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Tendring District Council recognises that our people are our greatest asset, and attracting the right talent is key to delivering exceptional public services. This policy
sets out a clear, fair and transparent process, from defining each role through to the final offer, so every candidate enjoys a positive experience, and every appointment is based solely on merit. Our ambition to be an employer of choice will help us stand out in a competitive market.
To achieve this, we will:
• Ensure the recruitment journey is a positive experience for every applicant;
• Act with responsiveness, respect and equity at every stage;
• Leave unsuccessful candidates with a positive impression of the Council;
• Treat recruitment as the first phase of a new employee’s induction.
By following these principles, we will:
• Showcase our values and strengthen our employer brand;
• Reach and engage a diverse talent pool;
• Assess skills and potential using robust, objective methods;
• Support candidates with clear communications and reasonable adjustments;
• Embed recruitment into a seamless onboarding experience.
This framework ensures Tendring District Council recruits effectively, fairly and consistently.
Tendring District Council is committed to equal opportunity in recruitment and selection, recognising that fair access to roles enables us to harness the full range of skills and experiences from both the external labour market and our existing workforce. We value the diverse backgrounds, perspectives and contributions that strengthen our organisation (see our Equality and Diversity Policy for full details).
As a Disability Confident Leader (Department for Work and Pensions), we:
• Provide accessible information at every stage;
• Guarantee an interview to any disabled applicant who meets the essential
criteria;
• Offer reasonable adjustments throughout application, assessment and
interview;
• Support work experience placements and apprenticeship opportunities.
Under the Armed Forces Covenant Employer Recognition Scheme, we ensure ex-service personnel receive equitable treatment, full access to council vacancies and are guaranteed an interview if they meet the essential criteria. All managers and supervisors involved in recruitment will receive compulsory training on inclusive selection practices. They are encouraged to consult the HR team for guidance on any aspect of recruitment, from advert design through to candidate feedback.
To build a more diverse, inclusive and high-performing workforce, we will also:
• Proactively advertise in channels and community networks that reach under-represented groups (women in non-traditional roles, ethnic minorities, disabled
people, ex-Forces personnel);
• Monitor key diversity data, applicant data, conversion rates and hires, and report progress to the Human Resources and Council Tax Committee;
• Use data insights to refine our outreach, ensure balanced shortlists and close representation gaps.
These positive action commitments sit alongside our merit-based selection process, ensuring we appoint the very best talent while fostering an inclusive workplace.
3.1.1 Vacancies will either arise following the resignation of the previous postholder or as a result of the creation of a new post, following a restructure within the
directorate for example.
3.1.2 If the postholder has resigned, the line manager must formally notify the People team and the Payroll and Payments team by completing a Termination Form and
attaching a copy of the resignation letter. This should be done as soon as the manager receives the employee’s resignation letter, to enable the relevant paperwork concerning the employee’s termination to be processed. Termination Forms are available via the intranet.
3.1.3 If the vacancy is as a result of a new post being created, a similar job description can be amended within 25% (please speak to the People team) or the post must be evaluated through the Job Evaluation process. In order to do this, a Job Evaluation Questionnaire must be completed and a job description written. Both documents should be submitted to the People team, for an evaluation to take place.
3.1.4 The recruiting manager should use the resignation of an employee to review the current content of the job; they must decide whether there are alternative methods of service delivery and whether the post needs to be filled again, and if so, whether the content of the job should be altered - jobs often change as the postholder develops them. This is the best opportunity to review and update the job content, for example:
• Could the work of the post be absorbed by another post in the directorate/Council?
• Is there still a need for a full-time post or could a part-time post be an option?
• Could a proportion of the role be absorbed by IT systems?
Considering options such as these will help to ensure that the advertising of a job will best meet the requirements of the directorate or achieve an efficiency saving.
3.2.1 Before any vacancies can be advertised, authorisation must first be gained. The Line Manager of the vacancy must submit a vacancy approval proforma to the People team requesting that the post be filled and providing the justification. Once authorisation to fill has been approved by the Workforce Panel, a Pre-Recruitment Form can be completed, this contains all the important information that is required to advertise and recruit for the post (the vacancy approval proforma and Pre Recruitment form are available via the intranet).
