Probationary Procedure

Probation Policy

Introduction

It is the Council’s policy that new employees of Tendring District Council are subject to a probationary period of six months to provide the opportunity to assess whether the employee is competent to perform the duties of their job. Where there has been a break in service, a new probationary period will need to be served. Probationers are appointed on the basis that following successful completion of their probationary service their appointment will be confirmed in accordance with the terms of their contract.

It is important that the employee’s induction during their probationary period provides them with the necessary information and guidance, including relevant training and feedback to undertake their job effectively. This policy and procedure provides a framework for formal assessment of the employee during the probationary period.

The policy, together with the Council’s induction programme, is designed to enable the employee to meet the required standards of their post during their probationary period. Where, however, the employee cannot complete satisfactorily the probationary period it provides a process for the termination of employment.

Employees on fixed term contracts

This policy includes employees on fixed term contracts of employment where they are new employees to the Council or where they are reemployed following a break in service.

It is appreciated that in some cases the length of the fixed term contract may be less than 6 months and therefore they are unable to complete their probationary period. In many cases, however, fixed term employees are on contracts of employment for over 6 months or have further fixed term contracts to follow on from the expiry of the initial contract of employment. It is important, therefore, that standards of performance for such employees are monitored and managed on the same basis as for permanent employees.

Relief and casual employees are not affected by this probationary policy as their employment should, by its nature, not be continuous but rather on an as and when required basis.

Legislative background and conditions of service

Employment Rights Act 1996
Employment Act 2002
Employment Act 2002 (Dispute Resolution) Regulations 2004
Employment Equality (Age) Regulations 2006
This probationary policy complies with the current legal framework and the Council’s specific probationary period is a contractual provision within the terms of the contract of employment.

Probationary period

The probationary period will normally be of 6 months duration. If the employee has not demonstrated their suitability by the end of this time their employment may either terminate or the probationary period may be extended by up to 3 months. In exceptional circumstances, a further extension of up to 3 months may be allowed by the Head of Department , in consultation with Human Resources. The recommendation to extend should take place immediately after the second assessment (i.e. no later than after 22 weeks service) .

Please seek advice from HR if you require further guidance.

Assessments

During the normal probationary period the employee will be formally assessed 3 times. These assessments will normally be after 6, 12, and 18 weeks service. The third assessment will in no circumstances be later than 22 weeks service. If the probationary period is extended the assessment will then be carried out every 4 weeks. Please seek advice from HR if you require further guidance.

Structuring the probation programme

During the new employee’s probationary period the line manager should follow a formal structured procedure that is aimed at assessing and reviewing the employee’s performance, capability and suitability for the role.

It will be the line manager’s responsibility to structure the programme in such a way that both parties are clear about what to expect.

The programme should include:

Regular monitoring of the new employees performance through progress meetings
Identification and discussion of any problem areas at the earliest possible time
The provision of regular constructive feedback
Supervisory support and guidance
The provision of any necessary training and coaching.

Although Human Resources will be available to provide support and guidance where required throughout the programme, all these actions will be the responsibility of the new employee’s line manager.

A probationary period must be properly planned if it is to be effective. The programme also needs to be agreed with the new employee who must be clear on what is expected of him or her. This information will include:

Clear job outputs, i.e. what the new employee is expected to achieve during, or by the end of, the probationary period
The standards of performance that are required in respect of the job duties
The standards or measurements against which the employee’s performance will be assessed
Any agreed development activities
A description of any relevant standards of behaviour, for example in relation to liaison with clients and colleagues.

Completion of probation

In order to complete the probation period successfully, the employee must demonstrate they are capable of undertaking the full range of duties of the post. In addition to the formal assessments during the probationary period, feedback must be given verbally on a regular basis.

Performance Management and Development Scheme

On successful completion of the probationary period the employee will be assimilated into the My Performance Scheme.

