Attachment is the probation review for năm 2024

Probation offers a period of mutual testing for the employer and employee during which decisions about ongoing employment can be made.

Each staff member is normally required to serve one probationary period with the University. This means that a second or subsequent appointment with the University will not normally require a further probationary period unless it is significantly different in duties and/or classification from the original appointment. If a separate period of probation is required in a subsequent appointment, it will be specified in the new contract of employment.

Probation for academic staff

Criteria for confirmation of employment

In accordance with Enterprise Agreement (EA) provisions, confirmation of employment at the end of the probationary period is subject to the authorising officer being satisfied, as of the time of consideration of the matter, that the staff member:

• has met the qualification base of, and has demonstrated satisfactory performance relative to the academic profile for the staff member’s level of appointment, taking into account what may be expected, given their years of service; and
• has completed relevant orientation and induction training within the probationary period, unless agreed otherwise.

Poor performance in teaching or research may also provide grounds for not confirming employment, notwithstanding satisfactory performance in other areas.

Probation timeline

6 months before a probationary end date

An alert will be triggered by People and Culture indicating that a probationary period is due to end, and that the process for preparation and consideration of a case for confirmation of employment should commence. This will take the form of an email to the staff member, designated supervisor and authorising officer.

Three months before a probationary end date

The authorising officer should lodge the completed Form D with People and Culture to enable any review and/or processing to be undertaken. Any variation to this timeline should be discussed with People and Culture as this may affect confirmation of the staff member’s employment.

Local deadlines

The staff member and designated supervisor should discuss and agree on a timeline, in consultation with the authorising officer, to ensure that the completed Form D reaches People and Culture three months prior to the probation end date. Staff should ensure that this timetable makes allowance for consideration of Form D by all relevant officers.

Application process

Form D is to be completed by:

• The academic staff member seeking confirmation of employment should complete Part I of Form D and forward it, together with attachments, to their designated supervisor within the agreed time-frame to ensure that the supervisor has sufficient time to complete Part II.
• The should complete Part II of Form D and return it to the staff member to allow sufficient time for completion of Part IV and forwarding to the Authorising Officer, with the exception of the following:
  • In areas where the designated supervisor is not the Dean (People & Resources) – the designated supervisor should forward Form D to the Dean (People & Resources) of the relevant College for completion of Part III.
  • The Dean (People & Resources) should return Form D to the staff member to allow sufficient time for completion of Part IV and forwarding to the Authorising Officer.
• The should consider the information provided in Form D and complete Part V.
• The completed Form D should be lodged with People and Culture in sufficient time prior to the end of the probationary period to enable any review and/or processing to occur (normally by no later than three months before the probationary period is due to end).

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Lodgement

The authorising officer should ensure that the completed Form D (and associated documentation) is signed, dated and lodged (preferably by email) with [email protected], or forwarded in hard copy to People & Culture Client Services in sufficient time prior to the end of the probationary period to enable any review and/or processing to be undertaken. This would normally be by no later than three months before the probationary period is due to end.

All staff members are advised in writing of the name and position of their designated supervisor, normally the Dean (People & Resources) of the College in which they are employed. Different supervisory arrangements will apply to staff located in portfolios. The designated supervisor must complete the relevant sections in Part II of Form D unless an alternative arrangement has been approved by the Deputy Vice-Chancellor (Students) in advance of the form being completed.

In most cases the authorising officer (the term used in Probation for Academic Staff provisions) is the Vice-President and Executive Dean of the relevant College. An appropriate authorising officer will be advised for other academic staff members not located in a College.

Outcome

People & Culture will formally advise the staff member of the outcome. Where the staff member’s employment has not been confirmed, this may include advice about an extension of the probationary period or about the right to seek a review of a decision.

Extension

The objectives to be achieved during the extended period (see note for 20.3) would normally be included in the notification, together with advice as to the process to be followed for seeking confirmation of employment once probationary requirements have been met.

Right of review

The right to seek a review, as per Probation for Academic Staff provisions, does not apply to a decision to extend probation.

Probation for professional staff

New staff appointed to a fixed-term or continuing post are normally required to serve a probationary period. This includes staff who move from a casual appointment to a fixed-term or continuing appointment.

Staff appointed to a second or subsequent fixed-term and/or continuing position with the University are not generally required to serve an additional probationary period.

