What is the induction review?
The first three months starting in the new role. It is to allow time for a new starter to get an understanding of the organisation, getting to grips with both practical functions and the organisational culture. It is a great opportunity for you to discuss with the new starter how they’re finding the organisation and the team, create a comfortable space for them to talk through any concerns they have and ensure they’re filling the role requirements.
Remember that induction isn’t simply about getting people up-to-speed but also about looking ahead at the longer-term future. Help the new starter understand what to expect in the next three months, as well as discussing their ongoing development.
Induction review structure
When introducing the induction review, it is important to be clear on the why, how and what, ensuring you instill confidence in your new starter that this is designed to support them in their new role and overall development going forward. It is a two-way process: the degree to which a new starter can develop into a fully effective member of the team depends on not only their skills and attributes, but the support and encouragement received during the induction phase, provided by line managers and the wider team.
Why?
The purpose of a induction period is to allow a specific time period for the employee and employer to assess suitability of the role after having first-hand experience. It also gives the new employee the opportunity to see whether they like their new job and surroundings.
How?
Throughout the induction period there will be three intermediate reviews, led by line managers (you), which will be to check in and see how things are going.
This conversation can be structured using the objective setting guidance and the induction review forms, as well as discussing their ongoing development.
- Review 1: One month into role
- Review 2: Two months into role
- Review 3: Three months into role and looking forward
Each of these reviews are an opportunity to review and assess performance, to see whether the new starter is meeting the role requirements. By your second review you should feel well on your way to feeling confident with the appointment.
If at the end of the second review, or any time after that you have any doubts on the suitability of an appointment you must contact the Regional Director.
What?
The three-month structure of the induction review period allows for a formal review of performance and an opportunity to provide feedback on performance to new starters. The induction review period also provides for an opportunity for new starters to understand and focus on their core role and have the opportunity to engage their skills and experience.
The induction review period is a two-way process that allows the new starter to start to engage with the organisation and the organisation to determine that the new starter has the right skills and experience to do the job they have been employed to do.
To ensure a new starter is clear on the review process:
- Provide context to their role and complete a ‘what to expect within the next 3 months?’ induction meeting
- Focus on how to give the employee a sense of accomplishment
- Be clear on the goal setting process
The induction review process
The outlined process below should enable managers to assess, measure and support the level of performance of staff , their accomplishment and integration within the organisation during their first three months. Throughout the three months, new starters will have 3 structured reviews of their progress in their role:
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Induction & goals setting |
During the induction, new starters will consider achievable goals for their first three months in role. This process should be supported by the induction and the line manager |
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Review 1- Induction |
Review objectives- Supporting the new starter to review their first 4 weeks in role, consider what else they need to settle in and review the initial goals. |
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Review 2- Orientation |
Review objectives- Use the individual goals to ensure your employee is completing assigned tasks, is understanding their responsibilities and level of involvement, and what they are expected to achieve. |
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Review 3- The future |
Review objectives- Summarise the induction review period, gather feedback on the process and consider the next steps. It is advised to set goals for the next performance review period and outline personal development required at this point. |
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End of induction review period |
Once the induction review has been completed satisfactorily, the appointment will be confirmed. If is not completed satisfactorily, then there is an opportunity to:
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Each of the reviews will provide an opportunity to assess performance and to check that the new employee is meeting the role requirements. Additionally, it is a good opportunity for you to discuss with the new starter how they are finding the organisation and the team and to create a comfortable space for them to talk through any concerns they have.
It is essential that there is continuous dialogue throughout the process, including regular 1:1’s and feedback discussion. Nothing should come as a surprise during each review meeting.
First Review: One month
Some key practicalities /questions for the manager to consider at the end of the first month as preparation for the first induction review, would include:
Practicalities to consider.
- What does a new employee need to have known?
- What key policies and procedures do I need to have conveyed to the new employee?
- What positive behaviours do I want to have recognized, encouraged and reinforced?
- What should I have done to help integrate the new employee into the team/department?
- How can I have given the employee a sense of accomplishment?
- What feedback will the new employee need?
- Will I have made myself sufficiently accessible?
Questions to ask and for new starter to reflect on;
- What is your first impression of the WSB?
- What do you see the upcoming challenges of your role being?
- What are you most looking forward to in your role?
- How well do you feel you’re settling into the team?
