Corporate and local service induction policy

1. Introduction
2. Purpose
3. Scope
4. Responsibilities, accountabilities and duties
5. Procedure or implementation
6. Training implications
7. Monitoring arrangements
8. Equality impact assessment screening
9. Links to any other associated documents
10. References
11. Appendices

1 Introduction

Rotherham, Doncaster and South Humber NHS Foundation Trust (RDaSH) is committed to employee development and recognises the importance of the induction process to support individuals in adapting quickly and effectively to their new roles and thereby contributing to the delivery of excellent patient care. The overall aim of the policy is to ensure that all new colleagues employed by the trust are welcomed and receive consistent messages about the trust’s mission, values, strategic objectives, policies, and procedures.

Corporate induction is currently completed virtually (appendix B and 3).

Local service induction aims to ensure that new starters are integrated into their team as smoothly as possible, ensuring an understanding of their job, local policies, and procedures.

It is mandatory for all new permanent colleagues to complete corporate Induction within 8 weeks of their start date with the trust.

It is the responsibility of the line manager to ensure that all new colleagues, including temporary, locum, fixed term and voluntary colleagues receive a local service induction as soon as they start in post.

This policy sets out the framework within which induction will be provided.

2 Purpose

This policy refers to both corporate and local service induction and sets a clear time frame and standards for both the corporate and local service induction.

The purpose of this policy is to:

• provide information that supports and assures the appropriate and effective induction of all types of colleagues that work within the trust
• identify the topics that are covered within corporate induction and the associated mandatory and statutory training provision processes in place to deliver appropriately trained colleagues to their workplaces as quickly as possible after their start date
• provide a standard template for the local service induction of colleagues that ensures that key local information is shared with new starters (appendix D)
• set out the roles and responsibilities in respect of corporate and local induction procedures
• set out the arrangements for ensuring relevant employees complete their virtual corporate induction and that local induction is being carried out in an appropriate and timely way

3 Scope

This document applies to and is relevant all colleagues as all colleagues working within the trust are required to meet the mandatory and statutory training requirement identified for the role and work area.

• A local induction is mandatory for all individuals who work for the trust.
• Corporate induction is mandatory for all newly appointed permanent colleagues on a substantive contract and all bank colleagues.
• Colleagues returning to the trust after a career break or absence of 12 months, or more are required to complete corporate induction within 8 weeks of their return.
• Colleagues changing their role within the trust are not required to complete corporate induction.
• Non-executive directors or governors, although technically not employees of the trust, non-executive directors or governors should attend the corporate induction.
• Fixed term or temporary colleagues and Locum colleagues, corporate induction is not mandatory for these colleagues if they are contracted to work with the trust for less than 3 months (appendix E).
• Agency colleagues are not required to complete corporate induction.
• Junior doctor’s induction will be arranged separately to coincide with the commencement of the junior doctor’s rotation every six months.
• Volunteers will follow the processes set out for induction, by utilizing the comprehensive trust Induction booklet with the responsible managers (of the service in which they are volunteering) allowing them to complete level 1 training appropriate to the area in which they volunteer.
• Work experience placements are not required to complete corporate induction.

4 Responsibilities, accountabilities and duties

4.1 Trust responsibilities

The board of directors delegates to the chief executive responsibility for the effective implementation of this policy.

4.2 Executive director of people and organisational development

The executive director has delegated responsibilities for the effective implementation of this policy.

4.3 Head of learning and development

• The head of learning and development is responsible for the organisation of the corporate induction.
• Ensuring that a corporate induction programme is in place applicable to all colleagues irrespective of background or grade and that reasonable adjustments are made to support attendees with disability or non-standard requirements.
• Quality assurance of the induction process, undertaking such checks as may be necessary to satisfy the board of directors that the complementary system of corporate and local service induction is comprehensive and operating effectively in achieving this policy’s aims.
• Keeping the induction process under review and updating it as the need arises.
• Identifying a method through which the opinion of those separately participating and delivering the induction process is gathered to inform an on-going review of the impact and effectiveness of the programme.
• Reporting attendance or DNAs for MAST training to the people focused care group meeting on a quarterly basis.

4.4 Learning and Development Administration team

The Learning and Development Administration team will monitor attendance and maintain records via the electronic staff record or oracle learning management system (ESR or OLM).

