HRTD003 Corporate and Local Induction Policy

CORPORATE AND LOCAL INDUCTION POLICY
Documentation Control
Reference HR/T&D/003
Approving Body Trust Board
Date Approved 7 April 2011
Implementation date 7 April 2011
Version 4
Supersedes NUH version 3.1 (June 2010, appendix B
revised October 2010)
Consultation undertaken Human Resource Management Team
Learning and Education Committee
Trainers Forum
Medical Mandatory Lead
NHSLA Policy Authors
Staff Side NUH
Trust Health and Safety Committee
Directorate Mandatory Training Leads
Statutory and Mandatory Topic Leads
Corporate Induction Topic Leads
Staff Side Policy Sub Group
Directors’ Group
We Are Here For You Steering Group
Date of Completion of Equality January 2011
Impact Assessment
Date of Completion of We Are January 2011
Here for You Assessment
Date of Environmental Impact January 2011
Assessment (if applicable)
Target audience All managers and staff
Supporting Documents & Statutory and Mandatory Training policy
Procedure Personal Development Review policy
Medical Appraisal to Support Revalidation
Corporate and Local Induction Policy
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policy
Secondment policy
Recruitment and Selection policy
Manual Handling Policy
Single Equality Scheme
Equal Opportunities Policy
Major Incident Plan
Business Continuity Policy
Waiting List Management Policy
Fraud and Corruption Policy
Infection Prevention and Control Policy
Risk Management Policy
Incident Reporting and Management
Policy
Slips, Trips and Falls Policy
Safe Handling, Disposal and Reporting of
Sharps and Blood Borne Viruses
Exposure Injuries Policy
Provision of Spiritual and Pastoral Care
Policy
Review Date April 2014
Lead Executive Director of Human Resources
Author/Lead Manager Paula Ward
Assistant Director of Learning and
Organisational Development
Julie McCarthy
Management Development Lead
Further Guidance/Information Human Resources Managers
Learning and Organisational Development
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CONTENTS
Paragraph Title Page
1 Introduction 4
2 Policy Statement 4
3 Equality and Diversity Statement 5
4 Equality Impact Assessment Statement 6
5 Environmental Impact Assessment Statement 6
6 We Are Here For You Mission Statement 6
7 Key Principles 6
8 Scope 7
9 Definitions 7
10 Management Mentoring 11
11 Induction and Training Support Buddy 12
12 Roles and Responsibilities 12
13 Failure to attend induction programmes 19
14 Evaluation of induction and training programmes 20
15 Dissatisfaction with the Application of this Policy 20
16 Training for Managers 20
17 Monitoring and Evaluation 20
18 Useful Contacts 20
19 Advice 20
Appendix A Corporate Induction Administration Booking Process 21
Appendix B Induction Week Programme 22
Appendix C Temporary Staff Sign On Sheet 24
Appendix D Local Induction Guidance Leaflet 26
Appendix E Local Induction Checklist Document 28
Appendix F Local Induction Completion Questionnaire 32
Appendix G Management Mentoring: A Guide to Mentoring 33
Appendix H Management Mentoring: My Mentor and Me 41
Appendix I Managers Induction Programme 47
Appendix J Managers Induction Flow Chart 48
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Appendix K Reporting and Recording Arrangements 49
Appendix L Corporate Induction Programme Topic Request Form 50
Appendix M Equality Impact Assessment 51
Appendix N We are Here for You Policy Assessment 60
Appendix O Employee Record of Having Read the Policy 63
1. INTRODUCTION
1.1 Nottingham University Hospitals NHS Trust aims to provide the best
working environment for all employees and the safest treatment and care
for its patients, ensuring minimal risk in all the services (clinical and non
clinical) it provides. In order to achieve this, on joining the Trust all
employees must attend Corporate Induction and their Local Induction,
and where relevant a Professional Induction and a Managers’ Induction,
to gain the knowledge and skills required to provide a safe and effective
service.
1.2 The Trust recognises that the everchanging healthcare environment
poses a number of challenges to the Trust in order to minimise the
exposure to preventable risks. The Trust also recognises that employees
are our most valuable asset which have an impact, directly or indirectly,
on patient care.
1.3 A well inducted and trained workforce enables organisational objectives
for safety and high quality care to be achieved in a timely and
professional manner.
2. POLICY STATEMENT
2.1 The Trust is committed to the provision of a comprehensive induction
programme that ensures all new employees (including new managers’)
receive appropriate information and development, and understand the
Trust’s vision and the ‘We are here for you’ values and behaviours in
order to do their jobs to the highest possible standards and operate
safely.
2.2 The Trust requires that all new employees (temporary and permanent)
receive an effective introduction to the Trust upon commencement of
employment without exception. This is a mandatory requirement.
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2.3 The policy sets out the Trusts’ arrangements for induction, namely:
· Provide information related to Corporate, new Manager and Local
Induction topics that all employees must adhere to.
· Set out the roles and responsibilities in respect of Corporate,
Professional, Managers’ and Local Induction procedures.
· Set out the arrangements for ensuring new employees attend
Corporate Induction, that all new managers attend the Managers’
Induction, and relevant staff groups attend their Professional
Induction in line with their contractual obligation.
· Set out the arrangements for recording, monitoring and reporting of
attendance at both the Corporate and the Managers’ Inductions.
· Set out arrangements for following up those who fail to attend the
Corporate and Managers Induction.
· Set out arrangements for completion and recording of the Local
Induction.
3. EQUALITY AND DIVERSITY STATEMENT
3.1 All patients, employees and members of the public should be treated fairly
and with respect, regardless of age, disability, gender, marital status,
membership or nonmembership of a trade union, race, religion, domestic
circumstances, sexual orientation, ethnic or national origin, social &
employment status, HIV status, or gender reassignment.
3.2 ALL TRUST POLICIES AND TRUST WIDE PROCEDURES MUST

COMPLY WITH THE RELEVANT LEGISLATION (NON EXHAUSTIVE
LIST) WHERE APPLICABLE:
· Equality Act 2010
· Employment Relations Act (1999)
· Rehabilitation of Offenders Act (1974)
· Human Rights Act (1998)
· Trade Union and Labour Relations (Consolidation) Act 1999
· Part Time Workers Prevention of Less Favourable Treatment
Regulations (2000)
· Fixed Term Employees Prevention of Less Favourable Treatment
Regulations (2001)
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4. EQUALITY IMPACT ASSESSMENT STATEMENT
4.1 NUH is committed to ensuring that none of its policies, procedures,
services, projects or functions discriminate unlawfully. In order to
ensure this commitment all policies, procedures, services, projects or
functions will undergo an Equality Impact Assessment.
4.2 A COPY OF THE EQUALITY IMPACT ASSESSMENT FOR THIS
POLICY CAN BE FOUND IN APPENDIX M.
4.3 REVIEWS OF EQUALITY IMPACT ASSESSMENTS WILL BE
CONDUCTED IN LINE WITH THE REVIEW OF THE POLICY,
PROCEDURE, SERVICE, PROJECT OR FUNCTION
5. ENVIRONMENTAL IMPACT ASSESSMENT STATEMENT
5.1 THE ENVIRONMENTAL IMPACT OF THIS POLICY HAS BEEN

