A probation period is intended to be a supportive mechanism to allow new employees time to learn the role and their responsibilities, understand how the team works and how their role interacts with others in the team, learn the systems, processes and expected behaviours to be followed, and to assess their suitability for the role, and the institution.

The probation period also allows the probation manager to assess the employee’s suitability in the role and identify if the employee can fulfil the requirements of the role. The process does not seek perfection, but is required to evidence that employees can meet expected standards, including performance, conduct, behaviour, capability, attendance and demonstrable competence in the role.

No. Induction should be given to all new joiners but should provide the employee with generic information about the University e.g. introductions to the team and key contacts, housekeeping for the building (fire exits, toilets and kitchen facilities etc), and awareness of University policies/procedures. The induction should also provide the employee with University specific training e.g. ITS, Equality and Diversity and Health and Safety.

All new joiners should access the New Staff Learning Portal for detailed information on how to book onto induction events,  how to complete your mandatory training and further important information for new staff. 

Probation is job specific and individually assessed to determine if the employee has the skills, capability and conduct required to perform the role.

All new joiners are expected to complete a small number of mandatory training courses. Not all mandatory training is applicable to every employee. Please refer to the Mandatory training for employees webpage for information on what courses you are required to complete during the first month of your probation. 

Any specific job-related training will be confirmed by your probation manager during your review meetings. 

You should review the objectives that were set at the start of your probation period and evidence your progress against each one e.g.,

• What areas of the objective have you achieved?
• What training/coaching have you completed? Are there any training or coaching that you feel are required? 
• Have you completed your mandatory training? 
• Identify areas of strength and areas of development. 
• Consider how you feel in your role, are you enjoying it?
• Are there areas of the role that you need further support in or feel unsure about?
• Is there any feedback you would like from your probation manager that you haven't received? 
• Do you have any questions about the role/team/department/University?

Use the relevant Probation Review Form to evidence your progress against each objective. These can be downloaded from the Probation webpage. 

Yes, your probation will continue and move with you to the new role. Objectives should be revised in accordance with the new role. 

No. Probation does not apply to employees who have already successfully completed a probation period with the University and have moved internally between roles. If an employee is currently in their probation and moves to another role then their probation will move with them. Employees who move internally between roles will be expected to set objectives in line with the Review and Development Scheme. 

You should raise this with your probation manager in the first instance, or be pro-active and ask for a meeting to discuss your probation. If you don’t feel able to do this, you should contact your Head of School/Unit or HRBP who will be able to provide you with advice and guidance on how to handle this situation.

It is the responsibility of your probation manager to notify HR Probation of the outcome of the probation. If you have not had confirmation of your probation period, please speak to your probatione manager as soon as possible to prompt them to submit the paperwork to HR Probation or alternatively, raise this with your HRBP. 

Notice period is as outlined in the contract of employment. Ordinarily, these periods are in accordance with the Conditions of employment guidance.

Please refer to the Leaving the University policy for information on the resignation process. 

A probation can be extended for a number of reasons. Normally, an extension should last no longer than 3 months. Some examples may be: 

• Your performance has improved however not to the level expected at this stage and therefore a short extension to the probation period should allow you to meet the standards set;
• During the probation period you have not managed to complete the full quota of training/development in the role e.g., due to staff absence in the team therefore an extension will allow that to take place;
• A role where certain duties are cyclical may require an extended probation to allow you to review all duties. 

During this period, you will get regular meetings with your probation manager to assess progress against the set objectives you need to attain. You must ensure that you fully understand what is expected and work towards these goals, raising any concern areas you have with your probation manager throughout. 

At the end of the extension period, the outcome will either be that you have met the set objectives and therefore successfully passed your probation period or, you have failed to meet the set objectives and will be invited to a formal probation meeting to discuss this. 

Yes. Employees can appeal against any formal probation outcome where they feel that the action taken is wrong and unjust. 

The appeal should be made in writing, clearly confirming the grounds for the appeal, i.e. reasons why the employee is dissatisfied with the outcome. The written appeal should be addressed to the Director of HR within 10 working days of being notified of the decision, i.e. the date of the outcome letter.