A copy of the corporate Induction letter will be sent to the colleague and the line manager. If a colleague does not attend the planned MAST Training, the Learning and Development Administration team will:

• contact the work area by telephone as soon as possible to inform the appointing officer or line manager of lack of attendance
• if unable to contact by phone, an email will be sent for information or action to the line manager or appointing officer
• the individual will be included in the following months induction programme
• A list of colleagues who have not attended mandatory and statutory training (MAST) from each care group will be sent to care group directors each month
• If a colleague fails to attend on 2 occasions, they will be re booked onto the next month’s Induction and their names will be escalated to the head of learning and development to follow up with the relevant service manager for action

4.5 Medical directorate manager

The medical directorate manager is responsible for:

• co-ordinating the junior doctor’s induction which will be arranged separately to coincide with the commencement of the junior doctor’s rotation every six months
• these arrangements will cover both corporate and local departmental Induction
• maintaining records of attendance and any follow up required

4.6 Director of corporate assurance or board secretary

The director of corporate assurance or board secretary in conjunction with the head of learning and development will be responsible for developing and monitoring an appropriate induction programme for non-executive directors and governors.

4.7  Bank co-ordinator

The bank co-ordinator is responsible for booking new bank colleagues onto any MAST Training required.

4.8 Line managers

It is the line manager’s responsibility to enable each new colleague to contribute effectively to the delivery of trust services as soon as possible and to plan and assure the local service induction process.

To do this, line managers will help new colleagues to understand what is expected of them in their new job, introduce them to the relevant local and trust-wide issues at the most appropriate times. In addition, line managers will ensure that new colleagues receive all the information and training required to maximise their skills and will fully support them throughout this initial learning process.

All new substantive employees and those returning to the organisation following a period of time exceeding 12 months in duration will be booked onto the corporate induction programme by HR recruitment. The colleague will attend the whole programme for new starters or any appropriate element, based on a reasonable assessment if returning to the organisation.

Attendance is compulsory, the line manager will ensure the process for authorisation and support is implemented for colleagues to attend.

The line manager will ensure that attendance is re-scheduled where the colleague is not able to attend as originally planned.

The line manager will take responsibility to ensure all aspects of the corporate and local service induction are achieved and be completed within 8 weeks of the employees start date

A copy of the local service induction record will be filed electronically or on paper in the employees personal file and made available for audit as required.

4.9 Employees and other colleagues contracted into the organisation

New colleagues and or a specific department or team have a responsibility to engage fully in the corporate and local Induction process to support the appointee to become an effective member of the trust’s workforce.

Each person should contribute to the planning and progress of their own local service induction programme by taking the initiative and communicating clearly to their line manager any training or information needs which become apparent throughout their induction period.

5 Procedure or implementation

There are several key phases involved in the trust’s induction process, each with important issues to address. See below:

5.1 Pre-employment

It is important that, from the first moment a person contacts the trust, they begin to form a positive impression and feel welcomed and valued. Creating such an impression is a responsibility shared by a number of trust colleagues, however once an appointment decision has been made, it is the line managers responsibility to book a place on corporate induction for the new colleague as soon as possible and plan the local service induction, including information that both parties require before the start of the new job.

A local induction programme and checklist has been produced (appendix D) to support the line managers with this process.

5.2 First day in post

A new colleague should attend appropriate mandatory and statutory training as soon as possible after their first working day or week in the trust. The local service induction should start on the individuals first day in the workplace and the individual should be welcomed by their new line manager.

It is important to meet new colleagues and to have the opportunity to familiarise themselves with the immediate environment. The local induction programme will be agreed in the new starters area of work and will depend upon the individuals job role.

The line manager will take responsibility to ensure all aspects of corporate and local service induction are achieved and completed within 8 weeks of the employees start date. A copy of these checklists is to be retained in the Health and Safety folder for audit purposes and in personal files.

New starters registered with a professional body and who are new to the organisation or new to role will be enrolled onto the preceptorship programme.

New starters in non-registered clinical roles who have not already completed the care certificate or equivalent qualification will be enrolled for this programme.

The line manager must ensure colleagues understand the mandatory and statutory training requirements of their role and receive the required training relevant to this job role.

5.3 Corporate induction

Due to the Covid 19 virus we have had to make some changes to corporate induction. We are not able to deliver the face-to-face session at the moment. Corporate induction is currently completed virtually.