CONSIDERED AND NO FURTHER ACTION IS REQUIRED AT THIS
TIME.
6. WE ARE HERE FOR YOU STANDARD MISSION STATEMENT
6.1 This Trust is committed to providing the highest quality of care to our
patients, so we can pledge to them that ‘We are here for you’. This Trust
supports a patient centred culture of continuous improvement delivered
by our staff. The Trust established the Values and Behaviours
programme to enable Nottingham University Hospitals to continue to
improve patient safety, outcomes and experiences. The set of twelve
agreed values and behaviours explicitly describe to employees the
required way of working and behaving, both to patients and each other,
which would enable patients to have clear expectations as to their
experience of our services. The ‘We are here for you’ Compliance
Toolkit can be found on Appendix N.
7. KEY PRINCIPLES
7.1 Corporate Induction and Local Induction are mandatory, as are the
Managers’ Induction (for band 8b and below) and the Professional
Induction e.g. Nursing and Midwifery for relevant staff groups. The
inductions must be completed at the commencement of employment,
regardless of an individual’s post, ability or patterns of work.
7.2 The requirement to complete induction is a priority over any other forms
of training and is a mandatory obligation.
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7.3 Guidance relating to this policy informs employees of the minimum
requirements for Corporate , Local and Managers’ Inductions.
7.4 Changes to the Trust’s induction requirements and subsequently to this
policy must be made via the subject specialist lead using the Trust
template (Appendix L) and submitting it to the Learning and Education
Committee (LEC). LEC will be the approving committee. No subject can
be defined as necessary at Corporate Induction unless it has been
approved via this process.
7.5 These requirements have been collated on the basis of external
assurance frameworks that feed into Trust policy documents for all topics
relevant to induction. The requirements will be subject to change due to
internal and external developments and will be reviewed and reissued
trustwide as necessary.
8. SCOPE
8.1. This policy applies to all employee groups, whether employed on Trust
or national terms and conditions, working as volunteers, seconded to the
Treatment Centre and those on fixed term and temporary contracts of 8
weeks or more within the Trust. For temporary workers under 8 weeks
the line manager should complete the Temporary Staff Sign Off Sheet
(Appendix C), local induction guidance for temporary workers, locums,
volunteers and agency staff can be found on Appendix D.
9 DEFINITIONS
9.1.1 Employee
The term employee defines all full and part time staff paid by Nottingham
University Hospitals or other, including; temporary staff, research staff,
staff seconded to the Treatment Centre and those on fixed term or
temporary contracts.
9.1.2 Manager
The term manager defines all full and part time staff who manage people
that are paid by Nottingham University Hospitals.
9.2 Failure to attend
Failure to attend any of the relevant corporate and professional
inductions highlighted will be reported to the relevant line manager and
could be escalated to Director level by Learning and Organisational
Development (L&OD), should the employee fail to attend within three
months of appointment, detailed in appendix A. The same process will
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apply to newly appointed managers of band 8b and below should they
fail to attend a managers’ induction within six months of appointment,
detailed in appendix J.
9.3 Mandatory Why do we have it? Key Purpose Who is it for?
Yes The compulsory The key purpose of the All new starters
Corporate corporate induction corporate induction contracted to work 8
Induction
programme is programme is: weeks or more,
designed to ensure including medics.
that all new · Welcome new
Junior Doctors should
employees to the employees to the Trust. NOT attend the
Trust are provided · Provide employees corporate Induction
with essential with essential but should view the
information and information that will induction disc issued
training, an enable them to start on appointment and
example can be performing safely and complete the
found on appendix effectively and identify mandatory online
B. with their manager test.Temporary
further training employees working
requirements. less than 8 weeks,
Information · Make them aware of agency employees,
provided is an the Trust’s culture, locums, employees on
assurance vision, expected values internal
requirement as an and behaviours, equality
transfers/promotions,
introduction to and diversity and Trust and employees who
ensuring the health, objectives.
have left and are
safety and welfare · Ensure the
returning within 6
of all new requirements of risk months should NOT
employees whilst at management are
attend corporate
work. understood and induction. These staff
complied with. must attend their local
· Raise awareness of induction with their
corporate and local line manager to
policies and procedures ensure they receive
which govern and essential Trust
regulate their work. information, including
· Ensure that all basic health and safety, risk
legislative training management and fire
requirements are fulfilled safety guidance. See
within the first three appendix D for local
months of employment induction guidance for
to ensure safe, temporary employees
knowledgeable and and appendix C for
effective working the Temporary
practice across all Worker’s Sign – On
Directorates with new document.
employees being sign
posted to additional .
levels of training they
may need to undertake
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depending on their role.
Mandatory Why do we have it? Key Purpose Who is it for?
Yes The local workplace Managers should All new starters
Local induction is a arrange to meet the new including temporary
Induction
mandatory employee and employees working
requirement to commence local more than 8 weeks,
meet our NHSLA induction when they first employees on internal
standards and attend their place of transfers/promotions
ensures all work. and employees who
employees receive have left and are
consistent and At the Local Induction returning within 6
relevant information the manager identifies months.
regarding the all statutory and
mandatory training Temporary employees
requirements of
requirements relevant to working less than 8
their role, and
the new starters role to weeks, agency
additional statutory,
ensure that it is booked employees, locums,
mandatory training
and attended in and volunteers should
relating to their
accordance with the complete the
specific area of
relevant policies and Temporary Workers
work.
associated timescales. Sign On Local
Induction Document
The local induction Appendix C
provides employees with
essential information
that will enable them to Treatment Centre staff
perform safely and will have a local
effectively. induction arranged
and performed by the
The manager must Treatment Centre
complete the Local team.
Induction checklist
(Appendix E) during the
induction process and
complete the Local
Induction Completion
Questionnaire (Appendix
F) to finalise the
induction in month 6
after appointment. This
should compliment and
form part of the first
appraisal review,
supporting development
and training information
needed for the Training
Needs Analysis.
Yes This is mandatory The Managers’ Induction All staff externally and
Managers’ for all internal staff is designed to support internally appointed to
Induction
new to a managers in key people a management post of
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management role management skills, to band 8b and below.
and all newly ensure that they Or by request for new
appointed understand the Trust’s managers of 8c and
managers from values, behaviours and above. Appointing
outside the standards of effective Officers should
organisation at management. The key request a place
band 8b and below purpose of the allocation on the
and should be Managers’ Induction recruitment checklist
attended within the programme is to provide during the
first six months of information on a number appointment process.
appointment to of key topics, see
ensure they fully appendix I for details.
understand the key
policies and
procedures relating
to managing within
NUH.Newly
appointed
managers,
internally promoted
and externally
recruited of band 8c
and above can
attend the
Managers Induction
either voluntarily or
through
recommendation
from their manager.
Professional Yes for The Trust has Specialist employees Defined roles and
Induction all identified that some groups need role areas requiring
defined professions e.g. specific local induction specialist induction
areas nurses and and statutory and include, nursing and
midwives, will need mandatory training in midwifery induction
to define local addition to the corporate (Appendix B), Junior
requirements for a induction requirements Doctors, Clinical
mandatory e.g. nurses and specialists, Allied
professional midwives. Health Professionals,
induction Nursing
These speciality
incorporating Auxiliaries/HCA’s
inductions will be led by
relevant statutory (Appendix B), and
the Clinical/ Specialist
and mandatory Estates and Facilities.
training lead within each
training that are
area and will ensure that This list is not
specific to that staff
all statutory and exhaustive, and
group which does
mandatory training specialist group
not affect other staff
requirements are induction attendance
groups.
provided to the relevant will be identified at
employees prior to appointment and
commencement of their delivered by the
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roles and within the Clinical / Specialist
assurance timeframe. Tutors for each
specific group.
Junior Doctors should
view the induction disc
issued on
appointment and
complete the
mandatory online test.
9.4 Training Definitions
Training for all staff that is underpinned by statute,
including the induction.
Statutory The Management of Health and Safety at Work
Training Regulations 1999 and the Health and Safety at Work
Act 1974 cover fire safety, manual handling and
basic health and safety training
Corporate Relates to training that the Trust has identified must
Mandatory be undertaken by all staff, underpinned by guidelines
Training and recommendations
Role Required Relates to training that the trust has identified must
Mandatory be undertaken by specified groups of staff,
Training underpinned by guidelines and recommendations
Relates to training that NUH requires its staff to
undertake to meet the 2016 Vision; however it is not
Essential
necessarily underpinned with any professional
Training
guidelines, recommendations or statutory
requirements.
Optional training is training that is pertinent to and
will support an individual’s personal and career
aspirations by helping them to develop the skills and
Optional
knowledge they need to enable career progression.
Training
If study leave or financial support is required from
the Trust, the support must be agreed by the line
manager.
10 MANAGEMENT MENTORING
10.1 It is advised that all new managers joining the Trust seek a mentor to
support them in their new role. Mentors are usually senior employees
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who can support managers by guiding their professional and
developmental decision making, based on experience. When choosing
a mentor they should not be a direct report, and preferably situated in a
different Directorate to allow the manager freedom to discuss
confidential personal and developmental matters, with impartial
guidance. Appendix G provides a ‘Guide to Mentoring’.
10.2 It is the responsibility of the manager to directly approach their potential
mentor to confirm their acceptance and mutually agree the terms of the
developmental relationship. Appendix H ‘My Mentor and Me’ provides
more detailed guidance on how to select and get the best out of a
mentor relationship.
10.3 Mentoring also occurs within professions e.g. students, preceptorships
for newly registered staff and clinical supervision for registered and non
registered staff. These professional mentoring schemes will have their
own set of guidelines to support them, see appendices H and G for more
details.
11. INDUCTION AND TRAINING SUPPORT BUDDY
11.1 THE TRUST RECOGNISES THAT NEW EMPLOYEES MAY NEED
ASSISTANCE DURING THEIR INITIAL INDUCTION TRAINING AND
THROUGHOUT THE FIRST THREE MONTHS OF COMPULSORY
TRAINING. EMPLOYEES WITH A DISABILITY, SUCH AS VISUAL OR
AUDITORY IMPAIRMENT, OR LITERACY/NUMERACY LIMITATIONS
MAY NEED SUPPORT IN MEETING THE REQUIREMENTS OF THE
TRAINING PROGRAMMES. ANY SUPPORT REQUIRED MUST BE
HIGHLIGHTED AT THE EARLIEST OPPORTUNITY PRIOR TO
APPOINTMENT BY THE EMPLOYEE TO THEIR LINE MANAGER TO
ENSURE THAT ASSISTANCE CAN BE PROVIDED. THE LINE
MANAGER WILL TAKE RESPONSIBILITY TO INFORM THE TOPIC
LEADS OR TRAINING PROVIDERS PRIOR TO THE NEW STARTER
ATTENDING THE EVENT SO THAT NECESSARY ARRANGEMENTS
CAN BE MADE.
11.2 SHOULD ADDITIONAL SUPPORT BE REQUIRED, A VOLUNTEER
‘BUDDY’ (SUITABLE EMPLOYEE FROM THE DIRECTORATE) WILL
BE ALLOCATED BY THE MANAGER TO ATTEND ANY INDUCTION
OR TRAINING PROGRAMME, ALONG WITH THE NEW EMPLOYEE
TO PROVIDE ANY SPECIAL REQUIREMENTS TO SUPPORT THE
NEW EMPLOYEE’S LEARNING NEEDS.
12. ROLES AND RESPONSIBILITIES
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12.1 Responsibility of the Trust Board
· To ensure that the Trust complies with statutory and assurance
obligations.
· To ensure the provision of suitable and sufficient training and instruction
on Corporate and Local Induction to ensure all employees can fulfil their
role competently and safely.
12.2 RESPONSIBILITY OF DIRECTORS
· To ensure the effective implementation and monitoring of this policy
through the activity reports as detailed on Appendix K the reporting
schedule.
· To ensure that managers are adequately resourced and have the ability
to identify the needs of their new employees.
· TO FOLLOW UP ANY EMPLOYEE’S FAILURE TO ATTEND ANY