Requests to fill an apprenticeship vacancy will be submitted to the People Team and approval will be dependent on the business need and budget availability. Where an apprentice is recruited and is undertaking an apprenticeship via Career Track, the Council’s in-house training provider, the usual recruitment process will be followed. In addition, Career Track and external training providers will need to undertake their own assessments to determine whether the preferred candidate is suitable and eligible to undertake the identified apprenticeship course before the apprenticeship can be offered. The Council’s apprenticeship vacancies will be advertised on the Gov UK Apprenticeship website.
This policy does not apply to agency workers. Where an agency worker is required, the business area must ensure appropriate governance is in place. Tendring District Council has a collaboration agreement with Essex County Council to access an agency timesheet and invoicing system. All agency requests must be discussed with the People team, who will advise on the process and applicable service level agreements.
Before the recruitment process can begin, the recruiting manager must complete a Pre-Recruitment Form, this captures all the required information to recruit to a post. There are also a number of additional documents which need to be in place. These are:
• Current job description and person specification, and career grade scheme (if applicable);
• Draft advert;
• Authorisation to fill vacancy (signed Workforce Proforma or Memorandum of Understanding);
• Point of contact within the directorate who is leading on making decisions on advert content, the method of advertising and the appointment;
• Interview Panel (minimum of 2 on panel, however 3 is ideal)
• Dates and times for interviews (It is recommended that approximately 2 weeks be allowed between closing dates and interviews. If less than this is allowed, candidates may not be unable to attend due to short notice, thus resulting in delays in the process and restricting your field of applicants).
To uphold the integrity and impartiality of the recruitment process, all panel members are required to declare any prior knowledge, personal association, or professional relationship with any candidate to the People team. This declaration must be made before engaging in shortlisting activities or proceeding with any further stage of the selection process. Failure to disclose such information may result in the panel member’s removal from the recruitment exercise and could constitute a breach of the organisation’s Code of Conduct.
At this stage of the process, the People team need to be in receipt of the draft advert for the vacancy and be advised where the directorate would like the advert placed. The People team will insert standard information about the Council, the benefits of working for us and details of how to apply. It is important that adverts are targeted at the right people. The content of the advertisement is as essential to successful recruitment as the media in which the job is advertised. The aim is to target the most suitable pool of applicants from which the successful candidate will be selected. Advert text should be clear and simple. The People team will advertise all posts on the Council Internet site, or on the Council’s Intranet site, through the HR & Payroll system and the recruiting panel will be given access to enable them to see progress etc. In addition, where appropriate, adverts may be placed on external job sites or in specialist journals (funded from business area). Once the advert proof has been agreed, it will be advertised through the agreed method. The advert must include the closing date which should be a minimum of 2 weeks for external recruitment. This is to allow applicants to apply, complete and submit the forms.
Applicants are able to access the Council’s website to view all current job vacancies. Information available includes:
• A copy of the job description, person specification and career grade (if applicable);
• An online Application Form (an Internal Application Form is available for employees – this omits the ‘personal details’ element of the standard application form);
• Candidate Information – information about the Council and guidance on how to complete the application form;
• Any additional information supplied by the recruiting directorate;
• If the post advertised requires special conditions e.g. a DBS or is Politically Restricted, employment with the Council will be subject to the outcome of this check and reference to this must be made in the advert.
All applicants are requested to complete a Council Application Form (paper copies are available), unless stated otherwise on the advert. If an application form is required and a Curriculum Vitae (CV) is submitted, this will be disregarded, since the wide variety of formats used makes it difficult in practice to interpret information and to compare candidates, and therefore will not comply with the Council’s Equality and Diversity Policy (Employment).
