Relations (Consolidation) Act 1999 Part Time Workers Prevention of Less Favourable Treatment

Regulations (2000) Fixed Term Employees Prevention of Less Favourable Treatment

Regulations (2001)


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4. EQUALITY IMPACT ASSESSMENT STATEMENT

4.1 NUH is committed to ensuring that none of its policies, procedures,services, projects or functions discriminate unlawfully. In order to

ensure this commitment all policies, procedures, services, projects orfunctions will undergo an Equality Impact Assessment.

4.2 A COPY OF THE EQUALITY IMPACT ASSESSMENT FOR THISPOLICY CAN BE FOUND IN APPENDIX M.

4.3 REVIEWS OF EQUALITY IMPACT ASSESSMENTS WILL BECONDUCTED IN LINE WITH THE REVIEW OF THE POLICY,PROCEDURE, SERVICE, PROJECT OR FUNCTION

5. ENVIRONMENTAL IMPACT ASSESSMENT STATEMENT

5.1 THE ENVIRONMENTAL IMPACT OF THIS POLICY HAS BEENCONSIDERED AND NO FURTHER ACTION IS REQUIRED AT THISTIME.

6. WE ARE HERE FOR YOU STANDARD MISSION STATEMENT6.1 This Trust is committed to providing the highest quality of care to our

patients, so we can pledge to them that We are here for you. This Trust

supports a patient centred culture of continuous improvement deliveredby our staff. The Trust established the Values and Behavioursprogramme to enable Nottingham University Hospitals to continue toimprove patient safety, outcomes and experiences. The set of twelveagreed values and behaviours explicitly describe to employees therequired way of working and behaving, both to patients and each other,which would enable patients to have clear expectations as to theirexperience of our services. The We are here for you ComplianceToolkit can be found on Appendix N.

7. KEY PRINCIPLES

7.1 Corporate Induction and Local Induction are mandatory, as are theManagers Induction (for band 8b and below) and the ProfessionalInduction e.g. Nursing and Midwifery for relevant staff groups. Theinductions must be completed at the commencement of employment,regardless of an individuals post, ability or patterns of work.

7.2 The requirement to complete induction is a priority over any other formsof training and is a mandatory obligation.


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7.3 Guidance relating to this policy informs employees of the minimumrequirements for Corporate , Local and Managers Inductions.

7.4 Changes to the Trusts induction requirements and subsequently to thispolicy must be made via the subject specialist lead using the Trusttemplate (Appendix L) and submitting it to the Learning and Education

Committee (LEC). LEC will be the approving committee. No subject canbe defined as necessary at Corporate Induction unless it has beenapproved via this process.

7.5 These requirements have been collated on the basis of externalassurance frameworks that feed into Trust policy documents for all topicsrelevant to induction. The requirements will be subject to change due tointernal and external developments and will be reviewed and re issuedtrust wide as necessary.

8. SCOPE

8.1. This policy applies to all employee groups, whether employed on Trustor national terms and conditions, working as volunteers, seconded to theTreatment Centre and those on fixed term and temporary contracts of 8weeks or more within the Trust. For temporary workers under 8 weeksthe line manager should complete the Temporary Staff Sign Off Sheet(Appendix C), local induction guidance for temporary workers, locums,volunteers and agency staff can be found on Appendix D.

9 DEFINITIONS

9.1.1 Employee

The term employee defines all full and part time staff paid by NottinghamUniversity Hospitals or other, including temporary staff, research staff,staff seconded to the Treatment Centre and those on fixed term ortemporary contracts.

9.1.2 Manager

The term manager defines all full and part time staff who manage peoplethat are paid by Nottingham University Hospitals.

9.2 Failure to attend

Failure to attend any of the relevant corporate and professionalinductions highlighted will be reported to the relevant line manager andcould be escalated to Director level by Learning and Organisational

Development (L&OD), should the employee fail to attend within threemonths of appointment, detailed in appendix A. The same process will


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apply to newly appointed managers of band 8b and below should theyfail to attend a managers induction within six months of appointment,detailed in appendix J.

3 Mandatory Why do we have it? Key Purpose Who is it for?

orporateduction

Yes The compulsory

corporate inductionprogramme isdesigned to ensurethat all newemployees to theTrust are providedwith essentialinformation andtraining, anexample can befound on appendix

B.

Informationprovided is anassurancerequirement as anintroduction toensuring the health,safety and welfareof all newemployees whilst atwork.

The key purpose of the

corporate inductionprogramme is:

Welcome newemployees to the Trust.Provide employeeswith essentialinformation that willenable them to startperforming safely andeffectively and identifywith their managerfurther trainingrequirements.Make them aware ofthe Trusts culture,vision, expected valuesand behaviours, equalityand diversity and Trustobjectives.Ensure the

requirements of riskmanagement areunderstood andcomplied with.Raise awareness ofcorporate and localpolicies and procedureswhich govern andregulate their work.Ensure that all basiclegislative training

requirements are fulfilledwithin the first threemonths of employmentto ensure safe,knowledgeable andeffective workingpractice across allDirectorates with newemployees being signposted to additionallevels of training they

may need to undertake

All new starters

contracted to work 8weeks or more,including medics.

Junior Doctors shouldNOT attend thecorporate Inductionbut should view theinduction disc issuedon appointment andcomplete the

mandatory onlinetest.Temporaryemployees workingless than 8 weeks,agency employees,locums, employees oninternaltransfers/promotions,and employees whohave left and arereturning within 6

months should NOTattend corporateinduction. These staffmust attend their localinduction with theirline manager toensure they receiveessential Trustinformation, includinghealth and safety, riskmanagement and fire

safety guidance. Seeappendix D for localinduction guidance fortemporary employeesand appendix C forthe TemporaryWorkers Sign Ondocument.

.


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depending on their role.Mandatory Why do we have it? Key Purpose Who is it for?

calduction

Yes The local workplaceinduction is amandatoryrequirement to

meet our NHSLAstandards andensures allemployees receiveconsistent andrelevant informationregarding therequirements oftheir role, andadditional statutory,mandatory training

relating to theirspecific area ofwork.

Managers shouldarrange to meet the newemployee andcommence local

induction when they firstattend their place ofwork.

At the Local Inductionthe manager identifiesall statutory andmandatory trainingrequirements relevant tothe new starters role toensure that it is booked

and attended inaccordance with therelevant policies andassociated timescales.

The local inductionprovides employees withessential informationthat will enable them toperform safely andeffectively.

The manager mustcomplete the LocalInduction checklist(Appendix E) during theinduction process andcomplete the LocalInduction CompletionQuestionnaire (AppendixF) to finalise theinduction in month 6

after appointment. Thisshould compliment andform part of the firstappraisal review,supporting developmentand training informationneeded for the TrainingNeeds Analysis.

All new starters including temporaryemployees workingmore than 8 weeks,

employees on internaltransfers/promotionsand employees whohave left and arereturning within 6months.

Temporary employeesworking less than 8weeks, agencyemployees, locums,and volunteers shouldcomplete theTemporary WorkersSign On LocalInduction DocumentAppendix C

Treatment Centre staffwill have a localinduction arranged

and performed by theTreatment Centreteam.

Mandatory Why do we have it? Key Purpose Who is it for?

anagers

duction

Yes This is mandatory

for all internal staffnew to a

The Managers Induction

is designed to supportmanagers in key people

All staff externally and

internally appointed toa management post of


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management roleand all newlyappointedmanagers fromoutside theorganisation at

band 8b and belowand should beattended within thefirst six months ofappointment toensure they fullyunderstand the keypolicies andprocedures relatingto managing withinNUH.Newly

appointedmanagers,internally promotedand externallyrecruited of band 8cand above canattend theManagers Inductioneither voluntarily orthroughrecommendation

from their manager.

management skills, toensure that theyunderstand the Trustsvalues, behaviours andstandards of effectivemanagement. The key

purpose of theManagers Inductionprogramme is to provideinformation on a numberof key topics, seeappendix I for details.

band 8b and below.Or by request for newmanagers of 8c andabove. AppointingOfficers shouldrequest a place

allocation on therecruitment checklistduring theappointment process.

Mandatory Why do we have it? Key Purpose Who is it for?

ofessionalduction

Yes foralldefinedareas

The Trust hasidentified that someprofessions e.g.nurses andmidwives, will needto define localrequirements for amandatory

professionalinductionincorporatingrelevant statutoryand mandatorytraining that arespecific to that staffgroup which doesnot affect other staffgroups.