A MANAGER’S GUIDE TO PROBATION

Essential Questions and Answers

Model letters:

Satisfactory completion of probation period
Extension of probation period
Unsatisfactory completion of probation period
Invitation to meeting with Head of Department (HofD)
Appointment confirmed following meeting with HofD
Confirmation of dismissal following meeting with HofD
Invitation to appeal meeting
Outcome of appeal meeting – appointment confirmed
Outcome of appeal meeting - dismissal

Model forms:

4-Weekly Probation Review Form
12-Week Probation Assessment Form
18-Week Probation Assessment Form

Essential questions with answers

1. How do I manage a new employee during their probationary period?

During a new employee’s probationary period (the first six months of their service with the Council) it is your responsibility, as the employee’s line manager, to monitor the employee’s progress, reviewing and assessing their performance, capability and suitability for the post. Before the end of the six-month period, you must make a decision on the suitability of the employee for the post and inform the employee accordingly.

The key stages during the probation period are:

Induction (including setting Annual Performance Review targets and timescales,
Regular 4-weekly reviews;
Formal 12-week assessment;
Formal 18-week assessment;
Confirmation in post – or – termination of service at or before the end of the first six months (or exceptionally extension of probation period);
Right of appeal against dismissal.

Induction

As part of the employee’s induction, you need to make clear what is expected of the employee by providing them with the following information:

clear job outputs – what the new employee is expected to achieve during, and/or by the end of, their probationary period, with clear targets, timescales and measures of success; and probationary targets;
the required standards of performance in the role, with clear examples and instructions;
any agreed development activities;
a description of any relevant standards of behaviour, for example in relation to liaison with clients and colleagues, which may be specific to your service.

You should also ensure that any support or adjustments necessary for an individual employee are put in place as soon as possible. This applies particularly to disabled employees.

Monitoring

Your role is then to monitor the employee’s progress in line with the competency framework. The Council recommends that you do this every four weeks, holding progress meetings with the employee. You must complete the formal assessments at 12 weeks and 18 weeks.

Throughout the period you need to:

identify and discuss any problem areas;
acknowledge areas where the employee is doing well;
give the employee constructive feedback;
provide supervisory support and guidance;
provide any necessary training and coaching.

2. Why monitor so frequently?

Four-weekly meetings throughout the probation period allows you to monitor the employee’s performance and progress on a ‘little and often’ basis. Less frequent meetings may result in important issues being overlooked, or delays in resolving performance issues. Even where a new employee seems to settle in well, regular meetings provide an opportunity for them to ask questions and to gain feedback. Detailed guidance on how to monitor an employee’s progress

The following pages provide guidance on:

how to carry out the 4-weekly reviews;

how to carry out the 12-week assessments;

how to carry out the 18-week assessments;

how to manage an employee who is not achieving required standards;

how to terminate an employee’s service where they have failed to achieve a satisfactory standard;

how to manage an employee’s appeal against termination of service. Useful tip Make a diary note of all an employee’s review dates at the start of the probationary period. This will help to ensure that the probation programme does not slip.

3. How do I carry out the 4-weekly progress reviews?

You should plan and schedule progress meetings at the outset of the employee's employment when you have the initial meeting to set targets, timescales, and so on. It is your responsibility to ensure that you complete all probationary reviews on time (the 4-weekly reviews, and the 12 and 18-week formal assessments) and complete the Review form, and Assessment form.

Conducting a progress meeting

The 4-weekly progress meetings should be a two-way process and provide both you and the employee with the opportunity to discuss progress on a one-to-one and confidential basis. They are particularly important where you may have concerns about an employee’s performance.

If an employee is settling in well, you may decide that the 4-weekly review need only be a short informal meeting, but you still need to record progress on the Review Form.

Where you have any concerns about the employee's performance, you should discuss these fully and openly with the employee and agree an action plan to remedy the problem. You should always adopt a supportive attitude.

Where necessary, you should clearly explain the consequences of underperforming to the employee. You should help the individual to understand that, if they continue to fail to achieve the required standards, this could ultimately lead to termination of their employment.

At each meeting, you should aim to:

highlight areas where the employee is doing well;
explain clearly and in precise terms any areas in which the employee is falling below the required levels;
explore the possible reasons for any failure to meet the required standards;
discuss and agree whether or not any specific training or coaching is required;
discuss matters such as timekeeping, attendance, general conduct or attitude;
invite the employee to comment on issues such as the extent to which they have integrated into the team and how well they are getting on with colleagues;
ensure that any reasonable adjustments made are meeting the employee’s requirements;
give the employee an opportunity to ask questions or raise concerns about any aspect of their employment. This may include flexibility for caring responsibilities or religious observance, for example.