The purpose of shortlisting is to assess applications against the requirements of the role as detailed in the job profile. From this assessment the panel will agree who best matches the criteria and should be invited to interview. After the closing date, the People team will provide access to the electronic application forms, via the HR & Payroll System, to the recruiting manager/s. It is essential that all panel members conduct the electronic shortlisting process, through the HR & Payroll System, to demonstrate objectivity. Panel members should individually assess each applicant and complete the electronic shortlisting matrix before discussing with other panel members. All applicants should be assessed against the key criteria for the role, as agreed from the job profile. The following ratings should be used to assess the evidence provided for each requirement:
1- Poor Strong weaknesses across the competency
2- Marginal Strong weakness across some of the competency
3- Moderate Acceptable across the competency as a whole
4- Good Strengths across some of the competency
5- Excellent Strengths across the competency
When the shortlisting is complete, the recruiting manager should submit the results to the People team using the HR & Payroll system. All returned shortlist matrices are checked by a member of the People team, and any problems are discussed with the recruiting manager. The recruiting manager is then required to contact all internal applicants who were not selected for interview, to provide constructive feedback before an automated unsuccessful email is issued. An automatic unsuccessful outcome email will be generated from the HR & Payroll System for all relevant candidates. Tendring District Council is accredited with the Disability Confident scheme; this states that we are positive about employing disabled people. By displaying this logo, we agree to guarantee an interview to any disabled applicant who meets the necessary/minimum criteria. The People team will assist the recruiting manager with identifying those applicants who fit within this category, through an electronic flag on the application. This electronic flag is also present for ex-forces personnel. Recruiting Managers should complete the shortlisting within 2 working days. Once the scored application forms have been received by the People team, the planning of interviews can begin. At least 5 working days notice is required between the shortlisted forms being returned and the interview date. This is to enable the next stage of the selection process to be carried out. It also gives candidates time to prepare themselves, for example to arrange the necessary time off work to attend.
On receipt of the shortlisting via the HR & Payroll System, the People team will contact the recruiting manager to confirm if any testing or presentation arrangements are required, start times of interviews, venue, and duration of interviews. The recruiting manager is responsible for all the administration on the day of the interviews, unless prior support has been requested from the People team. Candidates may be asked to complete assessments / tests relevant to the role. Tests should be chosen based on their relevance to specific competence criteria to the post as identified in the Job Description and Person Specification and where the use of such test data can fairly and reasonably contribute to the assessment of candidates. These may include:
• Skills Tests – Practical tasks to demonstrate job-related abilities.
• Aptitude Tests – Measure problem-solving, reasoning, and numerical skills.
• Personality/Behavioural Assessments – Explore working styles and team fit.
• Situational Judgement Tests (SJTs) – Assess decision-making in hypothetical scenarios.
• Psychometric Testing – Objectively evaluate cognitive and personality traits.
• Technical/Practical Tests – For specialist roles, aligned with Council standards.
Tests must be applied consistently and reflect role requirements. Reasonable adjustments should be made for accessibility. Candidates are informed in advance of format and purpose. Results are handled securely and used only for recruitment. A suitable room should be booked in advance for the interview venue, and test (if appropriate) where there will be no interruptions or distractions. The People team will contact candidates, via the HR & Payroll System, by email to invite them to interview, usually with 5 days’ notice. The interview invitation requests candidates to advise prior to the interview if they require any reasonable adjustments to be made for the interview and also to confirm their attendance. A text alert will also be sent to candidates. Candidates will have the opportunity to select through the HR and Payroll System, which date and time works best for them for interview from the recruiting managers identified availability.
Applicants are requested to bring with them any proof of qualifications that may be relevant to the vacant post, and proof of right to work in the UK, e.g. passport or birth certificate (a copy of the accepted documents will be sent to the applicants).
An interview panel of at least two, ideally three officers should be used to maximise objectivity. The People team do not automatically attend interviews, however, are available for advice and support, or to attend the interview as required.
Recruiting managers should prepare questions in advance based on the requirements of the role as stated in the job profile. All candidates should be asked the same set of core questions to make objective comparisons between candidates. A selection of competency-based questions are available - please contact the People team for further information. Interview questions should be submitted to the People team for approval at least 48 hours before the interview. Panel members must ensure they have a copy of each shortlisted candidate’s application form and shortlist matrix with them at the interview. They should also have a copy of the current job description, person specification, career grade scheme (where relevant) and Interview Assessment Form.
The panel must meet before the interview to agree:
• The format of the interview;
• Who will be the Chairperson;
• Who will make the introductions;
• Who will be asking which questions.
Sufficient time should be given for the above preparation. In addition, adequate time should be allowed for interviews (normally 30 - 45 minutes per interview). Each panel member should observe and record the answers to the questions during the interview, using the Interview Assessment Form.
The panel members should ensure that all candidates feel at ease and comfortable at the start of the interview, this will help them relax and perform better during the interview. The panel needs to ask ‘open’ questions - these allow the candidate the opportunity to expand on their skills and abilities. Examples of open questions could include ‘Tell me about’ or ‘Give examples of’. If the candidate seems to be struggling with a question, panel members may need to rephrase it in a way the candidate can understand.
