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Employee Handbook

Policy 17: Probation Policy

1. Policy Statement

Simplyfruit (Ire) Limited has in place a probation period to provide you with the opportunity to understand the business, its values and your role in contributing to the overall success of the business. It will also enable your line manager to objectively assess whether or not you are suitable for the role. During the probationary period, your line manager will monitor your performance and progress and provide regular feedback to you. Your line manager will also provide guidance and support as required and will carry out review meetings with you.

Your line manager will provide you with your Probation Plan which will set out what is expected of you and what support the company will provide to you.

2. Scope

The policy applies to all new employees and existing employees who are promoted into or take on a new role in the company.

3. Probationary Period

Your employment is subject to a probationary period of six months. During your probationary period your manager will follow a formal and structured plan and will explain the process to you. A formal probation review should take place between month 4 and month 5 of the probation period for all employees. Additional review meetings may be carried out at any stage of the probation period where concerns arise regarding attendance, conduct, performance, or suitability for the role. A final probation outcome meeting should take place before the end of the six-month probation period.

4. Probation Plan

The Probation Plan will set out in a formal structure the targets and objectives you will be expected to achieve during your first 6 months of employment and the timelines for the achievement of these.

The plan will include:

  • Regular monitoring of your performance,
  • Early identification and discussion of problem areas and identification of solutions to resolve these areas;
  • Provision of regular constructive feedback;
  • Supervisory support and guidance;
  • Provision of the requisite training to fully undertake your new role.

The Probation Plan will follow a plan and that plan for the probationary period will be discussed and agreed with the employee so that the content is clear for both parties. The plan should include:

  • Clear job outputs – what the employee is expected to achieve during, or by the end of, the probationary period. Outputs should be linked to the requirements outlined in the job description and skills required to perform in the role. Outputs should be:

Specific

Measurable

Achievable

Realistic

Timebound

  • An explanation of the standards of performance required in respect of the duties.
  • A clear, concise outline of the measurements or standards against which the employee’s performance will be assessed.
  • Completion of relevant induction requirements, including any agreed training/development activities. These should be structured and timed so the employee will either have achieved the required competence or will have demonstrated an appropriate level of competence by the end of the probation period;
  • A description of the expected employee standards required as outlined in the Employee Handbook.

The line manager will initially during the probation period observe the employee ensuring the skills, qualities and behaviours exhibited by the employee are as outlined in the probation plan and where appropriate will provide and document areas of good practice and areas for improvement.

5. Probationary Structure

Your manager will meet with you at the timescales outlined. At (or shortly before) the end of your probationary period, your line manager will meet with you to conduct a final review of your performance, progress and suitability for the job. If your performance has been satisfactory, the company will send you a letter confirming your appointment.

However, if your performance and progress are not up to the standards required despite support and/or training that the company has provided to you, the company will consider extending your period of probation for a further [three] months. Alternatively, if it is thought unlikely that further time on probation, or further support or training, would lead to a satisfactory standard of performance in the job, the company will need to consider other alternatives which may include redeployment where a suitable vacancy exists and/or termination of your employment.

6. Planning for and Holding Review Meetings

The review meeting should be planned and scheduled at the outset of the employee’s employment. The line manager is responsible for ensuring that all probationary reviews are held on time.

The line manager does not have to formally notify the employee of the review meetings and the employee will not normally have the right to be accompanied. In the event that the probation is unlikely to be unsuccessful and the employee is facing dismissal then the manager should follow the process outlined below.

At each of the review meetings the manager should:

  • Highlight and give praise where the employee is doing well and/or has shown improvement;
  • Explain clearly and concisely any areas where the employee is failed to meet the required levels;
  • Discuss reasons as to why the employee has failed to meet the expected standards and what further measures can be put in place to support the employee;
  • Discuss any other areas such as timekeeping, attendance, attitude or general conduct;
  • Engage the employee ask them to comment on issues such as their integration into the company and the department;
  • Ensure that the communication is “two way” and the employee is given opportunity to put forward their issues, comments, concerns.

The manager should give all possible support to the employee and should also be prepared to discuss fully and openly any concerns. It is important that the manager bases their discussion on evidence and not hearsay. Following discussion there should be an action plan agreed to remedy the problem. This action plan must be clear outlining the issue(s) the remedy and the timeframe for improvement.

The manager should also ensure that the employee clearly understands the impact of underperformance and that failure to achieve the required standards could lead to their employment being terminated.