PART OF THEIR INDUCTIONS WITHIN THE THREE MONTH TIME
FRAME(6 MONTHS FOR THE MANAGERS INDUCTION). ‘DID NOT
ATTENDS’ (DNA’S) WILL BE REPORTED AS DETAILED ON
APPENDIX K. DIRECTORS WILL BE HELD TO ACCOUNT SHOULD
ANY OF THEIR EMPLOYEES FAIL TO ATTEND, AS THIS WILL BE
CONSIDERED A SERIOUS RISK TO THE EMPLOYEE, ASSURANCE
COMPLIANCE AND THE TRUST.
· To ensure that Local Inductions are conducted at commencement of
employment for all new employees and the completion of the Local
Induction Questionnaire (Appendix F) is completed at the first 6 month
appraisal review.
· To ensure training providers and subject specialist leads are adequately
resourced.
· To ensure training providers and subject specialist leads have fully
embedded the ‘We are here for you’ standards in training material and
are regularly updating material through LEC to reflect organisational or
professional changes to provide a consistent message with relevant
information for new starters focussed on quality, safety and efficiency.
12.3 Responsibilities of Managers
12.3.1 RESPONSIBILITIES OF MANAGERS TO NEW STARTERS
ALL NEW EMPLOYEES MUST ATTEND CORPORATE INDUCTION
AS PER SCHEDULE ON 9.3, APPENDIX A. MANAGERS WILL BE
HELD ACCOUNTABLE SHOULD ANY NEW EMPLOYEE FAIL TO
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ATTEND WITHIN THE GIVEN THREE MONTH PERIOD FROM THEIR
START DATE (SIX MONTHS FOR MANAGERS’ INDUCTION).
· MANAGERS MUST ENSURE NEW EMPLOYEES ARE AVAILABLE
TO ATTEND CORPORATE INDUCTION, MANAGERS’ INDUCTION
(AS APPLICABLE SEE 9.3) AND THE RELEVANT PROFESSIONAL
INDUCTION. MANAGERS MUST CONDUCT A LOCAL INDUCTION.
PRIORITY MUST BE GIVEN TO INDUCTION TRAINING WHICH IS A
MANDATORY REQUIREMENT WHICH MUST BE COMPLETED IN
FULL WITHIN THREE MONTHS OF COMMENCEMENT OF
EMPLOYMENT. MANAGERS SHOULD TAKE INTO
CONSIDERATION EMPLOYEES WITH PART TIME OR UNSOCIAL
HOURS. WHERE ANY INDUCTION SESSION IS PLANNED TO LAST
A DAY, EMPLOYEES SHOULD TYPICALLY GO DIRECTLY TO THE
SESSION AND NOT BE EXPECTED TO REPORT FOR DUTY.
· THE MANAGER SHOULD IDENTIFY AND COMMUNICATE TO NEW
EMPLOYEES ALL THE CORPORATE, MANAGER, PROFESSIONAL
AND LOCAL INDUCTION DETAILS, EMPHASISING THEIR
OBLIGATION TO ATTEND ALL INDUCTIONS AND ASSOCIATED
MANDATORY TRAINING. MANAGERS MUST ENSURE THAT NEW
EMPLOYEES ARE AWARE OF THEIR SPECIFIC TRAINING
REQUIREMENTS FOR THEIR ROLE AND THE AVAILABILITY OF
THE PROGRAMMES.
· MANAGERS MUST ENSURE THAT EMPLOYEES ARE
APPROPRIATELY PREPARED FOR THEIR INDUCTION,. ACCOUNT
SHOULD BE TAKEN TO PROVIDE ANY ADDITIONAL
SUPPORT/GUIDANCE THE EMPLOYEE MAY REQUIRE TO FULFIL
THEIR TRAINING E.G. EMPLOYEES WITH DISABILITIES OR
SPECIALIST NEEDS. THIS SHOULD BE NOTIFIED TO THE
TRAINING PROVIDER IN ADVANCE OF THE SESSION SEE
DETAILS IN SECTION 11.
· SHOULD AN EMPLOYEE FAIL TO ATTEND PLANNED INDUCTIONS
OR COMPULSORY TRAINING THE MANAGER MUST INVESTIGATE
WHY AND ENSURE THEY ATTEND THE NEXT AVAILABLE
TRAINING WITHIN THREE MONTHS OF THEIR START DATE.
DISCIPLINARY ACTION MAY BE TAKEN AGAINST THE EMPLOYEE
FOR FAILURE TO ATTEND IN THE GIVEN TIMESCALE, SEE
APPENDIX A.
· MANAGERS MUST ENSURE THAT LOCAL INDUCTION IS
CONDUCTED AT COMMENCEMENT OF EMPLOYMENT AND THAT
LOCAL INDUCTION CHECKLIST ARE COMPLETE. A COPY OF THIS
COMPLETED FORM SHOULD BE GIVEN TO THE MANGERS
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MANAGER.AND ONE PLACED IN THE EMPLOYEE’S PERSONAL
FILE.
· MANAGERS MUST ENSURE THEIR STAFF ARE AWARE OF THIS
POLICY AND COMPLETE APPENDIX O.
Managers must enforce this policy and manage any employees that do
not attend and complete the relevant corporate, managers’ and local
induction training in accordance with the appropriate employment
policies. Any manager who fails to comply with this policy will also be
managed in accordance with the appropriate performance management
policies.
· Newly appointed managers of band 8b and below must also attend the
Manager’s Induction programme within six months of their appointment.
See 9.3 (Appendix I, Appendix J).
12.3.2 RESPONSIBILITIES OF MANAGERS TO TRAINING PROVIDERS
· PROVIDE TRAINERS WITH UP TO DATE TRAINING MATERIAL
WHERE NECESSARY TO SUPPORT CHANGES WITHIN THEIR
DEPARTMENTS.
· WITH SUPPORT FROM THE TRAINING PROVIDER OR SPECIALIST
SUBJECT LEAD, MANAGERS ARE RESPONSIBLE FOR
SUPPORTING EMPLOYEES WHO FAIL ANY PART OF THE
INDUCTION PROCESS ASSESSED, ENSURING ANY GAPS IN
KNOWLEDGE ARE ADDRESSED.
· TO IDENTIFY AND INFORM THE TRAINING PROVIDER IN ADVANCE
OF THE EVENT OF ANY ADDITIONAL SUPPORT DELEGATES WILL
NEED TO COMPLETE THE PROGRAMME.
12.3.3 RESPONSIBILITIES OF MANAGERS TO BOOK, REPORT AND
RECORD
· ADHERE TO THE APPOINTMENT PROCEDURES FOR BOOKING
ANY INDUCTION TRAINING SEE APPENDIX A FOR GUIDE TO THE
BOOKING PROCESS AND REFER TO RECRUITMENT AND
SELECTION POLICY REQUIREMENTS.
· RECORD ATTENDANCE OF CORPORATE INDUCTION AND
MANDATORY TRAINING ON THE LOCAL INDUCTION CHECKLIST.
THE MANAGERS MANAGER SHOULD RECEIVE A COPY OF THIS
AND ONE SHOULD BE STORED IN THE PERSONNEL FILE.
· INFORM TRAINING PROVIDERS OR SUBJECT SPECIALIST LEADS
IF AN EMPLOYEE IS ABSENT ON BOOKED INDUCTION/TRAINING
DAYS.
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· ENSURE EVENTS WHICH ARE PLANNED BUT NOT ATTENDED BY
THE NEW STARTER ARE RESCHEDULED WITHIN THE REQUIRED
TIMEFRAMES.
12.4 Responsibilities of the Recruitment Team
· To book new starters onto the next available relevant inductions as per
the instructions from the Appointing Officer.
· Ensure the maximum numbers for induction events are not exceeded to
preserve the quality of the experience.
· Advise new starters in advance of the session of the correct date, time
and venue for their induction programmes.
· Advise line managers/Appointing Officers when their new starter will
attend induction programmes
12.5 Responsibilities of Employees
· To be familiar with the policy.
· To attend ALL Induction and Mandatory training in order to fully comply
with contractual obligations. Failure to attend could result in disciplinary
action being taken and the employee possibly placed on restricted duties
until they have met the standards required to be able to operate safely
and effectively.
· Ensure that on attending the induction the new starter signs in and out to
confirm attendance in accordance with the guidelines issued.
AT LOCAL INDUCTION, ALL EMPLOYEES WILL IDENTIFY AND

AGREE WITH THEIR MANAGER THE MANDATORY TRAINING
NEEDED FOR THEIR ROLE AND ATTEND ALL WITHOUT
EXCEPTION.
· DETAILS OF TRAINING ATTENDED SHOULD BE RECORDED BY
THE EMPLOYEE AND THEIR MANAGER AND REVIEWED AT THEIR
LOCAL INDUCTION COMPLETION REVIEW , APPENDIX F, WHICH
SHOULD BE CONDUCTED WITH THE FIRST FORMAL HALF
YEARLY APPRAISAL. THE MANAGER SHOULD KEEP A SUMMARY
OF THIS INFORMATION ON THE LOCAL INDUCTION CHECKLIST
APPENDIX E FOR THE NEW STARTER AND PROVIDE DETAILS TO
THE DIRECTORATE OR MANDATORY TRAINING LEAD.
· ALL EMPLOYEES ARE RESPONSIBLE FOR ARRIVING
PUNCTUALLY AND ATTENDING THE FULL DURATION OF ALL
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INDUCTION AND MANDATORY TRAINING PROGRAMMES.
SHOULD UP TO 15% OF A SESSION HAVE BEEN COMPLETED
THEN THE EMPLOYEE WILL BE TURNED AWAY AT THE
TRAINERS’ DISCRETION. LATE ARRIVAL OR EARLY DEPARTURE
WILL BE RECORDED AS NON ATTENDANCE. THE EMPLOYEE
WILL THEN BE EXPECTED TO ATTEND THE NEXT AVAILABLE
INDUCTION/TRAINING SESSION.
· WHERE ANY INDUCTION OR MANDATORY TRAINING
PROGRAMME FINISHES EARLY OR IS CANCELLED THE
EMPLOYEE WILL BE EXPECTED TO RETURN TO WORK TO
COMPLETE THEIR CONTRACTED HOURS UNLESS EXPRESSLY
TOLD NOT TO.
· ALL EMPLOYEES MUST ENSURE THAT MANAGERS, TRAINING
PROVIDERS AND SUBJECT SPECIALIST LEADS ARE MADE
AWARE OF ANY INDIVIDUAL ADDITIONAL REQUIREMENTS PRIOR
TO ATTENDING THE COURSE TO AID FULL PARTICIPATION IN
THE PROGRAMME. SEE SECTION 11.
12.6 Responsibilities of Training Providers, Subject Specialists/Leads

