Supervisors Guide to Induction

Regardless of the nature or length of your new employee's contract, it is important to invest time and thought into planning for their arrival. Consider what the new starter needs to know and equip them with key information to help set them up for success.

Aspects of the induction process may be provided by other colleagues or administrative staff as the new starter's Induction Partner or Buddy. However, as a Supervisor, it is your responsibility to ensure your new starter receives the information and support they need.

Before your new starter arrives:

  • Ensure the work area is tidy, stocked with office supplies and equipment is in working order;
  • (Where required) Request a laptop, computer equipment and appropriate system set-up here; 
  • Submit a Key and Access Request form
  • Inform your colleagues of the new team member's arrival and schedule a welcome team lunch or morning tea where appropriate (hint: check out Catering options);
  • Arrange access and schedule training for applicable University systems such as Email, Expense Services (Concur), Finance System (T1 Financials), Student One, Aurion and Blackboard;
  • Ensure you contact the employee and arrange a time and place for them to report to on their first day. If you cannot meet them on their first day, arrange for someone else to do so;
  • Inform them of parking options, dress code, amenities, the name of their Induction Partner or Buddy, and remind them about what they need to bring with them on their first day;
  • Create a list of key stakeholders and schedule meetings if necessary
  • Use the New staff onboarding checklist to develop a checklist that reflects both the work unit and new employee's requirements.

Your new starter's first day is key to a positive, lasting impression of our organisation.

On Day 1:

  • Ensure you or a nominated Induction Partner/Buddy is available to meet the new starter. If you cannot be there to meet them, arrange a meeting later in the day;
  • Warmly welcome them to the team, introduce team members and ensure the new starter receives a campus tour, including the employee's immediate work area, obtaining their Staff ID card and parking permit, relevant offices, lecture theatres, computer laboratories, staff rooms, toilets and other immediate work area facilities. Provide a campus map so they can find their way around;
  • Explain the induction process and provide the employee with their New staff onboarding checklist;
  • Settle them into their office space (if applicable) and allow them to log in and open up the Induction for New Staff within Scout.

By the end of Week 1:

  • Connect with the team member and introduce key systems, scope and duties of role, and ways of working (hours of work, time and attendance keeping (if required) through MyHR, pay cycle information for casuals, shared systems and tools, processes, how to go about ordering supplies, how to use the photocopier and other equipment); 
  • Meeting cadence for 1-1 connection points, key stakeholder meet and greets;
  • Provide a structured training overview;
  • Provide a list of key contacts, key information available on the website (including the Southern Cross University organisational structure chart, Executive Leaders, Faculties and Colleges, Purpose and Values, Locations and maps) and explain the roles of relevant key staff (such as Head of Work Units, Chairs of Discipline, and their HR or Finance delegations)
  • Complete the Work Unit WHS checklist;
  • Forward any outstanding documentation to People and Culture. If you require any assistance, please refer to Who are my HR contacts?
  • Refer to the New staff onboarding checklist;
  • Briefly explain Momentum and probation (if it applies to the new employee). Outline the employee's role in the process, including their rights and obligations;
  • Legal, ethical and compliance requirements, including their Code of conduct obligations;
  • Review information within the HR resources for supervisors 

During the new employee's first week, maintain regular contact with them to help them settle in. Use this contact to discuss any questions that may arise.

Good onboarding leaves a lasting impression and improves employee engagement. Make their first month count!

The end of month one is the perfect opportunity for an alignment conversation, to set expectations and goals for the months to come. For new professional probationary staff, conduct a probationary meeting by the end of week 3. Use the Probation report - professional employees. New Academic Employees have a three-year probationary period. See Probation report - academic employees. Refer to the New staff onboarding checklist, and head to Momentum for some helpful tips on having Level 1 productive and positive conversations. Your new starter should have completed the following mandatory training modules in Scout

If your new starter is also a Supervisor, they will need to complete the following additional modules:​

Ensure you maintain regular contact and review and provide constructive feedback on progress regularly. Within Month 1, ensure your new starter is across any role relevant policies, procedures and delegations.

Between 3 and 6 months, your new starter will start to settle into their role, learning SCU’s systems, processes and avenues for help. It’s important you connect them with key contacts and information so they have the resources to seek support when they need it. Be sure to have regular, ongoing check-in conversations (head to Momentum for some helpful tips) with the aim of having the feedback flowing both ways. The conversations should focus on support, curiosity and continuous improvement. ​

For professional fixed-term or continuing staff, 6 months typically marks the end of their probationary period and marks the end of their official onboarding journey. As the Supervisor, you are to complete the Probation report - professional employees. If your new starter is an academic with a three-year probation, the six-month mark is a good opportunity to have an ‘alignment’ conversation to ensure everyone is aligned on goals, expectations and next steps to maintain clarity and focus across the team.

Where additional support is needed, see HR Resources for Supervisors or reach out to your HR Business Advisor (refer to Who are my HR contacts?

New starter onboarding experience

Here is your opportunity to provide the People and Culture team with feedback about the experience you had onboarding a new staff member. With your help, we can continue to refine and improve the support, resources and tools available.

Tell us what you think

For further information or assistance, contact People and Culture

hr@scu.edu.au T: 0266203667