This policy outlines the procedure for incentivising employees who refer an employee to the organisation. It stipulates eligibility criteria and the reward

This policy outlines the organisations recruitment and selection policy including important information such as equal opportunities, training/promotion, advertising, the application process, screening, interviewing, offers of employment, training, reference checking, medical checks and record keeping.

The purpose of this policy is to ensure that the organisation promotes the most suitable employees in a fair and consistent manner free from discrimination. This policy outlines the procedure that will be followed when a job is being advertised.

The purpose of this policy is to outline the organisations approach to employee progression and succession within the organisation. The policy covers training needs analysis and the procedure for succession planning.

This letter can be sent to an employee that has been promoted. This letter outlines the terms of the promotion and provides the option of a trial period in the new position. It is important to remember that an employee who is placed on a trail period could not be dismissed if they were not successful and they would need to return to their original position.

This how to guide outlines the process for managing a probationary period, including an explanation of the purpose of probationary periods, how to manage any concerns during the probationary period, what support should be provided, along with information on confirming the successful completion of a probationary period as well as terminating employment either before completion of the probationary period or at the end of the probationary period.

This script can be used for a formal probationary appeal meeting.

This script can be used for a formal probationary review. Employers should bear in mind that the employee must have a probationary clause within their contract of employment, have signed their contract of employment and be within their probationary period in order to exercise termination of employment or an extension of probationary period.

This form can be used by line managers in preparation for a probationary review assessment.

This form can be used by employees to prepare for their probationary review. It will give the line manager an indication of how the employee feels they have performed during this initial period of employment.

This form can be used by employers as a guide to review performance/conduct during the probationary period. Employers may wish to amend the detail included accordingly to the job role.

This letter outlines that the outcome of a probationary appeal process in that the original decision has been upheld or overturned.

This letter invites an employee to a formal probationary appeal hearing after the employee has appealed the decision of termination of employment by way of an unsuccessful probationary period.

This letter offers employment with the condition that the employee successfully completes a probationary period.

This letter informs an employee of termination of employment due to an unsuccessful probationary period after a formal hearing at which the concerns were discussed. The employee is given the right to appeal the decision of termination of employment.

This letter informs an employee that they have successfully completed their probationary period.

This letter informs an employee that their probationary period is being extended due to some concerns over their suitability for the role.

This letter informs an employee that their probationary period is being extended due to their sick leave.

This is formal invitation to a probationary review hearing, where a possible outcome is that the employee’s employment is terminated by way of an unsuccessful probationary period. The employee would normally be entitled to be accompanied at this meeting and it is advised that a minimum of 48 hours advance notice is given to the employee of the meeting.

This letter invites an employee to a probationary review meeting to discuss their progress. This is an informal meeting therefore the employee is not entitled to be accompanied.

This policy is used for employees who are within their probationary period so that there is a process for measuring suitability during this timeframe.

This is a letter of outcome of a performance management appeal process

This is a letter of invitation to a formal appeal hearing following a capability sanction regarding performance

This script can be used for a formal capability meeting regarding underperformance. Employers should bear in mind that the employee must always have the opportunity to respond to the concerns in an informal context before being invited to a formal capability hearing regarding performance. It is important to be as specific as possible regarding any under-performance however as this is a formal meeting, which may result in a formal sanction, all issues of concern that are raised must have already been addressed in an informal context (informal performance review meeting]. The employee must have been invited in writing to this meeting, via formal letter, given the opportunity to be accompanied by a work colleague or a trade union representative and have been given 48 hours’ notice.

This is a outcome of a formal capability hearing informing the employee of dismissal. Note that this letter should not be issued unless a formal hearing has been completed.

This is a outcome of a formal capability hearing informing the employee of another sanction other than a warning or dismissal. Note that this letter should not be issued unless a formal hearing has been completed.

This is a outcome of a formal capability hearing informing the employee of a final written warning. Note that this letter should not be issued unless a formal hearing has been completed.

This is a outcome of a formal capability hearing informing the employee of a written warning. Note that this letter should not be issued unless a formal hearing has been completed.

This is a outcome of a formal capability hearing informing the employee of a verbal warning. Note that this letter should not be issued unless a formal hearing has been completed.

This form gives a template guide on how to conduct a daily team briefing.