and Mandatory Training Leads
CORPORATE, MANAGERS’, PROFESSIONAL AND LOCAL

INDUCTION TRAINING IS PROVIDED BY A VARIETY OF TRAINING
TEAMS WITHIN THE TRUST. WITH THE GUIDANCE AND SUPPORT
OF THE LEARNING & ORGANISATIONAL DEVELOPMENT
DEPARTMENT, TRAINING PROVIDERS AND SPECIALISTS/ LEADS
ARE RESPONSIBLE FOR THE FOLLOWING:
· PROVIDE THE APPROPRIATE TYPE, QUALITY AND VOLUME OF
TRAINING TO ENSURE COMPLIANCE WITH THE RELEVANT
STATUTE, ASSURANCE AND POLICY REQUIREMENTS, ENSURING
THE PROGRAMME IS REVIEWED ANNUALLY AS A MINIMUM
THROUGH THE LEC SUBCOMMITEE.
· REFLECT THE TRUST VISION AND HIGHLIGHT THE ‘WE ARE
HERE FOR YOU’ VALUES AND BEHAVIOURS AS STANDARD, TO
ALL ASPECTS OF THE TRAINING MATERIAL, ENSURING THEY
ARE EMBEDDED INTO THE SESSIONS.
· ENSURE TRAINERS ATTEND ALL PLANNED DELIVERY SESSIONS
PUNCTUALLY TO AVOID DISRUPTION TO THE INDUCTION
PROCESS.
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· ENSURE A REPLACEMENT TRAINER IS AVAILABLE AS
EMERGENCY COVER, WHEREVER POSSIBLE SHOULD ANY
UNFORESEEN DIFFICULTIES OR ABSENCE OCCUR TO ENABLE
THE NO CANCELLATION POLICY TO BE UPHELD WHICH WILL BE
MONITORED THROUGH THE LEC.
WITH GUIDANCE AND SUPPORT OF THE LEARNING AND
ORGANISATIONAL DEVELOPMENT AND EQUALITY AND
DIVERSITY DEPARTMENTS, ENSURE PROVISION OF TRAINING
MATERIAL IN THE CORRECT FORMAT FOR ALL PARTICIPANTS.
· ENSURE THAT ANY PARTICIPANT WITH SPECIALIST TRAINING
NEEDS WHICH HAVE BEEN NOTIFIED TO THEM BEFORE THE
EVENT RECEIVE THE NECESSARY LEVEL OF SUPPORT TO
ENSURE FULL PARTICIPATION IN THE PROGRAMME.
· TRAINING PROVIDED AT INDUCTION NEEDS TO BE AS
INTERACTIVE AND ENERGISED AS POSSIBLE FOR ALL
EMPLOYEES ATTENDING, AND IS THE RESPONSIBILITY OF
SUBJECT LEADS TO ENSURE THAT EMPLOYEE PARTICIPATION
IS INCORPORATED INTO TRAINING MATERIAL.
· CONTRIBUTE TO THE TRAINING NEEDS ANALYSIS PROCESS IN
THE TRUST BY ADVISING THE TRUST VIA LEC ON THE NEEDS
AND LEGISLATIVE REQUIREMENTS FOR TRAINING WITHIN THEIR
SPECIALIST FIELD, INCLUDING IDENTIFYING THE APPROPRIATE
LEVEL OF TRAINING AND ADDITIONAL TRAINING
REQUIREMENTS FOR DIFFERENT STAFF GROUPS.
· PROVIDE TRAINERS WITH UPTODATE TRAINING MATERIALS
AND ASSOCIATED ADVISORY NOTES TO ENABLE THE
THEORETICAL COMPONENT OF TRAINING TO BE DELIVERED.
· MANAGE PRACTICAL TRAINING REQUIRED FOR THEIR
SPECIALITY, AND LEAD ON ARRANGING APPROPRIATE
ASSESSMENTS TO CONFIRM COMPETENCES OF STAFF
DELIVERING TRAINING.
· ENSURE ALL TRAINERS FULLY UNDERSTAND THE ‘WE ARE
HERE FOR YOU’ STANDARDS, AND ALL TRAINERS ARE
PROVIDED WITH THE RESOURCE TO INCORPORATE THE VALUES
THROUGHOUT THEIR TRAINING SESSIONS.
· ENSURE THE LEARNING OUTCOMES OF TRAINING MEET THE
REQUIREMENTS OF THE RELEVANT STATUTE, ASSURANCE AND
POLICY AND PROVIDE AN APPROPRIATE COURSE OUTLINE FOR
PUBLISHING.
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· ASSIST MANAGERS WITH SUPPORTING EMPLOYEES WHO FAIL
TO REACH THE REQUIRED MARK OR STANDARD FOLLOWING
INDUCTION OR IN ANY ASSESSED COURSE.
· ENSURE DELEGATES WHO ATTEND INDUCTION HAVE SIGNED IN
AND OUT AS REQUIRED TO CONFIRM ATTENDANCE.
· TO ENSURE THAT THEY REPORT ON COMPLIANCE AGAINST THE
SPECIFIC POLICY THEIR TRAINING IS DESIGNED TO SUPPORT
INCLUDING INDUCTION ATTENDANCE REQUIREMENTS FOR ALL
NEW STARTERS, SEE APPENDIX K FOR REPORTING DETAILS.
· Maintain detailed records of attendance of any induction or mandatory
training through OLM which is not centrally recorded by L&OD. No other
record of attendance levels will be accepted as evidence, or contribute
where applicable, to the reporting and recording requirements outlined in
Appendix K.
· Adhere to the Trusts’ Trainer Standards
· Update LEC through the Trainer’s Forum of best practices or issues
affecting performance, delivery or attendance of the corporate and local
induction programmes.
12.7 Responsibilities of Learning and Organisational Development
Department
· SUPPORT TRAINING PROVIDERS AND SUBJECT

SPECIALISTS/LEADS AS OUTLINED WITH OLM INPUTTING,
REPORTING AND RECORDING ARRANGEMENTS AS PER
SCHEDULE ON APPENDIX K.
· ACT AS TRAINING PROVIDER FOR A NUMBER OF COURSES ON
THE INDUCTION PROGRAMMES.
· THE ASSISTANT DIRECTOR OF L&OD TO DEFINE, MAINTAIN AND
UPDATE THE POLICY ON CORPORATE AND LOCAL INDUCTION
AND WORK WITH TRAINING PROVIDERS TO APPROVE
PROGRAMMES AND ENSURE THAT TRAINING IS PROVIDED IN
THE MOST EFFECTIVE AND EFFICIENT WAY.
· TO ENSURE MAINTENANCE OF CENTRAL RECORDS FOR
CORPORATE AND LOCAL INDUCTION AND PROVIDE OVERVIEWS
ON SUCH TRAINING ACTIVITY TO THE TRUST BOARD AS
DETAILED IN APPENDIX K.
· RESPONSIBLE FOR INPUTTING CORPORATE INDUCTION
ATTENDANCE ONTO OLM ON A MONTHLY BASIS, INCLUDING
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REPORTING OF INDUCTION INCIDENT FORMS FOR NEW
EMPLOYEES WHO FAIL TO ATTEND INDUCTION WITHIN THE
THREE MONTH TIME SCALE (APPENDIX K).
· THE ASSISTANT DIRECTOR OF L&OD WILL BE RESPONSIBLE
FOR COMMISSIONING ACTION PLANS TO ADDRESS ANY
DEFICIENCIES FROM TRAINING PROVIDERS OR SUBJECT LEADS.
RELEVANT LINE MANAGEMENT WILL BE RESPONSIBLE FOR
ENSURING THE ACHIEVEMENT OF ACTION PLANS.
· THE ASSISTANT DIRECTOR OF L&OD WILL, EACH YEAR,
COMMISSION A TRAINING NEEDS ANALYSIS FROM ALL
TRAINING PROVIDERS AND SUBJECT LEADS THROUGH THE
PERSONAL DEVELOPMENT REVIEW POLICY. THIS WILL ALLOW
THE INFORMATION TO BE AGGREGATED, REPORTED TO THE
BOARD AND LEC AND THE DEVELOPMENT DIRECTORY TO BE
PUBLISHED.
· MONITOR THE EFFECTIVENESS OF THIS POLICY THROUGH LEC
BY AUDITING
· Delivery of induction programmes against schedule/workforce
· Attendees against expected numbers
· Review of training programme content
· Analysis of feedback from participants
12.8 Responsibilities of the Learning and Education Committee
12.8.1THE LEC SUB COMMITTEE WILL BE RESPONSIBLE FOR

