HRPOL34 Probation Policy and Procedure v4 by Provide Community

Probation Policy and Procedure

Version: V4

Ratified by: People and Culture Steering Group

Date ratified: 06/05/2025

Job Title of author: People Partner

Reviewed by Committee or Expert Group Staff Partnership Forum

Equality Impact Assessed by: Lead People Partner

1. Introduction

1.1 Provide Group aims to deliver high quality and safe services, and it recognises that this commitment to quality and safety must be reflected in the work and conduct of all its employees.

1.2 Probation periods are considered necessary to allow the Provide Group to review the conduct and performance of all new employees, to ensure they are supported and that any skills gaps or training needs are identified and addressed, to support the employee to meet the organisation’s expectations.

1.3 All new employees need clear guidance, from the outset, on the performance and conduct standards they need to achieve, based on the Provide Group values, their job description and any objectives set.

1.4 This policy sets out Provide Group’s approach to probation for new employees and its commitment to the fair, equal and consistent treatment of all new employees with regards to their probation period.

2. Scope

2.1 The Probation Policy and Procedure applies to all new employees at Provide and the Provide subsidiary companies (collectively the Provide Group), whether on permanent or fixed-term contracts, and applies to full-time and parttime employees

2.2 If, during the probation period, an employee changes their role, for example due to promotion, their probationary period will continue.

2.3 The policy does not apply to contractors, bank workers or those on zero hours contracts, or where an employee with more than six months’ continuous service transfers into the Provide Group under TUPE regulations.

3. Key Principles

3.1 All new employees within the Provide Group will be subject to a 9-month probation period and this shall be made clear in all offers of employment

3.2 Provide may, at its discretion, extend an employee’s probation period at any time during an employee’s probation period should there be any concerns regarding performance, capability, attendance or conduct for a maximum of 3 months, thereby making the probation period 12 months in total.

3.3 The policy does not form part of your contract of employment, and we reserve the right to amend it at any time.

3.4 The Provide Group reserves the right to adjust this policy or procedure where it is considered reasonable to do so. This may include moving to any stage in the process at an earlier time and / or terminating an employee’s employment

before the probation period is due to end. Examples of when this might be appropriate are detailed below (this is not an exhaustive list):

• the employee is wholly unsuitable for the role.

• there are significant ongoing concerns.

• Failure to meet required standards (for example, high and/or persistent sickness absence)

• gross misconduct.

The probationary period provides the following purpose:

• Time to clarify duties and responsibilities of the role and the standards required of the new employee

• Identification of any development needs and to provide learning opportunities to assist in attaining the required standards of conduct, performance and attendance

• Opportunity for the new employee to receive constructive feedback in order to make improvements where needed.

4. Key Responsibilities

4.1 Employees

On appointment, new employees are expected to work with their line manager to set, and meet, reasonable objectives within the deadlines set, and identify any training, development, or support requirements they have, to enable them to fulfil the requirements of their role

New employees are also required to participate in corporate and local induction activities

4.2

Managers

During a probation period, the line manager has responsibility for monitoring a new employee’s performance, conduct and progress. The line manager should ensure that the employee is properly informed at the start of their employment about what is expected of them during probation period, for example the required job outputs and standards of performance and conduct Managers are expected to provide regular, timely, feedback to their employees. Please see Appendix 8, which provides a summary of the probation process.

5. Procedure / Implementation

5.1 Procedure

During an employee’s probation, the line manager should provide them with regular feedback about their performance, conduct and progress, and raise any concerns with the employee as soon as possible, with a view to resolving them.

The line manager is also responsible for providing guidance and support and for supporting with identifying and arranging any necessary training or coaching.

5.2 Review Meetings

The line manager should monitor the employee’s progress, reviewing and assessing their performance, capability, conduct and suitability for their post. Managers should hold progress meetings with the employee to discuss this

Before the end of the probation period, the line manager should make a decision on the employee’s suitability for their post and inform the employee accordingly.

Frequency of review meetings will be as outlined in the table below:

* No employee will be deemed to have successfully completed their probation period until this has been confirmed to them in writing.