Specialist employeesgroups need rolespecific local inductionand statutory andmandatory training inaddition to the corporateinduction requirementse.g. nurses and

midwives.These specialityinductions will be led bythe Clinical/ Specialisttraining lead within eacharea and will ensure thatall statutory andmandatory trainingrequirements areprovided to the relevant

employees prior tocommencement of their

Defined roles andareas requiringspecialist inductioninclude, nursing andmidwifery induction(Appendix B), JuniorDoctors, Clinicalspecialists, Allied

Health Professionals,NursingAuxiliaries/HCAs(Appendix B), andEstates and Facilities.

This list is notexhaustive, andspecialist groupinduction attendancewill be identified at

appointment anddelivered by the


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roles and within theassurance timeframe.

Clinical / SpecialistTutors for eachspecific group.

Junior Doctors shouldview the induction discissued on

appointment andcomplete themandatory online test.

9.4 Training Definitions

StatutoryTraining

Training for all staff that is underpinned by statute,including the induction.

The Management of Health and Safety at WorkRegulations 1999 and the Health and Safety at Work

Act 1974 cover fire safety, manual handling andbasic health and safety training

CorporateMandatoryTraining

Relates to training that the Trust has identified mustbe undertaken by all staff, underpinned by guidelinesand recommendations

Role RequiredMandatoryTraining

Relates to training that the trust has identified mustbe undertaken by specified groups of staff,underpinned by guidelines and recommendations

EssentialTraining

Relates to training that NUH requires its staff toundertake to meet the 2016 Vision however it is notnecessarily underpinned with any professionalguidelines, recommendations or statutoryrequirements.

OptionalTraining

Optional training is training that is pertinent to andwill support an individuals personal and career

aspirations by helping them to develop the skills andknowledge they need to enable career progression.If study leave or financial support is required fromthe Trust, the support must be agreed by the linemanager.

10 MANAGEMENT MENTORING

10.1 It is advised that all new managers joining the Trust seek a mentor tosupport them in their new role. Mentors are usually senior employees


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who can support managers by guiding their professional anddevelopmental decision making, based on experience. When choosinga mentor they should not be a direct report, and preferably situated in adifferent Directorate to allow the manager freedom to discussconfidential personal and developmental matters, with impartial

guidance. Appendix G provides a Guide to Mentoring.10.2 It is the responsibility of the manager to directly approach their potential

mentor to confirm their acceptance and mutually agree the terms of thedevelopmental relationship. Appendix H My Mentor and Me providesmore detailed guidance on how to select and get the best out of amentor relationship.

10.3 Mentoring also occurs within professions e.g. students, preceptorshipsfor newly registered staff and clinical supervision for registered and non

registered staff. These professional mentoring schemes will have theirown set of guidelines to support them, see appendices H and G for moredetails.

11. INDUCTION AND TRAINING SUPPORT BUDDY

11.1 THE TRUST RECOGNISES THAT NEW EMPLOYEES MAY NEEDASSISTANCE DURING THEIR INITIAL INDUCTION TRAINING ANDTHROUGHOUT THE FIRST THREE MONTHS OF COMPULSORYTRAINING. EMPLOYEES WITH A DISABILITY, SUCH AS VISUAL OR

AUDITORY IMPAIRMENT, OR LITERACY/NUMERACY LIMITATIONSMAY NEED SUPPORT IN MEETING THE REQUIREMENTS OF THETRAINING PROGRAMMES. ANY SUPPORT REQUIRED MUST BEHIGHLIGHTED AT THE EARLIEST OPPORTUNITY PRIOR TOAPPOINTMENT BY THE EMPLOYEE TO THEIR LINE MANAGER TOENSURE THAT ASSISTANCE CAN BE PROVIDED. THE LINEMANAGER WILL TAKE RESPONSIBILITY TO INFORM THE TOPICLEADS OR TRAINING PROVIDERS PRIOR TO THE NEW STARTERATTENDING THE EVENT SO THAT NECESSARY ARRANGEMENTS

CAN BE MADE.11.2 SHOULD ADDITIONAL SUPPORT BE REQUIRED, A VOLUNTEER

BUDDY (SUITABLE EMPLOYEE FROM THE DIRECTORATE) WILLBE ALLOCATED BY THE MANAGER TO ATTEND ANY INDUCTIONOR TRAINING PROGRAMME, ALONG WITH THE NEW EMPLOYEETO PROVIDE ANY SPECIAL REQUIREMENTS TO SUPPORT THENEW EMPLOYEES LEARNING NEEDS.

12. ROLES AND RESPONSIBILITIES


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12.1 Responsibility of the Trust Board

To ensure that the Trust complies with statutory and assuranceobligations.

To ensure the provision of suitable and sufficient training and instruction

on Corporate and Local Induction to ensure all employees can fulfil theirrole competently and safely.

12.2 RESPONSIBILITY OF DIRECTORS

To ensure the effective implementation and monitoring of this policythrough the activity reports as detailed on Appendix K the reportingschedule.

To ensure that managers are adequately resourced and have the abilityto identify the needs of their new employees.

TO FOLLOW UP ANY EMPLOYEES FAILURE TO ATTEND ANYPART OF THEIR INDUCTIONS WITHIN THE THREE MONTH TIMEFRAME(6 MONTHS FOR THE MANAGERS INDUCTION). DID NOTATTENDS (DNAS) WILL BE REPORTED AS DETAILED ONAPPENDIX K. DIRECTORS WILL BE HELD TO ACCOUNT SHOULDANY OF THEIR EMPLOYEES FAIL TO ATTEND, AS THIS WILL BECONSIDERED A SERIOUS RISK TO THE EMPLOYEE, ASSURANCECOMPLIANCE AND THE TRUST.

To ensure that Local Inductions are conducted at commencement ofemployment for all new employees and the completion of the LocalInduction Questionnaire (Appendix F) is completed at the first 6 monthappraisal review.

To ensure training providers and subject specialist leads are adequatelyresourced.

To ensure training providers and subject specialist leads have fullyembedded the We are here for you standards in training material andare regularly updating material through LEC to reflect organisational orprofessional changes to provide a consistent message with relevantinformation for new starters focussed on quality, safety and efficiency.

12.3 Responsibilities of Managers

12.3.1 RESPONSIBILITIES OF MANAGERS TO NEW STARTERS

ALL NEW EMPLOYEES MUST ATTEND CORPORATE INDUCTIONAS PER SCHEDULE ON 9.3, APPENDIX A. MANAGERS WILL BE

HELD ACCOUNTABLE SHOULD ANY NEW EMPLOYEE FAIL TO


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ATTEND WITHIN THE GIVEN THREE MONTH PERIOD FROM THEIRSTART DATE (SIX MONTHS FOR MANAGERS INDUCTION).

MANAGERS MUST ENSURE NEW EMPLOYEES ARE AVAILABLETO ATTEND CORPORATE INDUCTION, MANAGERS INDUCTION(AS APPLICABLE SEE 9.3) AND THE RELEVANT PROFESSIONAL

INDUCTION. MANAGERS MUST CONDUCT A LOCAL INDUCTION.PRIORITY MUST BE GIVEN TO INDUCTION TRAINING WHICH IS AMANDATORY REQUIREMENT WHICH MUST BE COMPLETED INFULL WITHIN THREE MONTHS OF COMMENCEMENT OFEMPLOYMENT. MANAGERS SHOULD TAKE INTOCONSIDERATION EMPLOYEES WITH PART TIME OR UNSOCIALHOURS. WHERE ANY INDUCTION SESSION IS PLANNED TO LASTA DAY, EMPLOYEES SHOULD TYPICALLY GO DIRECTLY TO THESESSION AND NOT BE EXPECTED TO REPORT FOR DUTY.

THE MANAGER SHOULD IDENTIFY AND COMMUNICATE TO NEWEMPLOYEES ALL THE CORPORATE, MANAGER, PROFESSIONALAND LOCAL INDUCTION DETAILS, EMPHASISING THEIROBLIGATION TO ATTEND ALL INDUCTIONS AND ASSOCIATEDMANDATORY TRAINING. MANAGERS MUST ENSURE THAT NEWEMPLOYEES ARE AWARE OF THEIR SPECIFIC TRAININGREQUIREMENTS FOR THEIR ROLE AND THE AVAILABILITY OFTHE PROGRAMMES.

MANAGERS MUST ENSURE THAT EMPLOYEES AREAPPROPRIATELY PREPARED FOR THEIR INDUCTION,. ACCOUNTSHOULD BE TAKEN TO PROVIDE ANY ADDITIONALSUPPORT/GUIDANCE THE EMPLOYEE MAY REQUIRE TO FULFILTHEIR TRAINING E.G. EMPLOYEES WITH DISABILITIES ORSPECIALIST NEEDS. THIS SHOULD BE NOTIFIED TO THETRAINING PROVIDER IN ADVANCE OF THE SESSION SEEDETAILS IN SECTION 11.