  1. Records

The outputs from the review meetings must be clearly documented on the review forms. If necessary, additional notes can be taken and attached to the appropriate form. Where there are further agreed actions for improvement and/or development these should be incorporated into the Probation Plan.

  1. Final Review

At the final review the employee’s performance, conduct and overall suitability for the job should be considered in order to determine whether or not the employee’s employment should continue. The final review meeting must be held before the end date of the probation period. If this meeting does not take place prior to this date, then by default the employee’s employment will be confirmed.

The final review meeting will enable the manager to:

  • Identify any areas where the employee is performing well in the job and highlight any areas where the employees has throughout the probation period failed to meet the required standard;
  • Discuss other matters such as timekeeping, timekeeping, attendance, attitude and general conduct;
  • Check with the employee how they believe they have met the requirements of the post and how overall, they have integrated into the company.

If the employee’s performance is satisfactory the manager should explain that:

  • The employee’s employment will be confirmed to them in writing;
  • Their performance will continue to be managed through for example, staff appraisal and performance management processes;
  • Their development will continue through further training as required.
  1. Unsuccessful Completion of Probation

Failure to meet the standards

Where an employee fails to meet the standards required during the probation period or at a point during the probation period and where actions for improvement and/or further training have been put in place then at the final review meeting (which can be at any point during the probation period) a note taker should be present to ensure the content of the meeting is fully documented. The employee on this occasion should be notified in writing of the meeting and has the right to be accompanied.

Following discussion, the following may be considered:

  • Extension to the probation period;
  • Dismissal from employment.

If dismissing the employee, the dismissal must be in writing. This step should be considered if an employee’s capability and/or conduct is unsatisfactory and it is clear that the support, training and development given to the employee has not and is unlikely to alter the situation.

Where the decision is taken to dismiss in probation this must be communicated as part to the final review meeting at whatever point this is within the probation period. The manager must explain why the employee did not meet the required standards.

The employee may be entitled to notice depending on the notice as outlined in the Statement of Terms and Conditions of Employment. The employee also has the right to appeal the decision to dismiss to a manager not involved in the dismissal process. The employee will also be entitled to any accrued holidays not taken during the probation period. In the circumstances that the employee has taken holidays than accrued for this period, the employee must be advised of the number of days overtaken and that the monies will be recouped from their final salary/wage.

  1. Extension to the Probation Period

The employer may under certain circumstances consider a short extension to the probation period. Such circumstances include, but are not limited to:

  • The manager and/or the employee being absent from the workplace for an extended period of time;
  • The employee’s performance has fallen short of some of the standards, but it is reasonable to believe that a short extension of time will allow the employee to meet the standards required. It is recommended that the period of extension should be no longer than 3 months.

Where an extension is agreed to, this decision should be communicated as part of the outcome of the final review meeting. The following should be made clear to the employee and confirmed in writing to them following the meeting:

  • The length of the extension period and the date upon which the extended probationary period should end;
  • The reason(s) for the extension;
  • The areas and the performance expected to be achieved by the end of the extended probation period;
  • The expectation that the employee will continue to perform at the level already achieved in other areas;
  • The additional support and/or training required;
  • The date(s) of review meetings within the extended probation period. If for example this is 3 months, then a monthly review should take place;
  • The date of the final review which must be prior to their last working week;
  • Their failure to meet the required standard(s) by the end of the extended probationary period may result in the termination of their employment.
  1. Absence During Probation

Sickness Absence

As with all employees, absences may occur due to sickness. If these are short term and ongoing during the probation period, the company may consider this to be a valid reason to consider termination of employment.

Unauthorised absence

If an employee does not report for work and/or fails to follow the company absence reporting procedures, this matter should be managed in accordance with the company procedure.

Serious Incidents during the Probationary Period

There may be occasions where employees commit acts of serious or gross misconduct as documented in the Company’s Disciplinary Procedure.

Where this is the case it may not be appropriate to continue with the Probation Review Process and may be investigated in accordance with the Company Disciplinary Policy and Procedure.

  1. Performance Beyond the Probation

Employees have a contractual responsibility to meet the performance standards required in their role and to exhibit the behaviours and conduct as outlined the Employee Handbook. Managers have a responsibility to ensure that standards set are capable of being measured in terms of relevance to the role, quality and time.

If the employee fails to meet these standards, this should be discussed with the employee and consideration given as to whether this is due to capability or conduct. The manager should refer to the appropriate company policy/or the HR section for guidance as to how the issues may be resolved.

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