APPROVING NEW STATUTORY OR MANDATORY TRAINING
RELEVANT TO CORPORATE INDUCTION, APPENDIX L, AND
OVERSEEING AMENDMENTS TO ALTERATIONS IN PROVISION
OR PRACTICE FOR EXISTING TOPICS.
12.8.2 The LEC will be responsible for monitoring the effectiveness of this
policy and it’s application through auditing
13. FAILURE TO ATTEND INDUCTION PROGRAMMES
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13.1 Failure of the employee to attend or failure to record attendance of their
corporate and local induction will result in Learning and Organisational
Development issuing a ‘Did Not Attend’ (DNA) report as detailed in
Appendix A. In the first instance DNA's will be reported to line managers
to ensure that the employee attends the next planned induction. Should
the employee persistently fail to attend, an Induction Incident form which
will be completed and reported to Director level if there are any induction
requirements outstanding three months post appointment.
13.2 SHOULD AN EMPLOYEE FAIL TO ATTEND PLANNED INDUCTIONS
OR COMPULSORY TRAINING THEIR MANAGER MUST
INVESTIGATE WHY AND ENSURE THEY ATTEND THE NEXT
AVAILABLE TRAINING WITHIN THREE MONTHS OF THEIR START
DATE. DISCIPLINARY ACTION MAY BE TAKEN AGAINST THE
EMPLOYEE FOR FAILURE TO ATTEND IN THE GIVEN TIMESCALE.
14. EVALUATION OF TRAINING PROGRAMMES
14.1 All corporate induction materials will be reviewed at least annually
through LEC sub commitee. The review must reference both subject
leads and nominated trainers to ensure that both external requirements
and feedback from participants is considered at each review.
14.2 Training programmes will be updated during the year if there is a change
in legislation or other external or internal requirement change and the
LEC sub committee will be informed.
15. DISSATISFACTION WITH THE APPLICATION OF THIS POLICY
15.1 Any employee who is dissatisfied with the way this policy is applied will
be able to use the Trust’s Grievance Policy.
16. TRAINING
16.1 No formal face to face training is provided on this policy for managers.
The supporting tools in the appendices and on the intranet should
provide sufficient guidance.
17 MONITORING AND EVALUATION
17.1 Monitor the effectiveness of this policy through LEC by auditing annually
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17.2 Reporting to Trust Board attendance figures at corporate induction event
on a monthly basis
18 USEFUL CONTACTS
18.1 Individual topic leads and Learning and Organisational Development
should be able to assist with individual queries in addition to information
which can be found on the intranet.
19 ADVICE
19.1 Advice on the application of this policy is available from Learning
and Organisational Development or subject leads, Human
Resource and the Learning and Organisational Development
department
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.
Corporate Induction Administration Booking Process Appendix A
Step 4 Recruitment
Step I – Manager Step 2 Manager Step 3 Recruitment Team sends out a letter
completes New sends New Starter team book new to the Individuals’ home
Starter ‘A’ form ‘A’ form to the starter onto next address indicating date of
Induction Recruitment team available Corporate the induction event,
induction and the venue and a timetable
Managers/Professio
nal Induction as
applicable...
Step 5 – The Mandatory
Training Coordinator
copies the delegates list
from the database to
create a register.
Step 6 The
Step 9 Any new Step 8 – A monthly Step 7 –Attendees Course
starter not attendance report is are input onto OLM Administrators sets
completing the produced and sent via the L&OD up the room,
induction within 3 to Directorates and administration team. welcomes delegates
months are reported HRM’s to inform and oversees the
to their area Director them on attendance, registration process
using an incident people who need to Delegates sign in
form. rebook and DNA’s. and out the event.
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Appendix B
Example Induction Week Programme including Nursing and Midwifery
Professional Induction and Market Place Information
For more details and confirmation of current programme please log onto
http://nuhnet/human_resources/Learning_Organisational_Development/Pages/CorporateInduction.aspx
Monday
Mandatory / Manual Handling
Start Time End Time
08.30 09.15 Report to Induction week venue for programme detail and
introduction
09.15 11.15 We are here for you, All staff workshop
11.15 11.30 Break
11.30 12.00 Fire Safety
12.00 13.00 Lunch / Travel
13.00 17.00 Back Care, Patient Handling
13.00 15.00 or Load Handling (NonClinical Staff)
Tuesday
Local Induction / Manual Handling
Start Time End Time
09.00 10.15 Skills for Life Non Reg Nursing Only
09.00 12.00 Local induction (report to your new department)
12.00 13.00 Lunch
13.00 17.00 Back Care and Patient Handling
Wednesday
‘We are Here for you’ Corporate Induction
Start Time End Time
08.30 09.00 Registration
‘I feel Cared for/ Appreciated’
09.05 09.30 Welcome
09.30 10.00 Working at NUH
10.00 10.30 Equality & Diversity
10.30 10.45 Break
10.45 11.00 Chaplaincy
11.00 11.30 Listening to our patients
11.30 12.15 Safeguarding Vulnerable adults and children
12.15 – 12.45 Lunch
‘I feel safe / Supported’
12.45 13.15 Infection Prevention & Control
13.15 14.45 Health & Safety Risk Management / Clinical Quality and
Patient Safety
14.45 15.15 Emergency planning
15.15 15.30 Break
‘I feel confident / Encouraged’
15.30 16.00 Information Governance
16.00 16.30 Security
16.30 16.45 Counter Fraud
16.45 17.00 Achieving Timely Outcomes
17.00 17.15 Evaluation of programme questions and sign out.
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Example Professional Induction – Nurses and Midwives
Professional Induction – Nurses and Midwives to include Nursing
Auxiliaries/HCA’s. Full programme details will be issued on induction week.
Monday There is a mandatory nurses and midwives
Tuesday induction lasting 2 days which currently runs
on the Monday and Tuesday following
corporate induction week
Example Induction Market Place
Market place Handouts Face to Face Frequency of
subjects attendance
ICT P Always
City Library P Always
Greenfield med P Always
Library
Q Active P Always
Hospitals Charity P Always
finance P Sometimes
Union P Sometimes
Kiddivouchers Leaflets Always
Equality & Diversity Speaker and Always
Leaflets
Chaplaincy Speaker and Always
Leaflets
Transport Leaflets Always
HR Contact Leaflets Always
numbers
Staff Handbook Leaflets Always
Safeguarding Booklet Always
Adults
Major Incident Plan Leaflets Always
Counter Fraud Speaker and Always
Leaflets
Corporate and Local Induction Policy 25
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TEMPORARY STAFF SIGNON SHEET Appendix C
This form must be completed before any temporary worker commences work in the
department and retained locally for 12 months with the managers manager.
___________________________________________________________________
a) Temporary Worker Details
Name of Worker …………………………………………………………………………….
Name of Agency ……………………………………………………………………………
Start Date ……………………………………………………………………………………..
___________________________________________________________________
b) Agency Checks
This section must be completed by the agency providing the temporary worker. This section
does not need to be completed for NHS Professionals staff or temporary workers who hold
substantive contracts elsewhere at NUH.
√
Identity of worker verified
Right to work in the UK confirmed
Relevant qualifications verified
Evidence of current professional registration has been checked directly with
the regulatory body
Employment history and references have been obtained (covering the last 3
year’s of employment)
Enhanced CRB clearance has been obtained (for all posts with access to
patients or sensitive information)
Occupational Health Clearance (for clinical posts with direct patient contact)
I confirm that all of the above checks have been undertaken.
Signed ……………………………………………………………………………………….
Print Name …………………………………………………………………………………..
Date ………………………………………………………………………………………….
On Behalf of (Agency) ……………………………………………………………………..
Please fax to 0115 …………………………………………………………………………..
or email to ……………………………………………………………………………………..
Continued overleaf
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c) For Completion by the Temporary Worker
I confirm that I have received a local induction to include:
Fire
Infection Control
Health and Safety
Local relevant procedures
Who to contact if I need assistance
I confirm that I will not undertake any duties that I am not competent to undertake.
Confidentiality, Data Protection and Information Security
I understand I have a legal duty to uphold the confidentiality of all information held by the
Trust, including patient, health, financial, personal and administrative information that I
gather and use as part of this assignment. This duty lasts indefinitely and will continue after
the termination of this assignment.
Signed ………………………………………………………………………………………..
Print Name .………………………………………………………………………………….
Date …………………………………………………………………………………………..
___________________________________________________________________
d) For Completion by the Line Manager
I confirm that the above named worker’s identity has been verified on commencement of
the assignment and that local induction has been provided.
Start Date of Above Named Temporary Worker ……………………………………….
Signed ………………………………………………………………………………………..
Print Name ……………………….………………………………………………………….
Position ……………………………………………..……………………………………….
Ward/Department ….…………………………………………Date ………..…………….
___________________________________________________________________
Copy of completed form to be retained by Ward/Department Manager in a
file marked “Temporary Staff Records”. A copy should also be sent to
the managers manager. Copies to be retained for 12 months.
o
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LOCAL INDUCTION GUIDANCE LEAFLET Appendix D
ESSENTIAL INFORMATION FOR ALL:
o TEMPORARY STAFF o AGENCY EMPLOYEES
o LOCUMS o VOLUNTEERS
Please complete the Appropriate Induction Checklist document and retain locally for
audit purposes.
INTRODUCTION
Even though your time at Nottingham University Hospitals (NUH) might be short it is still vital,
and a mandatory requirement, that you complete a local induction with your line manager.
This leaflet is designed to give you essential information that will help you be able to practice
safely and effectively, whilst working as an employee at NUH.
Please read this leaflet carefully. If you feel that you are not getting the Induction you need,
you must discuss this with your Clinical Lead or Line Manager for your Directorate.
KEY ELEMENTS OF YOUR LOCAL INDUCTION
The induction must be specific to the role you will be carrying out (e.g. job duties, manual
handling, clinical protocol, PAS, CPR etc) and conducted when you first report to work in your
new department at NUH.
For all volunteers, temporary, locum and agency staff starting work in the Trust the key
elements of your local induction are:
o A named individual will be responsible for coordinating and overseeing your induction to
the Trust.
o An Introductory session with your manager/supervisor is required to discuss the role and
any training needs, familiarisation with equipment and relevant corporate and local
procedures/protocols. e.g.
-Bleep system incl Hospital at Night -Consent to Examination/ Treatment
-Confidentiality -Cardiopulmonary Resuscitation Policy
-Medicines code of practice Medical Appraisal and Revalidation Policy
o Specific training needs will be identified, e.g. Risk management, governance, equipment
with your competence assessed as appropriate
o You will be provided with information of the following key areas;
An introduction to the Directorate, management team and colleagues
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An introduction to the key protocols and working practices, including the ‘We Are Here for
You’ values and behaviours
EMPLOYEE RESPONSIBILITIES
You are responsible for:
· Attending and participating in
any induction arranged
· Reading and familiarising yourself with all relevant policies, protocols and other matters
drawn to your attention during the induction process. Copies of the key Trust policies
are available on the intranet/the ward.
· Ensuring, before you undertake any clinical procedure within the Trust, that:
- You are the right individual to do the task or procedure
- You know what to do (and what not to do)
- You know how to do it correctly and safely
- You know what to do if things go wrong
- You know how to get help, and you seek help if you need it
IF YOU ARE UNHAPPY ABOUT ANY OF THESE POINTS, OR UNSURE ABOUT YOUR
COMPETENCE, AT ANY TIME, YOU MUST SEEK HELP AND ADVICE
Equally you have a responsibility to immediately intervene if you think the actions of any
other individual may cause imminent harm to a patient or another employee, and, in any
event, and a responsibility to adhere to the ‘We Are Here for You’ values and standards of
behaviour by bringing to the attention of a senior member of staff any concerns they may
have about the performance, behaviour or conduct of another employee.
Such concerns should be reported to a senior person such as a Consultant, a Clinical
Director, an Assistant Medical Director, the Medical Director or the Director of Human
Resources.
A RECORD OF THE INDUCTION WILL BE KEPT BY YOUR MANAGERS MANAGER,
SIGNED BY THE EMPLOYEE AND THE PERSON PROVIDING THE INDUCTION. FOR
VOLUNTEERS AND STAFF WORKING 8 WEEKS OR LESS THIS WILL BE THE
TEMPORARY STAFF SIGN ON SHEET. FOR VOLUNTEERS AND STAFF WORKING
8 WEEKS OR MORE YOU WILL NEED TO ATTEND THE CORPORATE INDUCTION
IN ADDITION TO YOUR LOCAL INDUCTION AND THE RELEVANT CHECKLISTS.
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Appendix E
Local Induction Checklist Document
_____________________________________________________________________
NAME: ………………………………………………………………….
POSITION: …………………………. DEPARTMENT:
………………
Completed Employee signature
Personal/Payroll Documentation
Appointment Form A
National Insurance Number
Job Description, Person Spec & KSF
profile
Contract
Birth Certificate
Qualification Certificates
Professional Registration
Bank Account Details
Pension optout (if applicable)
Driving Licence
Application for authorised car use
Identification Badge
Uniform
CRB Clearance
Evidence of identity
Orientation
Working Area/Tour of Department
Introduction to Line Manager
Introduction to Colleagues
Introduction to local trade union
representatives
Amenities
Access Areas Authorised
Computer Access, Email Account set up
(where applicable)
Personal Security, Locker, Alarms
Car Parking
Personal Related Issues
Statutory and Mandatory Training
Hours of Work/Time Keeping Procedures
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Here for You Values & Behaviours
Study Leave Policy
Health and Attendance Policy and
Reporting
Annual Leave Policy
Grievance Policy
Disciplinary Policy
Travel Claim Forms
Childcare support /vouchers
Trade Union Membership
Confidentiality/Data Protection
ICT
Electronic ACCESS FORM
(Tick where applicable)
Patient Master Index
NotIS
EDIS
Waiting list
CRIS
Other QMC Systems
Computer Access, Email Account set up
Shared area
Password issued
Governance and Health and
Safety
Risk Management Policy and local risk
management arrangements
Policy for the management of incidents
including near misses
Serious Untoward Incident Policy
COSHH (Specific to working area)
Personal Protective Clothing
Emergency Planning
Business Continuity
Patient and Public Involvement
Manual Handling and Back Care
Fire Safety including Policy, Drills, Exits
and Equipment
First Aid
Infection Control (including sharps
arrangements)
Smoke Free Site Policy
Occupational Health Form completion
Safeguarding Children and Young
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People
Safeguarding Adults
Whistle blowing Policy
Security arrangements
Outcomes of any local risk assessment
that generate significant risk
Medical Devices Training
Harassment and Bullying
Psychological Well Being at Work
Communication
Telephone/Directories/Messages
Bleep System
Hospital Intranet
Informed of Team/Department Meetings
Departmental Policies and
Procedures as appropriate
Trust Values, Mission, Objectives
Directorate and Department Aims and
Objectives
All Medics: Medical Appraisal and
Revalidation Policy
Practice (where applicable)
Professional Accountability
Codes of Professional Conduct
Maintenance of Professional Registration
This section is profession specific but should also include the following
general areas for most employees:
Structure of Organisation (how employee
‘fits in’ with this)
Appraisal
Patient Care
Management Standards
Appropriate use of Resources
Equal Opportunities
Staff Survey
Cardiac Arrest Procedure
Location of Emergency Equipment
NHS Constitution
Acceptance of Gifts and Hospitality
Litigation
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Standards of Business Conduct Policy
Complaints Procedure
Induction
Corporate Induction has been attended
and all sessions completed within 3
months of appointment including
Safeguarding Vulnerable Adults and
Children, Health and SafetyRisk
Management; clinical quality and patient
safety, Infection Prevention and Control,
Security, Counter Fraud, Emergency
Planning.
Fire Lecture has been attended
Manual Handling Course (Load or
Patient handling as applicable to the
role)
Conflict Resolution has been attended
All Staff workshop has been attended
Managers’ Induction has been completed
within 6 months for all newly appointed
people managers
Professional Inductions have been
attended as relevant e.g. N&M and non
registered nursing
Local induction planned
Local Induction 6 month review
Feedback Questionnaire Completed
To be completed by the Manager
I can confirm that the employee has successfully completed the Induction programme. I am satisfied
that the employee has a sufficient understanding of the working environment in order to carry out
his/her duties.
Signed…………………………….. (Position) ………………………. (Date)
To be completed by the Employee
I can confirm that I have successfully completed the Induction Programme. I have a sufficient
understanding of my working environment to carry out my duties.
Signed…………………………….. (Employee) ………………………. (Date)
THIS DOCUMENT SHOULD NOW BE PLACED IN THE EMPLOYEE’S PERSONAL FILE.
THE INDIVIDUAL, SHOULD RETAIN A COPY FOR THEIR OWN RECORDS AND THE
MANAGERS MANAGER SHOULD RETAIN A COPY FOR MONITORING PURPOSES.
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Appendix F
Local Induction Completion Questionnaire
To be completed by the manager with the employee 6 months from start
date with the first appraisal and retained in the personnel file.
When starting work at NUH what were your first
impressions of the Trust?
During your first 6 months of employment have your
impressions of the Trust changed at all? If so how?
What element of the Corporate Induction process did
you find most relevant to you within your first 6 months
of work?
Was your Local Induction
of benefit to you when starting your new role?
Have you completed your mandatory training and how
have you applied your new skills?
What Trust policies have you read and how have they
helped you settle into both the Trust and your new role?
What is your understanding of the values and
behaviours standards and how have you applied them
in your daily environment?
Do you feel your new role has allowed for personal
development opportunities?
How has your line manager and colleagues contributed
to ensuring a successful start to your career at NUH?
How do you feel your first 6 months of employment at
NUH has been? Please provide details.
Are there any areas of your role that you would like
additional support for, or training provision to enable you
to work to maximum benefit for both your colleagues
and patients?
With reference to all the knowledge you have acquired
during your first 6 months of employment, what are you
most looking forward to about your future career at
NUH?
Is there anything that you would change?
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Appendix G
A Guide to
Mentoring
For the mentor
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Mentoring in Organisations
Mentoring is used in organisations for various purposes e.g.
· Support for development
· Induction
· Career progression
· Support in a new job or project
· Within change programmes
What is Mentoring?
The relationship between mentor and mentee is all important.
· There needs to be a high degree of trust and mutual regard
· The mentor helps another person become what that person aspires to be
· The mentor helps the mentee to realise his or her potential
You have probably been mentored already. Ask yourself these questions:
· Who took an interest in my welfare and development?
· Who has been a useful role model in my life?
· Who helped me to uncover and use hidden talent or ability?
· Who helped me face and resolve a difficult situation in my personal and/or
professional life?
· Who challenged me to acquire a new vision and take a new direction?
The answer = A mentor.
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Mentoring – The Benefits
· Mentee benefits by developing confidence, learning more
effectively and quickly, and acquiring new perspectives
· Mentor benefits by acquiring improved ways of working with
people and satisfying the desire to help others
· Both mentor and mentee benefit by developing a wider
perspective on their organisation and work
· Line Manager benefits by having a more motivated and effective team
member
· Organisation benefits by having more fulfilled, committed,
resourceful and motivated employees
Mentoring, Coaching & Training
There is no simple distinction between these activities. However:
· Coaching tends to have a specific and tightlyfocused goal (e.g.: helping
someone to prepare for an interview or to make a presentation to an audience)
· Training tends to be wholly workrelated and concentrates exclusively on
someone’s professional skills, knowledge and behaviours
· Mentoring goes further in offering support and advice to someone as a
person, and may touch on any aspect of their life; the mentor may offer
coaching or training from time to time as appropriate, but may also encourage
the mentee to seek help from specialists in these roles.
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You have been chosen by someone as their mentor….so what
are the attributes of a good mentor?
· You have relevant jobrelated experience and skills
· Very well developed interpersonal skills
You’re a good listener and a clear, concise communicator
· You are able to empathise and appreciate how your colleague thinks, feels
and behaves
· You are approachable – You are willing to make the time to develop a
strong supportive relationship with colleagues
· You have the desire to help and develop people
· You have an open mind and a flexible, positive attitude
· You inspire and motivate those around you
· The Trusts We Are Here For You behavioural standards details the twelve
key standards which positive role models display. Successful Mentors
consistently display the behaviours detailed in the handbook. More
information on the We are here for you values and behavioural standards
are available via the Intranet.
· Recognition that confidentiality is crucial. Secrecy is inappropriate. Should
your mentoring relationship result in disclosure of information that could put
patients or staff at risk or a conflict of interest arises you must discuss with
your mentee what the next steps should be.
· Know what’s outside of your expertise. Mentees can raise issues /
concerns and questions that may fall outside of your ability to support them
with or you may feel uncomfortable. Unless you are a trained counsellor
should any issues arise that you feel you cannot help with then point the
mentee in the direction of someone who might be able to help. Depending
on the nature of the issue(s) options are:
o Occupational Health or their o Union representative
own GP o Dignity at Work champion
o Their manager or Human o RightCoreCare
Resources representative o A NUH Staff Association
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The Mentoring Process – As a mentor you will…
Stage 1: Establish the Stage 2: Create Stage 3: Action Plan