SHOULD AN EMPLOYEE FAIL TO ATTEND PLANNED INDUCTIONS

OR COMPULSORY TRAINING THE MANAGER MUST INVESTIGATEWHY AND ENSURE THEY ATTEND THE NEXT AVAILABLETRAINING WITHIN THREE MONTHS OF THEIR START DATE.DISCIPLINARY ACTION MAY BE TAKEN AGAINST THE EMPLOYEEFOR FAILURE TO ATTEND IN THE GIVEN TIMESCALE, SEEAPPENDIX A.

MANAGERS MUST ENSURE THAT LOCAL INDUCTION ISCONDUCTED AT COMMENCEMENT OF EMPLOYMENT AND THATLOCAL INDUCTION CHECKLIST ARE COMPLETE. A COPY OF THIS

COMPLETED FORM SHOULD BE GIVEN TO THE MANGERS


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MANAGER.AND ONE PLACED IN THE EMPLOYEES PERSONALFILE.

MANAGERS MUST ENSURE THEIR STAFF ARE AWARE OF THISPOLICY AND COMPLETE APPENDIX O.Managers must enforce this policy and manage any employees that do

not attend and complete the relevant corporate, managers and localinduction training in accordance with the appropriate employmentpolicies. Any manager who fails to comply with this policy will also bemanaged in accordance with the appropriate performance managementpolicies.

Newly appointed managers of band 8b and below must also attend theManagers Induction programme within six months of their appointment.See 9.3 (Appendix I, Appendix J).

12.3.2 RESPONSIBILITIES OF MANAGERS TO TRAINING PROVIDERS

PROVIDE TRAINERS WITH UP TO DATE TRAINING MATERIALWHERE NECESSARY TO SUPPORT CHANGES WITHIN THEIRDEPARTMENTS.

WITH SUPPORT FROM THE TRAINING PROVIDER OR SPECIALISTSUBJECT LEAD, MANAGERS ARE RESPONSIBLE FORSUPPORTING EMPLOYEES WHO FAIL ANY PART OF THE

INDUCTION PROCESS ASSESSED, ENSURING ANY GAPS INKNOWLEDGE ARE ADDRESSED.

TO IDENTIFY AND INFORM THE TRAINING PROVIDER IN ADVANCEOF THE EVENT OF ANY ADDITIONAL SUPPORT DELEGATES WILLNEED TO COMPLETE THE PROGRAMME.

12.3.3 RESPONSIBILITIES OF MANAGERS TO BOOK, REPORT ANDRECORD

ADHERE TO THE APPOINTMENT PROCEDURES FOR BOOKING

ANY INDUCTION TRAINING SEE APPENDIX A FOR GUIDE TO THEBOOKING PROCESS AND REFER TO RECRUITMENT ANDSELECTION POLICY REQUIREMENTS.

RECORD ATTENDANCE OF CORPORATE INDUCTION ANDMANDATORY TRAINING ON THE LOCAL INDUCTION CHECKLIST.THE MANAGERS MANAGER SHOULD RECEIVE A COPY OF THISAND ONE SHOULD BE STORED IN THE PERSONNEL FILE.

INFORM TRAINING PROVIDERS OR SUBJECT SPECIALIST LEADS

IF AN EMPLOYEE IS ABSENT ON BOOKED INDUCTION/TRAININGDAYS.


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ENSURE EVENTS WHICH ARE PLANNED BUT NOT ATTENDED BYTHE NEW STARTER ARE RE SCHEDULED WITHIN THE REQUIREDTIMEFRAMES.

12.4 Responsibilities of the Recruitment Team

To book new starters onto the next available relevant inductions as perthe instructions from the Appointing Officer.

Ensure the maximum numbers for induction events are not exceeded topreserve the quality of the experience.

Advise new starters in advance of the session of the correct date, timeand venue for their induction programmes.

Advise line managers/Appointing Officers when their new starter willattend induction programmes

12.5 Responsibilities of Employees

To be familiar with the policy.

To attend ALL Induction and Mandatory training in order to fully complywith contractual obligations. Failure to attend could result in disciplinaryaction being taken and the employee possibly placed on restricted duties

until they have met the standards required to be able to operate safelyand effectively.

Ensure that on attending the induction the new starter signs in and out toconfirm attendance in accordance with the guidelines issued.

AT LOCAL INDUCTION, ALL EMPLOYEES WILL IDENTIFY ANDAGREE WITH THEIR MANAGER THE MANDATORY TRAININGNEEDED FOR THEIR ROLE AND ATTEND ALL WITHOUTEXCEPTION.

DETAILS OF TRAINING ATTENDED SHOULD BE RECORDED BYTHE EMPLOYEE AND THEIR MANAGER AND REVIEWED AT THEIRLOCAL INDUCTION COMPLETION REVIEW , APPENDIX F, WHICHSHOULD BE CONDUCTED WITH THE FIRST FORMAL HALF

YEARLY APPRAISAL. THE MANAGER SHOULD KEEP A SUMMARYOF THIS INFORMATION ON THE LOCAL INDUCTION CHECKLISTAPPENDIX E FOR THE NEW STARTER AND PROVIDE DETAILS TOTHE DIRECTORATE OR MANDATORY TRAINING LEAD.

ALL EMPLOYEES ARE RESPONSIBLE FOR ARRIVINGPUNCTUALLY AND ATTENDING THE FULL DURATION OF ALL


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INDUCTION AND MANDATORY TRAINING PROGRAMMES.SHOULD UP TO 15% OF A SESSION HAVE BEEN COMPLETEDTHEN THE EMPLOYEE WILL BE TURNED AWAY AT THETRAINERS DISCRETION. LATE ARRIVAL OR EARLY DEPARTUREWILL BE RECORDED AS NON ATTENDANCE. THE EMPLOYEE

WILL THEN BE EXPECTED TO ATTEND THE NEXT AVAILABLEINDUCTION/TRAINING SESSION.

WHERE ANY INDUCTION OR MANDATORY TRAININGPROGRAMME FINISHES EARLY OR IS CANCELLED THEEMPLOYEE WILL BE EXPECTED TO RETURN TO WORK TOCOMPLETE THEIR CONTRACTED HOURS UNLESS EXPRESSLYTOLD NOT TO.

ALL EMPLOYEES MUST ENSURE THAT MANAGERS, TRAININGPROVIDERS AND SUBJECT SPECIALIST LEADS ARE MADE

AWARE OF ANY INDIVIDUAL ADDITIONAL REQUIREMENTS PRIORTO ATTENDING THE COURSE TO AID FULL PARTICIPATION INTHE PROGRAMME. SEE SECTION 11.

12.6 Responsibilities of Training Providers, Subject Specialists/Leadsand Mandatory Training Leads

CORPORATE, MANAGERS, PROFESSIONAL AND LOCAL

INDUCTION TRAINING IS PROVIDED BY A VARIETY OF TRAININGTEAMS WITHIN THE TRUST. WITH THE GUIDANCE AND SUPPORTOF THE LEARNING & ORGANISATIONAL DEVELOPMENTDEPARTMENT, TRAINING PROVIDERS AND SPECIALISTS/ LEADSARE RESPONSIBLE FOR THE FOLLOWING:

PROVIDE THE APPROPRIATE TYPE, QUALITY AND VOLUME OFTRAINING TO ENSURE COMPLIANCE WITH THE RELEVANTSTATUTE, ASSURANCE AND POLICY REQUIREMENTS, ENSURINGTHE PROGRAMME IS REVIEWED ANNUALLY AS A MINIMUM

THROUGH THE LEC SUB COMMITEE.

REFLECT THE TRUST VISION AND HIGHLIGHT THE WE AREHERE FOR YOU VALUES AND BEHAVIOURS AS STANDARD, TOALL ASPECTS OF THE TRAINING MATERIAL, ENSURING THEYARE EMBEDDED INTO THE SESSIONS.

ENSURE TRAINERS ATTEND ALL PLANNED DELIVERY SESSIONSPUNCTUALLY TO AVOID DISRUPTION TO THE INDUCTIONPROCESS.


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ENSURE A REPLACEMENT TRAINER IS AVAILABLE ASEMERGENCY COVER, WHEREVER POSSIBLE SHOULD ANYUNFORESEEN DIFFICULTIES OR ABSENCE OCCUR TO ENABLETHE NO CANCELLATION POLICY TO BE UPHELD WHICH WILL BEMONITORED THROUGH THE LEC.

WITH GUIDANCE AND SUPPORT OF THE LEARNING ANDORGANISATIONAL DEVELOPMENT AND EQUALITY ANDDIVERSITY DEPARTMENTS, ENSURE PROVISION OF TRAININGMATERIAL IN THE CORRECT FORMAT FOR ALL PARTICIPANTS.