It is important that you do not restrict the progress meetings to discussions of problem areas, but also identify and comment on the positive outcomes that the new employee has achieved.

You should be prepared to provide all possible support to new employees in order to give them a fair opportunity to become fully integrated and productive employees in the longer term.

Dos and don’ts of progress meetings

Do ensure that you set aside time to spend supporting the employee.

Do encourage the employee to raise any concerns or suggestions that they have about any aspect of the employment.

Do listen to what the employee has to say.

Do give the employee prompt and specific feedback if problems arise.

Do deliver any feedback on areas for improvement in a constructive way.

Do be tolerant of mistakes - the new employee has to learn and cannot realistically be expected to do everything proficiently at first.

Do be clear and precise when discussing areas in which the employee is failing to meet the required standard, providing specific competency based examples.

Do try to establish any underlying reason for performance problems.

Do focus on successes as well as failures.

Do ask for feedback on how useful any training, coaching or other support/development is proving.

Don't automatically blame the employee for mistakes or lapses in performance.

Don't assume that unsatisfactory performance is being caused by something that is within the new employee's control.

Don't postpone or cancel progress meetings unless this is absolutely unavoidable. Doing so may result in the employee underestimating the importance of these meetings.

Don't allow interruptions during progress meetings

Don't allow any personal like or dislike of the new employee to influence your assessment of his or her performance.

Don't expect perfection.

Communication skills required for a progress meeting

If a progress meeting is to have a positive outcome, open, honest and unambiguous communication will be necessary.

You should:

stick to facts and avoid expressing personal opinions, unless these are constructive and can be backed up by facts;
be specific when identifying any shortfalls in performance;
avoid generalisations such as 'you never meet your deadlines' or 'you're doing OK';
ask open questions;
listen actively to what the employee has to say and take it on board;
ensure that the tone used is friendly rather than accusatory;
use positive words such as 'improvement' and 'achievement', rather than negative words such as 'failure' or 'weakness';
check for understanding, for example by asking the employee to summarise their understanding of what has been discussed;
where possible, begin and end the meeting with positive, specific examples of satisfactory performance.

Review forms

After each four-weekly progress review meeting with the new employee, record the meeting and issues discussed on the Review Form

Action plans

Where you have agreed that the employee needs to take specific action before the next review meeting and/or at other stages of the probation period, you and the employee should complete an action plan so that you can monitor their progress against specific targets.

The action plan should document what needs to be done, by whom, how and by when. In this way, the employee will be aware of what is expected of them by the time of the next review. The plan also acts as a reminder to you of any actions that you need to take.

4. How do I carry out the 12-week assessment?

1. Follow the general guidance for holding 4-weekly progress meetings.

2. Complete the 12-week section of the Assessment Form. The form should provide an accurate record of what you and the employee discussed at the meeting, including any areas of concern, as well as a note of the areas in which the employee is performing well. If there are any areas of disagreement over what should be recorded on the form, you should try to resolve these with the employee before you both sign the document. You should retain the original (in suitable secure storage) and provide a copy to the employee.

3. If the employee is meeting expected standards:

arrange any outstanding training and undertake any other action agreed as part of earlier progress reviews
agree the date for the next progress meeting.

4. If the employee is not meeting expected standards:

investigate the reason(s) for this and consider what, if any, action to take.

Example: if the employee has been off sick, what is the reason? Should you seek advice from Occupational Health? Is the employee covered by the Disability Discrimination Act and should you make reasonable adjustments?

review learning, development and support provided - do you need to initiate any changes?

consider providing the employee with an action plan in which you set out your expectations for them over the next review period
ensure you carry out the next 4-weekly progress review and consider carrying out more frequent monitoring reviews
advise the employee that failure to improve to the required standard by the 18-week review is likely to result in the termination of their employment
seek advice from HR if you are unsure how to proceed.

5. How do I carry out the 18-week assessment?

1. Follow the general guidance for holding 4-weekly progress meetings.

2. Complete the 18-week section of the Assessment Form.

The form should provide an accurate record of what you and the employee discussed at the meeting, including any areas of concern, as well as a note of the areas in which the employee is performing well. The assessment form should be signed by both you and the employee. If there are any areas of disagreement over what should be recorded on the form, you should try to resolve these with the employee before you both sign the document. You should retain the original (in suitable secure storage) and provide a copy to the employee.

