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and induction
booklet
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Contents
1
Introduction
4
4
4
5
6
8
8
9
10
10
12
13
15
16
16
20
21
22
22
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Induction
The induction timetable
The induction process
Employees who may need special attention
School and college leavers
People returning to work after a break in employment, or
changing their work situation
Employees with disabilities
Management/professional trainees
Minorities
Who is responsible for the induction process?
23
23
25
25
Monitoring effectiveness
29
Conclusion
30
Appendix 1
A framework for a job description
31
31
Appendix 2
Person specification
32
32
Appendix 3
Induction checklist
33
33
Notes
39
42
Acas publications
43
Acas training
44
10
Acas addresses
27
Back Cover
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Introduction
Most employers recognise the fact
that their staff are their greatest
asset, and the right recruitment
and induction processes are vital
in ensuring that the new employee
becomes effective in the shortest
time. The success of an organisation
depends on having the right number
of staff, with the right skills and
abilities. Organisations may have
a dedicated personnel/human
resource function overseeing this
process, or they may devolve these
responsibilities to line managers and
supervisors. Many people may be
involved, and all should be aware
of the principles of good practice.
Even in large organisations with a
specialist personnel department, it is
essential to involve others in the task
of recruitment and induction.
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Recruitment
and selection
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The recruitment
process
A vacancy presents an opportunity
to consider restructuring, or to
reassess the requirements of the job.
This assessment is valid whether it
is to fill an existing job or a new one.
Ask questions such as:
has the function changed?
have work patterns, new
technology or new products
altered the job?
are there any changes anticipated
which will require different, more
flexible skills from the jobholder?
Answers to these questions
should help to clarify the actual
requirements of the job and how it
fits into the rest of the organisation
or department. Exit interviews, or
consultation with the current jobholder and colleagues may well
produce good ideas about useful
changes.
Writing a good job description or job
specification helps in the process of
analysing the needs of the job.
Job description/job
specification
Person specification
Pay
Attracting applicants
10
11
The advertisement
12
Application forms
13
14
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Selecting the
best candidate
Whatever form the applications take,
there may be a need to sift them
before moving on to the interview
stage. Such a sift serves to match
the applicants as closely as possible
to the job and person specification
and to produce a shortlist of people
to interview. To avoid any possibility
of bias, such sifting should be
undertaken by two or more people,
and it should involve the direct line
manager / supervisor as well as
personnel.
The sifting stage can also help the
organisation by providing feedback
on the advertising process and the
suitability of the application form.
It can also identify people who
might be useful elsewhere in the
organisation.
If references or medicals are to
be taken up before the invitation
to interview stage, it should be
made clear on the application
form/information pack sent to
the applicant. See p21 for further
information on references.
Some jobs require medicals to be
given at the commencement of
employment, and employers may
seek preliminary information on a
separate medical questionnaire at
15
16
Selection techniques
17
19
20
21
The offer
22
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Induction
The second part of this booklet is
about induction the process of
familiarisation with the organisation
and settling into the job. It is
easy to forget that the selection
process is only the beginning of the
employment relationship, and the
future of that relationship depends
to a considerable extent on how the
new employee is settled into the job.
Most employee turnover is among
new employees, and work efficiency
is reached only after a period of
learning and adjusting to the new
environment.
By planning an induction
programme, in consultation with
trade union or other employee
representatives if available, the
organisation can quickly build on the
positive attitude of the successful
candidate. However keen new
recruits may be, they may have
anxieties about how well they will:
get on with their co-workers
understand the standards and
rules (written and unwritten) of the
organisation
make a good impression on their
new manager or supervisor
be able to do the job.
INDUCTION
23
24
INDUCTION
25
Minorities
They should have the same
induction programme as any other
new starter, but attention should be
paid to any sensitivities. Employers
may need to be aware and take
account of any particular cultural or
religious customs of new employees
who are part of an ethnic or religious
minority so that misunderstandings
do not occur.
Acas Equality Service can assist
employers with free advice on the
development and implementation
of policies and practices for greater
23
equality among the workforce .