Relationship Understanding as
Relationship Develops
Take the lead building Give support and advice Encourage new ideas
rapport with your
colleague
Make sure they Give your mentee some Help the mentee make
understand what constructive feedback their own decisions
support you’ll provide
and your commitment to
them
Offer support Coach and demonstrate Help the mentee think in
skills different ways
Listen and ask open Listen and challenge Support development of
questions positively a practical Personal
Development Plan
Help them establish Ensure they have
their priorities valuable and practical
actions to concentrate
their efforts on
Give information about Confirm and challenge
specialists their action plan
Share your experiences Set aside time to review
their progress with them
and always try to keep
to the arrangements
Offer the mentee lots of
encouragement
Be patient
Meet up as often as
required
Use a variety of
communication methods
e.g. a quick call before
that committee
presentation will help
settle the nerves!
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Words to Avoid & Words to Use When Giving Feedback
Words to Avoid Words to Use
Cut off Options Offer Options
You have too… Will you…
You can’t… What have you considered?
It’s not our policy… It works well when…
Why don’t you…
It’s required, it’s necessary
Make Judgement Make No Judgement
Worst It may not work well if…
Create Uncertainty Create Confidence
Um….I’m not sure You could…what might the result be
I’ll try What might happen if you tried….?
Here’s what I’ve done…
Shut Down Communication Get Information
What’s your problem? Can you tell me about the
Manipulate difficulty you’re having?
What in particular is most
challenging?
“You” Messages “I” Messages
You didn’t… I heard…
You shouldn’t… I realise…
Why didn’t you… I noticed…
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Your First Mentoring Meeting
Ideally, you should make contact with your new mentee within 5 – 10 days of
receiving their details. You can then arrange your first phone or facetoface
meeting. During that meeting you should consider the following and make a
checklist throughout the meeting:
· What do you expect to learn from each other
· What are your responsibilities towards each other
· Where and how often will you meet and for how long
· What limits (if any) are there on confidentiality
· When and how will you check the relationship is ‘right’ for both of you
· Agree that openness and trust are essential. Agree how that will happen
· Gain agreement to give honest and timely feedback (e.g. to be a critical
friend)
· How formal or informal do you want the meetings to be?
· If you need an agenda or if you’ll agree topics on the day?
· How will you know if the mentoring support is working?
· Your key areas for discussion throughout the relationship will be:
o Work related issues
o General basic training issues
o Personal/domestic issues (if appropriate)
· How and when the mentee will give feedback to the mentor
· How you’ll know that the mentoring relationship has run it’s course
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Tips for Effective Mentoring
1. Understand how mentoring differs from other roles you are asked to play.
You may also be taking on the role of coach.
2. Take on the role only if you are willing and able to invest the time and effort
to be a good mentor.
3. Invest time early on in the relationship to establish rapport and a regular
schedule for discussions as appropriate.
4. Recognise your own strengths and weaknesses in relation to your
colleagues needs, so that you can guide them to other sources of help where
appropriate. You are not expected to be their main point of contact for
everything they do, their line manager also needs to support, guide and
develop them.
5. Understand the distinction between counselling and advising, and
whenever possible encourage your new colleague to work out their own
solutions with you acting only as a soundingboard.
6. Remember that you will be seen as a role model and that how you are seen
to manage in daytoday situations will affect the relationship you have with
this person.
7. The feedback you give should be clear, honest, and constructive, and be
designed to build confidence.
8. Remember you don’t need to be formally ‘trained’ to be a great Mentor.
You’ve been chosen by the mentee because of the knowledge, skills and
experience that you have.
9. Keep it simple.
Further Information on other mentoring schemes e.g. for preceptorships for
newly registered staff and clinical supervision can be found on
http://nuhnet/majortrauma/Documents/Preceptorship%20Guidelines%20Ratifie
d%20by%20NMSG%20June%202010.doc
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Appendix H
My Mentor and Me…
A guide for the mentee
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Mentoring in Organisations
Mentoring is used in organisations for various purposes e.g.
· Support for development
· Induction
· Career progression
· Support in a new job or project
· Within change programmes
What is Mentoring?
The relationship between mentor and mentee is all important.
· There needs to be a high degree of trust and mutual regard
· The mentor helps another person become what that person aspires to be
· The mentor helps the mentee to realise his or her potential
Mentoring – The Benefits
· Mentee benefits by developing confidence, learning more
effectively and quickly, and acquiring new perspectives
· Mentor benefits by acquiring improved ways of working with
people and satisfying the desire to help others
· Both mentor and mentee benefit by developing a wider
perspective on their organisation and work
· Line Manager benefits by having a more motivated and effective team
member
· Organisation benefits by having more fulfilled and motivated employees
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Mentoring, Coaching & Training
There is no simple distinction between these activities. However:
· Coaching tends to have a specific and tightlyfocused goal (e.g.: helping
someone to prepare for an interview or to make a presentation to an audience)
· Training tends to be wholly workrelated and concentrates exclusively on
someone’s professional skills, knowledge and behaviours
· Mentoring goes further in offering support and advice to someone as a
person, and may touch on any aspect of their life; the mentor may offer
coaching or training from time to time as appropriate, but may also encourage
the mentee to seek help from specialists in these roles.
Attributes of a Good Mentor
· They have relevant jobrelated experience and skills
· Very well developed interpersonal skills
· Ability to empathise and appreciate how a colleague thinks, feels and
behaves
· Approachable
· Possess the desire to help and develop people
· They have an open mind and a flexible, positive attitude
· Inspire and motivate others
· Adheres to The Trusts We are here for you behavioural standards
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Being a Mentee
People learn how to be a mentee through being part of a mentoring
relationship. With commitments, experience and practice, mentees
become better at making the most of the mentoring process.
Successful mentees:
· Accept challenge willingly and are committed to the mentoring process
· Have trust and confidence in their mentor: the they are willing to discuss
issues openly
· Recognise that learning can involved taking risks in order to make
progress
· Want to be active in their development and see learning as a continuous
process
· Make progress, and recognise when the relationship is reaching it’s
natural end
The Mentoring Process
As a mentee ensure that you know what you want…
· A sounding board
· A giver of encouragement
· A critical friend
· A source of emotional support
· A confidant
· A source of knowledge
And the areas for discussion that are in or out of scope…
· Mentees work related issues
· Mentors work related issues
· New knowledge / skills / behaviours
· Career development
· Relationship management
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· Time management
· Personal issues
Finding the right mentor…
· The mentoring relationship is primarily about you….your welfare, your

