and Management Policy and Procedures
| Doc. No. | 20 | Version No. | |
| Last Reviewed | Approved By | _________________________ On behalf of Board | |
| Next Review | Responsibility |
Table of Contents
2.3.2 Support and Supervision. 8
1. Policy
| 1.1 Policy Statement | Twilight Community Group believes that all staff have a direct impact on the service user experience and are our most important asset. For this reason, we are committed to ensuring that sufficient and suitably qualified staff are in place to delivery programmes and associates services to the highest standards. To achieve this, we will: Employ a systematic approach to recruitment and further professional development, ensuring staff employed will have sufficient experience and expertise to fulfil their designated roles. Ensure that when recruited, new staff members will be exposed to supportive management, open communication and proactive personal development structures. Advertise, interview and appoint staff in accordance with our equal opportunities culture and policy. Select for employment, promotion, training or any other benefit based on aptitude and ability. |
| 1.2 Purpose | To ensure that the organisation employs individuals with the knowledge, skills and experience to make a valuable contribution and to ensure when employed they have appropriate support and development opportunities. |
| 1.3 Scope | It applies to all staff, whether permanent, temporary, full-time, part-time, or on an employment scheme (for example, Community Employment, Tus etc.). |
| 1.4 Responsibilities | It is the responsibility of the manager to highlight the need for a new recruit(s) and the developmental needs of existing staff members in line with the organisation operational plans and budget. In addition, the manager will be responsible for organising the recruitment process and any essential staff development activities. The Board are responsible for the recruitment of management and ratifying any new appointments. |
2. Procedures
2.1 Recruitment
| Doc. No. | 20.1 | Version No. | |
| Last Reviewed | Approved By | ||
| Next Review | Responsibility | ||
| Purpose | To ensure that the organisation employs the best possible staff and that those appointed are appropriately skilled, qualified and experienced. | ||
| Responsibility | Board, Manager, Administrator, Interview Panel | ||
| Procedure | For each job vacancy at the Board will appoint a recruitment panel. This panel usually consists of three members including a board member, the manager and sometimes an external individual.The panel is responsible for drawing up the job description and person specification and adhering to a realistic recruitment timetable. It is accountable to the Board.The recruitment panel is entrusted with personal information about applicants. At no time during or after the recruitment process must the panel make use of or disclose to a third party this confidential information, other than for the purpose for which it was intended.Evaluate the need for the position and carry out a job analysis. The following questions should be considered:Is the job (still) essential to the organisation in whole or in part? Could any of the essential tasks be reallocated amongst other members of staff? What skills and abilities are necessary to do the work? The following information should be ascertained:The purpose of the job.Its position in the organisation.The main duties and responsibilities.Specific tasks.How these tasks relate to the work of others?What personal qualities and competencies are required for the job? Using the information from the job analysis, a job description and person specification is drawn up by the recruitment panel. Descriptions must be accurate, objective, consistent, measurable and quantifiable and must contain the following information:Name and address of employerJob titleWho s/he will be responsible forWho s/he will be answerable toOverall purpose of the jobKey areas of workWhere the job is basedHours of work (including unsociable hours/absences from home, if applicable)Length of contractOnce the panel is satisfied with the job description, they draw up the person specification. Sets out all the skills, knowledge, experience, qualifications and personal qualities which are required of the post holder. Essential and desirable qualities for the job must be ranked in order of importance. Paid work and formal qualifications must not be overemphasised. Prepare advertisement and announce job vacancy, internally and externally (if required).Where and how a vacancy is advertised will depend on the level of skills and experience required for the job, the nature of the work, the time scale for recruitment and the budget available. Ideally, it will be advertised as widely as possible, using as many forums as practicable or as appropriate for the vacancy. It may also be appropriate to contact potential applicants directly. The advertisement should contain the following information: The organisation is an equal opportunities employer.Organisation and Name (and logo if possible)Job titleHours of workPerson specificationLength of contractWhere post holder will be basedClosing date for applicationsContact details for interested applicants/application procedureApplicants will be asked to submit a current CV and/or application form accompanied by a covering letter detailing their suitability to the post. The interview panel will meet and:Select suitable candidates for interview based on their skills, knowledge, capabilities and qualifications (short listing may apply).Agree interview format and questions.Agree if shortlisted candidates should submit work in advance or undergo further tests, for example, undertaking a short presentation, completing a typing or numerical test, writing a report, etc. If this is the case, candidates will be given sufficient notice.Confirm dates and times of interviews.Administration will contact all applicants, successful and unsuccessful and invite successful candidates for interview. Carry out interviews.The panel will meet in advance of the interviews to re-read the interviewees’ application forms and determine what questions will be asked. Particular attention will be paid to aspects that may have been difficult to test on the application form. The interview should follow the following format:Introduce the panel.Tell the interviewee how the interview will progress.Tell her/him a little about the job.Clarify any information on the application form.Ask the pre-defined questions – all interviewees must be asked the same questions, by the same members of the panel. It is acceptable to ask follow-up questions, to clarify what has been said, to probe more deeply, and to seek examples. Provide an opportunity for the interviewee to ask questions and go over anything again.Check evidence of formal qualifications.Tell her/him what happens next and thank them for attending.Notes should be taken by the panel, bearing in mind that under Data Protection, notes can be made available to the applicant.The final decision about who to appoint will be made with reference to the criteria set out in the person specification. The panel must come to a joint decision about which candidate will be offered the job (no one can abdicate responsibility). In the unlikely case that there is more than one candidate equally qualified and suitable for the job, preference may be given to candidates from groups currently under-represented in the organisation. If no one proves suitable for the post, the vacancy will be re-advertised. References are checked prior to making a job offer in person or by phone and should check the facts on the application form, as well as seeking judgements on the applicant’s competence for the job sought. Information should also be sought about sickness record, time keeping and disciplinary matters. The organisation will retain a note of references received. Only when the panel is satisfied with the references should the applicant receive a written offer with details of starting date, salary, induction and the date by which s/he must give written acceptance. A copy of the staff policy will also be sent.Once the successful candidate has accepted the offer, unsuccessful candidates are immediately informed in writing/by email, thanking them for attending, expressing regret that that they have not been selected and offering feedback on their application form and interview performance if they desire this. | ||