ENSURE THAT ANY PARTICIPANT WITH SPECIALIST TRAININGNEEDS WHICH HAVE BEEN NOTIFIED TO THEM BEFORE THEEVENT RECEIVE THE NECESSARY LEVEL OF SUPPORT TOENSURE FULL PARTICIPATION IN THE PROGRAMME.

TRAINING PROVIDED AT INDUCTION NEEDS TO BE ASINTERACTIVE AND ENERGISED AS POSSIBLE FOR ALLEMPLOYEES ATTENDING, AND IS THE RESPONSIBILITY OFSUBJECT LEADS TO ENSURE THAT EMPLOYEE PARTICIPATIONIS INCORPORATED INTO TRAINING MATERIAL.

CONTRIBUTE TO THE TRAINING NEEDS ANALYSIS PROCESS INTHE TRUST BY ADVISING THE TRUST VIA LEC ON THE NEEDSAND LEGISLATIVE REQUIREMENTS FOR TRAINING WITHIN THEIRSPECIALIST FIELD, INCLUDING IDENTIFYING THE APPROPRIATE

LEVEL OF TRAINING AND ADDITIONAL TRAININGREQUIREMENTS FOR DIFFERENT STAFF GROUPS.

PROVIDE TRAINERS WITH UP TO DATE TRAINING MATERIALSAND ASSOCIATED ADVISORY NOTES TO ENABLE THETHEORETICAL COMPONENT OF TRAINING TO BE DELIVERED.

MANAGE PRACTICAL TRAINING REQUIRED FOR THEIRSPECIALITY, AND LEAD ON ARRANGING APPROPRIATEASSESSMENTS TO CONFIRM COMPETENCES OF STAFFDELIVERING TRAINING.

ENSURE ALL TRAINERS FULLY UNDERSTAND THE WE AREHERE FOR YOU STANDARDS, AND ALL TRAINERS AREPROVIDED WITH THE RESOURCE TO INCORPORATE THE VALUESTHROUGHOUT THEIR TRAINING SESSIONS.

ENSURE THE LEARNING OUTCOMES OF TRAINING MEET THEREQUIREMENTS OF THE RELEVANT STATUTE, ASSURANCE ANDPOLICY AND PROVIDE AN APPROPRIATE COURSE OUTLINE FORPUBLISHING.


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ASSIST MANAGERS WITH SUPPORTING EMPLOYEES WHO FAILTO REACH THE REQUIRED MARK OR STANDARD FOLLOWINGINDUCTION OR IN ANY ASSESSED COURSE.

ENSURE DELEGATES WHO ATTEND INDUCTION HAVE SIGNED INAND OUT AS REQUIRED TO CONFIRM ATTENDANCE.

TO ENSURE THAT THEY REPORT ON COMPLIANCE AGAINST THESPECIFIC POLICY THEIR TRAINING IS DESIGNED TO SUPPORTINCLUDING INDUCTION ATTENDANCE REQUIREMENTS FOR ALLNEW STARTERS, SEE APPENDIX K FOR REPORTING DETAILS.

Maintain detailed records of attendance of any induction or mandatorytraining through OLM which is not centrally recorded by L&OD. No otherrecord of attendance levels will be accepted as evidence, or contributewhere applicable, to the reporting and recording requirements outlined inAppendix K.

Adhere to the Trusts Trainer Standards

Update LEC through the Trainers Forum of best practices or issuesaffecting performance, delivery or attendance of the corporate and localinduction programmes.

12.7 Responsibilities of Learning and Organisational DevelopmentDepartment

SUPPORT TRAINING PROVIDERS AND SUBJECTSPECIALISTS/LEADS AS OUTLINED WITH OLM INPUTTING,REPORTING AND RECORDING ARRANGEMENTS AS PERSCHEDULE ON APPENDIX K.

ACT AS TRAINING PROVIDER FOR A NUMBER OF COURSES ONTHE INDUCTION PROGRAMMES.

THE ASSISTANT DIRECTOR OF L&OD TO DEFINE, MAINTAIN AND

UPDATE THE POLICY ON CORPORATE AND LOCAL INDUCTIONAND WORK WITH TRAINING PROVIDERS TO APPROVEPROGRAMMES AND ENSURE THAT TRAINING IS PROVIDED INTHE MOST EFFECTIVE AND EFFICIENT WAY.

TO ENSURE MAINTENANCE OF CENTRAL RECORDS FORCORPORATE AND LOCAL INDUCTION AND PROVIDE OVERVIEWSON SUCH TRAINING ACTIVITY TO THE TRUST BOARD ASDETAILED IN APPENDIX K.

RESPONSIBLE FOR INPUTTING CORPORATE INDUCTIONATTENDANCE ONTO OLM ON A MONTHLY BASIS, INCLUDING


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REPORTING OF INDUCTION INCIDENT FORMS FOR NEWEMPLOYEES WHO FAIL TO ATTEND INDUCTION WITHIN THETHREE MONTH TIME SCALE (APPENDIX K).

THE ASSISTANT DIRECTOR OF L&OD WILL BE RESPONSIBLEFOR COMMISSIONING ACTION PLANS TO ADDRESS ANY

DEFICIENCIES FROM TRAINING PROVIDERS OR SUBJECT LEADS.RELEVANT LINE MANAGEMENT WILL BE RESPONSIBLE FORENSURING THE ACHIEVEMENT OF ACTION PLANS.

THE ASSISTANT DIRECTOR OF L&OD WILL, EACH YEAR,COMMISSION A TRAINING NEEDS ANALYSIS FROM ALLTRAINING PROVIDERS AND SUBJECT LEADS THROUGH THEPERSONAL DEVELOPMENT REVIEW POLICY. THIS WILL ALLOWTHE INFORMATION TO BE AGGREGATED, REPORTED TO THEBOARD AND LEC AND THE DEVELOPMENT DIRECTORY TO BE

PUBLISHED.

MONITOR THE EFFECTIVENESS OF THIS POLICY THROUGH LECBY AUDITING

Delivery of induction programmes against schedule/workforce

Attendees against expected numbers

Review of training programme content

Analysis of feedback from participants

12.8 Responsibilities of the Learning and Education Committee

12.8.1THE LEC SUB COMMITTEE WILL BE RESPONSIBLE FORAPPROVING NEW STATUTORY OR MANDATORY TRAININGRELEVANT TO CORPORATE INDUCTION, APPENDIX L, ANDOVERSEEING AMENDMENTS TO ALTERATIONS IN PROVISIONOR PRACTICE FOR EXISTING TOPICS.

12.8.2 The LEC will be responsible for monitoring the effectiveness of thispolicy and its application through auditing





13. FAILURE TO ATTEND INDUCTION PROGRAMMES


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13.1 Failure of the employee to attend or failure to record attendance of theircorporate and local induction will result in Learning and OrganisationalDevelopment issuing a Did Not Attend (DNA) report as detailed inAppendix A. In the first instance DNA's will be reported to line managersto ensure that the employee attends the next planned induction. Should

the employee persistently fail to attend, an Induction Incident form whichwill be completed and reported to Director level if there are any inductionrequirements outstanding three months post appointment.

13.2 SHOULD AN EMPLOYEE FAIL TO ATTEND PLANNED INDUCTIONSOR COMPULSORY TRAINING THEIR MANAGER MUSTINVESTIGATE WHY AND ENSURE THEY ATTEND THE NEXTAVAILABLE TRAINING WITHIN THREE MONTHS OF THEIR STARTDATE. DISCIPLINARY ACTION MAY BE TAKEN AGAINST THEEMPLOYEE FOR FAILURE TO ATTEND IN THE GIVEN TIMESCALE.

14. EVALUATION OF TRAINING PROGRAMMES

14.1 All corporate induction materials will be reviewed at least annuallythrough LEC sub commitee. The review must reference both subjectleads and nominated trainers to ensure that both external requirementsand feedback from participants is considered at each review.

14.2 Training programmes will be updated during the year if there is a changein legislation or other external or internal requirement change and theLEC sub committee will be informed.

15. DISSATISFACTION WITH THE APPLICATION OF THIS POLICY

15.1 Any employee who is dissatisfied with the way this policy is applied willbe able to use the Trusts Grievance Policy.

16. TRAINING

16.1 No formal face to face training is provided on this policy for managers.The supporting tools in the appendices and on the intranet shouldprovide sufficient guidance.

17 MONITORING AND EVALUATION

17.1 Monitor the effectiveness of this policy through LEC by auditing annually



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17.2 Reporting to Trust Board attendance figures at corporate induction event

on a monthly basis

18 USEFUL CONTACTS

18.1 Individual topic leads and Learning and Organisational Developmentshould be able to assist with individual queries in addition to informationwhich can be found on the intranet.

