New staff who are appointed to a post within the University are appointed on a probationary basis. The normal probationary periods are 12 months for academic and senior staff, and 6 months for all other posts. These may be varied in specific cases by agreement between the Dean/Director and the Strategic People Partnership Team.

During the probation period the line manager and the employee should assess whether the employee is appropriately matched to the role and whether the employee is able to provide the expected level of performance, skills, and conduct in relation to the job. Any developmental needs that were identified in the selection process must be addressed as soon as possible in this period, through an appropriate development plan, setting of clear work objectives, and regular monitoring and feedback.

On satisfactory completion of the probation period, the employee will receive an annual increment (unless they are already at the top of the normal salary range for the grade).

Effective management of the probationary programme

Line managers should structure a probationary programme so that the employee is clear about the expected level of performance, standard of conduct and quality and quantity of outputs. It should make provision for regular assessment and review of the employee’s performance, suitability for the role, any training and developmental needs, and ensure proper feedback and discussion with the employee. Above all the employee should be clear about what is expected of them in the role to which they have been appointed.

A programme should include:

  • clear job outputs, i.e. what the employee will be expected to achieve during or by the end of their probationary period;
  • clear standards of performance that are required with regard to the duties on the job description;
  • clear measurements or standards against which the employee’s performance will be assessed;
  • any agreed development activities such as training courses, mentoring, work shadowing; and
  • a description of relevant standards of behaviour in relation to liaison with colleagues or clients for example.

The line manager should arrange to meet with the new member of staff within two weeks of joining to set initial objectives and ensure the effective induction of the member of staff into the University, workplace, team and job role. The line manager should arrange regular meetings during the probationary period to review progress and provide support. The probationary programme should include:

  • completion of the new starter essentials course (new checklist);
  • regular monitoring of the employee’s performance and induction through progress meetings;
  • regular constructive feedback;
  • supervisory guidance and support ;
  • identification of any issues, discussion and action planning at the earliest opportunity;
  • timely provision of necessary training and coaching, especially any mandatory training required for the optimum performance of the role.

The Strategic People Partnership Team will advise and provide support and guidance, to the line manager who is responsible for ensuring that appropriate induction and probationary processes are carried out in accordance with these guidelines.

Training plan

The probationary period should also make provision for a training plan which sets out the additional development that the employee is expected to undertake in order to be fully effective in the role.

A training plan may include:

  • training for specific job tasks;
  • relevant mandatory training including Welcome to Brookes, H&S, DSE, induction course, PDR, Recruitment and Selection;
  • general university policies and procedures;
  • job specific knowledge such as software, or technical knowledge; and
  • the new starter essentials course (new checklist).

Training should be structured in timely stages so that the employee is able to work towards competent performance by the end of their probation period.

Progress meetings

Regular progress meetings between the line manager and the employee are a necessary part of the probationary period and should provide a time in which the employee’s performance and progress can be discussed and reviewed. Less frequent meetings can result in important issues being overlooked or in a delay in the resolution of issues relating to the requirements and responsibilities of the post.

Progress meetings should be used to highlight areas in which the employee is doing well. Where there are problems: the meeting should explain clearly where and how an employee is falling below the required levels, and to discuss the reasons for this. These meetings should be conducted as a dialogue and the employee should be encouraged to ask questions, to raise concerns about aspects of their employment and to seek advice. These meetings should be followed up with a short note of the topics covered and agreed outcomes.

Keeping records

Probationary progress meetings need to be fully and clearly documented to provide an accurate record of what has been discussed covering areas of concern, and noting areas where the employee is performing well and where guidance has been provided on required improvements in any areas of concern. The manager should provide a copy of the record made after each meeting to the employee.

Final review

A final review meeting must be held before the final date of the period. HR will send a reminder to the manager before the end of the probation period. This meeting should be used to:

  • identify and discuss any areas where the employee requires further training and development;
  • discuss how they feel about their job role in general and
  • explain how performance will be managed in the future.

The People Directorate Operations team will send a Probation form to the line manager so that they can confirm whether or not the employee has completed all aspects of their induction and whether or not to confirm the employee in post.

If the employee’s level of performance is satisfactory, the line manager should confirm this on the Probation form and return it to the People Directorate Operations team ( for confirmation of the appointment.

If the employee’s performance has not been up to the standard required, the line manager should complete the Probation Memo and discuss the matter with the Strategic People Partnership Team (if they have not done so already), providing evidence of the standards that have been set, the individual’s performance, the training that has been provided, and the conversations and progress review meetings that have taken place.