Reasonable Adjustment considerations during the recruitment process Below are common reasonable adjustments that recruiting managers should consider to ensure an inclusive, accessible process for all candidates:
• Provide application materials in alternative formats (large print, Braille, easy- read, audio) and forms via email, phone or video as needed;
• Allow extended deadlines or flexible submission methods to accommodate slower typing and assistive-tech use;
• Offer remote interview options (telephone or video call) for candidates unable to travel easily;
• Ensure interview rooms are fully accessible (level access, ground-floor, lift access, clear signage) and provide quiet spaces for those with sensory sensitivities;
• Allow candidates to be accompanied by sign-language interpreters, communication support workers or have access to real-time captioning on request;
• Where the relevant support criteria has been met, give candidates the interview questions or test instructions in advance, and allow extra time or breaks during written or practical assessments;
• Adapt tests to the candidate’s needs (e.g. replace written tests with oral questioning or provide a scribe);
• Permit candidates to bring a job coach, support worker or trusted companion into the interview room if required for communication or confidence;
• Use accessible online platforms that work with screen-readers and allow keyboard navigation; offer paper-based alternatives where digital tools aren’t suitable;
• Be prepared to adjust scheduling or location for cultural, religious or medical reasons (e.g. prayer breaks, medical appointments).
Implementing these adjustments proactively—and asking candidates at the earliest stage what they need—ensures everyone can compete on a level playing field. Think carefully about asking about personal circumstances (e.g. childcare arrangements, marital status) as these types of question are almost certain to be unrelated to the job, and thus potentially discriminatory. Such questions should be avoided at all costs. If questions which are a genuine occupational qualification need to be asked, agree these with a member of the People team in advance.
Exploring work history will normally follow the introductory part of the interview. If the candidate has little or no work experience the panel should focus on experience within voluntary work, home responsibilities or educational experience. If the candidate has gaps or uncertainties in their employment history on their application form, then these can be probed at interview and noted in additional notes section.
Ensure that the candidate is given the opportunity to ask questions at the end of the interview. If any questions are unable to be answered at the time, the panel must ensure that they agree with the candidate how the information will be communicated to them. Ensure that any qualification documents requested have been examined for authenticity and noted before the candidate leaves the interview, or that this process is completed outside of the interview itself. Any other documents produced, e.g. passports, should be noted and authenticated via a signature and date from the recruiting manager.
Evidence provided by candidates during the interview should be scored by each panel member using the following ratings:
1- Poor Strong weaknesses across the competency
2- Marginal Strong weakness across some of the competency
3- Moderate Acceptable across the competency as a whole
4- Good Strengths across some of the competency
5- Excellent Strengths across the competency
It is vital that notes are made of the candidates’ responses to interview questions. These notes must be legible, comprehensive, factual, and relate directly to the answers given by the candidates - not the panel’s instincts or gut feeling. There is space provided on the reverse of the Job Interview Assessment Form to allow for note taking. All questions asked must be relevant to the competencies outlined for that post.
The decision-making process brings together all relevant evidence from the application form, selection interview and any tests or presentations. Individual panel members should complete an Interview Assessment Form for each candidate, separately, ideally after each interview. It is important to remember that the candidate is being assessed against how they meet the requirements of the job description and competencies. Each form must be signed and dated by the person completing it. All interview documents must be collated and forwarded to the People team electronically.
The People team will contact all unsuccessful external interviewees, via the HR & Payroll System, by email to confirm they have been unsuccessful. This contact should be made within a reasonable timeframe after the interviews have taken place. Recruiting managers must inform internal candidates of the outcome for successful and unsuccessful interviewees. Recruiting managers are required to provide constructive feedback where requested.
The People team will check all interview documentation and confirm the successful candidate’s contact details. Recruiting managers must contact the successful candidate to offer them the role, subject to satisfactory pre-employment checks. Recruiting managers must confirm the salary offered and the offer details by completing a Notification of Appointment Form (NOAF) and submitting this to the People team, who will then proceed with the pre- employment checking and provisional offer process.
Interview notes will be retained by the People team along with the unsuccessful candidate’s application form for a period of 6 months, after which time it will be destroyed in line the Retention Policy. Notes regarding the successful candidate will form part of their personal employment file.