Length of probation

The length will normally not exceed six months. Consideration should be given to the nature and circumstances of the offer of employment and the prospective staff member’s relevant experience. Advice is available from the relevant People and Culture Business Partner.

Supervisors should be aware that the probationary period cannot be extended.

The supervisor will be contacted by People and Culture (via automated email) approximately 8 weeks before the end of probationary period.

How performance and conduct is reviewed during probation

In the first week

The supervisor should discuss and confirm with the staff member:

• the requirements of the position, including the duties and expectations of the position
• orientation/induction and training requirements (including where a staff member is a supervisor, completion of mandatory module for supervisors, within the probationary period)
• the outcomes expected during the probationary period
• general obligations with respect to due care, diligence and skill in the performance of their work and compliance with University policies and directions
• (if the position is a prescribed position) that they have/obtain a valid child-related employment screening or has an application in progress.

Regular meetings to review progress

The supervisor should meet with the staff member regularly during the probationary period. At these meetings, the supervisor should:

• review the staff member's performance to date
• clarify any outstanding matters with respect to the requirements of the position and/or the probationary period (including having a valid child-related employment screening if the position is prescribed)
• identify any support or training required
• identify any gaps in performance or conduct.

Documentation

A supervisor should record briefly the outcome of discussions with the staff member at the regular meetings held during the probationary period. A more comprehensive record should be kept if the supervisor has concerns about the staff member's performance or conduct.

A supervisor must be satisfied that the staff member has:

• performed satisfactorily overall in the position
• completed orientation/induction and training requirements (including completion of mandatory supervisor training as appropriate)
• (if the position is a prescribed position) a valid child-related employment screening
• complied with general University policies and directions.

Given the length of a probationary period it is unlikely that a staff member will have performed all requirements of the position. The supervisor therefore needs to form an overall view of whether the staff member has demonstrated:

• a capacity and willingness to undertake the duties of the position (i.e. that the staff member's knowledge base/skill level is appropriate to the requirements of the position)
• a capacity to achieve outcomes as required of the position
• a willingness to respond to direction
• satisfactory conduct.

If a supervisor is of the view the staff member's performance or conduct is less than satisfactory at any stage during the probationary period, the supervisor should contact the relevant People and Culture Business Partner to confirm the steps that must be taken to counsel the staff member about gaps in performance or conduct.

It is most important that action is taken quickly and as early as possible in the probationary period in these circumstances.

A supervisor is responsible for:

• discussing with the staff member the requirements of the position and of the probationary period
• providing appropriate feedback, support and training to the staff member during the probationary period
• recommending on whether the staff member's appointment is to be confirmed
• (if the position is a prescribed position) ensuring the staff member has a valid child-related employment screening and does not work with students on an individual basis unsupervised until clearance has been obtained.

Appointment to be confirmed

No later than 6 weeks before the end of the probationary period the supervisor must provide People and Culture with a recommendation for confirmation.

In most cases, the supervisor will be able to advise the staff member that a recommendation will be made to People and Culture that his/her probationary period has been completed satisfactorily.

Appointment not to be confirmed

When a supervisor recommends that an appointment not be confirmed on the grounds that performance and/or conduct during the probationary period has not been satisfactory, this recommendation must be approved by the College/Portfolio Head and supporting documentation provided to People and Culture including the dates and nature of the review/s of performance/conduct that have been undertaken and any feedback and support/training that has been provided during the probationary period.

What is the attachment theory review?

Attachment theory confirms the importance of human relationships and their consequences for individual development. Attachment research has made it clear that infants are predesigned from birth to relate to others, and that their relationships are of preeminent importance in shaping their psychic development.

What is the attachment theory in criminology?

In sum, attachment theory is a theory of both normal and abnormal development that focuses on the impact of parent-child attachment relationships on healthy development and psychopathology, including juvenile delinquency (Sroufe et al. 1999).

What is Bowlby's attachment theory?

This theory proposes that the emotional and social development of an infant is profoundly shaped by their relationship with their primary caregivers. Bowlby's theory is rooted in the belief that infants are biologically wired to form attachments, a mechanism that serves as a survival strategy.

How is attachment theory used in practice?

Practice frameworks drawn from attachment theory are helpful in assessing interaction within close relationships and understanding the emotional exchange between important adults and the child. Careful, open-minded assessments explore how children experience the adults who are most important to them.