3. If the employee is meeting expected standards:

arrange any outstanding training and undertake any other action agreed as part of earlier progress reviews;
advise the employee that you will continue to monitor their performance. If they maintain their performance at current levels, inform them that they are likely to be confirmed in their post at the end of the 6-month probation period explain how you will manage their performance in future, through the Annual Performance Review arrangements.

4. If the employee is not meeting expected standards:

if you are not already aware, investigate the reason(s) for this and consider what, if any, action to take. Example: if the employee has been off sick, what is the reason? Should you seek advice from Occupational Health? Is the employee covered by the Disability Discrimination Act and should you make reasonable adjustments?
consider whether there are any exceptional or mitigating circumstances to warrant extending the probation period; (link to what happens at the end of the six month probation period)
seek advice from HR if the employee is not meeting expectations and if you are unsure how to proceed;
if your recommendation is to terminate the employee’s service, advise the employee of this and explain that you will be arranging for a senior manager to hold a meeting to make a decision. The employee may attend the meeting and make representations; Where an employee has learning difficulties or health issues (including stress), you should encourage the employee to seek suitable representation at the meeting. Contact HR if support is needed.

6. What happens at the end of the six-month probation period?

If you intend to confirm the employee’s appointment (following 18-week assessment or after probation has been extended)

Ensure that you send a letter to the employee confirming their appointment. (Model letter 1)
Send all the relevant paperwork; 4-weekly review forms, 12 and 18-week assessment form, any letters sent to the employee, to HR.
If you intend to extend the probation period then seek advice from HR if you are unsure how to proceed.
Six months from appointment should be sufficient time for you to assess an employee’s suitability for a post. Grant an extension only in exceptional circumstances, such as where you or the employee have been absent from the workplace for an extended period or where reasonable adjustments, such as specialist equipment or technology were delayed
Do not extend probation periods for more than three months. If this is insufficient time, consult HR.
Do not extend the probation period where it is clear that an employee is not capable of reaching and maintaining the required standard. Confirm any extension in writing, making clear:
the length of the extension and the date on which the extended period of probation will end;
the reason for the extension - for example that the employee's performance has fallen short of certain standards, but you reasonably believe that an extension of time will be effective in allowing them to achieve these standards;
the performance standards or objectives that the employee is required to achieve by the end of the extended period of probation;
any support - such as further training or additional specialist equipment/other reasonable adjustments- that will be provided during the extension;
that if the employee does not meet fully the required standards by the end of the extended period of probation, their employment will be terminated.
Do not extend an employee's period of probation more than once.
Do not make extending probationary periods the norm. You should only agree an extension if there are special factors that justify it. Use the model letter 2 to write to the employee. If you intend to recommend termination of the employee’s service (following 18 week assessment or after probation has been extended) then: Seek advice from HR.
Arrange for a senior manager with authority to dismiss during a probation period, to hold a meeting with yourself and the employee as soon as possible, and within two weeks of the 18-week assessment. (This is to ensure that a decision is made in sufficient time to give the employee one month’s notice to coincide with the end of their probation period).
Advise the employee that they may be accompanied at the meeting by a trade union representative or friend or colleague who works for the Council (Model letter 3).
Prepare your case as to why you are recommending termination of service, including copies of the 12 and 18-week assessment form, and any 4-weekly review forms.
Inform the employee of the next steps to be taken

7. How do I terminate an employee’s service where they have failed to achieve a satisfactory standard during their probation period?

When dismissing employees, it is important to comply with the following procedure and consult with HR, if they are not already involved in the case. There are two compulsory steps in the procedure (three if the employee appeals against dismissal).

Step one: Write to the employee

You must write to the employee setting out the circumstances that may give rise to the termination of their employment. This letter must give adequate information to the employee about why you are dissatisfied with the employee's performance. The letter should also invite the employee to attend a meeting with a senior manager (who is authorised to dismiss) and make clear that at the meeting the employee may be accompanied by a trade union representative, colleague or a friend who works for the Council. Model letter 3 and Model letter 4

Step two: Arrange a meeting between employee, yourself as manager and a senior manager with authority to dismiss.