As an organisation we continually strive to ensure our colleagues receive high quality training, and to ensure safety in the workplace is maintained during the Covid 19 outbreak the trust approach to mandatory and statutory training (MAST) has been streamlined in line with government guidance. Colleagues will undertake their mandatory training completing e-learning modules, and by attending classroom sessions only for specific subject areas, this will support social distancing measures and ensure the maximisation of safe staffing across all areas (appendix B).

This programme includes the management of workplace violence, personal safety, immediate life support or community life support and moving and handling induction for people handlers. The intention is to ensure that new starters are equipped with skills to ensure their own safety and that of our patient or service users. The learning and development administration team will offer these options to the line manager dependant on job role and area of practice.

A pack of information is provided explaining how to complete the new starter training that would usually be completed on the face-to-face induction day. Colleagues are asked to read and follow the instructions carefully to ensure their matrix is updated in a timely manner.

Colleagues are required to complete their mandatory e-learning within the first week of employment with the trust. It is important that these packages are completed. Managers should support colleagues, including bank colleagues, in completing the e-learning and allow time in the first week to enable colleagues to complete the training.

It is strongly recommended that colleagues complete the freedom to speak up e-learning which is divided into three modules, speak up, listen up, follow up. It helps learners understand the vital role they can play in a healthy speaking up culture which protects patient safety and enhances worker experience.

5.3.1 Module 1

Core training for all workers:  covers what speaking up is and why it matters. It will help you understand how you can speak up and what to expect.

5.3.2 Module 2

‘Listen up’ for managers at all levels:  focuses on listening to concerns and understanding the barriers to speaking up. Managers should complete both speak up and listen up to ensure they understand what speaking up is and how they should respond when someone speaks up to them.

5.3.3 Module 3

‘Follow up’ for senior leaders, including executive and non-executive directors, lay members and governors: will be launched later this year. senior leaders will be expected to complete all three modules, speak up, listen up and follow up to ensure they have a full understanding of the speaking up process.

Training is available online, you are advised to undertake the training via ESR as it will be automatically recorded on your colleagues record or training matrix, although if you prefer to undertake via the NGO website, you will need to ensure you inform your training administrator or line manager that you have completed it so that your ESR record can be updated.

• ESR (opens in new window) (you will need to log in first), then go to “learning” and search for ‘freedom’ the core and listening modules are listed.
• Via the national guardian office website (opens in new window), our freedom to speak up e-learning, developed in association with health education England, is freely available for anyone who works in healthcare.

The Equality, Diversity, Inclusion and Participation team also recommend colleagues complete e-learning on 000 employers for carers and 000 the information standard.

When colleagues have completed all elements of the required training outlined in their pack, they are to sign the induction checklist and return this to Almond Tree Court or scan a copy to rdash.learninganddevtraining@nhs.net so that they can be signed off for corporate induction.

5.4 Induction manual and level 1 training leaflets

All colleagues will be provided with an induction manual which includes the level 1 training leaflets listed in appendix C. Colleagues must be provided with time during their induction process to read these leaflets to ensure that they have the required knowledge to work safely in their new role.

5.5 Booking process

All new substantive employees will be booked onto the mandatory and statutory training (MAST) by the HR Recruitment team. For all other groups see under special arrangements.

Attendance is mandatory. Line managers will ensure the process for authorisation and support is implemented for colleagues to attend.

5.6 Monitoring completion of corporate induction

The Learning and Development Administration team will monitor attendance and maintain records via the electronic staff record or oracle learning management system (ESR or OLM).

5.7 Continuous review

The length of the local induction process will differ for each individual dependant on their role within the trust. The process should be concluded within an 8-week period. A review of their mandatory and statutory training will be undertaken at their first formal performance and development review or appraisal six months following appointment. At this point individual objectives and a personal development plan will be discussed and agreed. Any residual issues which need to be addressed within the induction process will be identified at this time.

6 Training implications

6.1 All new colleagues

• How often should this be undertaken: Once on appointment or an absence from the organisation of a period exceeding 12 months.
• Length of training: As per programme.
• Delivery method: Corporate induction (currently virtual), local induction programme.
• Training delivered by whom: As per programme, in line with the policy outlined above.
• Where are the records of attendance held: Oracle learning management system (OLM) as part of the electronic staff record system (ESR).

