PROBATION,PERFORMANCEANDGROWTH
CATEGORY People&Culture
POLICYOWNER DirectorofPeople&Culture
DATE&VERSION November2025Version2.0
APPROVEDBY OperationsLeadershipTeam
REVIEWFREQUENCY Annual
1.PolicyPurpose
UWC Atlantic College recognises that a supportive, clear and developmental probation, performance and growth process is vital in creating the environmentforboth newandexisting employees to grow and thrive in their roles and their career. A clear and documented process ensures the appropriate level of support, feedback and training is in place for all, regardless of wheretheyareontheircareeranddevelopmentjourney withinthecollege.
ThispolicysetsouttheCollege’sapproachto;
● ProbationaryPeriods
● Performancereviews
● OngoingDevelopmentandGrowth
The policyaimstoensuretheCollegemeetsitscommitmenttothefair,equitableandconsistent treatmentofstaffwithregardtoperformance,growthanddevelopment.
2 PolicyStatement&KeyPrinciples
TheCollegeiscommittedtocreatingahighperformanceandgrowthculturewhereemployeesare supportedtosucceed,providedwithopportunitiestogrow,andwherethesharingoffair,respectful andconstructivefeedbackis embeddedasawayofworking.
Developingacultureofhighperformanceandgrowth isanongoingprocess,notaone-offevent,and isdesignedto:
● Encourageopentwo-waydialogue;
● Recogniseandrewardsuccesses;
● Identifyandaddressconcernsearly;
● Identifyopportunitiesfordevelopmentandgrowthand
● Supportlearningandcareeraspirations.
Thereisanexpectationonemployeesandmanagerstoadheretoreviewcyclesinordertofacilitate enoughtimeforconstructivefeedbackwithintheProbationandPerformanceandGrowthreviews
KeyPrinciples
Clarity–Clearexpectationsandobjectivesarediscussedandagreedattheoutsetofemployment andreviewedregularly.Arobustrecruitmentprocessisinplacetoensuretheleveloftalent requiredisbeingintroducedtotheCollege.
Support–Linemanagersarerequiredtoprovidecoachingandguidanceduringtheinduction processandthroughtheemployee’stimeintheirteam.
Fairness&Equality–Allemployeesshouldbetreatedwithdignityandrespectandgivenequal opportunitiestoimproveandgrowduringtheirtimeattheCollege.
ContinuousImprovement–Growthisencouragedthroughregularfeedbackanddevelopment discussionswithlinemanagers.Seekingdevelopmentopportunitiesandundertakingrolesor piecesofworkacrossotherpartsofthecollegeisencouraged.
SharedResponsibility–Performanceanddevelopmentisajointresponsibilitybetweenthe employeeandtheirmanagers,withsupportfromthe People&CultureTeam.
3.PolicyImplementation
Theprocessandproceduresofhowthepolicyisimplemented,maintainedanddrivencanbefoundin theappendices
4.PolicyMeasurement&Reporting
The Probation, Performance & Growth Policy is reviewed annually by the People & Culture CommitteeoftheBoard,togetherwiththeDirectorofPeople&Culture,aspartoftheannualreview cycle. Part of thisreviewprocesswillconsidertowhatextentthepolicyisbeingusedasanactive working document. Thefollowingdatawillbecollatedandreportedontoeffectivelymonitorand measurethispolicy.
● Number of new appointments&promotionsVSpercentageofcompletedprobation reviews
● Review of actions to support, including any formal training within the probation period.
● Percentageofpeoplesuccessfullycompletingprobation.
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● Completereviewformsandrequestsforfurtherdevelopmentandlearning
ThepolicyiscommunicatedtotheschoolcommunityelectronicallyonEvery.
5.RelatedPolicies&Information
● CapabilityPolicy
● Employee, VolunteerandContractorCodeofConduct
● DisciplinaryPolicy
● GrievancePolicy
● SaferRecruitmentPolicy Probation, Performance and Growth Policy
Appendix1:Probation-Responsibilities
1.1EmployeeResponsibilities
● Demonstratingandevidencingtheirsuitabilityforthepostforwhichtheyareappointed
● Participatingasrequiredintheirinductionandrelevanttraining;
● Meetinganyreasonableobjectiveswithindeadlinesset;
● Identifying to their line manager at the earliest opportunity any difficulties they are experiencing;
● Raising with their line manager any training, development or other support which they believetobenecessaryinorderforthemtofulfilltherequirementsoftherole;
● Be open to receiving feedbackandtogivingit-thisshouldbetimely(wherepossible)and constructive;and
● Highlighting futuredevelopmentopportunitiestofurtherdevelopandgrowwithintherole andthecollege.