A senior manager, who is authorised to dismiss employees during their probationary period, must hold a meeting with you and the employee. You will put the case for dismissal, and the employee will be permitted to discuss the circumstances and make representations about their performance and on going employment. After the meeting, the senior manager must inform the employee of their decision and of the employee’s right of appeal. Model letter 6, Model letter 8 and Model letter 5

Step three: Appeal

If the employee wishes to appeal, they should make a formal representation in writing to the Head of Service, within 10 working days, stating the reasons for their dissatisfaction. You should arrange an independent hearing by a second senior manager (who must not have been involved in the original decision) to enable the employee to raise their concerns about the termination decision. Model letter 7. After this, the second senior manager must inform the employee in writing of the final decision. Model letter 8, Model letter 9 and Model letter 5

You must forward copies of the paperwork relating to the dismissal and appeal to HR for the employee’s personal file.

If you fail to follow the procedure, this will render a dismissal automatically unfair. Although an employee will need one year's service to bring an unfair dismissal claim - and generally employees on probation will not have been employed for this length of time - the employee requires no minimum length of service to bring many other tribunal claims, including discrimination claims. If the dismissed employee brings such a claim, the employment tribunal has the power to increase any compensation awarded by between 10% and 50% as a result of the employer's failure to follow the statutory procedure.

A failure to comply with the Council’s HR policies and procedures would leave the Council vulnerable to claims of breach of contract, wrongful dismissal or unlawful discrimination.

Model letter 1

Model letter from line manager to advise the employee of satisfactory
completion of probation period and confirmation of appointment
Private & Confidential
Address
Dear [name]
Completion of Probationary Period

I am writing to confirm that you have satisfactorily completed your six month/extended (delete as applicable) probationary period and I am therefore pleased to confirm your appointment with Tendring District Council. The terms and conditions of your employment remain as outlined in your original letter of appointment and Terms and Conditions. If you have any queries or concerns about your employment please do not hesitate to ask me. I should like to take this opportunity to wish you success in your career with our Council.

Yours sincerely
[insert name]
[insert title]

Model letter 2

Model letter from line manager to advise employee of extension of
probation period
Private & Confidential
Address
Dear [name]
Extension to Probationary Period

I am writing to you following our meeting held on (insert date) at which we discussed your progress during your probationary period. As you are aware it is a condition of your appointment with the Council that you are subject to a six month probationary period in order to establish your suitability for your post. Your probationary period is due to end on (insert date). During the meeting held on (insert date of meeting) it was identified that you need to make further improvements to ensure that a satisfactory standard is achieved (Outline the areas identified and refer to attached Action Plan if one has been completed and attached). Due to the fact that (add the exceptional circumstances that have prompted you to agree to an extension e.g. length of absence due to sickness or awaiting special equipment or other reasonable adjustments) it has been agreed to extend your probationary period by (insert number) of weeks (please note that the extension should be no longer than 12 weeks) until (insert revised end date). This extension has been agreed to allow you more time to demonstrate that you can meet and maintain the requirements of the job. During this period any further identified support and training will be provided. Your performance will continue to be reviewed, in discussion with you, to give you every opportunity to demonstrate you can meet the standards of the post. If, at the end of the extended period you have not demonstrated your suitability for the post, your employment will be terminated. should your performance or conduct become seriously unsatisfactory the Council reserves the right to terminate your employment before the end of the extended probationary period. I do hope, however, that during this extended period you will be able to demonstrate that you meet the required standards. Please let me know if there are any further reasonable adjustments that still need to be made. Should you have any queries or concerns arising from this letter or the probationary process please do not hesitate to contact me.

Model letter 3

Model letter from line manager to advise employee of outcome of 18 week
assessment - unsatisfactory completion of probation period.
Private & Confidential
Address
Dear [name]
18 week Unsatisfactory Probationary Assessment Meeting Outcome
Following our meeting held on (insert date of 18 week probationary assessment)

I am writing to inform you that I am arranging for you to attend a meeting with (insert name and title of senior manager with authority to dismiss under probation) in order to discuss the areas of concern relating to your performance during your probationary period. At this meeting a decision will be made as to your future employment with the Council. You will have the opportunity to discuss the 18 week report, a copy of which is attached, and the identified concerns. (Manager to add concerns if not all included in the 18 week assessment report). In view of my concerns in relation to your performance, as discussed on (insert dates), the likely outcome is that I will be recommending to (insert name and title of senior manager) that your employment be terminated due to your failure to satisfactorily complete your probationary period. You are welcome to bring either a Trade Union representative or a work colleague or friend who works for the Council to support you at this meeting. A letter outlining the details of the meeting will be sent to you in the next few days.

