Inspire Success

Starting a new job in a new company can be daunting for any employee. The induction / onboarding process ensures the detailed introduction of a new employee to their new work environment and job and is a very important process. Good induction/onboarding processes can result in staff retention, job satisfaction, productivity and a reduction of any costs of staff turnover. A good induction process means that new employees understand how your business works and start to feel welcome and comfortable early on in their new job which will result in them becoming a productive employee sooner. A lot of information can and should be provided during the new employee’s induction. This can be a little overwhelming and therefore a comprehensive and well-structured employee handbook is an excellent idea. It is particularly important for small and medium businesses, who may not have a human resources department to handle queries. An employee handbook is also a good way of helping new employees understand the values, key policies, benefits and expectations of your business.

What is an employee/staff handbook

The handbook is a great way to communicate to your new employees and inform them about the policies within your business. It can then be used by employees as a reference (encourage employees to keep their handbook at their desk). Of course, any updated policies will need to be distributed to staff. The handbook will help your employee on a number of topics -  in knowing the conditions of their employment, what is expected of them, where to find things, and who to ask if they have any further questions.  A good employee handbook should contain the following:-

• Introduction and welcome note
• Company background
• Information on your corporate culture and approach to business
• Hours and conditions of work
• Training
• Expectations around dress code, email/internet/mobile phone etc usage
• HR policies around sexual harassment, health, safety and the environment; holidays and leave; performance management; privacy; disciplinary procedures

Why have one?

The policies of your organisation/business should be discussed and distributed widely throughout the company and your employees well informed of them. Having policies discussed in your induction training and written in your handbook ensure employees understand the policies of your business. It is an excellent way of documenting the expectations and obligations of management and staff. Not only is the handbook used to spread the policies and information of the company it is a great  way to advise on information your business is legally obligated to provide. This results in the boundaries, rules, expectations, rights and responsibilities of your company being  known and understood by your team.

Finally….. When you give a new employee a copy of the handbook ensure they sign an employee handbook receipt and acknowledgement form. This receipt should acknowledge that the employee has read and understands the policies and guidelines presented in the handbook. This statement should contain a disclaimer that the employee understands that the contents are policies and guidelines, not a contract or implied contract with employees. An employee induction program and employee handbook can have long-lasting benefits for both your employees and your business and is a great method of communication with your employees.

Is this something that could be an issue at your place? Inspire Success is all about implementing practical solutions that help create high performing workplaces which are customer focussed and free of conflict - no matter what size your business is. Contact Rae Phillips at Inspire Success for further information raephillips@inspire-success.com

You need proof you did it!

With the introduction of the Fair Work Act 2009, from 1 January 2010 it became mandatory for an employer to provide an employee with a copy of the Fair Work Information Statement. The statement needs to be provided to the employee before employment or as soon as practicable after commencement of employment. Provision of the Fair Work Information Statement is one the 10 National Employment Standards (NES), which are outlined in the Fair Work Information Statement. Additional information in this document includes modern awards, agreement making, individual flexibility arrangements, freedom of association and workplace rights, termination of employment, right of entry, and the Fair Work Ombudsman and Fair Work Australia.

In recent audits conducted by the Fair Work Ombudsman, businesses have been asked to provide proof that an employee has received a copy of the Fair Work Information Statement from their employer. Additionally, as provision of the Fair Work Information Statement is one of the NES, employees are able to make a claim against their employer for a breach of the NES if they have not received the Fair Work Information Statement.

Keep this in mind when you are inducting your new employees. It may also be worthwhile reviewing your standard induction processes to ensure you have a system in place to record the provision of the Fair Work Information Statement to your employees when they join your business. Here is an induction checklist we prepared earlier!

Contact Inspire Success on 1300 620 100 or terri@inspire-success.com if you would like to discuss how this affects your business.

Significant dates for new employees:-
Now you have completed your interview process and selected your new employee it is important to manage some critical dates. These include induction, probation and confirmation of the new employee. A very important step is to set a probation period for the new employee and for that length of time and the process to be clear to them. 

Length of probation period:- 
The length of the probation period and the terms around it should be set out in the terms and conditions of your employment and then be managed carefully.  A ‘probation period’ is usually a three month period (based on calendar months) from the date of commencement of employment where you assess the suitability of the employee for the role and the employee has the opportunity to settle in and to determine if the role meets their needs. A key thing to remember is the probationary period must be set in advance and must be reasonable. Three months can be suitable for some roles but for a more senior role you could have a probationary period of six months (as long as there are reasonable grounds for this). For a ‘small business’, i.e. less than 15 employees by head count and including associated entities (see s.383 of the Fair Work Act), the period can be increased to twelve months.  

Why have a probation period:-                                                                            
The probation period is a time when you can validate your selection and ensure there is a good fit between the new employee and the job. It is a time when there should be communication between you and the new employee and some assistance given to them to settle in.  In essence, an employee on probation has been appointed but not yet confirmed in a permanent role. The purpose of a probationary period is to provide:

• Time for induction / onboarding and training
  
• An opportunity to assess the employee and their ability to perform in the job
  
• Time to assess fit into your business
  

Regular feedback to the new employee is important and should be provided throughout the probationary period.