19 ADVICE

19.1 Advice on the application of this policy is available from Learningand Organisational Development or subject leads, HumanResource and the Learning and Organisational Developmentdepartment


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Corporate and Local Induction PolicyVersion 4April 2011[Type text] [Type text] 21]

.

Corporate Induction Administration Booking Process Appendix A

Step I Managercompletes NewStarter A formInduction

Step 2 Managersends New StarterA form to theRecruitment team

Step 3 Recruitmentteam book newstarter onto nextavailable Corporateinduction and theManagers/Professio

nal Induction asa licable...

Step 9 Any newstarter notcompleting theinduction within 3months are reportedto their area Directorusing an incidentform.

Step 6 TheCourseAdministrators setsup the room,welcomes delegatesand oversees theregistration processDelegates sign inand out the event.

Step 4 RecruitmentTeam sends out a letterto the Individuals homeaddress indicating date ofthe induction event,venue and a timetable

Step 5 The MandatoryTraining Coordinatorcopies the delegates listfrom the database tocreate a register.

Step 7 Attendeesare input onto OLMvia the L&ODadministration team.

Step 8 A monthlyattendance report isproduced and sentto Directorates andHRMs to informthem on attendance,people who need torebook and DNAs.


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Corporate and Local Induction PolicyVersion 4April 2011

Appendix B

Example Induction Week Programme including Nursing and MidwiferyProfessional Induction and Market Place Information

For more details and confirmation of current programme please log ontohttp://nuhnet/human_resources/Learning_Organisational_Development/Pages/CorporateInduction.aspx

TuesdayLocal Induction / Manual Handling

Start Time End Time09.00 10.15 Skills for Life Non Reg Nursing Only 09.00 12.00 Local induction (report to your new department)12.00 13.00 Lunch13.00 17.00 Back Care and Patient Handling

WednesdayWe are Here for you Corporate Induction

Start Time End Time

08.30 09.00 RegistrationI feel Cared for/ Appreciated

09.05 09.30 Welcome09.30 10.00 Working at NUH10.00 10.30 Equality & Diversity10.30 10.45 Break10.45 11.00 Chaplaincy11.00 11.30 Listening to our patients11.30 12.15 Safeguarding Vulnerable adults and children

12.15 12.45 LunchI feel safe / Supported

12.45 13.15 Infection Prevention & Control13.15 14.45 Health & Safety Risk Management / Clinical Quality andPatient Safety

14.45 15.15 Emergency planning15.15 15.30 Break

I feel confident / Encouraged15.30 16.00 Information Governance16.00 16.30 Security16.30 16.45 Counter Fraud16.45 17.00 Achieving Timely Outcomes17.00 17.15 Evaluation of programme questions and sign out.

MondayMandatory / Manual Handling

Start Time End Time08.30 09.15 Report to Induction week venue for programme detail and

introduction09.15 11.15 We are here for you, All staff workshop11.15 11.30 Break11.30 12.00 Fire Safety12.00 13.00 Lunch / Travel

13.00 17.00 Back Care, Patient Handling13.00 15.00 orLoad Handling (Non Clinical Staff)


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Example Professional Induction Nurses and Midwives

Professional Induction Nurses and Midwives to include NursingAuxiliaries/HCAs. Full programme details will be issued on induction week.

Monday There is a mandatory nurses and midwivesinduction lasting 2 days which currently runs

on the Monday and Tuesday followingcorporate induction week

Tuesday

Example Induction Market PlaceMarket placesubjects

Handouts Face to Face Frequency ofattendance

ICT P AlwaysCity Library P Always

Greenfield medLibrary

P Always

Q Active P AlwaysHospitals Charity P Alwaysfinance P SometimesUnion P SometimesKiddivouchers Leaflets AlwaysEquality & Diversity Speaker and

LeafletsAlways

Chaplaincy Speaker and

Leaflets

Always

Transport Leaflets AlwaysHR Contactnumbers

Leaflets Always

Staff Handbook Leaflets AlwaysSafeguardingAdults

Booklet Always

Major Incident Plan Leaflets AlwaysCounter Fraud Speaker and

LeafletsAlways


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TEMPORARY STAFF SIGN ON SHEET Appendix C

This form must be completed before any temporary worker commences work in thedepartment and retained locally for 12 months with the managers manager.

___________________________________________________________________

a) Temporary Worker Details

Name of Worker .

Name of Agency

Start Date ..___________________________________________________________________

b) Agency Checks

This section must be completed by the agency providing the temporary worker. This sectiondoes not need to be completed for NHS Professionals staff or temporary workers who holdsubstantive contracts elsewhere at NUH.

Identity of worker verifiedRight to work in the UK confirmedRelevant qualifications verifiedEvidence of current professional registration has been checked directly withthe regulatory bodyEmployment history and references have been obtained (covering the last 3years of employment)Enhanced CRB clearance has been obtained (for all posts with access topatients or sensitive information)Occupational Health Clearance (for clinical posts with direct patient contact)

I confirm that all of the above checks have been undertaken.

Signed .

Print Name ..

Date .

On Behalf of (Agency) ..

Please fax to 0115 ..

or email to ..

Continued overleaf


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c) For Completion by the Temporary Worker

I confirm that I have received a local induction to include:

FireInfection ControlHealth and SafetyLocal relevant proceduresWho to contact if I need assistance

I confirm that I will not undertake any duties that I am not competent to undertake.

Confidentiality, Data Protection and Information Security

I understand I have a legal duty to uphold the confidentiality of all information held by theTrust, including patient, health, financial, personal and administrative information that Igather and use as part of this assignment. This duty lasts indefinitely and will continue afterthe termination of this assignment.

Signed ..

Print Name ..

Date ..___________________________________________________________________

d) For Completion by the Line Manager

I confirm that the above named workers identity has been verified on commencement ofthe assignment and that local induction has been provided.

Start Date of Above Named Temporary Worker .

Signed ..

Print Name ..

Position ...

Ward/Department .Date ...___________________________________________________________________

Copy of completed form to be retained by Ward/Department Manager in afile marked Temporary Staff Records. A copy should also be sent to

the managers manager. Copies to be retained for 12 months.o


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LOCAL INDUCTION GUIDANCE LEAFLET Appendix D

ESSENTIAL INFORMATION FOR ALL:

o TEMPORARY STAFF

o LOCUMS

o AGENCY EMPLOYEES

o VOLUNTEERS

Please complete the Appropriate Induction Checklist document and retain locally foraudit purposes.

INTRODUCTION

Even though your time at Nottingham University Hospitals (NUH) might be short it is still vital,and a mandatory requirement, that you complete a local induction with your line manager.

This leaflet is designed to give you essential information that will help you be able to practicesafely and effectively, whilst working as an employee at NUH.

Please read this leaflet carefully. If you feel that you are not getting the Induction you need,you mustdiscuss this with your Clinical Lead or Line Manager for your Directorate.

KEY ELEMENTS OF YOUR LOCAL INDUCTION

The induction must be specific to the role you will be carrying out (e.g. job duties, manualhandling, clinical protocol, PAS, CPR etc) and conducted when you first report to work in yournew department at NUH.

For all volunteers, temporary, locum and agency staff starting work in the Trust the keyelements of your local induction are:

o A named individual will be responsible for co ordinating and overseeing your induction tothe Trust.

o An Introductory session with your manager/supervisor is required to discuss the role andany training needs, familiarisation with equipment and relevant corporate and localprocedures/protocols. e.g.-Bleep system incl Hospital at Night-Confidentiality-Medicines code of practice

-Consent to Examination/ Treatment-Cardiopulmonary Resuscitation PolicyMedical Appraisal and Revalidation Policy

o Specific training needs will be identified, e.g. Risk management, governance, equipmentwith your competence assessed as appropriateo You will be provided with information of the following key areas

An introduction to the Directorate, management team and colleagues


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An introduction to the key protocols and working practices, including the We Are Here forYou values and behaviours

EMPLOYEE RESPONSIBILITIES

You are responsible for:

Attending and participating inany induction arranged

Reading and familiarising yourself with all relevant policies, protocols and other mattersdrawn to your attention during the induction process. Copies of the key Trust policiesare available on the intranet/the ward.

Ensuring, before you undertake any clinical procedure within the Trust, that:

- You are the right individual to do the task or procedure

- You know what to do (and what not to do)

- You know how to do it correctly and safely

- You know what to do if things go wrong

- You know how to get help, and you seek help if you need it

IF YOU ARE UNHAPPY ABOUT ANY OF THESE POINTS, OR UNSURE ABOUT YOURCOMPETENCE, AT ANY TIME, YOU MUST SEEK HELP AND ADVICE

Equally you have a responsibility to immediately intervene if you think the actions of anyother individual may cause imminent harm to a patient or another employee, and, in anyevent, and a responsibility to adhere to the We Are Here for You values and standards ofbehaviour by bringing to the attention of a senior member of staff any concerns they mayhave about the performance, behaviour or conduct of another employee.Such concerns should be reported to a senior person such as a Consultant, a ClinicalDirector, an Assistant Medical Director, the Medical Director or the Director of HumanResources.