As a trust policy, all colleagues need to be aware of the key points that the policy covers. Colleagues can be made aware through a variety of means such as:

• all user emails for urgent messages
• continuous professional development sessions
• daily email (sent Monday to Friday)
• group supervision
• intranet
• local induction
• one to one meetings or supervision
• posters
• practice development days
• special meetings
• team meetings

7 Monitoring arrangements

7.1 Local induction checklist

• How: Completion of all required induction checklist elements.
• Who by: Inductor and Inductee to return to learning and development admin.
• Reported to: Updated on ESR by learning and development admin.
• Frequency: Monthly.

7.2 Local induction compliance

• How: Compliance data.
• Who by: Care groups or managers.
• Reported to: Care group review meetings.
• Frequency: Monthly.

7.3 MAST training DNAs

• How: Report created from ESR and individual report created for each care group.
• Who by: Head of learning and development.
• Reported to: Care group directors.
• Frequency: Monthly.

7.4 Impact of induction

• How: Measured through the evaluation forms issued to each participant. Feedback from new starter network meetings and actions followed up as required. Feedback from new starter survey and actions followed up as required. Feedback from Induction review survey (for managers).
• Who by: Head of learning and development.
• Reported to: Feedback reported to all the subject matter experts head of learning and development.
• Frequency: Monthly.

7.5 Overall scope, quality assurance and efficiency of the Induction process

• How: Quality committee and head of learning and development.
• Who by: Quality committee and head of learning and development.
• Reported to: RDaSH board of directors.
• Frequency: Annually.

8 Equality impact assessment screening

To access the equality impact assessment for this policy, please email rdash.equalityanddiversity@nhs.net to request the document.

8.1 Privacy, dignity and respect

The NHS Constitution states that all patients should feel that their privacy and dignity are respected while they are in hospital. High Quality Care for All (2008), Lord Darzi’s review of the NHS, identifies the need to organise care around the individual, ‘not just clinically but in terms of dignity and respect’.

As a consequence, the trust is required to articulate its intent to deliver care with privacy and dignity that treats all service users with respect. Therefore, all procedural documents will be considered, if relevant, to reflect the requirement to treat everyone with privacy, dignity and respect, (when appropriate this should also include how same sex accommodation is provided).

8.1.1 How this will be met

No issues have been identified in relation to this policy.

8.2 Mental Capacity Act

Central to any aspect of care delivered to adults and young people aged 16 years or over will be the consideration of the individual’s capacity to participate in the decision-making process. Consequently, no intervention should be carried out without either the individual’s informed consent, or the powers included in a legal framework, or by order of the court.

Therefore, the trust is required to make sure that all colleagues working with individuals who use our service are familiar with the provisions within the Mental Capacity Act (2005). For this reason, all procedural documents will be considered, if relevant to reflect the provisions of the Mental Capacity Act (2005) to ensure that the rights of individual are protected and they are supported to make their own decisions where possible and that any decisions made on their behalf when they lack capacity are made in their best interests and least restrictive of their rights and freedoms.

8.2.1 How this will be met

All individuals involved in the implementation of this policy should do so in accordance with the guiding principles of the Mental Capacity Act (2005) (section 1).

9 Links to any other associated documents

• Annual leave (and general public holidays) policy
• Appointment of staff policy
• Change management policy and procedure
• Culture charter 2021 (staff access only) (opens in new window)
• eLearning catalogue (staff access only) (opens in new window)
• Fire safety policy
• Freedom to speak up policy: raising concerns (whistleblowing) policy
• Healthy workplaces staff support and stress at work policy
• How to access eLearning (staff access only) (opens in new window)
• How to enrol on your mandatory training (staff access only) (opens in new window)
• How to renew a certification (competency) (staff access only) (opens in new window)
• How to search eLearning via competency (staff access only) (opens in new window)
• Incident management policy
• Induction booking form (staff access only) (opens in new window)
• Infection prevention and control manual
• Learning and development programme (staff access only) (opens in new window)
• Mandatory and statutory training policy
• Multi professional preceptorship and educator policy
• NHS England, the information standard (opens in new window)
• Policy and procedural documents (development and management) policy
• Protected time for colleagues attending the staff network meetings SOP
• Respect, civility and resolution (formerly bullying and harassment) policy
• Safeguarding adults policy
• Safeguarding children policy
• Safer manual handling operations policy
• Security policy
• Trust corporate induction (staff access only) (opens in new window)
• Volunteering policy

This is not an exclusive list of related procedural documents. Please use the link below to view the trust policy page.