1.2LineManagerResponsibilities
● Meetingregularlywithnewteammembersandformallyreviewatthebeginning,midpoint andendoftheprobationprocess;
● Gathering and providing meaningful, timely, constructive and respectful feedback that supportsdevelopmentandgrowth;
● Be open to receiving constructive feedback, questions and respectful and appropriate challenge; Establishing the standards of performance consistent with the requirements of theposition,inlinewiththejobdescription/roleprofile;
● Communicating the required standards, responsibilities and objectives to the new employee,identifyingtraining/development/additionalsupport interventionstosupport theteammembertosucceed;
● Ensuring the new employee is inducted thoroughly and maintaining induction records which will provide complete and documented evidence to support the probationary process;
● InformingthePeople&Culture teamofaperson’sprogressduringprobation,togetherwith outcomes;
● Requesting the People and Culture to team to provide written confirmation of passing probationtotheemployee;and
● To consistently share the probation form with the People & Culture Department on completionofthebeginning,mid-pointandendoftheprobation. Probation, Performance and Growth
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Appendix2:ProbationProcedure
2.1ProbationaryProcedure
2.1.1 The line manager is responsible under this policy for ensuring that all new employees are appropriatley supported during their probationary period.Ifanyconcernsarise,thelinemanager and theindividualshouldseektoraiseandaddressthesepromptlytopreventanyproblemsfrom escalating.
2.1.2Thispolicyisintendedtoallowboththeemployeeandtheemployee'slinemanagertoassess objectivelywhetherornottheemployeeissuitablefortherole.Thecollegebelievesthattheuseof probationary periods increases the likelihoodthatnewemployeeswillperformeffectivelyintheir employment.
2.1.3 Where a person reports to more than one manager on specific areas of work (e..g House Mentor, Teacher of more than one subject, administration) then their input should be sought to informobjectivesettingsandreviews.Theywillbeknownas‘Additionalcontributingmanager’ in relevantguidanceandforms.
2.1.4Itisthecollege’spolicytooperateprobationaryperiodsforallnewemployees.Thecollegeis committed to developing and supporting its workforce, and in respect to those employees who havebeentransferredorpromotedintodifferentpostsdiscretionmaybeapplied.
2.1.5 All employees who transfer to a new role or new department willusuallyhavenewskillsto learn or developmental requirements,therefore,appropriatetimeandresourceswillbeagreedto enableemployeestosucceedintheirnewrole.Timelineswillbeagreedbetweentheemployee,line manager and thePeople&CultureTeam.Iflinemanagersidentifycapability,conduct,attendance or performance concerns in the new role, then the relevant policy should be applied in a timely mannertoaddresstheissue.
2.1.6Objectivesetting:Upto5objectivesshouldbesetatthebeginningoftheprobationperiodin ordertoaccuratelymeasuretheadvancementsduringthistime.Ifateammemberreportstomore thanonemanagerthenobjectivesshouldreflecttheotherareasofwork,inconsultationwiththose additional contributing manager(s). It is the responsibility of the line manager to obtain such feedbackandengagefrequentlyandmeaningfullywiththeminorderforthemandtheindividualto beclearonobjectives,performance,development/trainingneedsandgrowth.
217Feedbackshouldbeincorporatedthroughouttheprobationperiodandwhereateammember reportstomorethanonemanageramorecomprehensivefeedbackshouldbegiven,fromallareas ofworkandadditionalcontributing managers.
2.2.1Thecollege’sstandardperiodofprobationisninemonths(anacademicyear)forTeachersand sixmonthsforallother staff.
2.2.2Thecollegereservestherighttoextendanemployee'sprobationaryperiod.Thiswillbe limitedtooneextensionandthetotalperiodofprobationwillbenolongerthan12months.
2.2.3 An extension may be implemented in circumstances where the employee's performance during probation hasnotbeenentirelysatisfactorybutitisthoughtlikelythatanextensiontothe probationaryperiodmayleadtoanimprovement,orwheretheemployeeorthelinemanagerhas beenabsentfromtheworkplaceforanextendedperiodduringprobation.