5.3 First Formal Review Meeting

This formal review meeting should take place 3-months into the employee’s probationary period and review performance against the objectives set. However, this meeting may be brought forward if there are concerns which should be addressed with the employee and ensure a record is retained of this using the Probation Review Form (see Appendix 1)

At the meeting, the line manager should:

• Recognise any achievements the employee has made, if appropriate.

• Provide specific feedback.

• Advise the employee of any discrepancy between actual and expected performance or conduct, and explain what improvement is needed

• Set any further objectives.

• Give the employee an opportunity to ask questions, highlight any issues they may have and make suggestions about any support or training they think they require.

Following this meeting the line manager should continue to monitor and meet with the employee as required, until the final review meeting.

If there are any areas of concern these should not be a surprise to the employee, as they should have been picked up and discussed at the time they arose.

5.4 Second probation review meeting

This formal review meeting should take place 6-months into the employee’s probationary period and review performance against the objectives set from the 1st Probation Review Meeting. However, this meeting may be brought forward if there are concerns which should be addressed with the employee and ensure a record is retained of this using the Probation Review Form (using the continuous form from the first review meeting)

At the meeting, the line manager should:

• Make the employee aware of progress made, of any discrepancy between actual and expected performance and what improvement is expected.

• Set further objectives for the next 3 months

• Provide positive feedback where applicable and address any areas of concern including highlighting areas that require improvement.

• Give the employee an opportunity to ask questions, highlight any issues they may have and make suggestions about any support or training they think that they require.

• Continue to monitor and meet with staff as required, until the final review meeting.

It should be noted that if there are any areas for concern these should not be a surprise to the employee as they should have been picked up and discussed at the time the concern arose.

5.5 Final Probation Review Meeting

At the end of the probation period, the line manager should conduct a final review of the employee’s performance and conduct and determine their suitability for the job. This will involve a meeting with the employee to discuss their performance, conduct and progress throughout the probation period.

The review should be conducted in good time prior to the probationary period ending The review may replace one of the day-to-day supervisory meetings

In extenuating circumstances, where it is not possible to hold the final review meeting before the probation period is due to end, the employee should be informed, and the final review meeting should be scheduled for as soon as possible. The circumstances and rationale for the extension should be explained to the employee and confirmed before the probation period is due to end.

Notes should be taken at the meeting, using the Formal Probation Review Form (using the continuous form from the first and second review meeting)). The meeting will have one of three outcomes:

• Successful completion of probation period

• Extension of probation period

• Unsatisfactory completion of probation period (recommended termination of employment)

The line manager must contact their People Partner, prior to the review meeting being arranged, in all cases where a probation period might be extended, or where the employee’s employment might be terminated.

5.5 Successful Completion of the Probation period.

If at the end of the probation period the employee’s performance is satisfactory, the line manager must complete the Probationary Period Assessment Form (see Appendix 1) to confirm the successful completion of the probation period and send to provide.peoplepartnering@nhs.net who will place a copy of the form on their employee file and write to the employee confirming the successful completion of their probationary period

No employee will be deemed to have successfully completed their probation period until this has been confirmed in writing.

Once an employee has successfully passed their probation period, the Provide Group policies and procedures for managing performance, conduct and attendance management will apply.

5.6 Extending the Probation Period

Provide may, at its discretion, extend an employee’s probation period at any time during an employee’s probation period.

It may be appropriate to extend an employee’s probation period for up to three months in the first instance, where performance, conduct or attendance are cause for concern Any extension must be discussed, in advance, with the relevant People Partner.

Once the employee has been informed their probation period is being extended verbally, by the line manager, they will inform their People Parter who will confirm this in writing.

If the standards of performance, attendance, behaviours or conduct do not improve, despite appropriate support, the line manager must inform their People Partner to discuss the next steps.

