Probation
Why have a probation period?
The probation period is the final phase of the recruitment and selection process; a period where by the employer can validate their selection, by ensuring a good match between the person and the job.
What are the probation periods?
Guide for Continuing Staff
| Probation Period | |
|---|---|
| Academic | 5 years |
| Professional | 6 months |
Guide for Fixed Term (Academic & Professional)
| Duration of Employment | Maximum probation |
|---|---|
| Up to 1 year |
3 months |
| More than 1 year |
6 months |
Probation is similar to the Performance Development Framework in that it is designed to encourage a process of communication between the supervisor and the new employee, with the emphasis on facilitating the development and transition of the employee into the University role.
The probation period is a critical time for ensuring you have made the correct recruitment decision, as every recruitment and selection decision is strategically important for any department:
- To recruit the right person who can contribute to the achievement of the department's strategic and operational plan;
- To select a person who is a good fit with the team and will be able to contribute constructively within the team;
- To select a person with the right skills, knowledge and attributes to perform the role required and to develop a career within the University.
What are the benefits of having probation criteria to support the probation period?
A well managed probation requires good probation criteria and provides the employer and the employee:
- The best opportunity for a new employee to transition into the University environment;
- Provides a focus for the supervisor and new employee on what knowledge and skills are required to be developed during probation to create a smooth transition into the new job at the University;
- Provides some structure for the new employee on the key aspects of the role and the key players the role interacts with in the department and University community;
- Provides appropriate management support to give and receive feedback on a new employee's progress during probation.
In most instances, this results in confirmation of the appointment. If, in the unfortunate event there is not a good fit or match between the new employee and the job, the supervisor will have the probation criteria to support them in providing timely feedback and support to the new employee on the issues regarding their performance. Where the supervisor has provided timely feedback and put in place measures to support the new employee to remedy these, but the performance fails to improve, the probation criteria and an appropriately managed probation process will provide the supervisor a means of recommending termination of the appointment at or before the end of the probation period. This process is more simple and direct than managing underperformance for a confirmed employee.
How do I prepare probation criteria?
To ensure the supervisor and the new employee can make the most out of the probation period, there needs to be appropriate and sound probation criteria developed that determine whether there is a match between the new employee's skills, knowledge and attributes with the requirements of the job.
1. To assist, try and answer the following questions:
- What are the key aspects (activities, skills, knowledge, attributes and behaviours) about this role and the way it is performed that tells you the person is performing to expectation? Does this reflect the position description?
- What are the key priorities for this position (and the Department) in the up coming period?
- What professional development and training will this person require during the probation period to enable them to learn and perform the role?
- What do I, as the supervisor, need to provide to the new employee to facilitate their transition into the University and this job? E.g. department induction, outline University processes and protocols.
2. Begin to draft some key requirements based on the above.
3. Review the objectives you may have now drafted.
- Do the objectives set follow the Specific Measurable Attainable Realistic Timely (SMART) principle?
- Are the objectives set within the new employee's control?
- Are there clear performance indicators, so that I, the employee, or any observer could clearly identify when an objective has been achieved, or what progress has been made?
- Are these objectives desirable and attractive?
- Provide knowledge and skill development
- Provide an opportunity for the person to gain broader understanding of the University and develop a network within the department and University.
- Facilitate job satisfaction and potential career development.
- Seen as adding value to the department
Examples of some probation criteria (.rtf)
Detailed information on the probation and confirmation process staff is located in the HR Policy Manual (PPP).