Guidelines on Probation –Department of Finance
村委会述职报告The guidelines are designed to support Departments and Offices in the introduction of the revid probationary arrangements required following the introduction of one year probationary contracts for all new recruits entering the Civil Service through open competition. It is the responsibility of Departments and Offices to ensure that the detailed arrangements for the management of probation within their own organisations are clearly defined and communicated to line managers.
The guidelines provide information on how to manage employees effectively while on probation. Line managers can obtain further advice from their Personnel Units/HR ctions.
What is Probation?
1.Probation is the process of managing performance to integrate new employees into the Department or Office. Probation is in effect an extension of the lection process. The probationary process must be operated in an open, clear and supportive manner so as to ensure that a “full picture” of the employee’s suitability for the employment is obtained. This will enable the employer to make the appropriate decision as to whether the person should be retained in the employment.
Principles of Probation
2.Equity, effectiveness and accountability underpin the probationary process. For natural justice reasons, it is esntial for managers to provide new employees with feedback on their performance; with training and development aimed at helping the employee to reach the required standard and with an opportunity to respond to comments on their performance.
Objectives of Probation
For the employee
3.Probation provides the employee with an opportunity to train up on the job and to show that he or she can demonstrate and maintain satisfactory standards of job performance and behaviour. It enables the employee to adapt to his or her new
environment and to become familiar with the working procedures of the Civil Service. It also allows new employees the opportunity to decide whether the Civil Service is the career for them. For tho who satisfactorily complete the probationary process, their experience within the process should provide clear evidence that their employer is committed to the retention and development of staff who are motivated to do an excellent job. In addition, the employee should have gained an enhanced awareness of his or her strengths and areas for improvement.
For the manager
4.It allows the manager to monitor new employees’ progress in the job in order to establish their suitability for continued or permanent employment from the viewpoint of conduct, work performance and health. For probation to work properly the employee must be fully aware on an ongoing basis of the standards of conduct and performance against which his or her conduct and performance will be measured, both job specific and generally. The manager must ensure that the employee is given the necessary support to enable him or her to meet the required standard. If the employee does not meet the required standard in the probationary period, the manager is responsible for recommending that the employment is terminated.
孕妇能吃酸辣粉吗The Probation Framework
5.The Guidelines are intended to provide a flexible framework bad on the stages of Probation from initial appointment and induction through the management of probation to confirmation of appointment or termination.
The Guidelines are intended to apply to persons appointed to the Civil Service on the basis of a one year probationary contract. However the guidelines provide a good guide to the procedures that ma
y be applied to all employees rving in a probationary capacity -on promotion, or who have been appointed to the Civil Service on a fixed term contract.
Stages of the Probationary Process捍卫的近义词
A.Appointment and Induction
Appointment
6. The legislation governing probation is t out in Section 7 of the Civil Service Regulation Act 1956 as amended by Section 3 of the Civil Service Regulation Act
1958. In addition Section 5A of the Civil Service Regulation (Amendment) Act 2005 introduces changes to the way in which probation is managed. It provides that a person may be initially appointed to be an established civil rvant on the basis of a probationary contract. In accordance with the agreement in Sustaining Progress, all new recruits to the Civil Service are being initially appointed on the basis of a one-year probationary contract. The Department of Finance has provided template contracts to Departments and Offices to be ud for this purpo.
猜灯谜谜语Induction
胡萝卜泥怎么做HR Responsibility
7.Departments and Offices must make sure that they have in place an induction policy and an established t of induction procedures for new entrants. A sub-committee of the Training and Development Committee formed under the Framework for Civil Service Training and Development 2004-2008,in consultation with the Civil Service Training and Development Centre,has produced Guidelines on Induction Policy and Practice entitled First Things First to assist HR ctions in developing high quality induction practices. The Induction Policy Booklet is available under Support Documents v.ie.
男装导购8.As part of the induction process,employees should be provided with information on the Civil Service and on their terms and conditions of employment including the length of the probation period. Departments and Offices must make sure that at induction employees are made aware of the significance of probationary status and that appointment to a permanent position is subject to the satisfactory completion of the probationary period. Employees should also be informed of the requirements of the Civil Service Code of Standards and Behaviour 2004 which ts out the values of the Civil Service and the standards of behaviour expected of all civil rvants. New recruits should be required to sign a document indicating that they have en and noted the contents of the
Code.