224 Before extending an employee's probationary period, the line manager must consult the People&Culturedepartment.Ifanextensiontotheprobationaryperiodisagreed,thecollege willconfirmthetermsoftheextensioninwritingtotheemployee,toincludethefollowing:
- Thelengthoftheextensionandthedateonwhichtheextendedperiodofprobationwillend;
- Thereasonfortheextensionand,ifthereasonisunsatisfactoryperformance,attendanceor conductdetailsofhowandwhythishasfallenshortoftherequiredstandards;
- Theexpectedstandardsorobjectivesthattheemployeeisrequiredtoachievebytheendof theextendedperiodofprobation;
- Any support,forexamplefurthertraining,thatwillbeprovidedduringtheextendedperiod ofprobation;and
- Astatementthat,iftheemployeedoesnotmeetfullytherequiredstandardsbytheendof theextendedperiodofprobation,theiremploymentwillbeterminated.
2.2.5Thoseonanacademiccontractwillnothaveanextensiontotheirprobationof9months. Theseemployeesshouldbegivensufficientfeedbackandsupporttomeetexpectedstandardsby the6monthreviewwiththeaimtosuccessfullypasstheprobationprocessat9months.
Regular,meaningfultwowayfeedbackiscriticaltotheprobationperiodandshouldtakeplacein additiontotheformalreviewprocess.
2.3Termsofemploymentduringtheprobationaryperiod
2.3.1Duringtheprobationaryperiod,employeeswillbesubjecttoallthetermsandconditionsof theircontractsofemployment.
2.3.2 During probation, either party may terminate the employee's contract of employment by giving the notice set out in their contract. In the event that the college decides to terminate the employee's employment, the college reserves the right to end employment immediately andthe employeewillreceivepayinlieuofnoticetogetherwithanyaccruedandoutstandingholidaypay
2.3.3Oncetheprobationaryperiodhasbeencompleted,thenoticeperiodswillbeasdefinedinthe employee'scontractofemployment.
2.4Reviewsduringprobation
2.4.1 The line managermustformallymeetatthereviewpointsasstatedontheprobationform. This is in order to assess the employee's performance, capability and suitability for the role. Regular 1:1’s and discussions should also take place throughout the probation. A clear record should be made of each review meeting and the document should be completed The form is linkedattheendofthisappendixbandcanbefoundonthePeople&cultureIntranetpage. Acopy oftherecordshouldbepassedtotheemployeeandtheoriginalforwardedtothePeople&Culture department.
2.4.2 During an employee's probation, the line manager should provide regular feedbacktothe employeeabouttheirperformanceandprogress.Shouldtherebeanyproblemareas,raisethese withtheemployeeassoonaspossiblewithaviewtoresolvingthem.Theindividualshouldbetold whatisgoingwell,theirstrengthshighlightedandtheimpacttheyarehavingintheirroleandon the College. The line manager is also responsible for providing guidance and support and for identifyingandarranginganynecessarytrainingorcoaching.
2.5Irregularitiesdiscoveredduringtheprobationaryperiod
2.5.1If,duringanemployee'sprobation,itissuspectedorestablishedthattheemployeedoesnot have the qualifications, experience or knowledge that they claimed to have at the time of recruitment,thematterwillbediscussedwiththeemployeetoestablishthefacts.Iftheevidence suggests that the employee misrepresented their abilities, and in particular their training, experience or qualifications, the college may terminate the employment. Any irregularities discovered by line managers should be discussed with the People & Culture department to determinetheappropriatecourseofaction.
2.6Endofprobation
2.6.1Attheendoftheprobationaryperiod,thelinemanagershouldconductafinalreviewofthe employee's performance and suitability for the job, in line with the due dates stipulatedonthe
review form. This will involve a meeting with the employee to discuss their performance and progressthroughouttheperiodofprobation.Thereviewmustbeconductedonorshortlybefore thedateonwhichtheemployee'sprobationaryperiodcomestoanend.
Iftheemployee'sperformanceissatisfactory,thelinemanagershouldnotifythePeople&Culture department to issue a letter to the employee confirmingsuccessfulcompletionoftheprobation period. The completed review form should be sent to the People & Culture department to be securelyuploadedandstored.
