Trust Policy and Protocol for Induction
Reference Number
HR/IND
Version
8
Name of responsible (ratifying) committee
HR Policy Group
Date ratified
08.06.2010
Document Manager (job title)
Essential Training Programme Manager
Date issued
07.10.2010
Review date
June 2012
Electronic location
Corporate Policies
Related Procedural Documents
Appraisal and Personal Development Review Policy;
Health and Safety Policy; Learning and Development
Policy; Trust Training Course Attendance Policy;
Essential Training Policy
Key Words (to aid with searching)
New starter; Recruitment; Induction; New staff;
Induction checklist; Training; Induction procedures;
Occupational Health and Safety; Employees;
Personnel procedures
In the case of hard copies of this policy the content can only be assured to be accurate on the date of issue marked on the
document.
For assurance that the most up to date policy is being used, staff should refer to the version held on the intranet
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CONTENTS
1.
2.
3.
4.
5.
6.
7.
8.
9.
QUICK REFERENCE GUIDE....................................................................................................... 3
INTRODUCTION.......................................................................................................................... 4
PURPOSE ................................................................................................................................... 4
SCOPE ........................................................................................................................................ 4
DEFINITIONS .............................................................................................................................. 5
DUTIES AND RESPONSIBILITIES .............................................................................................. 7
PROCESS ................................................................................................................................. 10
TRAINING REQUIREMENTS .................................................................................................... 12
REFERENCES AND ASSOCIATED DOCUMENTATION .......................................................... 12
MONITORING COMPLIANCE WITH, AND THE EFFECTIVENESS OF, PROCEDURAL
DOCUMENTS ............................................................................................................................ 12
Appendices
Appendix 1
Appendix 2
Appendix 3
Appendix 4
Appendix 5
Appendix 6
Contents of Locum Induction Pack
Programme for Corporate Induction
Induction Checklist
Local Induction Checklist for Temporary Staff
Local Induction Checklist for Junior Medical Staff
List of amendments to policy
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QUICK REFERENCE GUIDE
This Policy details the process and actions to be followed when new staff join the Trust, or change
departments, or are promoted, so as to ensure that they are successfully integrated into their new
role and can work safely and effectively. It also provides guidance on good practice and the elements
that make up an effective induction programme.
For quick reference the guide below is a summary of actions required. This does not negate the need
for the document author and others involved in the process to be aware of and follow the detail of this
policy.
1. All new staff and volunteers, including locums, students and temporary staff must have a proper
period of induction.
2. Induction commences on the first day of employment and consists of induction training organised
by the Learning and Development Department and a tailored local induction.
3. A Local induction checklist and associated guidance notes are provided as an appendix to this
policy.
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1.
INTRODUCTION
1.1
Portsmouth Hospitals NHS Trust (“the Trust”) considers that comprehensive induction
arrangements are essential for ALL new staff whether temporary or permanent, including
volunteers, or staff promoted or transferred to a new post. Induction is required to ensure
individuals are warmly welcomed, and become professionally integrated into the organisation
at the earliest opportunity, and are introduced to their work area, role and organisation as a
whole. Induction will also include training appropriate to role to ensure individuals are able to
work safely and effectively, taking account of risk issues, health and safety, and best practice.
1.2
An important component of induction is a local induction tailored to meet the particular needs
of individual staff members.
1.3
This policy and the procedure contained within it are designed to comply with best practice,
and current legislation, including the Health and Safety at Work etc Act.
2.
PURPOSE
2.1
Induction into the organisation and a department makes a significant contribution to the
development of the Trust, the appointing area and the individual. This process begins to
establish a relationship between the Trust and its staff, and is therefore essential in setting
standards and creating a culture of high quality and commitment. A good induction is
essential in ensuring staff feel welcomed, valued and effectively integrated into the team. It
enables individuals to understand how they contribute to the work of the Trust and its
objectives and is good employment practice.
2.2
The purpose of this policy is to describe to staff and line managers the Trust’s standard
arrangements for inducting all new starters to the organisation, and to clarify the roles and
responsibilities for all involved in the induction process.
2.3
The organisation is committed to ensuring all staff receive a comprehensive and proper
induction. Attendance is mandatory and this document details the process that will be
followed to ensure compliance, including the application of disciplinary measures in the event
of non-compliance with corporate and local induction.
2.4
This policy should be read in conjunction with the following documents:
Appraisal and Personal Development Review policy
Health and Safety policy
Learning and Development policy
Trust Training Course Attendance policy
3.
SCOPE
3.1
This policy covers all new starters to the Trust, including Medical & Dental Staff, regardless of
role, status and location, and applies equally to:




All new entrants to the Trust regardless of the employed/non-employed status, grade,
hours worked or experience;
Staff who are newly promoted;
Staff returning to work following a break of more than 1 year, for example, maternity
leave, long term sickness, career breaks or secondments;
Naval and Military staff, volunteers and students;
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
Temporary, fixed term, contract, bank/agency staff, locums, pre-registration
nurses/midwives, NHS Professionals, doctors in training and medical students.
3.2
In most cases this will include corporate induction, a period of local induction (job specific and
department induction) and potentially professional/specialty programmes. In some cases, the
induction arrangements may vary according to individual needs. Staff who change
departments will be required to undertake local induction specific to their new department.
3.3
In the event of an infection outbreak, flu pandemic or major incident, the Trust recognises that
it may not be possible to adhere to all aspects of this document. In such circumstances, staff
should take advice from their manager and all possible action must be taken to maintain
ongoing patient and staff safety.
4.
DEFINITIONS
4.1
Induction and Corporate Induction Course
4.1.1
Induction is the process by which new or transferred staff, including medical staff and
volunteers are integrated into the Trust. It includes the Corporate Induction course run by
the Learning and Development Department (see Appendix 2), and a programme of events
and phased introduction to the job organised by individual departments and the line
manager, known as ‘local induction’. The local induction may include specialist training
which is job specific, the allocation of an Induction Partner, Preceptor, or Mentor, and
includes an evaluation of the induction period.
4.1.2
Corporate and Local Induction commences on the first day of work, with the latter usually
being of 1 month in duration, although in some circumstances it may be possible to
complete it in less time. Recommended activities involved in the local induction are detailed
in an induction checklist in Appendix 3. This should be customised to address local
circumstances. Upon completion, a “tear off” slip should be returned to the Learning and
Development Department Business Manager who will record details of completion on to the
Oracle Learning Management System. The ward or department should retain a copy of the
completed checklist with a further copy given to the staff member for inclusion in their
portfolio of evidence. This should take place after 1 month, this being the time when the 1
month review will be completed (see induction checklist in Appendix 3). Training related to
the KSF subset outline may continue beyond this period (see Appraisal and Personal
Development Review Policy).
4.1.3
Use and scope of the generic check list will be explained to all new staff during the
corporate induction course, they will be told of its importance, and how it may contribute to
their KSF subset outline gateway review.
4.2
4.2.1
4.3
4.3.1
Non Attendance
Non attendance on induction occurs when either an individual fails to attend all or part of
their local induction or Corporate induction.
New Staff
New staff are defined as staff who have never previously worked for the Trust, or who have
recommenced working for the Trust following a break in service of in excess of one year, for
example, on a career break, secondment or extended period of maternity leave, as well as
those who have worked for the Trust previously. There are no exceptions from attendance
on induction: it is mandatory for all staff and volunteers regardless of role or status. Staff
who take a career/job move within the Trust will be considered as ‘internal transfers’ and will
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not be required to undertake the Trust corporate induction programme, although they will
still need to complete a local induction and any necessary job specific training.
4.4
4.4.1
4.5
Induction Partners
Induction Partners are individual staff members working at a similar level or within a similar
role in the organisation as the inductee, or in the case of a specialist or very senior post,
other organisations in the local Health Economy. Their role is to provide peer support, and
help individuals understand the complexities of the organization, working in a more informal
manner than the manager, thus enabling them to become familiar with the organisation
quickly. Essentially this role is one of befriending, and thus would not be seen as time
intensive. The line manager is responsible for identifying these staff. For help and guidance
with this, managers should contact the Learning and Development Department, whose
contact details are at http://www.phtlearningzone.org.uk/. In Nursing and Midwifery roles
these tasks may be undertaken by “Preceptors” or “Mentors.”
Trainee Doctors
4.5.1
Trainee Doctors have their own specific induction and those who are new to the Trust or
returning after an absence of 1 year or more are required to attend the Junior Doctor
Induction Day, organised by the Postgraduate Medical and Dental Education Department.
This will take place in the first week of August and February for the main rotations, with
further inductions being organised for October, December, and April, for trainees who rotate
outside of the main rotation periods. Departments are encouraged to organise workloads
and commitments to take account of the reduced number of doctors available at that time.
The Post Graduate Medical and Dental Education administration team will invite all trainee
Doctors to this induction once they have been notified that they will be joining the Trust.
4.5.2
Junior Doctors should complete a local induction that is relevant to their department within
one month of commencing their placement. A Junior Doctor Departmental (Local) Induction
Checklist is available for this purpose and contains all common aspects of local induction
required by Junior Doctors. A copy is located at appendix 5 of this document, it should be
supplemented with additional information pertaining to specific clinical areas where
required. Upon completion the completed document should be forwarded to the Learning
and Development Administrator (Postgrad), Education Centre, Level E, Queen Alexandra
Hospital
4.6
Temporary and Locum Induction
4.6.1
ALL temporary or locum staff are required to undergo induction; for locum medical staff an
E Learning Induction programme is available. This programme must be completed before
any work is commenced, together with a localised induction relevant to the work area and
duties. Each specialty should also issue locum staff with a locum pack (the essential
contents of the locum pack are detailed in appendix 1). Temporary nursing staff will mainly
be provided through NHS Professionals, who will comply with the National NHS
Professionals standards for staff induction. However, they will need a localised induction
relevant to their duties and work area. All Trust “Bank“ staff are required to complete the
Corporate Trust Induction course prior to being booked for work.
4.6.2
For all other temporary staff and students, a localised induction should be planned and
completed that reflects the demands of their duties. They should also work through relevant
elements of the induction E Learning programme, or attend the Corporate Induction course.
Temporary and locum staff should not operate machinery or undertake tasks for which they
are not competent. Where temporary or locum staff will be employed in excess of 6 months
they should attend the Corporate induction Course.
4.6.3
Checklists for temporary and locum staff are located in appendices 1 and 4, and should be
completed before work is commenced.
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4.6.4
4.7
Records of staff completing e learning induction will be generated electronically
automatically and be held by the Learning and Development Department on the Moodle
Learning Management System.
Local Induction
4.7.1
Is the term used to describe the process for introducing new staff to the trust at a
department or ward level and includes local processes, policies and procedures and covers
the specific risk requirements relevant to their area of work.
4.7.2
All new applicants to the Trust (employed or non employed status) must receive a local
induction including those who are:







Staff transferring within the Trust
Medical & Dental (including those doctors in training and medical students)
Permanent, Fixed Term, Temporary or contract staff (working part-time or full time)
Locum/agency staff/NHSP staff
Volunteers
Military staff
Students, pre registration nurses or midwives
4.7.3
The content of local inductions should be based on the Local Induction Checklist in
Appendix 3. This document can be adapted to ward/departmental use. Completion of local
induction should be confirmed via the “tear off” slip which should be returned to the Learning
and Development Department Business Manager who will record the details on the
Electronic Staff Record. See also 4.5.1 above for Junior Doctor local induction.
4.7.4
Local Induction commences on the first day of work, with the latter usually being of 1 month
in duration, although in some circumstances it may be possible to complete it in less time.
5.
DUTIES AND RESPONSIBILITIES
5.1 Managers
5.1.1
Individual line managers will be responsible for ensuring a proper induction occurs for all
new staff (including temporary and locum staff), volunteers, and staff promoted within or
transferred into their department.
5.1.2
Managers should ensure that staff are allocated adequate time out from their role to take
part in activities that make up induction; this includes Corporate Induction, local induction,
and any specific professional induction that may be required.
5.1.3
Line managers are responsible for providing a relevant and tailored local induction that
takes account of individual work roles, and the necessary familiarisation required to provide
them effectively and safely. An induction checklist is provided in appendix 3.
5.1.4
Where there is evidence of wilful non-attendance on any Induction programme or
associated training, Divisional General Managers, or Directors in the case of the Corporate
Functions, will be responsible for initiating appropriate disciplinary action.
5.1.5
Line managers are responsible for ensuring staff are familiar with the NHS Knowledge and
Skills Framework (KSF), understand their KSF post outline and what this means to them
and for their development.
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5.1.6
Individual line managers are responsible for developing in consultation with new starters an
individual Learning and Development Plan one month after them commencing work.
5.1.7
Line managers are responsible for booking new staff onto the Corporate Induction Course
via the Learning and Development Department administration team on their first day of
employment; this can be done via email or electronically. Joining letters to new starters
also confirm this responsibility.
5.1.8
Records of induction for temporary staff must be sent to the Learning and Development
Department Business Manager where they will be recorded as a competency on the Oracle
Learning Management System. All staff completing the E Learning Induction will have their
training records saved automatically via electronic means and this data will be saved to the
Oracle Learning Management System.
5.1.9
Where required, the line manager will arrange for the new member of staff to meet with the
medical devices training team within the induction period. They will have previously agreed
a list of equipment that the new staff member will be required to use. The line manager will
monitor the progress of the staff member’s medical device training to ensure it is completed
correctly and on time.
5.2 Voluntary Services Coordinator
5.2.1
5.3
The Voluntary Services Coordinator will arrange for all volunteers to complete induction by e
learning. Records of volunteer inductions will be kept by the volunteer coordinator and
saved automatically electronically via the Moodle Learning Management System.
Individual staff members and volunteers
5.3.1
Individual members of staff and volunteers are responsible for actively engaging in,
familiarising themselves with, and completing their induction programmes, and later
maintaining and updating their knowledge and skills and maintaining a programme of
continuous professional development (CPD), if applicable. The Learning and Development
Department can advise on CPD if required.
5.3.2
Non-attendance at induction will result in individual staff not receiving training that is legally
required. This would put patients, individual members of staff, and the Trust at risk. The
Trust takes induction very seriously, and if it is not completed both the staff member and
manager could be subject to disciplinary action.
5.3.3
Under the Health and Safety at Work etc Act, and their own professional Codes of conduct,
individual staff are responsible for ensuring that they undertake their duties in a safe manner
without endangering themselves, other staff, patients or other visitors to the Trust.
5.3.4
If, as part of their normal duties, a member of staff will use electro-medical equipment, they
will need to receive training in its proper use as part of their local induction. At the end of
this they will be required to be confident and competent in the correct and safe use of any
equipment they might normally be expected to use during the course of their work. Training
will be provided either via a local training programme for specialist equipment or through the
medical devices training team for general equipment. In the latter case, within the induction
period the member of staff will need to meet with the medical devices training team to draw
up a plan of equipment training. This training will be required to be completed within 6
months of starting in the new role. This training may form part of a KSF development plan. It
is important that individual members of staff do not undertake any tasks or operate any
medical devices, equipment or machinery for which they are not competent, or have not
received the necessary familiarisation training.
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5.3 Learning and Development Department
5.3.1
The Trust will provide a properly resourced Corporate Induction of high quality for ALL staff
and volunteers, attendance at which is mandatory. This will include relevant statutory and
mandatory training, such as patient moving and handling training. Induction arrangements
and training will regularly be reviewed to ensure relevance and quality is maintained.
5.3.2
The Trust’s Learning and Development Department will design, implement, and deliver, a
Corporate Induction Course that will usually be held fortnightly, and maintain continuous
evaluation and improvement of the course. Following Corporate Induction, attendees will be
required to complete an evaluation tool, which, together with feedback from managers, and
key staff, will be monitored by the Learning and Development Department, and influence
development of the course.
5.3.3
Subject leads for the course will be contacted on a quarterly basis by the Learning and
Development Department to ascertain if updates for the course are required.
5.4 Divisional Managers, Corporate Directors and the Medical Director
5.4.1
5.5
5.5.1
It is the Divisional Manager’s, Corporate Director’s and the Medical Director’s responsibility
to ensure that local inductions take place within their respective areas and are accurately
recorded for all grades of staff, including medical staff, temporary, agency/bank, NHSP,
military, contract, volunteers, doctors in training, medical students and locums. This forms
part of their responsibility to manage risk within their department.
Chief Executive
The Chief Executive has overall responsibility for ensuring an effective induction programme
and process is in place for the organization, and that records of attendance are maintained,
monitored and reported in accordance with the policy.
5.6 Director of Postgraduate Medical & Dental Education
5.6.1
Has overall responsibility for ensuring an effective induction programme and process is in
place for all medical students in the organization and that records of attendance are
maintained, monitored and reported in accordance with the policy.
5.7 Director of Workforce and Human Resources
5.7.1
The Director of Workforce and Human Resources is responsible for ensuring provision and
delivery of an appropriate Corporate Induction and process, and for ensuring that adequate
resources exist to support it, together with the maintenance, monitoring and reporting of
records in accordance with the policy.
5.8 Learning and Development Department Business Manager
5.8.1
The Learning and Development Department Business Manager is responsible for ensuring
that an administration and reporting system is maintained for induction, together with the
provision of scheduled reports. Currently the system in use is the Oracle Learning
Management system and the Electronic Staff Record.
5.9 Temporary Staffing Manager
5.9.1
The Temporary Staffing Manager is responsible for ensuring all temporary staff are
recorded on the Electronic Staff Record and records are provided of temporary staff in post
to the Learning and Development Department Business Manager on a fortnightly basis.
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6.
PROCESS
6.1 Appointment
6.1.1
Immediately following appointment, and before work is commenced, induction should be
planned for a new staff member/volunteer, and the individual be invited to visit and view
their place of work. This should include arranging relevant mandatory and statutory training
known as “Essential Training” (details on individual requirements for this area are located on
http://www.phtlearningzone.org.uk/ and training necessary for achievement of the
Knowledge and Skills Framework subset outline.
6.1.2
It is of vital importance that staff understand the part that the Knowledge and Skills
Framework will play in their career development and progression. This should be explained
early in their appointment, with particular attention being drawn to their Knowledge and
Skills Framework outline and the development review process.
6.1.3
It is good practice to discuss induction prior to a start date to ensure agreement on
contents, and that issues of importance to both parties are covered and have been
understood.
6.2 Booking Process
6.2.1
New staff members are required to attend the Corporate Induction course on their first day
of work; this should be arranged by their line manager by booking a place via the telephone
or email with the Learning and Development Department Administration team. Work cannot
be started until the Corporate Induction course is completed. Induction courses will be run
on a fortnightly basis.
6.2.2
Local induction must commence immediately after the Corporate Induction course, or
alternative induction arrangements. Upon completion the local induction checklist tear off
slip should be forwarded to Learning and Development Department Business Manager (1
month after commencing work), who will ensure compliance is recorded onto the Oracle
Learning Management System.
6.2.3
As part of the local induction managers must give a copy of the completed “Induction
Checklist” to the new staff member.
6.3 Induction Pathway
6.3.1
Induction Partners, Preceptors or Mentors should be introduced to new staff within their first
week of employment.
6.3.2
Individual members of staff should meet their Head of Department within 2 weeks of taking
up their post; this period can be extended in cases of sickness or annual leave.
6.3.3
Divisional and/or Departmental induction should be tailored to ensure individual needs are
met.
6.3.4
The line manager (or nominated deputy) will conduct a review of the induction and
orientation process after 1 month, 3 months and 6 months, to highlight progress, address
concerns, and ensure adequate support is being provided. This is of particular importance if
new starters are to pass through the Knowledge and Skills Framework foundation gateway
for their post.
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6.3.5
The purpose of the foundation gateway is to check that individuals can meet the basic
demands of their post on that pay band – the foundation gateway review is based on a
subset of the full KSF outline for the post. Its focus is on the essential knowledge and skills
that the individual will need to develop and apply to be able to do the job during the first 12
months in post. It is expected that staff will achieve their Knowledge and Skills Framework