Line Managers
9.Line managers have the primary responsibility for the induction of new employees into the local unit. The line manager should ensure that the probationer completes the Role Profile Form under PMDS procedures,in line with local
arrangements. It is also the manager’s responsibility,in consultation with the employee, to identify and make arrangements for formal or on the job training as required. Departments and Offices may wish to consider including in the PMDS Role Profile of managers, a provision for an asssment of the management of staff on probation.
B.Managing the Probationary Process
HR Responsibility
10.Departments and Offices should put in place a framework for probation management that is appropriate to their needs. As part of this framework, HR ctions in Departments and Offices should provide information and support for managers on their role in the probationary process. Train
ing materials and guidelines can also be ud to support managers to manage probation effectively. HR should also ensure that arrangements are in place for the maintenance of records and the conduct of reviews in an agreed timeframe.
11.In accordance with procedures agreed with the staff panel at General Council, staff on probation will join the PMDS cycle and complete a Role Profile Form as soon as possible. It is not propod that a specific minimum rating threshold would be applied in relation to probation. Instead, staff on probation will:
·complete the interim review and final review as appropriate in accordance with the normal PMDS cycle determined by their starting date ·complete probation reviews in accordance with the normal cycle determined by their starting date
The probationary reviews will explicitly take account of the PMDS asssments but will also involve a broader asssment of suitability.
12.It is recommended that at least three formal reviews should be conducted with the last review conducted, where possible,in month nine. Ideally ongoing monitoring and discussion should take place. Conducting the final asssment in month nine allows for the conclusion of consultations that
may be part of the probationary procedures, such as consultation with the CMO, within the one year time frame of the probationary period.
13.To ensure consistency in the implementation of probation procedures, Departments and Offices should establish norms appropriate to local conditions in relation to the criteria contained in the probationary contract.
Line Manager
Conducting formal reviews of performance
14.The formal reviews of probation will be conducted by the line manager.
The purpo of the reviews is to allow the manager to asss whether the employee meets the conditions t out in the probationary contract, i.e.
o Work has been performed to a satisfactory standard
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o Sick leave record is satisfactory and does not exceed the limits t down for the probationary period
o Attendance, punctuality and conduct are good.
15.In asssing employees on the above basis, managers need to take the following matters into account:
Work has been performed to a satisfactory standard
The standard required will be a matter for determination at local level. Clearly the Role Profile Form and the work plan agreed with the employee will be vital to asssing performance. It may be necessary to review the Role Profile Form and if necessary clarify the requirements of the position.
A manager will be looking to e if an employee is able to complete a range of tasks that make up the job. If the employee is failing to achieve targets t for him or her and not matching the requirements of the role profile agreed, the line manager may conclude that work is not being performed to a satisfactory standard. The manager should also consider at the first review what training or development might be required to bring the employee up to the standard required.Interventions may include on the job training;coaching;lf-managed learning and formal training.
Sick leave record is satisfactory and does not exceed the limits t down for the probationary period
The limits t out in the Sick leave circulars should be ud as a t of standards against which an employees’ attendance record may be assd. The sick leave circulars are available in the Personnel Code on the Department of Finance website. The allocation of paid sick leave to an employee is at the discretion of the Personnel Officer. The standard to be applied to employees on 12 month probationary contracts should be bad on a pro rata of a permanent 46 days paid leave and 45 days at half pay over the one year period at the discretion of the Personnel Officer.
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If the line manager has concerns about the health of an employee on probation, the advice of the CMO should be sought. Where excessive abnce is due to an exceptional and obviously non-recurring event such as an accidental injury or a non-recurring period of hospitalisation, the Head of the Department or Office may confirm the officers appointment without reference to the CMO. Departments and Offices should pay particular attention to attendance patterns of staff in their probationary period in order that remedial action can be taken to avoid a pattern of unsatisfactory attendance developing.
Attendance, punctuality and conduct are good.
The are factual matters and Departments and Offices should ensure that procedures are in place to monitor and record patterns of attendance. Probationary staff at induction should be advid of the standards expected of them in this area.
Employee Assistance Service (EAS)
16. The involvement of the EAS may be considered if problems ari in the probationary period. The Service provides confidential support and assistance to civil rvants who may be experiencing work or personal difficulties.
Written records should be kept
17. A written record should be kept of the asssment for the period under review. This should be signed by the supervisor (s) and the employee, in accordance with local arrangements, to confirm that it is a fair and accurate record of the meeting. Any follow up action agreed at the review meeting should also be recorded.