development and your progress
· Check out who is available as a mentor
· Who do you know that you respect or that you know has some of the
experience, skills or attributes that you are interested in
· Is it important to you to have a mentor from the same e.g. ethnic/ gender
background?
· If you don’t know anyone ask a colleague who could help
· If your mentoring arrangements are part of a programme of mentoring then
identify a few mentors in case demand is high and be ready to wait if your
mentor is popular
· Some mentees do find themselves with more than one mentor
· Confidentiality is crucial. Secrecy is inappropriate. Should your mentoring
relationship result in disclosure of information that could put patients or staff
at risk or a conflict of interest arises then your mentor will discuss with you
what the next steps should be. In addition if you mentor feels unable to
support you with a particular issue then they will be only too happy to point
you in the direction of another colleague that could help.
The process you’ll be part of
Stage 1: Establish the Stage 2: Create Stage 3: Action Plan

Relationship Understanding as
Relationship Develops
Prepare your agenda Talk about yourself Make decisions
Be ready to share Listen and ask Think in different ways
information about questions
yourself
Listen and ask open Be ready to prioritise Develop your Personal
questions Development plans
Agree how frequently Get prepared for those Keep things practical
you will speak and for challenging questions
how long
Give your views, ideas Identify who else can
and opinions and then help you
discuss
Be ready to for feedback Give your mentor some
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that’s given to you feedback
Share your experiences Do what you say you’ll
do in between meetings
Your First Mentoring Meeting
Establish if you need to contact your mentor or if they’ll be in touch with you
and then be ready to discuss and agree the following at your first meeting
· What do you expect to learn from each other
· What are your responsibilities towards each other
· Where and how often will you meet and for how long
· What limits (if any) are there on confidentiality
· When and how will you check the relationship is ‘right’ for both of you
· Agree that openness and trust are essential. Agree how that will happen
· Gain agreement as to how the mentor will give you honest and timely
feedback (e.g. to be a critical friend)
· How formal or informal do you want the meetings to be?
· If you need an agenda or if you’ll agree topics on the day?
· How will you know if the mentoring support is working?
· Your key areas for discussion throughout the relationship will be:
o Work related issues
o General basic training issues
o Personal/domestic issues (if appropriate and agreed)
· How and when will you give feedback to the mentor
· How you’ll know that the mentoring relationship has run it’s course
·
Having a mentor is a great opportunity for personal growth and
development…Enjoy it!
Further Information on other mentoring schemes e.g. for preceptorships for
newly registered staff and clinical supervision can be found on
http://nuhnet/majortrauma/Documents/Preceptorship%20Guidelines%20Ratifie
d%20by%20NMSG%20June%202010.doc
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April 2011
Appendix I
Example Manager’s Induction Programme
Topic Content Time Presenter
Registration · Registration and Coffee 08.30 – 08.45 Learning and
Organisational
Welcome & Introduction · Housekeeping 08.45 – 09.00 Development
· Ideal Manager 09.00 09.15
Manager’s Standards · Management Expectations 09.15 – 09.45

and Standards – Effective
service support & delivery
Finance · Introduction to finance; The 9.45 – 10.30 Dave Shannon
financial challenges to
come
BREAK 15 MINS 10.30 – 10.45
Finance Cont’d · Budget management 10.45 – 11.45 Dave Shannon
· CIP implementation 11.45 12.30
LUNCH 12.30 – 13.00
Human Resources Recruitment & Selection 13.00 – 13.30 Jamie Tennant

Employee Life Cycle · Electronic Recruitment
Process
· Interview Techniques
Managing Performance &
Development
· Policy Management 13.30 – 14.30 Bel Rowe
· Managing Relationships Becky Hatch
· Decision Making
· Appriasals/360Degree
Integrated Governance – Health & Safety 14.30 – 14.50 Heather Churchill
Patient Safety and Health · Risk Management Locksley McPherson
and Safety
Clinical 14.50– 15.10 Owen Bennett

· Incident Reporting Mavis Hawley
Fire Fire
· Management response 15.10 – 15.30 Gary Tibbs
BREAK 15 MINS 15.30 – 15.40
Business Continuity · Emergency procedures 15.40 16.00 TBC
ICT · HIS & PAS systems 16.00 16.15 TBC

· ERostering
Equality & Diversity · Equality Act 2010 16.15 – 16.45 Giles Matsell

· Dignity at Work policy
Executive Team Q&A · Opportunity to review the 16.45 – 17.15 Executive Directors

Session day and ask any
outstanding questions
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Manager Induction Flow Chart Append
Appointing Officer completes ‘A’ or ‘C’ form and Pre Employment Check form, selecting Manager’s induction as appropriate.
Recruitment Team add names of people who require a Managers Induction to database from Appointing Officers form
L&OD request list of names for Managers Induction from Recruitment Team Database 6 weeks before Managers Induction
date.
L&OD write out and send a back up email to invite new managers to the next planned date requesting a response
within 10 working days.
New manager RSVP’s
Booked on No – not able to attend No reply
Attend 1 st Fail to Next date issued Chase

attend
2 nd Fail to attend
On 2 nd fail to attend report to
Directorate Management team using an incident form
Version 4 48
April 2011
Reporting Framework Appendix K
Minim
Lead OLM inputter &
NHSLA um Prefi Sub Frequency of
Course Name Contigency OLM Report To
Standard Data x Category Report
Inputter
Set
A B C G H I J K L
Learning and Mandatory Training
164 Organisational Report / Corporate DMT/ HRM's
164 Corporate Induction A Development DNA's live current Monthly live
164 Corporate Induction B Development DNA's live current Monthly live
164 Corporate Induction C Development DNA's live current Monthly live
164 164 Corporate Induction for Organisational Report / Corporate DMT/ HRM's
S2.1 Induction Volunteers at NUH Development DNA's live current Monthly live
164 164 Corporate Induction New Organisational Report / Corporate DMT/ HRM's
2010 Development DNA's live current Monthly live
164 164 Corporate Induction Organisational Report / Corporate DMT/ HRM's
TUPE Development DNA's live current Monthly live
164 Induction for Managers Development DNA's live current Quarterley new
Organisational Report / Corporate DMT/ HRM's
Junior Doctor Induction Development DNA's live current Quarterley new
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Appendix L
Corporate Induction Programme Topic Request Form
APPLICANT’S DEPARTMENT
RESPONSIBLE MANAGER
DEPARTMENT
ADDRESS
EMAIL
TELEPHONE
ASSESSMENT OF NEED
SUBJECT
STATUTORY or MANDATORY
WHAT IS THE REQUIREMENT
WHERE IS THE REQUIREMENT DEFINED?
(Quote appropriate legislation and text)
LEVEL OF CORPORATE RISK FOR NON
COMPLIANCE
WHEN DOES THIS NEED TO BE APPLIED BY
RELATED POLICIES
TRAINING TO BE PROVIDED
WHO SHOULD ATTEND
WHAT ARE THE AIMS/ OUTCOMES/ OBJECTIVES
LIST CONTENT
WHO ARE THE FACILITATORS
WHO WILL ADMINISTER
FORMAT (Classroom, elearning, etc)
DURATION
FREQUENCY
ARE UPDATES REQUIRED, WHO FOR, HOW OFTEN?
DATES FOR UPDATE TRAINING
HOW WILL IT BE REPORTED ON?
WHO WILL THE REPORT GO TO AND HOW OFTEN?
HOW WILL TRAINING BE RECORDED?
FINANCIAL ASSESSMENT
COSTS OF SETUP
RUNNING COSTS
WHERE FUNDED FROM
COST TO THE TRUST OF STAFF ATTENDANCE
52
Policies and Procedures Development, Approval, Implementation and Review Policy
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Appendix M
Equality Impact Assessment Report Outline
(Sections 1, 2, 3, 4, 5, 8, 9 and 11 must be included within every EIA Report.
A full impact assessment must contain all sections.)
1. Name of Policy or Service Corporate and Local Induction Policy
2. Name of Responsible Manager Paula Ward
3. Name of person completing assessment Julie McCarthy
4. Date EIA Completed 17 th January 2011
5. Description and Aims of Policy/Service (including relevance to equalities)
Nottingham University Hospitals NHS trust aims to provide the best,
safest treatment and care for it’s patients and to minimise risk in all the
services (clinical and nonclinical) it provides.
This in turn will contribute to creating a safe environment for employees
and visitors to the Trust. In order to achieve this, all employees must
attend relevant corporate and local induction programmes.
It covers all employees of the Trust, whether employed on national or Trust
terms and conditions of service.
The purpose of this policy is to:
· Provide information about corporate and local induction
· Set out the roles and responsibilities in respect of design and delivery
of all induction programmes
· Identify training requirements in terms of programme and frequency,
for all staff groups, employed, contracted or working as volunteers
within the Trust, as determined by subject specialist leads
53
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· Set out the arrangements for ensuring relevant employees attend
ongoing training
· Set out the arrangements for recording, monitoring and reporting of
attendance at corporate induction.
· Set out arrangements for following up those who fail to attend.
· Set out arrangements for completion and recording of local induction
6. Brief Summary of Research and Relevant Data N/A
7. Methods and Outcome of Consultation
Consultations have been with Human Resources , LEC, Trainers Forum,
Health and Safety Committee, Staff Side Leads, Directorate Mandatory
Training Leads and NHSLA Leads.
8. Results of Initial Screening or Full Equality Impact Assessment:
Age No impact identified
Gender No impact identified
Race No impact identified
Sexual Orientation No impact identified
Religion or belief No impact identified
Disability Possible impact identified
Dignity and Human No impact identified
Rights
Working Patterns Possible impact identified
Social Deprivation No impact identified
Age No impact identified
9. Decisions and/or Recommendations (including supporting rationale)
The implementation of the buddy support system for staff that need
additional support on the day with for example a disability or those with
numeracy/literacy. This will provide support for employees with special
need requirements. Training material is also available in a variety of
formats, managers to inform trainers in advance of the requirements for
their staff so adaptations and relevant materials can be made.
54
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Managers to ensure that training, including corporate and local
induction, is part of working week to ensure employees are attending
statutory and mandatory training as part of their contracted paid hours
10. Equality Action Plan (if required) N/A
11. Monitoring and Review Arrangements (including date of next full review)
The monitoring and review of this policy, its EIA and any associated
documents should follow the planned review timescales unless there are
specific changes in legislation.
Screening Grid
Equality Area Is this policy or Assessment of Potential Reasons for