Line managers are expected to identify as early as possible in the probationary period where there are concerns about performance or capability, and to discuss these with the employee and with the Strategic People Partnership Team. Such discussions should not be delayed until the later part of the probationary period.

Extending a probationary period

If an employee’s performance is considered to have been unsatisfactory by the end of the probationary period, or the employee or the manager has been absent from the workplace for an extended period during the probationary period, the line manager may wish to recommend an extension to the probationary period.

Extending a probationary period will normally only be appropriate where it is felt that the provision of further time and support is likely to enable the employee to reach the required level of performance.

A probationary period can only be extended in consultation with the Strategic People Partnership Team and with the agreement of the relevant PVC Dean/Director.

Where an employee successfully completes an extended probationary period and has not been appointed at the top of their grade, they will receive their first increment with effect from the date that their probationary period has been formally signed off as being achieved. For example, if a support staff employee had their six month probationary period extended to nine months, the first increment will be given after nine months, not six.

Where an employee’s period of probation is to be extended, the line manager must set out the terms of the extension in writing (copy to the People Directorate Operations team for the personal file) stating:

  • the reason for the extension with supporting evidence and the expectation that the employee will be able to reach the required standard by the end of the extended probation period;
  • the performance standards and objectives that must be achieved by the end of the extended probation period (an action plan);
  • the length of the extension and the date when the probation period will end;
  • any support or further training that will be provided during the extension period; and
  • that if the employee does not fully meet the required standards by the end of the extended period of probation, their employment may be terminated.

Terminating a probationary period

Where a line manager does not wish to confirm an appointment, they should consult the Strategic People Partnership Team at least six weeks before the end of the probationary period. There will be a discussion between the line manager and the Strategic People Partnership Team taking account of the written evidence of the support and training the employee has been given, the standards that have been communicated to them, their performance, and copies of the notes generated and sent to the employee after each Progress Meeting.

If it is agreed that the evidence supplied supports a case for not confirming the appointment (and not extending the probationary period), the line manager will write a report recommending that the employment should be terminated. This should be submitted via the PVC Dean/Director to the Strategic People Partnership Team for consideration by the Vice-Chancellor (or nominatee).

The employee will be informed in person by their line manager that this recommendation is being made and this will be confirmed in writing to the member of staff with a copy of the report by the Strategic People Partnership Team. In that letter the employee will be invited to make any representations to the Vice-Chancellor (or nominee), either in writing or orally, within 5 working days. Any representation meeting between the Vice-Chancellor and the employee will take place within 10 days of the employee notifying that they wish to make a representation. The staff member may be accompanied by a friend, employee or a trade union representative. A member of the People Directorate will attend as note-taker.

The Vice-Chancellor or the nominee will receive the full set of documentation together with any written or oral representations from the employee. The Vice-Chancellor may seek supplementary information from any of the parties, and any such information shall also be communicated to the employee and the People Directorate.

If the recommendation for dismissal is approved, the employee will be notified in writing and informed of the right of appeal.

Right of appeal against non confirmation in post

Employees whose appointment is not confirmed through this procedure have the right of appeal against the decision and may be accompanied at that appeal by a friend, employee or a trade union representative.

Any appeal must be made in writing to the Chief People Officer within 10 working days of the date of the letter confirming the Vice-Chancellor’s decision to dismiss. The appeal must explain the grounds on which the appeal is being made.

An appeal against a decision to dismiss by the Vice-Chancellor (or nominee) will be heard by an Appeal Committee. The Appeal Committee will comprise:

  • one Independent Governor of the University appointed by the Chief People Officer; and
  • one senior member of staff , nominated by the Chief People Officer, who has not previously been involved in the case. (Senior staff includes PVCs, PVC Deans, Associate Deans, Directors, Heads of Faculty Operations.)

The Appeal Committee will normally hear any appeal within 20 working days of the appeal being lodged, unless otherwise agreed in writing between the parties. The dismissal will remain in effect pending the hearing of the appeal.

Decisions made on appeal shall be final and the member of staff will be informed in writing of that decision within 5 days of the appeal hearing date.

Application to existing employees of the University

Staff already employed within the University may change post through open recruitment or through redeployment. 

Current employees who change their role within the organisation, for whatever reason, will be provided with the same level of support to help them to move successfully into the new role. This support will include a structured programme, as set out above, with regular monitoring of performance, appropriate support and training,  training plan, progress meetings, and full supporting documentation (as detailed in this guidance document). The employee’s continuity of service will not be affected by the change of role.

Where redeployment is involved there will be a trial period for both the employee and the University, as detailed in the Handling redundancies and redeployment policy.  

If the employee does not reach the required standard in the new post the University’s capability procedure should be implemented rather than the probation procedure set out above.