subset outline and progress through their foundation gateway after 12 months, on their
incremental date. There should be no surprises, and development should be geared
towards this objective.
6.3.6
For many people, changing employment can be stressful and may involve moving home,
leaving friends and forming new friendships, and learning to work in an unfamiliar
environment. Many will be unsure of themselves during their settling in period, and may
need particular support. For this reason it is important that the line Manager provides
regular and frequent supervision during this time.
6.3.7
The Learning and Development Department are able to provide advice on developing local
induction programmes if required, together with the Knowledge and Skills Framework.
Names and roles of key department staff may be found on the Learning and Development
Department web site should assistance be required, http://www.phtlearningzone.org.uk/
6.4 Non attendance at Corporate and Local Induction
6.4.1
The Learning and Development Department and Essential Training Manager will promote
the benefits of induction to new entrants and managers, and will work to ensure that
induction is a valued and positive experience.
6.4.2
Should an individual fail to attend induction with fair reason, e.g. illness, domestic
emergency etc, they will be invited to the next available induction date. However, should
they fail to attend induction with out reasonable excuse, a letter will be sent to their manager
informing of the absence and giving the next available date for them to attend induction.
6.4.3
A further absence will result in a letter being sent to the relevant Workforce Manager and
Divisional General Manager, detailing the absences and requesting action to provide
compliance. In the case of any subsequent absence the matter will be escalated to the
Director of Workforce and HR for disciplinary action. Letters will be generated by the
Learning and Development Department Administration team under the supervision of the
Learning and Development Department Business Manager.
6.4.4
If staff fail to complete their local induction, they and their manager will receive a letter from
the Essential Training Manager advising them to complete within the agreed time frame of
one month. The matter will also be reported to the Divisional Workforce Managers and
Divisional Training Groups. Where a follow up audit to be completed after one month shows
compliance has not been achieved, the matter will be referred to the Director of Workforce
and HR for disciplinary action. Staff failing to complete induction will not normally be allowed
to complete other non Essential Training and non attendance will result in charges being
made to the line manager’s budget in accordance with the Training Course Attendance
Policy.
6.5 Recording process for Induction
6.5.1
All staff attending Corporate induction will be required to sign training attendance sheets on
the morning and afternoon of each day of the course. This process will be administered by
the Essential Training Manager. Attendance sheets will then be forwarded to the Learning
and Development Department Administration team for inputting onto the Oracle Learning
Management System.
6.5.2
Upon completion of Local Induction the local induction completion tear off slip will be sent to
the Learning and Development Department Business Manager for in putting onto the Oracle
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Learning Management System. Completed Temporary staff Local Induction checklists will
also be forwarded to the Learning and Development Department Business Manager for in
putting onto the Oracle Learning Management System. Junior Doctor Local Induction slips
will be sent to the Learning and Development Administrator (Postgrad), Education Centre,
Level E, Queen Alexandra Hospital.
7.
TRAINING REQUIREMENTS
7.1
Managers will be briefed by the Learning and Development Department Divisional links on
the content of this policy and will be able to seek guidance and assistance on its
implementation from the Learning and Development Department.
8.
REFERENCES AND ASSOCIATED DOCUMENTATION
Health & Safety at Work etc Act 1974
NHS Knowledge and
www.nhsemployers.org
Skills
Framework,
available
from
NHS
Employers
at
Trust Policy Documents
Learning and Development policy
Appraisal and Personal Development Review policy
Health and Safety policy
Trust Training Course Attendance policy
Essential Training Policy
9.
MONITORING COMPLIANCE WITH, AND THE EFFECTIVENESS OF,
PROCEDURAL DOCUMENTS
9.1. Review
9.1.1
The policy will be reviewed on a bi-annual basis by the HR Policy Group.
9.2. Reporting
9.2.1
There will be an annual report on induction to the Trust Board as part of the Annual
Learning and Development Department report to the Board.
9.2.2
The Learning and Development department will receive monthly “new starter” reports from
the HR Workforce Planning Department derived from the Electronic Staff Record that will be
cross referenced by the Learning and Development Department Business Manager against
induction course attendees listed on the Oracle Learning Management System. This will
enable letters to be sent to “non attender’s” managers requesting induction attendance.
Quarterly reports on non attendance will be sent by the Learning and Development
Department Business Manager to Divisional Workforce Managers, these reports will be a
quarterly agenda item for the Operational HR Team meetings where if required compliance
action plans will be formulated and agreed.
9.3 Compliance Actions
9.3.1
Where staff are not booked onto induction as identified by monthly cross referencing of
starters lists derived from the Electronic Staff Record, by the Learning and Development
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Department Business Manager, against induction attendance reports produced from the
Oracle Learning Management System, ‘invitations’ to attend induction will be sent to the
staff member and their manager.
9.3.2
Should an individual fail to attend induction with fair reason, e.g. illness, domestic emergency
etc, they will be invited to the next available induction date. Should they fail to attend
induction with out reasonable excuse a letter will be sent to their manager informing of the
absence and giving the next available date for them to attend induction. A further absence
will result in a letter being sent to the relevant Workforce Manager and Divisional General
Manager detailing the absences and requesting action to provide compliance. In the case of
any subsequent absence the matter will be escalated to the Director of Workforce and HR for
disciplinary action. Letters will be generated by the Learning and Development Department
Administration team under the supervision of the Learning and Development Department
Business Manager.
9.3.3
Trainee doctors who fail to attend induction will not have relocation expenses or study leave
approved until their induction is completed
9.3.4 The Learning and Development Department Business Manager will monthly cross reference
staff having completed induction as identified on the Oracle Learning Management System
against local induction completion returns from the same system. Non compliance will be
reported to the Divisional Workforce Managers and Divisional Training Groups. Where a
follow up audit to be completed after one month shows compliance has not been achieved,
the matter will be referred to the Director of Workforce and HR for disciplinary action.
9.3.5 The Learning and Development Department Business Manager will monthly cross reference
temporary staff as recorded on the Electronic Staff Record by the Temporary Staffing
Manager - HR Resourcing, against temporary staff induction completions recorded on the
Oracle Learning Management System to determine whether relevant inductions and local
inductions have been completed. Non compliance will be reported to the Divisional
Workforce Managers to action enforcement Where a follow up audit to be completed after
one month shows continuing non compliance the matter will be referred to the Director of
Workforce and HR for disciplinary action. Quarterly reports on non-compliance produced
from the Oracle Learning Management System will be reported to the Divisional Workforce
Managers and placed on the agenda of Operational HR meetings on a quarterly basis,
where, if necessary, compliance actions can be formulated and agreed.
9.4
Continuous improvement
9.4.1 The Learning and Development Department will revise the induction process, policy, and
Corporate Induction Course where course evaluation and course attendance reports indicate
changes are required. Changes will be approved by the Learning and Development
Department, Learning and Development Team, key stakeholders and in the case of policy
changes they will go through the Trust Policy approval process.
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Table 1
Staff member appointed - line manager books new starter on to the
Corporate Induction Course via Learning and Development
Department Administration, local induction and post specific
training planned and initiated by line manager
New starter attends
Trust Corporate
Induction
Step 1
Non attendance for acceptable
reason, staff member re booked
onto next induction. Non
attendance for non acceptable
reason letter sent to line manager,
staff member automatically
booked on to the next Induction
Course.
Step 2
2nd Non acceptable reason
for non attendance, letter sent to
Workforce Manager and Divisional
Manager, detailing absences, and
requesting action be taken to
ensure compliance.
Step 3
3rd
Non acceptable reason for
non attendance, letter sent to
Director of Workforce and HR,
detailing absences –requesting
disciplinary action be taken to
ensure compliance.
Learning and Development
Department monthly cross
reference starters lists from
Electronic Staff Record against
completions on Oracle Learning
Management System. Non
attenders identified and booked
onto next induction – compliance
action for non attendance as
identified in steps 1 to 3 to be
followed.
New Starter given local
induction checklist and form
to complete by line manager
Local induction completed in
department
(preferably with line
manager)
Manager and new staff member
sign local induction checklist
form to say local induction has
been completed within 1 month of
commencement.
Form returned to Learning and
Development Department
Business Manager, data
recorded on Oracle Learning
Management System
Learning and Development
Department to monthly
cross reference known
temporary staff identified by
HR Resourcing against
temporary staff induction
completions recorded on
the Oracle Learning
Management System to
determine whether they
have completed a relevant
induction. Non compliance
will be reported to the
Divisional Workforce
Managers for enforcement
Where a follow up audit to
be completed after one
month shows continuing
non compliance the matter
will be referred to the
Director of Workforce and
HR for disciplinary action.
Form includes:
1.
2.
3.
4.
5.
Name
Name of Dept.
Start date
Date LI
completed
Signatures X2
Learning and Development Department Business Manager to
monthly cross reference staff having completed induction as
identified on the Oracle Learning Management System against
local induction completion returns from the same system. Non
compliance will result in a letter to staff member and their
manager from the Essential Training Manager requesting
completion in one month this will also be reported to the
relevant Divisional Training Groups and Workforce Manager.
Where a follow up audit to be completed after one month shows
compliance has not been achieved, the matter will be referred to
the Director of Workforce and HR for disciplinary action.
Quarterly reports on Non attendance produced from
Oracle Learning Management System to be reported to
Divisional Workforce Managers and placed on agenda
quarterly of Operational HR team meetings, where if
necessary compliance actions can be formulated and
agreed. Annual report to board on Induction performance
incorporated in Learning and Development Department
annual report.
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Appendix 1
Contents of Locum Induction Pack
Each speciality must have a locum/temporary staff information pack that includes the following:

What the job is, including duties and responsibilities

Who the supervisor is,

What the duties of the supervisor are,

Bleep arrangements,

Pharmacy and local protocols including prescription administration and incident reporting,

Details of ward/speciality chain of command,

Communication systems,

Resuscitation arrangements,

Trust and clinical risk management strategy – where to find it,

Key personnel involved in clinical and risk strategies,

Clinical Incident reporting procedures,

Consent policies,

Complaints procedure,

Document issues such as complaints and medical records. Not sure what this means

Major incident procedure.

Other relevant local information.

Location of key departments

Where to seek clinical help
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Appendix 2 Programme for Corporate Induction
All staff
Introduction to Portsmouth Hospitals NHS Trust
Customer Care
Payslips & the NHS Pension Scheme
Fraud Awareness
Respecting & Valuing Others (Diversity and Customer Care)
Hospital Chaplains
Risk Management
Occupational Health
Infection Control
Health and Safety
Fire Safety
Foundation moving and handling ergonomic awareness training
Information Governance
Medical Devices
Protection of Vulnerable Adults and Mental Capacity Act
Clinical staff additionally then attend resuscitation and foundation patient moving and
handling awareness, and for relevant staff Blood and Blood products.
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Appendix 3
Portsmouth Hospitals NHS Trust
Induction Checklist
Name
…………………………………………………………
Post Title
…………………………………………………………
Department
…………………………………………………………
Division
…………………………………………………………
Date of Appointment and start date if different…………………………………………
Manager
…………………………………………………………
The aim of your induction is to ensure that you have all the information we believe you need
about the organisation and your role within it. We hope that this checklist helps smooth any
anxieties you may have about starting a new job. After your first month we would be interested
to receive any comments on how your induction has progressed, and whether you feel enough
support and training has been given to start you off.
The checklist attached is to ensure that all aspects of your induction are covered. As each item
is discussed it will be signed by the person giving the information, and by yourself, once you
feel the information has been adequately covered. If any item does not apply to your post
please mark N.A.
If you feel that any area has been missed, and you require further information, please bring it to
the attention of your immediate manager.
Once the induction is completed, you and your manager should sign the checklist. It will then
be placed on your personal file and kept as a record, and you will be given a copy for your
portfolio. The “tear off slip” should be forwarded to the Learning and Development
Department Business Manager, The Old Gym, Fort Southwick, as evidence of
completion. RoE staff should send their Induction checklist back to the Estates
Department at Queen Alexandra Hospital.
To be completed/checked by manager, preferably prior to commencing duties:
DOCUMENTATION
Undertaken
by initial and
date
Arrange issue of Security Cards, IT access.
Arrange Induction Partner/ Mentor.
Parking permit.
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To be completed/checked by Employee Resourcing, preferably prior to commencing duties:
Bank details, Tax form, are all given by employee before commencement of employment to
Employee Resourcing – forms are issued with initial offer letters. Starters form must be sent
to Employee Resourcing as soon as start date is known. Proof of DOB, Registration and
Qualifications are obtained at interview stage and checked again prior to start date.
DOCUMENTATION
Undertaken
by initial
and date
Employee
initial and
date
Bank Details
Tax Form
Starter Form
Proof of Date of Birth
Proof of Registration
Record/Proof of Qualifications
Work Permit (where appropriate)
First Day in department:
1. RECEPTION AND STRUCTURE OF THE DEPARTMENT
Introduction to Manager – or in first 7 days
Introduction to Department, colleagues and where they will
work explanation of key people
Introduction to Induction Partner, Preceptor or Mentor
Description of Department and it’s function within Trust
Explanation of Department/Specialty vision/mission
statement and values
2. POLICIES AND PROCEDURES (Where applicable)
Relevant drug policies
Major Incident Response Policy
Portsmouth combined NHS Trusts
cardiopulmonary resuscitation policy
Blood and Blood Products Clinical Policy, and booking of
associated mandatory training
Discharge planning : Discharge policy
Patient Information Policy
Check read and understood staff handbook.
Employees own property
Familiarisation with relevant dept/ward local policies
procedures
Infection control and relevant policies
Bereavement issues
Whistleblowing policy explained together with procedure for
speaking up
Financial: Fraud and corruption response plan policy
Falls: Nursing and Midwifery Management and Assessment
of adult inpatients Policy
Medical devices management policy
Other Policies
3. SICKNESS/ABSENCE
Notification of the infection control team
What to do if absent including sickness
Return to work interview
Occupational health
4. FIRE, HEALTH & SAFETY (Where applicable)
Fire exits, alarms, drills and procedures including telephone
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numbers
Fire appliances
Familiarisation with relevant health and safety
policies/issues.
Health & safety at work policy
Name and location of safety rep
Specific risk/safety issues relevant to the speciality/dept are
covered
No smoking rules/drugs and alcohol policy
Departmental first aiders
Location and use of first aid boxes and first aid procedures
Incident book, location and use
Safe use and decontamination of all equipment
Use of disposable equipment
Disposal of and safe use of sharps
Food hygiene regulations / certificates
Notifiable diseases
Security matters
Responsibility for patients
Bomb alert procedure
Reporting of incidents
Chemicals and gases
Display Screen Equipment (DSE) and
Control of Substances Hazardous to Health Regulations
(COSHH) Awareness/training
5. PAY/HOLIDAYS
Method of payment
Use of timesheet
Extra duty claims and Overtime
Superannuation
Expenses
Leave entitlement, allocation, notice and requests
Special leave, and flexible working
First Day/First Week:
6. TOURS
Toilets, kitchens, tea, coffee arrangements, lockers and
changing facilities
Staff Restaurant/shops
Hospital including library
Fire meeting point
Department and meet with Department Head
Notice Boards - location and purpose
Telephone facilities
Human Resources
Car parking
7. THE JOB
Explanation of Job description and limitations of role/check
contract received & understood
Orientation to work area. Explanation of how department
contributes to the organisation (e.g. office /ward)
Department rules
Familiarisation with relevant equipment, and confirmation of
competence in it’s application (To be detailed)
Standards required
Code of conduct
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Confidentiality and Caldicot
Information Systems (IT) Security including accessing
social networking sites (see Social Networking Guidance
doc
Social skills when dealing with patients
Introduction to “Strategy for staff, ”discussion/
familiarisation with key HR policies, “staff charter,” diversity
issues and IWL
Staff support mechanisms – staff counsellor, chaplains etc
Learning and development
Termination of Employment
Change of personal / contractual details
Sources of help and advice available
8 HOURS OF WORK
Start and finish times
Shift systems
Meals/tea breaks
Lateness procedure
Time off arrangements
9 PERSONAL HYGIENE
Personal cleanliness/hand hygiene
Standards of appearance/uniform
Hair, jewellery, footwear, hazards
Care of personal property
Issue of uniform
Uniform cleaning
First Week/Month:
10. COMMUNICATION
Use of telephone and bleep rules and their operation
confirmed.
Team briefing/Link/urgent communications/intranet
Email, global emails
notice boards, post
Lines of communication
Trade union membership
Staff consultative committee
General policies e.g. Disciplinary procedure Capability
policy etc
Grievance procedure
First month:
11. SUPERVISION/KSF/REVIEWS
Explain system of supervision, initial objectives set and
agreed, and expectation of post explained together with
reporting links
Agree schedule of meetings for 1st 12 months of
employment and review dates in first week
Review learning from Induction Course, questions? Further
support needed
Explain KSF. Discuss KSF post outline – subset and full
outline. Explain Appraisal & Review Process & set date for
review. Initial personal development plan agreed.
Check completed Trust induction course and related
statutory/mandatory training
Agree a plan of electro-medical device training (In
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conjunction with Medical Device Training team if no local
training plan exists) where relevant
1 month review – progress against objectives, support
reviewed, additional training needs considered,
objectives revised if necessary
After first month Check pay received OK
3 month review, agree date – to fix progress against
objectives, informal assessment made against subset
outline -support to be reviewed, additional training needs
considered, objectives revised if necessary
6 month review, agree date – to fix progress against
objectives, support reviewed, informal assessment made
against subset outline -additional training needs
considered,
objectives revised if necessary
KSF subset outline review - fix date for meeting prior to
incremental date
12. SPECIAL RESPONSIBILITIES
Cash
Gifts
Ordering procedure
Complaints
Patient’s property
Lost property
Dealing with the media
CLINICAL STAFF ONLY
NURSING PRACTICES
Demonstrated
By Initial and
Date
Employee
Initial and
Date
 Work of wards within the unit
 Use of central treatment room
 Handover day/night staff
 Organisation of patient care
 Report writing
 Acting up rota
 Duty rota policy
 Types of bed in use, adjustment control
 Use of bedpan disposal unit
 Use of pneumatic tube transport system where appropriate
 Reporting of faults with medical equipment
 Special equipment for relief of pressure
ACCEPTED WARD PRACTICES
 Disposal of rubbish (including needles and glass.
 Returning of CSSD equipment
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 Collection of lab. Specimens, reduction of noise, catering
and domestic arrangements
 Linen supply, pharmaceutical supplies, stores catalogue
and ordering procedure
 Repairs and breakage’s
 Medication, and associated clinical regimes common to
work area explained, and understanding confirmed
 Procedure for admission/discharge of patients
 Requesting ambulance
 Requesting District Nurse
 Requesting Social Worker
 Requesting prescriptions to be taken home
 Procedure for making Out-Patient Appointments
STAFF WORKING ARRANGEMENTS
 Hours of Duty - meal breaks
 Off duty requests
Tear off slip – please send a copy of this tear off slip to Learning and Development Department
Business Manager, The Old Gym, Fort Southwick
Checklist completed 1 month after start date
Staff member’s name …………………………………………………………………
Signature…………………………………………………Date……………………….
Department name……………………………………………………………………..
Division name………………………………………………………………………….
Job title…………………………………………………………………………………
Start date………………………………………………………………………………
Date local Induction completed……………………………………………………..
Manager’s name………………………………………………………………………
Signature……………………………………………………Date……………………
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Portsmouth Hospitals NHS Trust
Induction Checklist
Management Guidance notes
Introduction
The Trust recognises and believes in the benefit of a good induction for all staff. Good induction
is key to ensuring staff settle into their new role, feel part of their team, and the organisation, and
work safely and effectively.
This document supports the Trust Induction policy by providing a guidance check list of activities
that should be undertaken in a local induction by all staff.
General guidance