(Protected service RELEVANT Impact: Assessment
Characteristics) to this equality HIGH
area? MEDIUM
YES / NO LOW
NOT KNOWN
positive (+) negative ()
Age No Low Low
Disability Low Medium Format of training
materials and the
Yes need for possible
additional
support.
Gender Low Low
No
Reassignment
Race No Low Low
Religion or Belief No Low Low
Sex No Low Low
Sexual Orientation No Low Low
Marriage & Civil Low Low
Partnership
No
Pregnancy & Low Low
Maternity
No
Social Deprivation No Low Low
Dignity and Human Low Low
Rights
No
55
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Working Patterns Low Medium Times of training
Yes versus hours
worked.
56
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Full Impact Assessment Grid
Note: Only the equality areas marked as relevant in the screening need
to be fully impact assessed
Equality Key points of Does the policy / service or its Key issues for

Area research and implementation: action
(Protected consultation Breach Prevent Promote [Will form basis
Characterist equalities discrimination equality / of action plan]
ics) legislation? or inequality? good
from relations?
Screening
Grid
Age N/A
Disability Identifying See action

training plan
requirements
for
employees
and plan to
provide
support
buddies.
Sex N/A
Race N/A
Religion N/A
Sexual N/A
Orientation
Gender N/A
Reassignm
ent
Marriage / N/A
Civil
Partnership
Pregnancy / N/A
Maternity
57
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Social N/A
Deprivation
Dignity and N/A
Human
Rights
Working Awareness See action
Patterns of hours plan
worked by
employee
attending
training
58
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Action Plan Template
Equality Issue Action to be By Responsible Expected Monitoring Data
groups identified taken When Person Outcome Arrangements Required
or
communi
ties
affected
Disability Possible lack Discussions to be Trainers Forum Full participation of
of training held with training Members and E&D employees who
materials in providers re lead require additional
alternative formats available training
formats requirements
Possible lack New starter letter Clearer identification The policy has

of identifying to have a of additional needs now been revised
training paragraph to for employees and sections
needs of ensure Trust is added to ensure
employees advised of employees advise
prior to specialist training providers
attending requirements of additional
induction prior to requirements to
attendance. Provision of support ensure full
Provision of buddies for participation
support employees with
employees to disability to aid the
help with induction process
induction
difficulties
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Working Employees Discussions with Employees able to Programme is now
Patterns possibly line managers to attend as part of one day only in
attending ensure training is working hours length with
training on part of working supplementary
days off week mandatory
training, managers’
induction and
specialist
professional
inductions to
support the
ongoing local
induction.
Managers are
advised in the
policy to take into
consideration the
needs of part time
and unsocial hours
workers when
attending the
induction events
however the
induction is a
mandatory
requirement and
will need to be
attended in full.
There is a 12 week
time frame to
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ensure new
employees have
an opportunity to
make the
necessary
arrangements. .
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Appendix N
We Are Here For You Policy and Trustwide Procedure Compliance
Toolkit
The We Are Here For You service standards have been developed together with more than
1,000 staff and patients. They can help us to be more consistent in what we do and say to
help people to feel cared for, safe and confident in their treatment. The standards apply to
how we behave not only with patients and visitors, but with all of our colleagues too.
They apply to all of us, every day, in everything that we do. Therefore, their inclusion in
Policies and Trustwide Procedures is essential to embed them in our organization.
This toolkit has been designed for Policy Owners to assess the compliance of their Policy or
Trustwide Procedure in light of the We Are Here For You values. It is now mandatory for
all Policies and Trustwide Procedures to incorporate the We Are Here For You Values and
undergo this compliance assessment.
Please complete the grid below to assess your Policy or Trustwide Procedure. The toolkit
will then advise Policyowners on the steps they need to take to become We Are Here For
You compliant.
To what extent is your Policy or Trustwide Procedure affected by the following We
Are Here For You values?
Please rate each value from 1 – 3 (1 being not at all, 2 being affected and 3 being very
affected)
1. Polite and Respectful 3
Whatever our role we are polite, welcoming and
positive in the face of adversity, and are always
respectful of people’s individuality, privacy and
dignity.
2. Communicate and Listen 3
We take the time to listen, asking open
questions, to hear what people say; and keep
people informed of what’s happening; providing
smooth handovers.
3. Helpful and Kind 3
All of us keep our ‘eyes open’ for (and don’t
‘avoid’) people who need help; we take
ownership of delivering the help and can be
relied on.
4. Vigilant (patients are safe) 3
Every one of us is vigilant across all aspects of
safety, practices hand hygiene and
demonstrates attention to detail for a clean and
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tidy environment everywhere.
5. On Stage (patients feel safe) 3
We imagine anywhere that patients could see or
hear us as a ‘stage’. Whenever we are ‘on stage’
we look and behave professionally, acting as an
ambassador for the Trust, so patients, families
and carers feel safe, and are never unduly
worried.
6. Speak Up (patients stay safe) 3
We are confident to speak up if colleagues don’t
meet these standards, we are appreciative when
they do, and are open to ‘positive challenge’ by
colleagues.
7. Informative 3
We involve people as partners in their own care,
helping them to be clear about their condition,
choices, care plan and how they might feel. We
answer their questions without jargon. We do the
same when delivering services to colleagues.
8. Timely 1
We appreciate that other people’s time is
valuable, and offer a responsive service, to keep
waiting to a minimum, with convenient
appointments, helping patients get better quicker
and spend only appropriate time in hospital.
9. Compassionate 2
We understand the important role that patients’
and family’s feelings play in helping them feel
better. We are considerate of patients’ pain, and
compassionate, gentle and reassuring with
patients and colleagues.
10. Accountable 3
Take responsibility for our own actions and
results
11. Best Use of Time and Resources 3
Simplify processes and eliminate waste, while
improving quality
12. Improve 3
Our best gets better. Working in teams to
innovate and to solve patient frustrations
TOTAL 33
If your Policy or Trustwide Procedure scores 16 or more, you are required to review the
document and make changes to ensure the values are reflected in the document. In
addition to this, you are required to insert a We Are Here for You standard mission
statement, as outlined below.
If your Policy or Trustwide Procedure scores 15 or less, you are required to insert a We
Are Here for You standard mission statement, as outlined below.
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We Are Here For You standard mission statement:
This Trust is committed to providing the highest quality of care to our patients, so we can
pledge to them that ‘we are here for you’. This Trust supports a patient centred culture of
continuous improvement delivered by our staff. The Trust established the Values and
Behaviours programme to enable Nottingham University Hospitals to continue to improve
patient safety, outcomes and experiences. The set of twelve agreed values and behaviours
explicitly describe to employees the required way of working and behaving, both to patients
and each other, which would enable patients to have clear expectations as to their
experience of our services.
We Are Here For You Policy Sub Group members are available for guidance relating to this
toolkit. Their contact details are below.
We Are Here For You Policy Subgroup members:
The We Are Here For You Policy SubGroup are all willing to help PolicyOwners when re
working Policies inline with this toolkit. The contact details for the group are below:
Jackie Wilbourn, Directorate HR Manager, X55697
jackie.wilbourn@nuh.nhs.uk
Mike O’Daly, Trust Secretary, X66429/62349/62908
mike.odaly@nuh.nhs.uk
Alyson Packham, Named Nurse Safeguarding Team, X63432/56809
alyson.packham@nuh.nhs.uk
Isabella Furse, Safeguarding Vulnerable Adults Consent Manager, X61627
isabel.furse@nuh.nhs.uk
Sue Arnold, Matron – Neuro & Spinal, MSKN, X67579
susan.arnold2@nuh.nhs.uk
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APPENDIX O
CERTIFICATION OF EMPLOYEE AWARENESS
Document Title POLICIES AND PROCEDURES
Version (number) 4
Version (date) APRIL 2011
I hereby certify that I have:
· Identified (by reference to the document control sheet of the above
policy/ procedure) the staff groups within my area of responsibility to
whom this policy / procedure applies.
· Made arrangements to ensure that such members of staff have the
opportunity to be aware of the existence of this document and have the
means to access, read and understand it.
Signature
Print name
Date
Directorate/
Department
The manager completing this certification should retain it for audit and/or other
purposes for a period of six years (even if subsequent versions of the
document are implemented). The suggested level of certification is;
· Clinical directorates general manager
· Non clinical directorates deputy director or equivalent.
The manager may, at their discretion, also require that subordinate levels of
their directorate / department utilize this form in a similar way, but this would
always be an additional (not replacement) action.
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April 2011

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CORPORATE AND LOCAL INDUCTION POLICY

3.2 ALL TRUST POLICIES AND TRUST WIDE PROCEDURES MUST

5.1 THE ENVIRONMENTAL IMPACT OF THIS POLICY HAS BEEN

· TO FOLLOW UP ANY EMPLOYEE’S FAILURE TO ATTEND ANY

AT LOCAL INDUCTION, ALL EMPLOYEES WILL IDENTIFY AND

12.6 Responsibilities of Training Providers, Subject Specialists/Leads

CORPORATE, MANAGERS’, PROFESSIONAL AND LOCAL

· SUPPORT TRAINING PROVIDERS AND SUBJECT

12.8.1THE LEC SUB COMMITTEE WILL BE RESPONSIBLE FOR

Stage 1: Establish the Stage 2: Create Stage 3: Action Plan

· The mentoring relationship is primarily about you….your welfare, your

Stage 1: Establish the Stage 2: Create Stage 3: Action Plan

Manager’s Standards · Management Expectations 09.15 – 09.45

Finance Cont’d · Budget management 10.45 – 11.45 Dave Shannon

Human Resources Recruitment & Selection 13.00 – 13.30 Jamie Tennant

Clinical 14.50– 15.10 Owen Bennett

Business Continuity · Emergency procedures 15.40­ 16.00 TBC

ICT · HIS & PAS systems 16.00­ 16.15 TBC

Equality & Diversity · Equality Act 2010 16.15 – 16.45 Giles Matsell

Executive Team Q&A · Opportunity to review the 16.45 – 17.15 Executive Directors

Booked on No – not able to attend No reply

Attend 1 st Fail to Next date issued Chase

Equality Area Is this policy or Assessment of Potential Reasons for

Equality Key points of Does the policy / service or its Key issues for

Disability Identifying See action

Possible lack New starter letter Clearer identification The policy has

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Business Continuity · Emergency procedures 15.40 16.00 TBC

ICT · HIS & PAS systems 16.00 16.15 TBC