All applicants are asked to provide contact details for references to cover the past three years of employment. Any gaps in employment should be explained.
All candidates are required to complete a pre-employment medical declaration. If a candidate declares that they have a medical condition or disability that may impact their ability to perform their role, they are asked to share more information so that reasonable adjustments can be considered. This might involve a referral being made to Occupational Health for specialist advice and support.
All employees must meet the requirements of the Immigration, Asylum and Nationality Act 2006 by demonstrating that they are eligible to live and work in the UK. The People team will contact the successful candidate with advice about how to meet the requirements. Right To Work checks may be performed at interview or will form part of the pre-employment checks.
All employees who are required to drive must provide a valid, relevant driving license.
If the post advertised involves the applicant working with children or having regular contact with vulnerable adults, then the successful applicant will be subject to a Disclosure Barring Service (DBS) check. Their employment with the Council will be subject to the outcome of this check.
A basic DBS check will also be carried out for those roles which will have access to Department of Work and Pension’s Northgate system. The recruiting manager will have indicated this on the Pre-Recruitment Form and this will be in supported recruitment documentation.
The People team may ask candidates to provide evidence of essential qualifications or professional memberships.
Where a candidate has indicated that their most recent employment was with another local authority or a relevant public body, as defined under the Redundancy Payments (Continuity of Employment in Local Government, etc.) (Modification) Order 1999, the People team will, as part of the pre-employment checks, seek formal confirmation of continuous service from the previous employer. Where continuity of service is verified and remains unbroken, it will be duly recognised and honoured in accordance with applicable employment provisions.
Under the Equality Act 2010, employers have a continuing duty to make reasonable adjustments once an individual starts in post, ensuring any disability-related disadvantage is removed or minimised. Regular review and proactive planning help new employees settle in and perform at their best.
Managers should work with a new joiner to identify and implement reasonable adjustments across the following areas:
Ergonomic desks/chairs; assistive software (screen readers, voice recognition); hearing-aid-compatible headsets.
Flexible start/finish times; additional breaks; paid time off for medical or therapy appointments.
Accessible induction materials (large print, audio); one-to-one coaching; a workplace buddy or mentor.
Personal Emergency Evacuation Plans (PEEPs); clear guidance on safe egress.
Regular one-to-one check-ins during probation and beyond; update adjustments as needs evolve.
Provide instructions and policies in the employee’s preferred format (e-document, paper, captioned video).
Engage Occupational Health for specialist recommendations, signpost Employee Assistance Programmes. By building these considerations into the induction and probation phases and revisiting them periodically, managers foster an inclusive environment where all employees can thrive. More information and guidance is available from the People team.
Once all pre-employment checks are complete and approved, a start date can be agreed This needs to be agreed prior to the Statement of Written Particulars being issued, as this information is recorded on their contract. A minimum of 2 weeks is required to generate a Statement of Written Particulars and arrange IT equipment prior to the agreed start date. The pre-employment checks are:
• All interview notes
• Two satisfactory references (employment reference covering the last 3 years)
• DBS check – if applicable
• Proof of right to work in the UK
• Medical declaration
The People team will issue the Statement of Written Particulars to the candidate, along with a copy of the Council’s Staff Handbook and their job description. The Payroll and Payments team will then issue a Personal Details Form including their bank details for payroll and details about the Local Government Pension Scheme.
In addition, the candidate should be given clear guidelines of where to report to on their first day, what time to arrive, who to ask for and where to park. Candidates will usually be asked to attend the People team’s office on their first day, to go through a brief ‘first day induction’ prior to joining their new service area.
Under the Rehabilitation of Offenders Act 1974, candidates do not need to provide details regarding criminal convictions to prospective employers if they can be regarded as “spent” under the Act. Candidates are required to declare “unspent” convictions and this information is collected via the Criminal History Self Declaration form.
The Council is committed to ensuring that people who have criminal convictions are treated fairly and given the opportunity to demonstrate their suitability for employment.
The following should be considered:
• Whether a conviction or caution is relevant to the job.
• The seriousness of the offence.
• The length of time since the offence occurred. The chance for rehabilitation must be weighed against the need to protect children and vulnerable people.
• Whether the applicant has a pattern of offending behaviour or whether the offence was a one-off – a series of offences over a period is more likely to give cause for concern than an isolated minor conviction.
• Whether the applicant’s circumstances have changed since the offence.