Usual supervisory meetings with the employee should continue, to support the employee, and a further final review meeting must be arranged before the end of the extended probation period

5.7 Non-Confirmation in Post (Recommended Termination of Employment)

Upon completion of the probationary review meetings, including any extension to the probationary period, the manager will make determine if the employee is to take up their post on a substantive basis

In situations where the employee’s performance and / or conduct have not met the required standards, the line manager should discuss the matter with their People Partner, before the final review meeting is held.

During the final review meeting the line manager should advise the employee that they have not met the required standard and provide the employee with the reasons why. The line manager should advise the employee that they will

be invited to a meeting with a senior manager to discuss this and that their recommendation is that their employment is terminated, although the decision to dismiss can only be made by an appropriate senior manager. The line manager should write to the employee, confirming the outcome of the Final Review meeting (see Appendix 2)

5.8 End of Probation Meeting

Following the final review meeting, if the line manager has advised the employee that they are recommending to their Senior Manager that the employee is not to be confirmed in post and therefore their employment is to be ended, they will be invited to an End of Probation meeting with a senior manager who has the authority to dismiss the employee (see Appendix 3). An employee should be given at least seven calendar days' notice of this meeting (excluding bank holidays).

The employee is entitled to be accompanied at this meeting by a trade union representative or a work colleague.

In this meeting the line manager will explain their concerns and the support that has been offered, referring to the employee’s completed Probation Review Form and any other relevant documents / information, including emails, examples of work and meeting notes.

The senior manager may ask the employee questions. The employee and their union representative/ work colleague will be given the opportunity to make a statement or ask questions.

The senior manager will consider what has been discussed and may adjourn the meeting. The senior manager will verbally confirm their decision and follow this with written confirmation of the outcome.

5.9 Appeal

Any employee whose employment is terminated in line with this policy has the right to appeal. Any appeal must be submitted in writing, to the director or senior manager indicated in the dismissal letter, setting out the grounds for the appeal. The appeal letter must be received within seven calendar days (excluding bank holidays) of the date of the termination letter.

5.9.1

The Appeal Panel

The appeal panel will consist of:

• a nominated manager to chair the hearing, who, where possible, is more senior than the manager who terminated the employee’s employment; and

• a member of the People Partnering team

5.9.2

Appeal Hearing Arrangements

An employee will be given at least seven calendar days’ (excluding bank holidays) written notice of the appeal hearing, which should be heard as soon as possible.

5.9.3 Process for the Conduct of the Appeal Hearing

Provide’s model process for the conduct of the appeal hearing is described in the Disciplinary Policy & Procedure), however, the Chair of the Appeal Panel has the discretion to vary this.

5.9.4 Outcome

The decision of the appeal hearing will be final and will be confirmed in writing A copy of the outcome letter and information gathered during the probation period will be held on the individual’s personal file

The notice period for dismissal during the probationary period is detailed in all employees’ contracts of employment.

6. Maternity, Pregnancy and Other Long-Term Absence

6.1 If an employee’s maternity / adoption / shared parental leave commences before their probation period is successfully completed, their line manager will discuss with them an extension to the probation period.

6.2 This extension will be for an appropriate duration after they return from maternity / adoption / shared parental leave. This is to ensure you receive a fair opportunity to achieve the objectives that form part of your probation period once they have returned from maternity / adoption / shared parental leave.

6.3 The People Partnering team can provide further advice and guidance on this matter

7. Applying for Roles During Probation period

7.1 If an employee wishes to apply for an alternative role with the Provide Group, while still within their probation period, they must discuss this with their line manager prior to applying.

7.2 If there are concerns about an employee’s performance, conduct or capability during their probation period, Provide reserves the right not to consider their application for other roles.

8. Existing Provide Group Employees

8.1 Employees who transfer to a new role after they accrue one year’s continuous service with Provide are not subject to a further probation period. However, they must still be given the same local induction, training, review and supervision meetings

8.2 Where performance, conduct or attendance are unsatisfactory for colleagues with more than one year’s continuous service, matters should be addressed in accordance with the relevant Group wide policy.

9. Medical and Dental Employees

9.1 For matters related to Medical or Dental Employees, refer to the Provide Policy for Handling Concerns about the Conduct and Performance of Medical and Dental Employees (HRPOL55).