- What would your feedback be on your team and your role as well as the organisation as a whole having been in post for 1 month?
In the first one month, the employee should be reminded they are in their induction review period. For meeting content guidance, please refer to the supporting line manager document.
The induction review form should be completed and signed by both new starter and the manager.
Second Review: Two months
At this stage they are moving from the orientation phase, which means they should now feel they have gotten to grips with things.
Some key practicalities /questions for the manager to consider at the end of the second month as preparation for the induction review, would include:
Practicalities to consider
- What additional things does the employee need to know?
- What policies/procedures need to have been in place to affect job performance?
- What competencies do I want to have been reinforced in this month? (think about Competency framework, the values)
- What task can I assign the employee that allows for growth over this month?
- What training objectives do I want the employee and the organisation to meet?
- Is the employee meeting the required standards? If not, what extra support can be provided?
- Are they engaged with the mission and values? If not, why not?
Questions to ask and for new starter to reflect on:
- What areas of work are you finding the most stretching?
- What areas of work are you finding most challenging?
- What could increase your enjoyment of the role?
- What impact would you like to have in your role?
- Do you need any extra support over the next few months?
Please bring with you the notes of the first review conducted at one month into employment. The induction review form should be completed and signed by both new starter and the manager.
If at the end of this review, you have any doubts on the suitability of the appointment you must contact your line manager or Regional Director for advice and support.
Third Review: To be completed just before three months
- Inform employee whether they have successfully completed their three-month induction period
- Review their achievements so far: how have things gone for them, what have they particularly enjoyed, what they may have found challenging.
- Cover any previous development areas that were set and review progress.
- Discuss whether you or the employee has identified/feels they have capabilities or skills that aren’t being utilized and a way forward to build on these.
- Agree with them on the continuity in the position. Do they want to continue working for the Bureau, does the Bureau deem necessary to dismiss them? If you have decided to extend the review period or dismiss the employee, you would have previously consulted with and been advised on how to handle this conversation by your Regional Director/HR.
The induction review form should be completed and signed by both new starter and the manager.
Prior to completing this form, as a line manager, you need to have reviewed the employee’s performance across the past three months and have come to a decision about whether they successfully complete their induction, or if you feel it’s necessary to extend the or dismissal is required. If considering extension or dismissal you must consult with your Regional Director before taking any further action.
Setting objectives/goals during the induction
Within the first months, short term individual objectives should be set to support the induction process and settling into the role, while giving sense of accomplishment for the new starter. It’s important to remember and communicate that this is a working document and so can be added to and amended regularly and used all year round. Use the individual objectives to ensure your new starter is completing assigned tasks, is understanding their responsibilities and level of involvement, and what they are expected to achieve.
Be clear on the objectives setting process and how this contributes to the overall flow of the induction and the 70:20:10 approach. Objectives should be reviewed with the new starter at each induction review (1, 2, 3 months – guidance available)
How can you guide objective setting?
Why: Individual objectives are an opportunity to recognize and measure contribution within role, towards our organisational objectives, and to inform the development throughout the induction period.
When: Individual objectives can be defined by the new starter, lead by line manager, within the first months of employment. This is a good task for the first few weeks in role and to facilitate the induction review each month.
This process will also support the new starter at the end of their induction, to set more robust objectives for the next 6-12 months..
How: This short term objectives should be small and achievable. It is recommended to use a SMART structure to each objective.
S- Specific
M- Measurable
A- Achievable
R- Realistic
T- Time bound
When supporting the new starter in this process, you may want to consider:
- Take a look at the team objectives, job description and upcoming task. Think about some useful ideas and starting points. You could take from that for the new starter to set their individual ones
- The projects, processes, and tasks they will be responsible for in their role, and to what level
- The metrics they will use to measure their personal performance within these tasks
- Consider how they can most clearly link successful metrics to their involvement within tasks
- Ensure objectives accurately reflect responsibilities, accountabilities, and support of the individuals within your team
- Ensure they understand the why within each objective. Keep in their minds “What are you trying to achieve? How will this support you understanding or deliverables in the role? How will this benefit the organisation?”
- Ensure all objectives are measurable. Ensure they’re considering how could someone know what level of success you demonstrated in achieving this
- One of the clearest signs of an objective being met is the result. Other signs also include how it was conducted. It is worth considering this when setting metrics for individual objectives to help inform performance management.