This is a generic document that should be customised to reflect specific departmental
and individual needs, it is not exhaustive. For some specialities the peculiarities of
role and work environment will mean key components of a suitable checklist may be
missing from this document.

Where there is continuous regular recruitment it is good practice to develop local
induction checklists in advance that can be accessed when needed by managers.
Where recruitment is infrequent an induction checklist can be devised as and when
needed.

Induction checklists should always be reviewed before use to ensure that they are
relevant.

The Induction period will usually be one month and culminates in a one month review,
this sits within a 6 month orientation period, this time reflecting the period necessary
for most staff to become familiar with the work environment, and to be able to function
effectively. Three formal meetings mark this period. The first is when initial objectives
are set, and the second and third when progress against these objectives is reviewed,
and additional training and support are considered. At the third meeting objectives are
set which will be reviewed at the Individual Performance Review.

It should include development required to enable the new staff member to achieve
the NHS Knowledge and Skills Foundation Framework subset outline for their post. It
is expected that staff will achieve their Knowledge and Skills Framework subset
outline after 10 months, and pass through their foundation gateway on the first
anniversary of their start date in the post. There should be no surprises, and
development should be geared towards this objective.

Throughout the 6 months, supervision should be closer than that normally offered to
comparable staff, with the frequency and nature of supervision meetings reflecting
the needs of the new staff member. As time progresses supervision meetings will
become less frequent.

The Induction checklist that records key events, and activities, must be completed by
the end of the first month of employment. The “tear off” slip should then be forwarded
to the Learning and Development Department Business Manager in order that
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completion of the first month’s activities can be recorded, and a copy of the list be
placed in the new starters personal file.

Further help and guidance can be provided if required by the Learning and
Development Department.

NHS Professionals have a ward induction/orientation checklist to be completed before
commencement of a shift.

Induction arrangements for Junior Doctors are organised by the Post Graduate
Medical and Dental Education department, and they will have their own specific
review and orientation process.

In order to keep this document relevant it is planned to update it on a regular basis,
any suggestions for improvements are welcomed. Please note, if any item does not
apply to the post please mark N.A.
Essential Training Programme Manager.
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INDUCTION CHECKLIST - NOTES FOR MANAGERS
To be completed/checked by Personnel/manager, preferably prior to commencing
duties: Bank details, Tax form, are all given by employee before commencement of
employment to HR Admin – forms are issued with initial offer letters. Starters form must
be sent to HR Admin as soon as start date is known. Proof of DOB, Registration and
Qualifications are obtained at interview stage and checked again prior to start date.
DOCUMENTATION
Bank Details
Car Permit
Tax Form
Starter Form
Proof of Date of Birth
Proof of Registration
Record/Proof of Qualifications
Arrange issue of Security Cards, IT access.
Arrange Induction Partner/ Mentor.
First Day:
1. RECEPTION AND STRUCTURE OF THE DEPARTMENT
Introduction to manager
Introduction to department and colleagues and where they will work
explanation of key people
Introduction to Induction partner preceptor or mentor
Description of department and it’s function within the Trust
Explanation of Department/Specialty vision/mission statement and values
2. POLICIES AND PROCEDURES
Drug policy
Major disaster/incident policy (Managers / Wards)
All staff should be trained appropriately as to their role should a major incident
occur.
Cardiac arrest policy (Managers / Wards)
Theatre code of practice policy (Managers / Wards)
Safety policy
 As Health and Safety at work policy.
Antibiotic policy
Blood and Blood Products Policy, and booking of associated mandatory training
Book appropriate level of training for any staff engaged in the handling or use of
blood products. Guidance available via blood products training policy and
transfusion practitioner.
Discharge policy (Managers / Wards)
Policy on the Use and protection of Patient information (Managers)
Employees own property
All staff are responsible for the safe custody of their own property whilst on
Hospital premises. If an item is missing, the head of department should be
notified in order that the security officer may be informed.
Familiarisation with relevant dept/ward local policies procedures E.G.
Infection control
Bereavement issues
Fraud and corruption policy
Falls Policy
Other Policies
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







3. SICKNESS/ABSENCE
What to do if sick
Explain who staff should notify if they are absent from work due to ill health.
By what time should notification of sickness be received by the department.
Expected duration of absence from work.
What to do if absent
Explain that attendance will be monitored by the Manager.
Return to work interview
After a spell of sickness absence, arrangements will be made for a return to
work interview to take place. This will be an opportunity to discuss the reason
for absence, and any additional support required.
Notification of Infection Control Team
Any communicable diseases should be informed to the infection control team eg
diarrhoea, vomiting
Occupational health
An Occupational Health Questionnaire will have been completed prior to
commencement.
A medical assessment will be undertaken in cases of persistent short term or long
term absence.
A leaflet is available with relevant information.
First Day:
4. FIRE, HEALTH & SAFETY
Fire exits, alarms, drills and procedures including telephone numbers
 How to raise the alarm.
 Location of exits.
 Location of assembly points.
 Fire lectures.
Fire appliances
 And how to use.
Familiarisation with relevant health and safety policies/issues
Health & safety at work policy
 New employees should be made aware of any departmental health and safety
procedures, policies and Codes of Practice.
 Satisfy statutory and local health and safety requirements.
 Use all safety devices or clothing to ensure their personal protection and the
safety of others.
 Practice good housekeeping and report any deficiencies.
 Undertake training in health and safety matters.
 Identify and assist in dealing with hazards to ensure safe working practices.
Name and location of safety rep
Specific risk/safety issues relevant to the speciality/dept are covered
No smoking rules/drugs and alcohol policy
 Explain
Departmental first aider’s
 If any
Location and use of first aid boxes
Incident book, location and use importance of accurate reporting, what to
report, importance of taking action other than just filling in form,
documenting action on form
Security matters
 Discuss specific local issues and procedures
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



