10. Monitoring and Review

10.1 This policy will be reviewed at least every four years in line with the Policy for the Management of Procedural Documents, or more frequently in line with any requirements resulting from legislative changes.

Appendix

1: Probationary Period Assessment Form

Probationary Period Assessment Form

3-month Probationary Assessment:

Name of employee

Job Title

Department

Start date of employment

Date of assessment meeting

Name of Manager

Objectives overview for the first 3-months

Include objectives against induction plan, performance targets and development/training/support provided

Objective

Meeting objective Y/N Comments

Outstanding Actions

Note any remaining actions or support, learning needs, reasonable adjustments etc.

Meeting objectives

Meeting required skills

Meeting quality and accuracy of work

Communication skills

Work relationships (teamwork and interpersonal)

Meeting required behaviours

Attendance

Time Keeping

Summary of Discussion

Include achievements against induction plan, performance and development review targets and development/training/support provided

Action Plan

Include outstanding or additionaltasks, development, support and reasonable adjustments for the next 3 months

Actions By whom Target date

Manager’s comments

Employee’s comments

Manager

Employee

Signature Date

6-month Probationary Assessment:

Date of assessment

meeting

Name of manager

Objectives overview for the past 3-months

Include objectives against induction plan, performance and development review targets and development/training/support provided

Objective

Meeting objective Y/N Comments

Outstanding Actions

Note any remaining actions or support, learning needs, reasonable adjustments etc.

Meeting objectives

Meeting required skills

Meeting quality and accuracy of work

Communication skills

Work relationships (teamwork and interpersonal)

Meeting required

behaviours

Attendance

Time Keeping

Improvement Required (mark with an x)

Achieving (mark with an x)

Excellent (mark with an x)

Summary of Discussion

Include achievements against the objectives, performance, targets and development/training/support provided

Action Plan

Include outstanding or additionaltasks, development, support and reasonable adjustments for the next 3 months

Actions

By whom Target date

Manager’s comments

Employee’s comments

9-month

Probationary Assessment:

Date of assessment

meeting

Name of manager

Objectives overview for the past 3-months

Include objectives against induction plan, performance and development review targets and development/training/support provided

Objective

Meeting objective Y/N Comments

Outstanding Actions

Note any remaining actions or support, learning needs, reasonable adjustments etc.

Meeting objectives

Meeting required skills

Meeting quality and accuracy of work

Communication skills

Work relationships (teamwork and interpersonal)

Meeting required

behaviours

Attendance

Time Keeping

Improvement Required (mark with an x)

Achieving (mark with an x)

Excellent (mark with an x)

Summary of Discussion

Include achievements against the objectives, performance, targets and development/training/support provided

Manager’s comments

Employee’s comments

Yes (mark with x) *No (mark with x)

Has the employee’s appointment been confirmed?

*If no, ensure you have discussed reasons for extending probation with your People Partner first Yes* (mark with x)

(mark with x)

Hastheemployeesprobationbeen extended?

Reason(s) for extension

Period of extension (number of weeks)

Date on which the extension period willend

*If extended, please complete the next section on the below pages

Signature

Date Manager

Employee

Extension of Probationary Period (up to 3-months) Assessment ONLY:

Date of probationary extension assessment

meeting

Name of Manager

Objectives overview for the past 3-months

Include objectives against induction plan, performance and development review targets and development/training/support provided

Objective

Meeting objective Y/N Comments

Outstanding Actions

Note any remaining actions or support, learning needs, reasonable adjustments etc.

Meeting objectives

Meeting required skills

Meeting quality and accuracy of work Communication skills

Work relationships (teamwork and interpersonal)

Meeting required behaviours

Attendance

Time Keeping

Improvement Required (mark with an x)

Achieving (mark with an x)

Excellent (mark with an x)

Summary of Discussion

Include achievements against induction plan, performance and development review targets and development/support provided

Manager’s comments

Employee’s comments Yes (mark with x) *No (mark with x)

Has the employee’s appointment been confirmed?