What are the benefits of a well managed probation period:-

• allows the new employee settle into the workplace
  
• provides a focus for you and the new employee on what knowledge and skills are required to be developed during probation for them to succeed in the job
  
• provides some structure for the new employee on the key aspects of their job and the key people they will be interacting with
  
• allows you to give and receive feedback on a new employee’s progress during probation.
  

If you are generally happy with the performance of your new employee but continue to have a few concerns at the end of their probationary period, then you can extend the probation via a review on or before the end of it. You will also need to provide information in writing, detailing the period of the extension and the areas which require improvement. Provided you act sensibly, you can let the person go if they are not working out without having to carry out the usual disciplinary procedures once an employee is confirmed.  

Review the new employee’s progress regularly and provide them with feedback so they know how they are progressing – either with praise or with explanations as to where improvement is required.  We think it is a good idea to do a Probation Review at the mid point of the probation period.

Overall, the probationary period is an excellent tool to ensure that the new employee is performing in the way you want and is motivated, committed and happy working with you and your organisation. It allows you to be fair and highlight areas which require improvement, and it provides time and scope for the new employee to improve in those areas. The result should be that at the end of the period, the decision to continue or not is easy and clear for both parties.

Confirmation of appointment:-
As the probationary period nears its conclusion, you need to decide whether you wish to retain the new employee or not. If you do, then confirmation of appointment is the process used to end a probation period and appoint an employee permanently. Ideally, a letter is given to the employee confirming the date their probation period ended and affirming the details / conditions previously agreed upon of their employment. The letter states that the employee's performance has been satisfactory and it confirms the employee's appointment to the job. It is good practice to give your new employees a confirmation letter when they successfully complete their probation but it also provides affirmation to the employee that they are doing well in their role and have peace of mind that their job is now confirmed.

Is this something that could be an issue at your place? Inspire Success is all about implementing practical solutions that help create high performing workplaces which are customer focussed and free of conflict - no matter what size your business is. Contact Inspire Success for further information - kate@inspire-success.com

Did you know that the first 4 weeks of employment are when our new starters are deciding whether they are staying or not? This is the time to make sure we set them up for success and make the most of the money we have already spent on recruitment.

If you include at least these 3 steps to your induction, we believe you are on your way to building a positive employment relationship with your new starter and will have a much better level of engagement (read higher productivity, less conflict, less complaints, easier work for you!):

1. Deliver on what you promised
2. Set the standards up front
3. Follow up at regular intervals

Setting employees up for success in a new role requires planning and action. There are times that things won’t go according to the plan, but the system should be flexible enough to allow for this, and help it get back on track.

1. Deliver on what you promised.
Your recruitment systems should help here – what did you agree to in the interview? The letter of offer needs to be clear on what the job role is, what the pay is, when they start and how it will be reviewed.
Try to have this set up before the new starter arrives – it shows organisation in the business if their tools and workspace are ready, there is a name-badge and PPE, a handbook ready and an email address all sorted.
If you can, send the letter of engagement, personal details form, super and tax forms out in advance (we call this the starter pack). If this is completed at home and sent back in, you can set them up in payroll in advance and ensure there are no issues in getting that first pay. And if you pay monthly and they just miss the pay run – show them some flexibility by organising an end of month manual pay so they don’t have to wait 6 weeks!
TOP TIP: Have a checklist that you use to prepare for new starters, but that doubles as their checklist during Induction.

2. Set the standards up front.
You should have a standard checklist that is used by you or your key personnel so that you know every new employee gets exactly the same information. This checklist should include information on the company history and your service expectations, the focus of the division or department (this helps them understand how their position fits into the big picture) and very specific details like hours of work, where to park, uniforms, safety, timesheets, calling in sick etc.
Make certain that the checklist has a link to the position description so that the key personnel can work through the PD, letting the new starter know exactly what is expected of them and how their performance will be evaluated. Maintaining high standards during the Onboarding period will ensure that they continue.
By involving team members in establishing high standards of performance, you will build their pride and self-confidence. It has been shown time and again that setting high standards at the start improves staff retention and customer feedback.
TOP TIP: Your position description should be general enough that the employees understand the scope of their work, but specific enough that you can explain the standards (quality, quantity and time) you expect.

3. Follow up at regular intervals.
Specify on your checklist that there will be a weekly catch up, with a 6 weekly performance review mid probation. These catch ups should be casual, but structured, using the checklists as a guide.
Ask lots of questions, go over the information they have learned, ‘test’ that they have understood it and check to see where there are still gaps. During this time you should be listening for underlying problems with what the employees expected and what they are experiencing.
The 6 weekly probation review is a formal opportunity to provide feedback on their take-up of the new role, where they are going well and where there are performance issues. Document this discussion using a review form that you can go back to if necessary.
TOP TIP: These follow ups will work best if they are two way discussions. Ask the employee how things are going, listen to their response and then give your feedback. Resist the urge to jump in first.