INDUCTION
27
28
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Monitoring
effectiveness
As with any work activity it is
recommended that the recruitment
and induction process be reviewed
for its effectiveness. If any stage
of the recruitment process failed
to produce the expected result,
eg if the advertising method has
produced too many candidates,
you may want to examine what
happened and why to make it
more efficient in the future. Future
recruitment exercises may require
modifications to the methods used
a successful recruitment for one
job does not automatically mean the
same method will be as successful
MONITORING EFFECTIVENESS
29
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Conclusion
Recruiting people with the right
skills and qualities is essential for
any organisation if it is to maintain
and improve its efficiency. Not only
the personnel manager but also the
line manager/supervisor has a part
to play in the selection process. It is
crucial that both these people have
training to enable them to carry out
their roles effectively.
Careful analysis of the job to be
done, and of the competencies
required to do it, is necessary if the
right people are to be fitted into the
right job.
30
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Appendix 1
A framework for
a job description
1 Job title
2 Department/Section
3 Main purpose of job
4 Key result areas/key tasks/main duties
etc
APPENDIX 1
31
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Appendix 22
Appendix
Person specification
specification
Company name
Job title
Job title
Criteria
Qualifications
Attainments/competencies
(list as required)
Previous experience
Experience
required
Special aptitudes (eg oral or
written skills, manual dexterity, etc)
Physical abilities, circumstances, but
only if a justifiable requirement for the job
3232
RECRUITMENT
RECRUITMENT AND
AND INDUCTION
INDUCTION
Essential
Desirable
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Appendix 33
Appendix
Induction checklist
checklist
It is good practice to let new starters have a copy of this list this enables
enables
them to follow what is happening and will
will act
act as
as a reminder
reminder of
of anything
anything
missed or that needs particular
particular attention.
attention. ItIt should
should be
be the
the responsibility
responsibilityof
of
both
management
and
new
starter
to
ensure
that
all
relevant
items
both management and new starter to ensure that all relevant items
areare
properly covered
covered during
during the
the induction
induction period.
period.
Name .............................................
.................................................. Date
Date
of starting
. ..........................
of starting
..................................
Induction completed
completed (signature
(signature of
of new
new starter)
starter) ................................................
............................................
Carried out by
Date
Comments
Reception
Received by
Personnel documentation
and checks completed P45
NI number
Swipe/security card
910
Introduction to
the company
10
Whos who
History
Products/services/markets
Future plans and
developments
APPENDIX
APPENDIX33
3333
Carried out by
Terms and conditions
of employment
Written terms and conditions
issued
Contract of employment
issued
Hours, breaks, method
of payment
Holidays
Clocking on/flexitime/
reporting procedures
Probationary period
Period of notice
Sickness provisions
Pension provisions
Maternity/paternity/
parental leave provisions
3434
RECRUITMENT
RECRUITMENT AND
AND INDUCTION
INDUCTION
Date
Comments
Carried out by
Date
Comments
10
10
APPENDIX
APPENDIX33
3535
Carried out by
Worker/employer
relations
Trade union membership
Other worker
representation
Worker communications
and consultation
Grievance and disciplinary
procedure
Appeals procedure
Organisation rules
Smoking policy
General behaviour/dress code
Telephone calls/emails and
use of the internet
Canteen/break facilities
Cloakroom/toilets/lockers
3636
RECRUITMENT
RECRUITMENT AND
AND INDUCTION
INDUCTION
Date
Comments
Carried out by
Date
Comments
10
Reporting of accidents
10
First aid
Personal hygiene
Introduction to safety
representative
APPENDIX
APPENDIX33
3737
Carried out by
Welfare and worker
benefits/facilities
Sports facilities
Protective clothing
supply, laundry, replacement
Medical services
Savings schemes
(including share options)
Transport/parking
arrangements
Company discounts
The job
Introduction to manager/
supervisor
Requirements of new job
Standards expected
Co-workers
Supervision and work
performance appraisals
3838
RECRUITMENT
RECRUITMENT AND
AND INDUCTION
INDUCTION
Date
Comments
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Notes
1 Free leaflets about various aspects of the Act may be obtained by
telephoning The Stationery Office on 0870 600 5522.
2 For further information see the Acas booklet Delivering diversity and
equality (visit www.acas.org.uk/equality).
3 The Directory of Business Link operators can be contacted on
0845 6009006.
4 The local Acas office (see back cover) can give details of availability or
visit www.acas.org.uk.
5 Further information on the formation of a human resource plan is
available from the J Bramham and P Reilly books listed in the Suggested
Further Reading list at the end of this booklet.
6 Age diversity at work: a practical guide for business is available from the
Department for Work and Pensions tel 08457 330360 or visit
www.agepositive.gov.uk.