What is the probation manager's role during a probation period? 

As a probation manager, you should:

• make sure that all new employees are given clear guidance on their role, the required job outputs and the standards of conduct, behaviour and performance expected. 
• develop suitable objectives/actions and document these using the relevant probation review form.
• schedule a meeting with the employee to explain the standards and objectives. This should be completed within the first 2 weeks of employment.
• schedule regular probation review meetings with the employee ensuring that reasonable notice is provided. You should use the review meetings to provide constructive feedback, highlight positives and any concerns using specific examples, identify training and coaching needs (including mandatory training), and offer guidance and support. 
• engage and seek feedback from individuals who work closely with the employee. 
• use the probation review form to document performance against objectives and share with the employee, including any necessary improvements, actions, outcomes and agreed timelines. 
• seek support and advice at any time from the HRBP. 
• conduct the final probation review meeting prior to the probation end date and notify HR Probation of the outcome so that the relevant paperwork can be issued to the employee. 

How should a probation manager address performance concerns with someone on probation?

As a probation manager, you must ensure that you schedule regular review meetings with the employee during their probation period. These meetings will provide the opportunity to review performance, conduct, skills and capability against the objectives and standards that have been set. Where issues are identified, they should be discussed with the employee promptly and support, guidance and training offered where required. These meetings should be documented, outlining the necessary improvements required, action taken, and outcomes expected and a reasonable timeline to achieve these by.

What should be discussed at a probation review meeting?

Probation review meetings should be planned and scheduled at the outset of the employee’s employment. At these meetings, the focus of the conversation should be to:

• highlight areas where the employee is doing well.
• review progress against the required standards and objectives ensuring that specific examples of performance/conduct are discussed and recorded.
• review training and coaching/mentoring that has been undertaken to date.
• provide constructive feedback, clearly outlining any areas where the employee has performed below the required standard.
• discuss other relevant matters such as timekeeping, attendance, and general conduct.
• give the employee ample opportunity to raise points and questions about any aspects of their employment.
• discuss progress on a one-to-one and confidential basis. There may be a requirement for the probation manager to invite another person to these meetings e.g. a supervisor/team leader or mentor, if they are closer to the performance of the employee. In these cases, the probation manager will seek agreement from the employee beforehand.

At the end of each review meeting, you should agree an action plan with the employee so that they are clear on what is expected and what will be assessed and discussed at the next review meeting. 

What are the next steps if, following several meetings to address problems, there are still concerns with performance/conduct? 

If you feel that it is unlikely the employee will reach the standards expected, you must discuss this with your HRBP as soon as possible. The HRBP will advise on the process. You must ensure that you can evidence the problems and the measures implemented to support the employee.

The next steps will be dependent on the case, and the severity and may include an extension to the probation period (if there are signs of continuing improvement) or terminating the employee's contract through a formal process.

How do I change the length of the probation period to discount the weeks where the employee was not working e.g., term-time/absence due to sickness/family leave? 

If an employee is not in work for a significant amount of time during the probation period (and therefore performance/conduct cannot be assessed), the probation manager can request to increase the length of the probation to discount the weeks that the employee is not working. 

To do this, you must notify HR Probation (copying in their HRBP). This must be done as soon as possible and in advance of the expiry date.  

When would a probation period be extended?

An extension should normally be sought only where there are special circumstances justifying it and should last no longer than 3 months. Some examples may be: 

• Performance is improving and a short extension to the probation period will allow the employee to meet the standards set;
• During the probation period the employee has not managed to complete the training/development in the role e.g., due to staff absence in the team;
• A role where certain duties are cyclical may require an extended probation to allow review of all duties. 

How many times can a probation period be extended?

A probation will normally only be extended once. 

I have completed the final probation review meeting. What do I need to do now? 

You must ensure that you notify HR Probation of the outcome on completion of the final review meeting. This must be done at least 2 weeks before the probation end date. This email should also include the completed probation review form. Please note: Not notifying by this deadline may delay HR notifying the employee of the outcome. If HR do not receive confirmation of the probation outcome by the probation end date, this may be escalated to the Head of School/Unit.