2.6.2Iftheemployee'sperformance,attendanceorconducthasnotmetthestandardsrequiredby the college, the line manager should discuss the matter with the People & Culture Department beforeanydecisionismadetoterminatetheemployee'semployment
2.7Terminationofemployment
2.7.1 If an employee's performance, attendance or conduct while on probation has been unsatisfactory despite support from the line manager, and it is thought unlikely that further training or support would lead to a satisfactory level of improvement, the employment will be terminatedattheendoftheperiodofprobation,orsoonerifinsufficientimprovementisseen.
2.7.2 Wherever possible the college will aim to allow the employee to complete the period of probation rather thanterminatingemploymentbeforetheprobationhascometoanend Thisis toallowtheopportunityfortheemployeetomeettheexpectedstandards.
2.7.3If,however,thereisclearevidencepriortotheendoftheperiodofprobationthatsuggests theemployeeis;
Whollyunsuitablefortheroleor,
● hasnotdemonstratedthecorrectattitudeorbehavioursinrelationtowork/colleagues;or
● hasnotdemonstratedthenecessaryworkquality,accuracy;or competency;or
● attendance/timekeepingisinadequate;or
● clearinabilitytomeetrequiredstandards
Thenemploymentmaybeterminatedbeforeprobationhascometoanend.
2.7.4Intheeventofaseriousconductissueorgrossmisconduct,thelinemanagershouldconsult thePeople&CultureTeamwithaviewtoterminatingtheemployee'scontractearly.
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2.7.5Whereadecisionistakentoterminateemployment,theemployeemustbeformallymetwith andinformedofthereasonforthetermination.Thecollegewillwritetotheemployeeconfirming the termination and the reasons. The employee will be given an opportunity to appeal the decision Appealsmustbesubmittedwithin7daysofthedecision
2.7.6Ifanemployee'semploymentisterminatedaftertheexpiryoftheprobationaryperiod,orif theemployeeisanexistingemployeewhohasbeentransferredorpromotedintoadifferentrole, thecollege’snormalcapability,conductorattendancemanagementproceduremustbefollowed.
RolesandResponsibilitiesforAppraisalReviews
EmployeeResponsibilities
● participatefullyintheperformancereviewprocess;
● workwiththeirlinemanagertodevelopgoalsandobjectives;
● takeactiontoensuredeliveryofagreedgoalsandobjectives;
● beopentonotonlyreceivingbutgivingfeedback;
● bepreparedtoundertakelearningtocontinuedevelopingintheirrole;and
● behonestandworktowardsdevelopingandmaintainingacultureoftrust
LineManager
● ensurepeopleareclearhowtheirworkalignstoUWCAtlantic’spriorities;
● ensureindividualsunderstandtheirrolesandresponsibilitiesandhavecleargoals and/orobjectivesinplace,workingwiththeirteammembertoestablishthese;
● giveandreceivefeedbackinatimelyandappropriatemanner;
● considerseekingfeedbackandinformationfromvarioussourcestosupport discussions;
● formallyreviewdeliveryofgoalsandobjectivesatleasttwiceayear;
● takeactiontoensurehighstandardsofserviceanddelivery;
● behonestandworktowardsdevelopingandmaintainingacultureoftrust;
● beopentoreceivingaswellasgivingfeedback;
● recordannualgoalsandobjectivestogetherwithdatesofmidandendyearreviews ontothepeoplemanagementsystem;and
● ConsistentlysharetheprobationformwiththePeople&CultureDepartmenton completionofthebeginning,mid-pointandendoftheprobation.
PeopleandCulture
● supportmembersofstaffandtheirmanagerswiththeprocessasneeded;
● ensurethequalityassuranceofthegoalsandobjectivesset;
● supportpeopletoidentifyandaccessrelevantprofessionaldevelopmentandtraining;
● behonestandworktowardsdevelopingandmaintainingacultureoftrust.
TheReviewCycle
Theperformanceofallstaffmustbereviewedformallyviatheperformancereviewprocess.Theperformance reviewcyclewillrunfrom01Augustto31July,(ortotheendoftheAcademicYear forteachingstaff).