7 Competencies is a term used to describe all the work-related personal
attributes, knowledge, experience, skills and values that a person
draws on to perform their work well (Gareth Roberts, Recruitment and
Selection: a competency approach, IPD 1997).
8 Further advice and Codes of Practice can be obtained from the Equality
and Human Rights Commission at www.equalityhumanrights.com.
From 1 October 2007, the CRE, EOC and DRC were merged to form the
Equality and Human Rights Commission. For more details go to
www.equalityhumanrights.com
9 For a good definition and examples of competency-based person
specifications see Gareth Roberts, Recruitment and Selection: a
competency approach IPD 1997.
10 The Code of Practice on Equal Pay is available from the Equaltiy and
Human Rights Commission (visit www.equalityhumanrights.com).
11 See Acas advisory booklet Pay Systems for further information on
avoiding discrimination in pay rates.
NOTES
39
12 The Acas advisory booklet Personnel data and record keeping gives
two examples of application forms, one suitable for management or
specialist jobs, the other suitable for junior clerical or manual jobs.
These can provide a basis for adaptation to suit your organisation.
13 An ex-offender may withhold details of criminal convictions when
applying for a job depending on the job, the offence and the time since
conviction. For further information see A Guide to the Rehabilitation of
Offenders Act 1974, available from the Stationery Office. The Police Act
1997 allows for employers to check applicants for certain types of work.
14 For full information on the Data Protection Act 1998 write to Publications,
Office of the Information Commissioner, Wycliffe House, Water Lane,
Wilmslow, Cheshire SK9 5AF Information line 01625 545745.
15 The Health and Safety Executive Infoline is on 01787 881165.
16 The Codes of Practice published by the Equality and Human Rights
Commission (visit www.equalityhumanrights.com) contain guidance on
selection testing.
17 For further information see the Chartered Institute of Personnel and
Development Key Facts on Psychological testing and the IPD Guide on
psychological testing.
18 This definition, and a good description of Biodata, is to be found in
Personnel Selection: adding value through people by Mark Cook (see
Suggested Further Reading list at back of booklet).
19 A Guide to the 1998 Data Protection Act is available from the Office of
the Information Commissioner, Wycliffe House, Water Lane, Wilmslow,
Cheshire SK9 5AF Information line 01625 545745.
20 The Health and Safety (Young Persons) Regulations 1997.
21 The Management of Health and Safety at Work Regulations 1992.
22 Acas Equality Service can be contacted via your local Acas office or by
calling 08457 47 47 47.
23 The Management of Health and Safety at Work Regulations 1992. The
appointment of health and safety assistants, advisers or departments
does not absolve an employer from responsibilities for health and safety
law. These health and safety advisers are (usually) different from TU or
employee representatives or safety representatives.
40
NOTES
41
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Suggested
further reading
Cook, Mark
Personnel selection: adding value
through people (4th ed)
Chichester, Wiley, 2003
Fowler, Alan
Writing job descriptions
London, CIPD, 2000
Hackett, Penny
The selection interview
London, CIPD, 1998
Incomes Data Services
Assessment centres
London, IDS, 2002
(IDS Study 735)
42
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Acas Publications
ACAS PUBLICATIONS
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Acas Training
Our training is carried out by experienced Acas staff who work with
businesses every day. They will show you the value to your business of
following good practice in employment matters and how to avoid the
common pitfalls. We also run special training sessions on new legislation.
Look at the Acas website for up-to-date information about all our training or
if you want to book a place online.
Training sessions are specially designed for smaller companies and our
current programme includes:
Managing discipline and grievances at work
Managing absence at work
Dealing with bullying and harassment at work
Employing people: an overview
The written statement and contracts of employment
New employment legislation.
We also have free online learning to help you just go to www.acas.org.uk
and click on e-learning to look at the topics covered.
44
Information in this booklet has been revised up to the date of the last
reprint see date below.
Legal information is provided for guidance only and should not be
regarded as an authoritative statement of the law, which can only be
made by reference to the particular circumstances which apply. It may,
therefore, be wise to seek legal advice.
Acas aims to improve organisations and working life through better
employment relations. We provide up-to-date information, independent
advice, high quality training and we work with employers and employees
to solve problems and improve performance.
We are an independent, publicly-funded organisation and many of our
services are free.
October 2010
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