A RECORD OF THE INDUCTION WILL BE KEPT BY YOUR MANAGERS MANAGER,SIGNED BY THE EMPLOYEE AND THE PERSON PROVIDING THE INDUCTION. FORVOLUNTEERS AND STAFF WORKING 8 WEEKS OR LESS THIS WILL BE THETEMPORARY STAFF SIGN ON SHEET. FOR VOLUNTEERS AND STAFF WORKING8 WEEKS OR MORE YOU WILL NEED TO ATTEND THE CORPORATE INDUCTIONIN ADDITION TO YOUR LOCAL INDUCTION AND THE RELEVANT CHECKLISTS.


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Appendix E

Local Induction Checklist Document_____________________________________________________________________

NAME: .POSITION: . DEPARTMENT:

Completed Employee signature

Personal/Payroll Documentation

Appointment Form ANational Insurance NumberJob Description, Person Spec & KSF

profileContractBirth CertificateQualification CertificatesProfessional RegistrationBank Account DetailsPension opt out (if applicable)Driving LicenceApplication for authorised car useIdentification Badge

UniformCRB ClearanceEvidence of identity

Orientation

Working Area/Tour of DepartmentIntroduction to Line ManagerIntroduction to ColleaguesIntroduction to local trade unionrepresentatives

AmenitiesAccess Areas AuthorisedComputer Access, E mail Account set up (where applicable)Personal Security, Locker, AlarmsCar Parking

Personal Related Issues

Statutory and Mandatory Training

Hours of Work/Time Keeping Procedures


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Here for You Values & BehavioursStudy Leave PolicyHealth and Attendance Policy andReportingAnnual Leave PolicyGrievance PolicyDisciplinary PolicyTravel Claim FormsChildcare support /vouchersTrade Union MembershipConfidentiality/Data Protection

ICT

Electronic ACCESS FORM

(Tick where applicable)Patient Master IndexNotISEDISWaiting listCRISOther QMC SystemsComputer Access, E mail Account set upShared areaPassword issued

Governance and Health andSafety

Risk Management Policy and local riskmanagement arrangementsPolicy for the management of incidentsincluding near missesSerious Untoward Incident PolicyCOSHH (Specific to working area)Personal Protective Clothing

Emergency PlanningBusiness ContinuityPatient and Public InvolvementManual Handling and Back CareFire Safety including Policy, Drills, Exitsand EquipmentFirst AidInfection Control (including sharpsarrangements)Smoke Free Site Policy

Occupational Health Form completionSafeguarding Children and Young


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PeopleSafeguarding AdultsWhistle blowing PolicySecurity arrangementsOutcomes of any local risk assessmentthat generate significant riskMedical Devices TrainingHarassment and BullyingPsychological Well Being at Work

Communication

Telephone/Directories/MessagesBleep SystemHospital Intranet

Informed of Team/Department Meetings

Departmental Policies andProcedures as appropriate

Trust Values, Mission, ObjectivesDirectorate and Department Aims andObjectivesAll Medics: Medical Appraisal andRevalidation Policy

Practice (where applicable)

Professional AccountabilityCodes of Professional ConductMaintenance of Professional Registration

This section is profession specific but should also include the followinggeneral areas for most employees:

Structure of Organisation (how employee

fits in with this)AppraisalPatient CareManagement StandardsAppropriate use of ResourcesEqual OpportunitiesStaff SurveyCardiac Arrest ProcedureLocation of Emergency EquipmentNHS Constitution

Acceptance of Gifts and HospitalityLitigation


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Standards of Business Conduct PolicyComplaints Procedure

Induction

Corporate Induction has been attendedand all sessions completed within 3months of appointment includingSafeguarding Vulnerable Adults andChildren, Health and Safety RiskManagement clinical quality and patientsafety, Infection Prevention and Control,Security, Counter Fraud, EmergencyPlanning.Fire Lecture has been attended

Manual Handling Course (Load orPatient handling as applicable to therole)Conflict Resolution has been attendedAll Staff workshop has been attendedManagers Induction has been completedwithin 6 months for all newly appointedpeople managersProfessional Inductions have beenattended as relevant e.g. N&M and nonregistered nursing

Local induction planned

Local Induction 6 month review

Feedback Questionnaire Completed

To be completed by the Manager

I can confirm that the employee has successfully completed the Induction programme. I am satisfiedthat the employee has a sufficient understanding of the working environment in order to carry outhis/her duties.

Signed.. (Position) . (Date)To be completed by the Employee

I can confirm that I have successfully completed the Induction Programme. I have a sufficientunderstanding of my working environment to carry out my duties.

Signed.. (Employee) . (Date)THIS DOCUMENT SHOULD NOW BE PLACED IN THE EMPLOYEES PERSONAL FILE.

THE INDIVIDUAL, SHOULD RETAIN A COPY FOR THEIR OWN RECORDS AND THEMANAGERS MANAGER SHOULD RETAIN A COPY FOR MONITORING PURPOSES.


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Appendix F

Local Induction Completion Questionnaire

To be completed by the manager with the employee 6 months from start

date with the first appraisal and retained in the personnel file.

When starting work at NUH what were your firstimpressions of the Trust?

During your first 6 months of employment have yourimpressions of the Trust changed at all? If so how?

What element of the Corporate Induction process didyou find most relevant to you within your first 6 monthsof work?

Was your Local Inductionof benefit to you when starting your new role?Have you completed your mandatory training and howhave you applied your new skills?

What Trust policies have you read and how have theyhelped you settle into both the Trust and your new role?What is your understanding of the values andbehaviours standards and how have you applied themin your daily environment?

Do you feel your new role has allowed for personaldevelopment opportunities?

How has your line manager and colleagues contributedto ensuring a successful start to your career at NUH?

How do you feel your first 6 months of employment atNUH has been? Please provide details.Are there any areas of your role that you would likeadditional support for, or training provision to enable youto work to maximum benefit for both your colleagues

and patients?

With reference to all the knowledge you have acquiredduring your first 6 months of employment, what are youmost looking forward to about your future career atNUH?

Is there anything that you would change?


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35

Appendix G

A Guide to

Mentoring

For the mentor


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Mentoring in Organisations

Mentoring is used in organisations for various purposes e.g.

Support for development

Induction

Career progression

Support in a new job or project

Within change programmes

What is Mentoring?

The relationship between mentor and mentee is all important.

There needs to be a high degree of trust and mutual regard

The mentor helps another person become what that person aspires to be

The mentor helps the mentee to realise his or her potential

You have probably been mentored already. Ask yourself these questions:

Who took an interest in my welfare and development?

Who has been a useful role model in my life?

Who helped me to uncover and use hidden talent or ability?

Who helped me face and resolve a difficult situation in my personal and/orprofessional life?

Who challenged me to acquire a new vision and take a new direction?The answer = A mentor.


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Mentoring The Benefits

Mentee benefits by developing confidence, learning moreeffectively and quickly, and acquiring new perspectives

Mentor benefits by acquiring improved ways of working withpeople and satisfying the desire to help others

Both mentor and mentee benefit by developing a widerperspective on their organisation and work

Line Manager benefits by having a more motivated and effective teammember

Organisation benefits by having more fulfilled, committed,resourceful and motivated employees

Mentoring, Coaching & Training

There is no simple distinction between these activities. However:

Coaching tends to have a specific and tightly focused goal (e.g.: helpingsomeone to prepare for an interview or to make a presentation to an audience)

Training tends to be wholly work related and concentrates exclusively onsomeones professional skills, knowledge and behaviours

Mentoring goes further in offering support and advice to someone as aperson, and may touch on any aspect of their life the mentor may offercoaching or training from time to time as appropriate, but may also encourage

the mentee to seek help from specialists in these roles.


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You have been chosen by someone as their mentor.so whatare the attributes of a good mentor? You have relevant job related experience and skills

Very well developed interpersonal skillsYoure a good listener and a clear, concise communicator

You are able to empathise and appreciate how your colleague thinks, feelsand behaves

You are approachable You are willing to make the time to develop astrong supportive relationship with colleagues

You have the desire to help and develop people

You have an open mind and a flexible, positive attitude

You inspire and motivate those around you

The Trusts We Are Here For You behavioural standards details the twelvekey standards which positive role models display. Successful Mentorsconsistently display the behaviours detailed in the handbook. Moreinformation on the We are here for you values and behavioural standardsare available via the Intranet.