*If no, ensure you have discussed reasons with your People Partner first

Signature

Manager

Employee

Date

Appendix 2: Letter Confirming Unsatisfactory Probation Review Meeting

[Date]

STRICTLY PRIVATE & CONFIDENTIAL

[Name] Via email

Dear [name],

Re: Unsatisfactory probation review meeting

Thank you for meeting with me today to review your performance and conduct during your probation period. As explained in the meeting, you have not met the [performance and / or conduct] standards expected in your role and I will be arranging a meeting with [name], [job title], to discuss this.

In this meeting, you will have the opportunity to discuss your Probation Review Form, a copy of which is attached

In view of my concerns in regarding your [performance and / or conduct], which we discussed in our meetings on [dates], I will be recommending to [name] that your employment be terminated due to your failure to satisfactorily complete your probation period.

A letter outlining the details of the End of Probation meeting will be sent to you in the next few days.

Your sincerely

[Name] [Job title]

For and on behalf of [Provide Community Interest Company]

CC [Name], People Partner

Appendix 3: Letter Inviting Employee to Meeting to Discuss Unsuccessful Completion

of Probation Period

[Date]

STRICTLY PRIVATE & CONFIDENTIAL

[Name] Via email

Dear [name],

Re: Meeting to discuss unsatisfactory completion of probation period

Further to my letter dated [date], I am writing to advise that a meeting has been arranged, to make a decision on your future employment, based on your [performance and / or conduct] during your probation period

I have attached a copy of your Probation Review Form and [detail any other relevant evidence], that may be referred to at this meeting.

The meeting will be chaired by [name], [job title], and I will also be in attendance, to explain why I am recommending that your employment is terminated during your probation period. I must warn you that your employment may be terminated in this meeting.

The meeting will be held at [full address] / OR The meeting will be held via MS Teams (delete as applicable) at [time] on [date]

You that you are entitled to be accompanied at this meeting by either a trade union representative or a work colleague. If you intend to be accompanied, please let me know the name and position of your chosen representative / colleague by [time and date 24 hours before the meeting]

Please confirm your attendance at the meeting by [time] on [date].

Yours sincerely

[Name] [Job title]

For and on behalf of [Provide Community Interest Company]

CC [Name], People Partner

Appendix 4: Letter Advising that Meeting to Discuss

Unsuccessful Probation Period has been Rescheduled

[Date]

STRICTLY PRIVATE & CONFIDENTIAL

[Name] Via email

Dear [name],

Re: Rescheduled meeting to discuss unsatisfactory completion of probation period

Following receipt of your notification that your [representative / colleague] was unable to attend the meeting arranged for [date], this meeting has now been rescheduled for [time] on [date]. The meeting will be held at [full address] / OR The meeting will be held via MS Teams (delete as applicable)

As before, I must warn you that your employment may be terminated in this meeting.

As the meeting has been rescheduled at your request I must advise that if you fail to attend on this occasion the meeting will be held in your absence and a decision made without your input

Should you have any queries please do not hesitate to contact me.

Yours sincerely

[Name of line manager] [Job title]

For and on behalf of [Provide Community Interest Company]

CC [Name], People Partner

Appendix 5: Dismissal Letter

[Date]

STRICTLY PRIVATE & CONFIDENTIAL

[Name] Via email

Dear [name],

Re: Termination of employment

I am writing following our meeting on [date], to discuss your [performance and / or conduct] during your probation period.

Your line manager, [name], job title], was also present at this meeting, and you were accompanied by [name], [job title] OR You chose not to be accompanied at this meeting.

You have not met the [performance and / or conduct] standards required in your role, specifically [briefly explain the concerns]. This is despite the action plan agreed at your [three- / six-month] review and [give details of any support offered / provided]

It is not possible to (further) extend your probation period and therefore I am confirming the termination of your employment.

You have the right to appeal against this decision. If you wish to appeal, please write to [name], [job title], no later than [date], clearly setting out the grounds for your appeal.