• The circumstances surrounding the offence and the explanation offered.
Canvassing of Councillors or employees of the Council by or on behalf of, yourself will result in disqualification of the candidate.
Every applicant shall when making an application disclose in the space provided on the application form, whether or not they are related to a Councillor or Officer of the
Council. Deliberate omission to make such a disclosure will disqualify the candidate.
If you are currently a Councillor for Tendring District Council or have been within the last 12 months, then you are disqualified from applying for and being appointed to any paid appointment with Tendring District Council. This is detailed in the Local Government Act 1972 (s. 116).
The Local Authorities (Standing Orders) (England) Regulations 2001 set out the principle that (with exceptions for political and mayoral assistants) elected members cannot be involved in the appointment of staff below the level of Deputy Chief Officer (Heads of Service).
For recruitment and appointment of Senior Officers, including Chief Executive, other Statutory Chief Officers (Section 151 and Monitoring Officer posts), Chief Officer posts (Corporate Directors/certain Heads of Service) and all Deputy Chief Officers (Heads of Service), a Sub-Committee Panel of the Human Resources and Council Tax Committee will be constituted.
The Panel shall comprise of three members, at least one is required by the legislation to be a member of the Cabinet; to be appointed by the Leader at the appropriate time, this could be the relevant Portfolio Holder for the service concerned. The panel shall also include the Chairman (or Vice Chairman) of the Human Resources and Council Tax Committee and a named committee member from an opposition group to be appointed by Full Council.
The Panel will be supported by the Head of paid Service (Chief Executive) as the designated Proper officer and the Assistant Director, People (or an Officer delegated to act in their absence). If the appointment relates to the Chief Executive, the Assistant Director, People will be the designated Proper Officer and support the Panel with an external adviser. Committee Services will in consultation with and on behalf of the Chairman of the Human Resources and Council Tax Committee for the necessary Sub- Committee Panel.
The Sub-Committee must take into account the views and professional advice given by the relevant officers before an offer of appointment can be made. No offer of appointment shall be made to the applicant for a post referred to above until:
• The appointing committee had notified the Assistant Director, People of the name of the person to whom the post is to be offered and any other matter relevant to the appointment;
• The Assistant Director, People has notified all members of the Cabinet of the name of the person to whom the post is to be offered and any other matter the committee regards as relevant to the appointment;
• The period for objections by Cabinet members to making the offer by the person concerned has expired; this period will be three days. Any objection to the appointment shall be communicated to the Assistant Director, People through the Leader of the Council. The appointing committee shall determine whether the objection is valid and the offer of appointment should be made.
In the case of the Chief Executive and Monitoring Officer, the Full Council must approve the appointment before an offer is made.
The Council is committed to handling candidate data in full compliance with data- protection laws and enhancing the applicant journey:
• All personal data collected via online forms or e-mail is stored securely in the HR & Payroll System and retained only for the statutory period before secure deletion;
• A clear Privacy Notice will accompany every job advert and application form, explaining how data is used and how candidates can request deletion or correction;
• Candidates may raise recruitment-related complaints via a dedicated e-mail address; the People team will acknowledge within two working days and resolve or escalate to the head of the directorate within ten working days;
To ensure transparency and continuous learning, the People team will collect and monitor key recruitment metrics on a quarterly basis:
• Time to fill (days from vacancy approval to offer acceptance);
• Source effectiveness (applicant-to-hire ratio by channel);
• Diversity benchmarks (gender, ethnicity, disability, ex-forces representation).
The HR team will:
• Analyse performance against targets;
• Identify process bottlenecks or bias patterns;
• Review candidate feedback survey results for satisfaction and fairness;
Every new joiner will begin their onboarding programme before their first day in post. Following confirmation of a start date, they will be set up on the HR & Payroll System and have access to key policies and procedures, and information to welcome them to the Council.
A structured onboarding programme will begin on day one and transition from HR-led induction to line-manager-led development. Key elements include:
• Day 1 HR welcome covering policies, IT access and site tour;
• Week 1 introduction meeting with line manager to set objectives and training plan;
• Month 1, 3, 4.5 and 6 probation-review meeting assessing behavioural competencies, performance goals and ongoing support needs.
All new joiners will receive an onboarding schedule, with milestones recorded in the HR & Payroll System and reminders sent to managers to ensure consistent delivery.