Teachingstaffandtheirlinemanagersareexpectedtomeettodiscussandagreeobjectivesanddevelopment goalsatthebeginningofterm AmidyearreviewofobjectivesshouldtakeplaceinJanuaryandconfirmation ofthisaddedtothepeoplemanagementsystem.Allperformancereviewsshouldbecompletedbyacademic staffbytheendofSpringterm.
All other staff are expected to agree objectives and development goals with their managers by the end of Septemberwithamid-yearreviewinFebruary.Allperformancereviewsshouldbecompletedbythisbodyof staffbytheendofJuly.
Itisexpectedthatlinemanagersundertakeregularcheck-in’sand1:1’sthroughouttheyearandhighlightany support,trainingordevelopmentindividualsmayneedtoreachtheirgoals.
When setting objectives for the forthcoming academic year at least one objective should focus on the reviewee’spersonallearninganddevelopment
Theformalperformancereviewcycle hasthreedistinctstages:
● InitialGoalandObjectivesetting
● Midstagereview
● Finalreview Whilstthesearetheminimumrequirements,managersandtheirteamsareexpectedandencouragedtomeet morefrequently Thispresentstheopportunityforpeopletobuildrelationshipsanddiscussissues,feedback andprogressin‘realtime’withaformalisingofperformancereflectionsanddiscussionsatanindividual’sMid andFinalstagereview.Theperformance&growthreviewisaperformancemanagementtool,butitis
importantthatperformanceandgrowthdiscussionsaresomethingthathappensnotonlytwiceayear. Performancemanagementisanongoingfunctionofleadership.Regularcheck-insand1:1’shelpbuildopen communicationandtrustbetweenmanagersandteammembers.Feedbackshouldbetwo-wayand employeesshouldprovidefeedbacktotheirmanagerandhighlighttheirneedsinrelationtosupport, managementstyleetc.
Whereprofessionaldevelopmentandtrainingneedsareidentifiedaspartofdiscussions,theprofessional developmentformshouldbecompleted.ThePeopleandCultureteamcanalsoprovideadviceon developmentandtrainingoptions.
As much notice as possible of a formalstagereviewmeetingshouldbeprovidedbythelinemanagertothe individualinordertoallowbothpartiesadequatetimetoprepare.Ideallyaminimumof5workingdays’notice shouldbegiven.
Depending on the nature of theteammember’srole,informationcouldbeincorporatedfromothersources, e.glessonobservation,360feedback,stakeholderfeedback,peerreview.
Where team membersreporttodifferentmanagersfordeliveryofspecificworkorroles,thenawiderreview process is needed. A contribution from all relevant managers is needed in goal or objective setting, developmentandfeedbacktoensureawellroundedperformancereviewisundertaken.Feedbackmayalsobe soughtfromregularstakeholderstheindividualmayengagewith.
Employees and line managers should setappointmentstoensureanuninterruptedtimeisallocatedforthis meetingtotakeplace.
Completed appraisal forms should be sent to the People & Culture department after each review point. CompleteddocumentswillthenbesecurelystoredontheHR&Payrollsystem.
1.3Barrierstoachievinggoalsandobjectives
There maybecircumstancesthatpreventanindividualfromachievingsomegoalsandobjectivesandthese, ideally, should be raised over the course of the year to afford them and their manager the opportunity to establish what actions may be needed to address this (such as re-prioritisation,amendmentstoobjectives, time frames etc). Individuals should be given the opportunitytoraiseconcernsandre-prioritisethroughout theyearinconsultationwiththeirmanager,ifitisappropriatetodoso.
It should be noted that where there are noclearexternalcontributoryfactorspreventinganindividualfrom delivery,failureofanemployeetomeetperformanceexpectationsaspartoftheperformancereviewprocess maymeanthatalinemanagerhasnooptionotherthantoinvoketheformalCapabilityProcedure.
TheCollegeiscommittedtosupportingstaffintheirongoinggrowththroughaccesstorelevanttrainingand developmentopportunities.ProfessionalDevelopmentrequestscanbesubmittedviatheProfessional Developmentform,locatedontheP&Cpageontheintranetandwillbeconsideredinlinewithorganisational prioritiesandindividualneeds.
Thispolicyisdesignedtobeavaluabletoolinplanningandguidinglearninganddevelopment,helpingboth individualsandtheCollegetoachievetheirsharedgoals.
Performance&GrowthForm(Non-teachingstaff)
Performance&GrowthForm(Teachingstaff)