Recognition that confidentiality is crucial. Secrecy is inappropriate. Shouldyour mentoring relationship result in disclosure of information that could putpatients or staff at risk or a conflict of interest arises you must discuss withyour mentee what the next steps should be.

Know whats outside of your expertise. Mentees can raise issues /

concerns and questions that may fall outside of your ability to support themwith or you may feel uncomfortable. Unless you are a trained counsellorshould any issues arise that you feel you cannot help with then point thementee in the direction of someone who might be able to help. Dependingon the nature of the issue(s) options are:

o Occupational Health or theirown GP

o Their manager or HumanResources representative

o Union representativeo Dignity at Work championo RightCoreCareo A NUH Staff Association


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The Mentoring Process As a mentor you will

Stage 1: Establish theRelationship

Stage 2: CreateUnderstanding as

Relationship Develops

Stage 3: Action Plan

Take the lead buildingrapport with yourcolleague

Give support and advice Encourage new ideas

Make sure theyunderstand whatsupport youll provideand your commitment tothem

Give your mentee someconstructive feedback

Help the mentee maketheir own decisions

Offer support Coach and demonstrateskills

Help the mentee think indifferent ways

Listen and ask openquestions

Listen and challengepositively

Support development ofa practical PersonalDevelopment Plan

Help them establishtheir priorities

Ensure they havevaluable and practicalactions to concentratetheir efforts on

Give information aboutspecialists Confirm and challengetheir action planShare your experiences Set aside time to review

their progress with themand always try to keepto the arrangements

Offer the mentee lots ofencouragementBe patient

Meet up as often asrequiredUse a variety ofcommunication methodse.g. a quick call beforethat committeepresentation will helpsettle the nerves!


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Words to Avoid & Words to Use When Giving Feedback

Words to Avoid Words to Use

Cut off Options Offer Options

You have too Will youYou cant What have you considered?Its not our policy It works well whenWhy dont youIts required, its necessary

Make Judgement Make No Judgement

Worst It may not work well if

Create Uncertainty Create Confidence

Um.Im not sure You couldwhat might the result beIll try What might happen if you tried.?

Heres what Ive done

Shut Down Communication Get InformationWhats your problem? Can you tell me about theManipulate difficulty youre having?

What in particular is mostchallenging?

You Messages I Messages

You didnt I heardYou shouldnt I realiseWhy didnt you I noticed


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Your First Mentoring Meeting

Ideally, you should make contact with your new mentee within 5 10 days ofreceiving their details. You can then arrange your first phone or face to face

meeting. During that meeting you should consider the following and make achecklist throughout the meeting:

What do you expect to learn from each other

What are your responsibilities towards each other

Where and how often will you meet and for how long

What limits (if any) are there on confidentiality

When and how will you check the relationship is right for both of you

Agree that openness and trust are essential. Agree how that will happen

Gain agreement to give honest and timely feedback (e.g. to be a criticalfriend)

How formal or informal do you want the meetings to be?

If you need an agenda or if youll agree topics on the day?

How will you know if the mentoring support is working?

Your key areas for discussion throughout the relationship will be:

o Work related issues

o General basic training issues

o Personal/domestic issues (if appropriate)

How and when the mentee will give feedback to the mentor

How youll know that the mentoring relationship has run its course


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Tips for Effective Mentoring

1. Understand how mentoring differs from other roles you are asked to play.You may also be taking on the role of coach.

2. Take on the role only if you are willing and able to invest the time and effortto be a good mentor.

3. Invest time early on in the relationship to establish rapport and a regularschedule for discussions as appropriate.

4. Recognise your own strengths and weaknesses in relation to yourcolleagues needs, so that you can guide them to other sources of help where

appropriate. You are not expected to be their main point of contact foreverything they do, their line manager also needs to support, guide anddevelop them.

5. Understand the distinction between counselling and advising, andwhenever possible encourage your new colleague to work out their ownsolutions with you acting only as a sounding board.

6. Remember that you will be seen as a role model and that how you are seen

to manage in day to day situations will affect the relationship you have withthis person.

7. The feedback you give should be clear, honest, and constructive, and bedesigned to build confidence.

8. Remember you dont need to be formally trained to be a great Mentor.Youve been chosen by the mentee because of the knowledge, skills andexperience that you have.

9. Keep it simple.

Further Information on other mentoring schemes e.g. for preceptorships fornewly registered staff and clinical supervision can be found onhttp://nuhnet/majortrauma/Documents/Preceptorship%20Guidelines%20Ratified%20by%20NMSG%20June%202010.doc


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43

Appendix H

My Mentor and Me

A guide for the mentee


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44

Mentoring in Organisations

Mentoring is used in organisations for various purposes e.g.

Support for development

Induction

Career progression

Support in a new job or project

Within change programmes

What is Mentoring?

The relationship between mentor and mentee is all important.

There needs to be a high degree of trust and mutual regard

The mentor helps another person become what that person aspires to be

The mentor helps the mentee to realise his or her potential

Mentoring The Benefits

Mentee benefits by developing confidence, learning moreeffectively and quickly, and acquiring new perspectives Mentor benefits by acquiring improved ways of working with

people and satisfying the desire to help others Both mentor and mentee benefit by developing a wider

perspective on their organisation and work Line Manager benefits by having a more motivated and effective team

member Organisation benefits by having more fulfilled and motivated employees


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Mentoring, Coaching & Training

There is no simple distinction between these activities. However:

Coaching tends to have a specific and tightly focused goal (e.g.: helpingsomeone to prepare for an interview or to make a presentation to an audience)

Training tends to be wholly work related and concentrates exclusively onsomeones professional skills, knowledge and behaviours

Mentoring goes further in offering support and advice to someone as aperson, and may touch on any aspect of their life the mentor may offercoaching or training from time to time as appropriate, but may also encourage

the mentee to seek help from specialists in these roles.

Attributes of a Good Mentor

They have relevant job related experience and skills

Very well developed interpersonal skills

Ability to empathise and appreciate how a colleague thinks, feels andbehaves

Approachable

Possess the desire to help and develop people

They have an open mind and a flexible, positive attitude

Inspire and motivate others

Adheres to The Trusts We are here for you behavioural standards


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Being a Mentee

People learn how to be a mentee through being part of a mentoringrelationship. With commitments, experience and practice, menteesbecome better at making the most of the mentoring process.Successful mentees: Accept challenge willingly and are committed to the mentoring process Have trust and confidence in their mentor: the they are willing to discuss

issues openly Recognise that learning can involved taking risks in order to make

progress

Want to be active in their development and see learning as a continuousprocess Make progress, and recognise when the relationship is reaching its

natural end

The Mentoring Process

As a mentee ensure that you know what you want

A sounding board A giver of encouragement A critical friend A source of emotional support A confidant A source of knowledge

And the areas for discussion that are in or out of scope

Mentees work related issues Mentors work related issues New knowledge / skills / behaviours Career development

Relationship management


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Time management Personal issuesFinding the right mentor

The mentoring relationship is primarily about you.your welfare, yourdevelopment and your progress

Check out who is available as a mentor Who do you know that you respect or that you know has some of the

experience, skills or attributes that you are interested in Is it important to you to have a mentor from the same e.g. ethnic/ gender

background? If you dont know anyone ask a colleague who could help

If your mentoring arrangements are part of a programme of mentoring thenidentify a few mentors in case demand is high and be ready to wait if yourmentor is popular

Some mentees do find themselves with more than one mentor Confidentiality is crucial. Secrecy is inappropriate. Should your mentoring

relationship result in disclosure of information that could put patients or staffat risk or a conflict of interest arises then your mentor will discuss with youwhat the next steps should be. In addition if you mentor feels unable tosupport you with a particular issue then they will be only too happy to point

you in the direction of another colleague that could help.

The process youll be part of

Stage 1: Establish theRelationship

Stage 2: CreateUnderstanding as

Relationship Develops

Stage 3: Action Plan

Prepare your agenda Talk about yourself Make decisionsBe ready to share

information aboutyourself

Listen and ask

questions

Think in different ways

Listen and ask openquestions

Be ready to prioritise Develop your PersonalDevelopment plans

Agree how frequentlyyou will speak and forhow long

Get prepared for thosechallenging questions

Keep things practical

Give your views, ideasand opinions and then

discuss

Identify who else canhelp you

Be ready to for feedback Give your mentor some


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thats given to you feedbackShare your experiences Do what you say youll

do in between meetings Your First Mentoring Meeting

Establish if you need to contact your mentor or if theyll be in touch with youand then be ready to discuss and agree the following at your first meeting

What do you expect to learn from each other

What are your responsibilities towards each other

Where and how often will you meet and for how long

What limits (if any) are there on confidentiality When and how will you check the relationship is right for both of you

Agree that openness and trust are essential. Agree how that will happen

Gain agreement as to how the mentor will give you honest and timely

feedback (e.g. to be a critical friend)

How formal or informal do you want the meetings to be?