Yours sincerely

[Name] [Job title]

For and on behalf of [Provide Community Interest Company]

CC [Name], People Partner

Appendix 6: Summary of Probation Process

On appointment, new employees are expected to:

• Agree objectives with their line manager.

• Demonstrate their suitability for their job role.

• Participate as required in both corporate and local induction activities.

• Meet any reasonable objectives within deadlines set.

• Advise their line manager, at the earliest opportunity, of any difficulties they are experiencing

• Advise their line manager of any training, development or support which they believe to be necessary in order for them to fulfil the requirements of their role.

• Take individual responsibility to meet the code of conduct / standards of proficiency for their profession.

1.1 During a probation period, the line manager’s responsibilities are to:

• Raise awareness of this policy within their own business units, highlighting any policy changes to their teams during meetings.

• Meet with all new employees to:

• Establish performance and conduct standards required of the position, in line with the job description and any relevant Codes of Conduct

• Set objectives.

• Complete formal reviews and complete the form together (see Appendix 1)

• Ensure the new employee has completed corporate and local induction activities, and all mandatory training and has signed the checklist to confirm the local induction process has been completed.

• Maintain induction records, to support the probation procedure.

• Ensure that the employee is aware that records of induction activities may be used to support the probation process.

• Monitor performance and hold monthly supervisory meetings (and more frequently where necessary) with new employees, to support a good working relationship and to provide feedback on the employee’s progress.

• Give regular constructive feedback to new employees, highlighting achievements and development areas, providing suitable examples, encouraging the employee to discuss areas of difficulty and working with them to agree ways of resolving these.

• Provide training, coaching and guidance as necessary, to support employees to meet the requirements of their role.

• Promptly advise their People Partner of any serious concerns about work performance or conduct.

1.3 Assessing Performance and Conduct

Any issues or concerns should be dealt with promptly, as they arise, and that appropriate support is given to new employees to assist them to achieve the required standards. Managers should not leave matters until the end of the process or wait for formal review meetings

The key stages during the probationary period are:

• Corporate and local induction

• One-to-one supervisory meetings

• First probation review meeting (on or around month 3)

• Second probation review meeting (on or around month 6)

• Final probation review meeting (on or around month 9)

• Confirmation in post, extension of probation period or termination of employment

• Right of appeal against dismissal

1.4 Assessing an Employee’s Suitability

The probation period may be assessed on the following:

• Capability and achievement of specific objectives

• Conduct

• Teamworking.

• Adhering to Provide Group vision and values.

• Reliability.

• Attendance, including sickness absence records

1.5 Managing Performance Issues

Where there are performance-related issues, the manager should raise these with the individual at the earliest opportunity. This can be as part of supervisory meetings, or specific meetings held to discuss concerns. In these meetings the manager should:

• Describe the performance that is not satisfactory.

• Ask the employee about the reasons for the unacceptable performance.

• Agree actions required from the employee, to deliver the required improvement.

• Explain what they will do to support the required improvement

• Ensure that the employee is clear about the required standards and outcomes, including any timescales for improvement, if appropriate.

• Warn the employee that failure to meet the required standards may result in a formal meeting being arranged and that this may result in their probationary period being extended, or their employment being terminated

Meetings and discussions should be clearly documented by the line manager and summary notes shared with the employee.

1.6 Managing

Attendance

Issues

Where there are concerns about the employee’s level of attendance, the manager should raise these with the employee at the earliest opportunity. This can be as part of supervisory meetings, or specific meetings held to discuss the concerns.

The manager should consider:

• Whether a referral to Occupational Health would be appropriate

• Where a new medical condition has arisen, whether Occupational Health considers that redeployment on medical grounds is an appropriate option

• Whether the absences may be covered by the Equality Act

• Whether any additional support can or should be provided to the employee

For issues relating to carers, staff and managers should also refer to the Flexible Working Policy HRPOL16 and the Special Leave Policy and Procedure HRPOL17

1.7 Managing Conduct Issues

Where any issues are conduct-related, the manager should raise these with the individual at the earliest opportunity. This can be as part of supervisory meetings, or specific meetings held to discuss concerns. Managers should describe the unacceptable conduct and explain what changes are required.