| Records | Record of Meetings, Copy of Job Advertisement, Job Specification, Scoring Sheets, Candidate Short List, CV Database, References, Interview Notes, Interview Questions, Interview Schedule, Emails, Letters |
2.2 Development
| Doc. No. | 20.2 | Version No. | |
| Last Reviewed | Approved By | ||
| Next Review | Responsibility | ||
| Purpose | To ensure that our staff development and support needs are identified and addressed. | ||
| Responsibility | Board, Manager | ||
| Procedure | 2.2.1 Induction New employees will be contacted as soon as possible after notifying them about their appointment, with specific instructions about the starting day, their induction and initial period at work. The length of the induction will depend on the nature of the post but will, in all cases, cover the following:Signing the contract of employment, with copies for both the employee and the organisation.Meeting co-workers (including volunteers) and finding out about their jobs and roles.Meeting management and Board members.Meeting other relevant people.Touring the work place and learning to use any equipment.Gaining familiarity with policies and procedures.Attending relevant meetings.Supervision and support session(s) to give a detailed introduction to the job and to identify any urgent training needs.Dealing with trade union matters, if applicable. 2.2.2 Training All staff are eligible for training with permanent full-time staff, in general, entitled to more training than temporary and part-time employees. Training is prioritised in the following order:Initial training – all new staff will receive the training necessary to enable them to carry out their jobs as soon as possible after commencing employment (in particular, all employees will receive guidance on how to work effectively with volunteers).Continuing training – training to enable staff to do their jobs better will be identified on an ongoing basis.Staff development training – this is particularly important for enhancing staff morale, and training opportunities will be identified when possible.Training may be done in-house or externally and includes:On-the-job training.Work shadowing.Visiting other organisations.Inviting outside organisations in. Attending conferences, workshops, lectures and seminars.One-off training sessions.Accredited training.Job/Task rotation.Distance learning.The line manager decides in conjunction with the relevant member(s) of staff what type of training is most appropriate to satisfy the training needs which have been identified during support and supervision meetings and annual appraisal. | ||
| Records | Record of Meetings, Training Plan, Training Budget, Induction Checklist, CPD Records, Training Attendance Records |
2.3 Management
| Doc. No. | 20.3 | Version No. | |
| Last Reviewed | Approved By | ||
| Next Review | Responsibility | ||
| Purpose | To ensure the organisation runs effectively and efficiently. | ||
| Responsibility | Board, Manager | ||
| Procedure | 2.3.1 Probationary Period Probationary periods may be three to six months. Probation is an opportunity for both the employer and the employee to decide whether they are suited to each other. During the probationary period, the employee will be fully assisted in becoming familiar with the demands of the post and will be advised on her/his progress. At the end of the probationary period a formal review will be held. The Board or manager may:Confirm the appointment, if he/she is satisfied with the work of the employee.Extend the probationary period by a specified amount of time, if not wholly satisfied with the worker’s performance, but in the hope of it improving soon.Terminate the contract of employment, if he/she is not satisfied with the employee’s work.These decisions will be notified in writing. Note: Either party can terminate employment during the probationary period, provided the required notice, as specified in the contract of employment, is given. 2.3.2 Support and Supervision Carry out support and supervision sessions as per the agreed process (Every 6 to 8 weeks). The emphasis should be on creating a climate in which the staff can feel motivated. Discretion must be guaranteed for the sessions to be effective.Information obtained in the sessions must not be conveyed to others without the agreement of both parties.The Board and manager are responsible for carrying out support and supervision. The purposes of this are to:Monitor, evaluate and improve performance.Clarify priorities.Share information about work.Discuss how the employee and manager feel about the work.Recognise and deal with existing and potential problems, including stress.Provide a framework for discussing and agreeing change.Give workers a safe setting in which to express themselves, let off steam and discuss their feelings about work.Help workers to explore possibilities for work and career development.Look at how external factors are affecting work and helps workers to consider appropriate options for further support.The manager receives supervision from the chairperson of the Board. 2.3.3 Performance Appraisal They are held near the end of the worker’s probationary period and annually thereafter. The appraisal should:Set goals and help employees to feel committed to and meet their specific work objectives.Improve communication and motivation, by giving employees an opportunity to talk about their ideas, expectations and progress.Identify training needs and plan training.Determine the suitability for employees to take on increased responsibilities.Identify strengths and weaknesses.Give managers an opportunity to affirm the employee’s work.They are normally undertaken by the manager (or, in the case of the manager, the Board chairperson). Notes are taken which are agreed by all parties. They are kept on the employee’s personal file. | ||
| Records | Record of Meetings, Performance Appraisal Form, Annual Work Plan |
3. Monitoring and Review
| Monitoring and Review | Information about who applied for each post, in terms of sex, age, educational attainment, etc. will be collated. The results of this monitoring will be discussed at the management meeting which follows the appointment. Decisions about what steps need to be taken to improve the recruitment procedure, if any, should be made, recorded and implemented. Procedures will be reviewed annually or sooner if required. The policy will be reviewed every 3 years or sooner if required. Feedback on this policy and procedures is welcome at any time. |
| Records | Record of Meetings, Document Control Matrix |