Safe use and decontamination of all equipment
 Including suction equipment if appropriate.
Use of disposable equipment (Managers / Wards)
If appropriate (this includes the disposal of sharps - below).
Disposal of sharps (Managers / Wards)
Personnel identified as being at risk from the incorrect disposal of sharps are:Domestic staff, Laundry staff, Nursing and Midwifery staff, Portering staff, Sterile
Services staff, Estates staff, medical staff and Laboratory staff.
It should however be stressed that patients, visitors and other staff may be at risk
from sharps. It is therefore essential that sharps are disposed of correctly, i.e.
disposed of immediately after use into a purpose made sharps container which
complies with BS 7320.
All relevant staff should receive appropriate training in the safe use and disposal
of sharps.
Food hygiene regulations / certificates
If appropriate.
Notifiable diseases (Managers / Wards)
If the employee comes into contact with any infectious or notifiable disease, this
must be reported to the manager/supervisor.
If in doubt as to what an infectious/notifiable disease is, a list is contained in the
policy and procedure manual on the Wards.
Responsibility for patients (Managers / Wards)
All staff who deal with patients must be aware of the Health and Safety
procedures and their responsibility for these patients.
Bomb alert procedure (Managers / Wards)
In the event of having a suspect letter/package immediate contact should be
made with the Manager.
Any person receiving a telephone call referring to a bomb, must ensure
switchboard is notified immediately.
Reporting of incidents (Managers / Wards)
The Trust is covered by Employers liability.
Ensure staff are aware of Safety Procedures applicable to the Department.
Chemicals and gases
Risk assessment should be carried out as identified in the Health and safety
policy.
6. PAY/HOLIDAYS
Leave entitlement and requests
Advise of holiday entitlement, i.e. Bank Holidays are included in the annual leave
calculation for part-time staff, long service awards, any additional days etc.
Explain any procedures for Bank Holiday cover.
Ask if any holiday arrangements have already been made prior to
commencement.
Explain procedure for applying for annual leave, and for buying and selling of
annual leave.
In special circumstances, staff may be allowed to carry over an amount of annual
leave from one year to the next, however this is subject to management
discretion.
Special Leave and Flexible working
Explain special leave and flexible working policies.
Explain the procedure for applying for study leave Expenses
Explain how to complete expense forms
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First Day/First Week:
6. TOURS
Toilets, kitchens, tea, coffee arrangements, lockers and changing facilities
Staff Restaurant/shops
Hospital including library
Fire meeting point
Department and meet department head
Notice Boards - location and purpose
Telephone facilities
Personnel
Car parking
7. THE JOB
Explanation of Job description and limitations of role/check contract received & understood
Orientation to work area. Explanation of how department contributes to the organisation (e.g.
office /ward)

Show structure chart
Department rules
 Discuss the functions of the department.
Familiarisation with relevant equipment, and confirmation of competence
in it’s application (To be detailed)
Standards required
 Of work and behaviour.
Code of conduct
 Attendance - in accordance with pre-arranged hours.
 If flexi time sheets are recorded, these must be completed accurately.
 Must not be absent without prior permission, exceptional circumstances apply.
 General conduct and performance - representative of PHT
 Demonstrate this by dress and general appearance, attendance to grooming and
personal hygiene.
 Treat colleagues and patients with due respect and civility.
Confidentiality and Caldicot
 Information of a confidential nature must only be divulged to those other
employees who either need to know or have a right to know, explain basis of
caldicot.
Information Systems (IT) Security
It is the responsibility of the data custodian (general manager / departmental
head) to:
 Determine which staff require access to personal data on the systems.
 Determine the data subjects, data classes, functions and access hours which
should be available to them.
 Ensure appropriate training, including information systems (IT) security, takes
place.
 Authorise the issue of passwords.
 Contact the appropriate department to issue user names and passwords to
access NHS email and the Trust intranet system.
Social skills when dealing with patients, visitors, other staff members
(Manager / Wards)
 If appropriate.
Introduction to “Strategy for staff,”discussion/ familarisation with key HR
policies, “staff charter,” diversity issues and IWL
 Introduce to HR and IWL web site
Staff support mechanisms – staff counsellor, chaplains etc
 Signpost where can be found explain zero tolerance of bullying and
harassment explain if relevant about black and ethnic minority staff group –
ref Florise Elliot
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Education, training and development
 The Trust supports further education and a programme of in-house development
activities are available.
Termination of Employment
 Period of notice should be in accordance with the notice period in the contract of
employment. Notice should be given in writing to the manager.
Change of address/marital status/civil partnership
 Manager must be informed immediately there is any change of personal details,
e.g. address, marital status.
Sources of help and advice available