In more serious cases, advice must be sought from the People Partner, on how to manage the situation

1.8 Review Meetings

The first formal review meeting should take place at the midpoint of the probation period, to review performance and conduct against the standards expected in the role. This meeting may be brought-forward and, if the line manager believes this is appropriate, they should agree this with their HR Business Partner. A record of the meeting should be retained, using the Probation Review Form (Appendix 1).

At the meeting, the line manager should:

• Praise the employee on their achievements, if appropriate.

• Provide specific feedback.

• Advise the employee of any discrepancy between actual and expected performance or conduct, and what improvement is needed

• Set any further objectives.

• Give the employee an opportunity to ask questions, highlight any issues they may have and make suggestions about any support or training they think that they require.

If there are any areas for concern these should not be a surprise to the employee, as they should have been picked up and discussed at thetime the concern arose. Managers should continue to monitor and meet with new employees as required, until the final review meeting.

The second formal review meeting should take place within 6 months of the probationary period and review performance against the objectives set. However, this meeting may be brought forward if there are concerns which should be addressed with the employee and ensure a record is retained using the Probationary Period Assessment Form (Appendix 1)

At the meeting, the line manager:

• The employee is made aware of progress made, of any discrepancy between actual and expected performance and what improvement is expected.

• Sets any further objectives.

• Provides positive feedback where applicable, and any areas of concern or required improvements must also be highlighted.

• Must give the employee an opportunity to ask questions, highlight any issues they may have and make suggestions about any support or training they think that they require.

• Must continue to monitor and meet with staff as required, until the final review meeting.

• If there are any areas for concern these should not be a surprise to the employee as they should have been picked up and discussed at the time the concern arose.

The final review meeting should be held two weeks before the probation period is due to end. This will involve meeting with the employee to discuss their performance, conduct and progress throughout the probation period.

The review may replace one of the supervisory meetings. In extenuating circumstances, where it is not possible to hold the final review meeting before the probation period is due to end, the employee should be informed and the final review meeting must be scheduled for as soon as possible.

Notes should be taken at the meeting, using the Probationary Period Assessment Form (Appendix 1).

No employee will be deemed to have successfully completed their probation period until this has been confirmed to them in writing.

Meet with employee and explain the standards required Set dates for the meetings over the six-month probation period.

Appendix 7: Probation Period Overview

Supervision – use normal supervision record.

Ensure corporate and local induction and mandatory training completed.

Ensure local induction declaration is completed (available on Community Platform).

Praise employee, as appropriate.

Give constructive feedback and agree actions or support needed.

Inform employee of any concerns.

Supervision – use normal supervision record.

Praise employee, as appropriate. Give constructive feedback and agree actions or support needed. Inform employee of any concerns.

Complete Probation Review Form. Ensure appropriate action is taken and support provided. Discuss with your senior manager in your own supervision meetings.

Supervision – use normal supervision record.

Praise employee, as appropriate.

Give constructive feedback and agree actions or support needed.

Inform employee of any concerns.

Supervision – use normal supervision record.

Praise employee, as appropriate. Give constructive feedback and agree actions or support needed Inform employee of any concerns

Hold Second Probation Review.

Complete the Form.

Discuss with your senior manager in your own supervision. Ensure appropriate action/suppose.

supervision record.

Praise employee, as appropriate. Give constructive feedback and agree actions or support needed

Inform employee of any concerns.

use normal supervision record.

Praise employee, as appropriate.

Give constructive feedback and agree actions or support needed. Inform employee of any concerns and give clear indication of whether they are on track to successfully complete their

Discuss possible outcomes with your senior manager.

Hold Final probation Review.

Explain reasons for intending to terminate, extend or make them permanent. This should not be a ‘surprise’

Confirm employment in writing OR present Summary Report to AD.

Hear what the line manager, employee and their representative / colleague (if applicable) have to say.

Decide whether or not it is appropriate to terminate employment.

Confirm outcome of meeting in writing.

EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage One:

‘Screening’

Name of project/policy/strategy (hereafter referred to as “initiative”):

HRPOL34 PROBATION POLICY

Provide a brief summary (bullet points) of the aims of the initiative and main activities:

To set out the policy and procedure with regards to the probation period for all new employees within the Provide Group.

Project/Policy Manager: Director, People Partnering Date: May 2025

This stage establishes whether a proposed initiative will have an impact from an equality perspective on any particular group of people or community – i.e. on the grounds of race (incl. religion/faith), gender (incl. sexual orientation), age, disability, or whether it is “equality neutral” (i.e. have no effect either positive or negative). In the case of gender, consider whether men and women are affected differently.

Q1. Who will benefit from this initiative? Is there likely to be a positive impact on specific groups/communities (whether or not they are the intended beneficiaries), and if so, how? Or is it clear at this stage that it will be equality “neutral”? i.e. will have no particular effect on any group.

Neutral

Q2. Is there likely to be an adverse impact on one or more minority/under-represented or community groups as a result of this initiative? If so, who may be affected and why? Or is it clear at this stage that it will be equality “neutral”?

Neutral, people data is not highlighting that employees from minority / underrepresented groups are subject to having their employment terminated more than other employees. However, we will continue to monitor.

Q3. Is the impact of the initiative – whether positive or negative - significant enough to warrant a more detailed assessment (Stage 2 – see guidance)? If not, will there be monitoring and review to assess the impact over a period time? Briefly (bullet points) give reasons for your answer and any steps you are taking to address particular issues, including any consultation with staff or external groups/agencies.

Impact is positive, no further detailed assessment required.

The policy/procedure sets out a consistent approach to be taken with all new employees across the Provide Group.

Further information:

Useful Websites

www.equalityhumanrights.com Website for new Equality agency www.employers-forum.co.uk – Employers forum on disability www.efa.org.uk – Employers forum on age

EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage One: ‘Screening’

EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage 2:

(To be used where the ‘screening phase has identified a substantial problem/concern)

This stage examines the initiative in more detail in order to obtain further information where required about its potential adverse or positive impact from an equality perspective. It will help inform whether any action needs to be taken and may form part of a continuing assessment framework as the initiative develops.

Q1. What data/information is there on the target beneficiary groups/communities? Are any of these groups under- or over-represented? Do they have access to the same resources? What are your sources of data and are there any gaps?

N/A

Q2. Is there a potential for this initiative to have a positive impact, such as tackling discrimination, promoting equality of opportunity and good community relations? If yes, how? Which are the main groups it will have an impact on?

N/A

Q3. Will the initiative have an adverse impact on any particular group or community/community relations? If yes, in what way? Will the impact be different for different groups – e.g. men and women?

N/A

Q4. Has there been consultation/is consultation planned with stakeholders/ beneficiaries/ staff who will be affected by the initiative? Summarise (bullet points) any important issues arising from the consultation.

N/A

Q5. Given your answers to the previous questions, how will your plans be revised to reduce/eliminate negative impact or enhance positive impact? Are there specific factors which need to be taken into account?

N/A

Q6. How will the initiative continue to be monitored and evaluated, including its impact on particular groups/ improving community relations? Where appropriate, identify any additional data that will be required.

N/A

Guidelines: Things to consider

An initiative may have a positive impact on some sectors of the community but leave others excluded or feeling they are excluded. Consideration should be given to how this can be tackled or minimised.

It is important to ensure that relevant groups/communities are identified who should be consulted. This may require taking positive action to engage with those groups who are traditionally less likely to respond to consultations, and could form a specific part of the initiative.

The consultation process should form a meaningful part of the initiative as it develops, and help inform any future action.

If the EIA shows an adverse impact, is this because it contravenes any equality legislation? If so, the initiative must be modified or abandoned. There may be another way to meet the objective(s) of the initiative.

Further information:

Useful Websites www.equalityhumanrights.com Website for new Equality agency www.employers-forum.co.uk – Employers forum on disability www.efa.org.uk – Employers forum on age © MDA 2007 EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage One: ‘Screening’