10 References

• NHS England, (2022). Enhanced onboarding and care certificate (opens in new window). (online) available at: NHS England, Enhanced onboarding and care certificate (accessed 14 February 2022).
• NHS England, (2022). Learning and Development (opens in new window). (online) Available at: NHS England, Learning and development (accessed 24 March 2022).
• NHS England, (2022). Supporting newly qualified nurses, midwives and new team members (opens in new window). (online) Available at: NHS England, Supporting newly qualified nurses, midwives and new team members (accessed 14 February 2022).

11 Appendices

11.1 Appendix A Definition or explanations of terms used

Definitions

Term	Definition
Permanent colleagues	All colleagues directly employed by a permanent contract of employment
Fixed term or temporary colleagues	Those who are employed by the organisation in a specific role for a time limited period
Locum colleagues	Another member of the same profession
Agency colleagues	Someone supplied by a business, or other organisation, providing a specific service, for example, an employment agency, private companies which supply nursing colleagues to trusts
Bank colleagues	A pool of colleagues within the trust who wish to work additional hours or are trust employees who work solely through the bank
Volunteers	Volunteers are people who come of their own volition, in their own time to undertake work within the trust and who do not receive any financial benefit
Work experience placements	All types of students who are performing work within the trust as part of their programme of study or in preparation for the transition from education to the workplace

11.2 Appendix B COVID 19 temporary MAST changes

As an organisation we continually strive to ensure our colleagues receive high quality training, and to ensure safety in the workplace is maintained during the COVID-19 outbreak the trust approach to mandatory and statutory training (MAST) has been streamlined in line with government guidance. Colleagues will undertake their mandatory training completing e-learning modules, and by attending classroom sessions only for specific subject areas, this will support social distancing measures and ensure the maximisation of safe staffing across all areas.

In order to achieve this, the minimum training for clinical areas we would expect for business-critical areas is as follows:

• new starters, will receive the trust Induction booklet through the post as corporate induction day is suspended, this includes all Level 1 subject requirements for all colleagues in leaflet form. The trust is in the process of creating an electronic version of the induction booklet
• e-learning, for all new starters in the following subjects can be completed prior to starting in the Trust:
  • fire safety
  • health safety and security
  • infection prevention and control (level 2)
  • preventing radicalisation (PREVENT) (level 3)
  • equality, diversity and human rights
  • information governance and data security
• Face to face training is booked according to areas of work and will consist of:
  • half day life support
  • Half day manual handling
  • 1-day PMVA disengagement techniques or 4 days PMVA comprehensive

The above changes to the MAST provision are valid for the period of the pandemic and have had the agreement of the trust Executive team via the gold command structure.

In order to provide supplementary non-MAST training for colleagues throughout the pandemic the Learning and Development team have developed a repository of reputable Covid 19 upskilling courses. These courses are accessible via the learning and development intranet webpages, these are reviewed regularly and can be accessed by all colleagues and are additional to MAST requirements.

11.3 Appendix C Training topics completed

• Appendix C Training topics completed

11.4 Appendix D Local induction programme or checklist

• Appendix D Local induction programme or checklist

11.5 Appendix E Induction process

1. New colleague, start date agreed.
2. Is new colleague permanent, substantive, returning to trust after greater than 12 months, fixed term, locum appointed for less than 3 months, bank colleague, non-executive director, or governor? If the answer is no, skip to number 9. If the answer is yes, continue to number 3 and 4.
3. Answered yes to number 2 and FT or Locum, if contract is extended to more than 3 months, continue to number 4.
4. Answered yes to number 2, induction booking form (staff access only) (opens in new window), RDaSH staff intranet completed and sent to rdash.learninganddevtraining@nhs.net. Queries to 01302 796181.
5. Learning and development confirm booking joining instructions and training plan sent to new starter and manager.
6. If new starter confirms attendance continue to number 7, if new starter does not confirm attendance or does not attend (DNA), learning and development inform manager and confirm next date and return to number 5.
7. New colleague completes programme.
8. Attendance input to ESR OLM by learning and development.
9. Local Induction completed at the work base. Additional training requirements identified, and training booked with learning and development using email address rdash.learninganddevtraining@nhs.net.

11.6 Appendix F What is a health passport?