If you need an agenda or if youll agree topics on the day?

How will you know if the mentoring support is working?

Your key areas for discussion throughout the relationship will be:o Work related issueso General basic training issueso Personal/domestic issues (if appropriate and agreed)

How and when will you give feedback to the mentor

How youll know that the mentoring relationship has run its course

Having a mentor is a great opportunity for personal growth anddevelopmentEnjoy it!

Further Information on other mentoring schemes e.g. for preceptorships fornewly registered staff and clinical supervision can be found onhttp://nuhnet/majortrauma/Documents/Preceptorship%20Guidelines%20Ratifie

d%20by%20NMSG%20June%202010.doc


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Appendix IExample Managers Induction Programme

Topic Content Time Presenter

Registration

Welcome & Introduction

Managers Standards

Registration and Coffee

Housekeeping

Ideal Manager

Management Expectationsand Standards Effectiveservice support & delivery

08.30 08.45

08.45 09.00

09.00 09.15

09.15 09.45

Learning andOrganisational

Development

Finance Introduction to finance Thefinancial challenges tocome

9.45 10.30 Dave Shannon

BREAK 15 MINS 10.30 10.45

Finance Contd Budget management

CIP implementation

10.45 11.45

11.45 12.30

Dave Shannon

LUNCH 12.30 13.00

Human ResourcesEmployee Life Cycle

Recruitment & Selection

Electronic RecruitmentProcess

Interview Techniques

Managing Performance &Development

Policy Management

Managing Relationships Decision Making Appriasals/360Degree

13.00 13.30

13.30 14.30

Jamie Tennant

Bel Rowe

Becky Hatch

Integrated Governance Patient Safety and Healthand Safety

Fire

Health & Safety

Risk Management

Clinical

Incident Reporting

Fire

Management response

14.30 14.50

14.50 15.10

15.10 15.30

Heather ChurchillLocksley McPherson

Owen BennettMavis Hawley

Gary TibbsBREAK 15 MINS 15.30 15.40

Business Continuity Emergency procedures 15.40 16.00 TBC

ICT HIS & PAS systems E Rostering

16.00 16.15 TBC

Equality & Diversity Equality Act 2010 Dignity at Work policy

16.15 16.45 Giles Matsell

Executive Team Q&ASession

Opportunity to review theday and ask anyoutstanding questions

16.45 17.15 Executive Directors


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Recruitment Team add names of people who require a Managers Induction to database from Appointing Officers form

Appointing Officer completes A or C form and Pre Employment Check form, selecting Managers induction as appropriate.

L&OD request list of names for Managers Induction from Recruitment Team Database 6 weeks before Managers Inductiondate.

L&OD write out and send a back up email to invite new managers to the next planned date requesting a responsewithin 10 working days.

New manager RSVPs

No replyNo not able to attend

Attend 1st Fail to Next date issued

On 2nd fail to attend report toDirectorate Management team using an incident form

Chase

2nd Fail to attend

Booked on

Manager Induction Flow Chart Appen

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Reporting Framework Appendix K

NHSLAStandard

Minimum

DataSet

Prefix

SubCategory

Course NameLead OLM inputter&

Contigency OLMInputter

Report ToFrequency of

Report

A B C G H I J K L

S2.1

164

Induction

164 Corporate Induction A

Learning andOrganisationalDevelopment

Mandatory TrainingReport / CorporateDNA's live

DMT/ HRM's current Monthly live

164

164 Corporate Induction B




164164 Corporate Induction C




164 164 Corporate Induction forVolunteers at NUH




164 164 Corporate Induction New2010




164 164 Corporate InductionTUPE




164

164 Induction for Managers



DMT/ HRM's current Quarterley new

Junior Doctor Induction



DMT/ HRM's current Quarterley new


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Policies and Procedures Development, Approval, Implementation and Review Policy

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Appendix L

Corporate Induction Programme Topic Request FormAPPLICANTS DEPARTMENT

RESPONSIBLE MANAGERDEPARTMENTADDRESS

EMAILTELEPHONEASSESSMENT OF NEEDSUBJECT

STATUTORY or MANDATORYWHAT IS THE REQUIREMENT

WHERE IS THE REQUIREMENT DEFINED?(Quote appropriate legislation and text)LEVEL OF CORPORATE RISK FOR NON COMPLIANCEWHEN DOES THIS NEED TO BE APPLIED BYRELATED POLICIESTRAINING TO BE PROVIDED

WHO SHOULD ATTEND

WHAT ARE THE AIMS/ OUTCOMES/ OBJECTIVESLIST CONTENTWHO ARE THE FACILITATORSWHO WILL ADMINISTER

FORMAT (Classroom, e learning, etc)DURATIONFREQUENCYARE UPDATES REQUIRED, WHO FOR, HOW OFTEN?DATES FOR UPDATE TRAINING

HOW WILL IT BE REPORTED ON?WHO WILL THE REPORT GO TO AND HOW OFTEN?HOW WILL TRAINING BE RECORDED?FINANCIAL ASSESSMENT

COSTS OF SET UPRUNNING COSTSWHERE FUNDED FROMCOST TO THE TRUST OF STAFF ATTENDANCE


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Appendix M

Equality Impact Assessment Report Outline

(Sections 1, 2, 3, 4, 5, 8, 9 and 11 must be included within every EIA Report.A full impact assessment must contain all sections.)

1. Name of Policy or Service Corporate and Local Induction Policy

2. Name of Responsible Manager Paula Ward

3. Name of person completing assessment Julie McCarthy

4. Date EIA Completed 17th January 2011

5. Description and Aims of Policy/Service (including relevance to equalities)Nottingham University Hospitals NHS trust aims to provide the best,safest treatment and care for its patients and to minimise risk in all the

services (clinical and non clinical) it provides.

This in turn will contribute to creating a safe environment for employeesand visitors to the Trust. In order to achieve this, all employees mustattend relevant corporate and local induction programmes.

It covers all employees of the Trust, whether employed on national or Trustterms and conditions of service.

The purpose of this policy is to:

Provide information about corporate and local induction

Set out the roles and responsibilities in respect of design and deliveryof all induction programmes

Identify training requirements in terms of programme and frequency,for all staff groups, employed, contracted or working as volunteerswithin the Trust, as determined by subject specialist leads


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Set out the arrangements for ensuring relevant employees attendongoing training

Set out the arrangements for recording, monitoring and reporting ofattendance at corporate induction.

Set out arrangements for following up those who fail to attend.

Set out arrangements for completion and recording of local induction

6. Brief Summary of Research and Relevant Data N/A

7. Methods and Outcome of ConsultationConsultations have been with Human Resources , LEC, Trainers Forum,Health and Safety Committee, Staff Side Leads, Directorate MandatoryTraining Leads and NHSLA Leads.

8. Results of Initial Screening or Full Equality Impact Assessment:

Age No impact identifiedGender No impact identifiedRace No impact identified

Sexual Orientation No impact identifiedReligion or belief No impact identifiedDisability Possible impact identifiedDignity and HumanRights

No impact identified

Working Patterns Possible impact identifiedSocial Deprivation No impact identifiedAge No impact identified

9. Decisions and/or Recommendations (including supporting rationale)The implementation of the buddy support system for staff that needadditional support on the day with for example a disability or those withnumeracy/literacy. This will provide support for employees with specialneed requirements. Training material is also available in a variety offormats, managers to inform trainers in advance of the requirements fortheir staff so adaptations and relevant materials can be made.


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Managers to ensure that training, including corporate and local

induction, is part of working week to ensure employees are attendingstatutory and mandatory training as part of their contracted paid hours

10. Equality Action Plan (if required) N/A

11. Monitoring and Review Arrangements (including date of next full review)The monitoring and review of this policy, its EIA and any associateddocuments should follow the planned review timescales unless there arespecific changes in legislation.

Screening Grid

Equality Area(Protected

Characteristics)

Is this policy orservice RELEVANT

to this equalityarea?

YES / NO

Assessment of PotentialImpact:HIGH

MEDIUMLOW

NOT KNOWN

Reasons forAssessment

positive (+) negative ( )Age No Low Low

Disability

Yes

Low Medium Format of trainingmaterials and theneed for possibleadditionalsupport.

GenderReassignment

No Low Low

Race No Low LowReligion or Belief No Low LowSex No Low LowSexual Orientation No Low LowMarriage & CivilPartnership No

Low Low

Pregnancy &Maternity No

Low Low

Social Deprivation No Low LowDignity and HumanRights No

Low Low


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Working Patterns

YesLow Medium Times of training

versus hours

worked.


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