Signpost where help can be found
8. HOURS OF WORK
Start and finish times
 Any rules with regard to time-keeping and methods of recording, flexible
arrangements.
 Any systems for clocking in/signing in/recording time, why they are in place, how
they work.
Shift systems
 How they work, how duty rosters are worked out and by whom.
Meals/tea breaks
 Is there a set time, is there a room available for tea breaks.
Lateness procedure (Personnel)
 If due to exceptional circumstances, a member of staff experiences problems in
attending at the normal starting time, it is the responsibility of the member of staff
to notify the appropriate manager as soon as is practicable of the possibility of
non-attendance or late arrival. Persistent lateness can lead to disciplinary action.
Time off arrangements
 All personal appointments to visit Doctor / Dentist should be made in employees
own time. If this is not possible, authorisation must be sought from the immediate
manager.
9. PERSONAL HYGIENE
Personal cleanliness/hand hygiene
Standards of appearance/uniform
 including clean uniform on each shift and correct laundering of uniforms.
Hair, jewellery, footwear, hazards
Care of personal property
Issue of uniform / Uniform Policy (Personnel / Manager)*
 Explain to those who are to be issued with protective clothing /equipment that it
must be worn at all times whilst on duty.
 The Trust cannot accept responsibility for damage or injury by failure to wear such
items.
 Explain the importance of wearing the Trust’s uniform correctly.
- how is the uniform acquired?
- what to do when they are received.
Uniform cleaning
First Week to First Month:
10. COMMUNICATION
Use of telephone and bleep rules and their operation confirmed
 Show the new employee how to use the telephone/bleep system.
 Staff are not as a rule, allowed to make or receive personal telephone calls, but if
a special need arises, permission must be sought.
 Explain system for paying for private calls.
 Public telephone booths are available.
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Team briefing/Link/urgent communications/intranet
 It is the Trust’s policy that on regular basis all Teams will be briefed by their
managers on events within the Trust and their own department.
 Briefing must occur at least once a month.
 Show Link and access to intranet
Email, global emails
 Explain basics of Email use and rules on global emails
Notice boards/post
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Show local notice boards and explain post system
Lines of communication
It is the responsibility of management to ensure that staff of all levels are properly
informed of decisions and the reason for those decisions on progress, policies and
plans explained to them, and the effect the decisions have on them.
It is the job of the group leader to be the main communicator to their Teams, and
to encourage feedback. Communication is a two way process.
Trade union membership
New employees should be told that PHT recognises trade unions and should be
advised of how to become a member. The names of local Trade Union
representatives are available from HR
New employees who decide to join a particular union/staff organisation can give
their authorisation for union subscription to be deducted from their salary. This
authorisation is given via the completion of an “Authorisation to deduct
Subscription” form which is available from the relevant Trade Union.
Staff consultative committee
The Trust holds meetings with the different bodies of the Hospital with
representatives of the appropriate Unions.
A list of representatives and unions can be obtained from HR
Disciplinary procedure
Although few employees come into contact with this, it is important that everyone
knows the likely consequences as it forms part of their code of conduct.
Definition of gross misconduct for which likely remedy is dismissal: E.G.s theft,
falsification of records, sleeping on duty, working under the influence of drugs,
alcohol, etc.
Disciplinary procedure allowing also for: first and final written warnings
dependant on nature of misconduct.
Prior to disciplinary measures, a full hearing will take place at which staff will have
the right to be represented by a work colleague, Trades Union or staff
representative.
Grievance procedure
If an employee has a source of dissatisfaction in relation to his/her work which is
not addressed by line manager, despite discussion, the employee has the right to
raise a grievance.
Grievance procedure available from their HR officer / Manager.
First month
11. Supervision /KSF Reviews
Explain system of supervision, initial objectives set and agreed, and
expectation of post explained together with reporting links
Performance Review / Appraisal
1. Following induction, performance reviews will be performed annually. It enables
the employee time to talk about the job, performance, development needs and
any problems that may have been experienced. The overall purpose of the
Performance Review is to:
A) develop the performance of people in their current job;
B) develop the performance of the department in service delivery or support;
increase the likelihood of the individual and the department developing to
their mutual satisfaction.
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
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Agree schedule of meetings for 1st 12 months of employment and review
dates in first week
Review learning from Induction Course, questions? Further support
needed
Any recommendations for Induction course content?
Explain KSF post outline and Appraisal system set
Initial learning plan
Seek advice from Learning and Development Department if necessary
Check
completed
Trust
induction
course
and
related
statutory/mandatory training
Check attended all elements
1 month review – progress against objectives, support reviewed,
additional training needs considered, objectives revised if necessary see
APDR polic
9.1. After first month Check pay received OK
3 month review – fix date to check progress against objectives, support
reviewed, additional training needs considered, objectives revised if
necessary
6 month review – fix date to check progress against objectives, support
reviewed, additional training needs considered, objectives revised if
necessary
KSF subset outline review after 10 months in post. If the subset outline is
met the individual will automatically move through the foundation
gateway on their incremental date, if the KSF subset outline is not met
please see APDR policy
12. SPECIAL RESPONSIBILITIES
Cash
If any member of staff is responsible for cash, i.e. donations to the hospital, this
must be taken directly to the Manager/Financial Services Office.
Cash should not be left in the department.
Gifts
Staff should not accept gifts from commercial sources other than inexpensive
items such as calendars, stationary or diaries.
Any donations to the hospital must be taken directly to the Manager.
Ordering procedure
If applicable - details available from the Department of Finance / Supplies.
Complaints
It is important that all complaints are dealt with properly and effectively, whether
from patients, relatives, staff or other therefore any complaint should be referred
immediately to the Supervisor / Manager.
Explain procedure
Patient’s property
Information relating to patients property available on the Wards.
Importance of care of patients property
Lost property remind staff that lost property compensation payments are
charged to the divisions – get example of annual costs from Trust lost
property officer
Dealing with the media (Managers)
If any member of staff receives calls from the press etc. these must be directed to
the manager immediately.
All relevant information must be given by the end of the first month of employment.
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NOTES:
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NURSING STAFF ONLY
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NURSING PRACTICES
Work Of Wards Within The Unit
Use Of Central Treatment Room
Handover Day/Night Staff
Organisation Of Patient Care
Report Writing
Acting Up Rota
Duty Rota Policy
Types Of Bed In Use, Adjustment Control
Use Of Bedpan Disposal Unit
Special Equipment For Relief Of Pressure
ACCEPTED WARD PRACTICES
Disposal of rubbish (including needles and glass.
Returning of CSSD equipment
Collection of lab. Specimens, reduction of noise, catering and domestic
arrangements
Linen supply, pharmaceutical supplies, stores catalogue and ordering procedure
Repairs And Breakage’s
Procedure For Admission/Discharge Of Patients
Requesting Ambulance
Requesting District Nurse
Requesting Social Worker
Requesting Prescriptions To Be Taken Home
Procedure For Making Out-Patient Appointments
Staff Working Arrangements
Hours of Duty - meal breaks
Off duty requests
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Appendix 4
Local induction checklist for temporary staff.
Date:
Name:
Grade:
Inducted by:
Grade:
CHECKLIST
Please tick
when completed
Tour round area of work eg ward/ department.
Explanation of geographical layout
Specific duties and responsibilities of post
Location of fire exits and fire equipment
Location of emergency equipment
Emergency numbers: fire, arrest, security, bleeps and phone
system
Procedure for contacting on call manager and doctor
Introduction to patients responsible for
Explanation of any special needs of patients
Location of policy/ procedures manual and protocols relating
to care
Checked recent manual handling training/familiarity with
equipment
Procedure for segregation/disposal of waste, sharps and
linen
Untoward incident procedure
Resuscitation
Infection Control Issues
Upon completion, copies of this document should be forwarded to the Learning and
Development Business Manager, The Old Gym, Fort Southwick.
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Appendix 5
Local induction checklist for Junior Doctors.
Junior Doctors Departmental (Local) Induction Checklist
Name:
Grade:
Department:
Start Date in Dept:
The checklist below is to ensure that all common aspects of local induction are covered, and may
also be supplemented with additional information pertaining to specific clinical areas. Once the local
induction is completed, you should scan the checklist to keep on your portfolio as a record.
Producing this evidence should form part of your initial meeting with your Educational Supervisor.
The “tear off slip” MUST be forwarded to Paula Thomas, Learning and Development
Administrator (Postgrad), Education Centre, Level E, Queen Alexandra Hospital within one
month of joining. The slip is required as part of our evidence returns for funding junior
doctors posts so it is vital that you complete and return this as soon as possible.
1. ORIENTATION
Tick When
Date
Complete
Completed
Tick When
Date
Complete
Completed
Introduction to Department including tour of area, meet
colleagues, explanation and introduction of key people
Tour to include location of fire exits, alarms, drills and
procedures, incident book location and use
Issued with details of HR contact for department
Shown facilities within department including storage of
personal belongings, security procedures
Time off / leave / absence / sickness arrangements
including study leave local arrangements. Nominated
point of contact within department for leave
authorisation / notification of sickness
Issue of rotas & bleep
2. THE ROLE
Hours of work
Familiarisation with relevant equipment, and
confirmation of competence in it’s application
Information Systems (IT) Log in / Security
Shown location of printed policies & procedures
(departmental & hospital) and where to access further
on intranet.
Issued with local clinical protocols including infection
control / personal hygiene procedures
Sources of help and advice / support available
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3. EDUCATION
Tick When
Date
Complete
Completed
Meet with Clinical Supervisor
Allocated Educational Supervisor (allocated locally by
department / specialty tutor except for FY doctors)
Booked meeting with Educational Supervisor
Unit Education Programme
Confirm completed / booked JD Trust Induction and
mandatory training
Issued with copy of local induction pack
Return slip completed & returned
-----------------------------------------------------------------------I confirm that I have completed my local induction and received the information detailed within the
Junior Doctors Departmental Induction Checklist:
First Name:
(please print clearly)
Last Name:
(please print clearly)
Grade:
Department:
Start Date in Dept:
Allocated Clinical
Supervisor:
Allocated Educational
Supervisor:
Signature:
Date:
The “tear off slip” MUST be forwarded to Paula Thomas, Learning and Development
Administrator (Postgrad), Education Centre, Level E, Queen Alexandra Hospital within one
month of joining. The slip is required as part of our evidence returns for funding junior
doctors posts so it is vital that you complete & return this as soon as possible.
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Appendix 6
List of amendments to policy
AMENDMENTS RECORD
Date
8.6.10
8.6.10
Page
6
35 - 36
Comments
Section 4.5.2 has been added
Appendix 5 inserted to policy
Approved by
HR Policy Group
HR Policy Group
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