Yours sincerely
[insert name]
[insert title]
Cc HR, file

Model letter 4

Model letter from line manager to invite employee to meeting with the Head of Department.
Private & Confidential Address
Dear [name]
Meeting to discuss unsatisfactory outcome of Probationary Period
Further to my recent letter dated (insert date) I am writing to confirm that a meeting has now been arranged with (insert name and title) in order to make a decision on your future employment based on your performance during your probationary period. The meeting with (insert name and title of senior manager) and me will be held on (insert date) at (insert time) at (insert venue). I would like to remind you that you are welcome to bring either a Trade Union representative, work colleague or friend who works for the Council to support you at the meeting. If you do intend to be accompanied, please let me know the name and position of the person, before the meeting.

Yours sincerely
[insert name]
[insert title]
Cc HR, file

Model letter 5

Model letter from line manager to employee following meeting/appeal with senior manager - appointment confirmed

Dear [name]
Completion of Probationary Period

I am writing to follow up the (appeal /) meeting held on (insert date) with (Head of Department who held dismissal meeting) to discuss the outcome of your probationary period. The outcome of that meeting was that your permanent appointment has been confirmed, and we need to work together on planning your next phase of work (suggest meeting to do this). (Add any advice about future working, goals or standards to be achieved, etc that may need to be followed up after the probationary period). The terms and conditions of your employment remain as outlined in your original letter of appointment and Terms and Conditions. If you have any queries or concerns about your employment please do not hesitate to ask me. I should like to take this opportunity to wish you success in your career with the Council.

Yours sincerely

(insert name)
(insert title)
Cc HR, file
Representative

Model letter 6

Model letter from senior manager to employee to confirm dismissal

Private & Confidential
Address
Dear [name]
Termination of Employment

I am writing following the meeting with me held on (insert date) between (insert line manager’s name), your line manager and yourself, your trade union representative (insert name) (adapt as necessary) to discuss your performance during your (extended) probationary period. Your performance has not improved to the required standards (briefly explain) (adapt as necessary but briefly add any attempts to find a solution to any particular problem). Unfortunately, it is not possible to (further) extend your probationary period and therefore I am confirming the termination of your employment. Your notice period is X calendar month(s) on full normal salary. Your last day of service with the Council will therefore be (insert date). You have the right to appeal against this decision. If you wish to exercise this right of appeal you should write to (insert name), within 10 working days of receipt of this letter, clearly setting out the grounds for your appeal. A copy of this letter has been sent to (TU representative) (if appropriate).

Yours sincerely

(Head of Department who made decision to dismiss)
[insert name]
[insert title]
Cc HR, file
Line Manager
Representative

Model letter 7

Model letter from line manager to invite employee to probation appeal meeting

Private & Confidential
Address
Dear [name]
Appeal Meeting

I am writing further to the recent letter dated (insert date) confirming the termination of your employment and your subsequent appeal against the decision. I can confirm that a meeting has been arranged with (insert name and title of Director) to consider your appeal. It will be held on (insert date) at (insert time) at (insert venue). If you have not already done so please provide (Head of Department) with a note of the grounds of your appeal as soon as possible but by (3 days before appeal) at the latest (adapt as necessary). I must remind you that the decision of (insert name of Head of Department) will be final and that you are welcome to bring either a work colleague or Union representative, or a friend who works for the Council to support you at the meeting. If you intend to be accompanied, please let me know the name and position of the person, before the meeting.

Yours sincerely
(Insert name)
(Insert title)
Cc HR, file

Model letter 8

Model letter from senior manager to advise employee of probation [appeal]

meeting - appointment confirm\
Private & Confidential
Address
Dear [name]
Confirmation of outcome of probation [appeal] meeting

I am writing to confirm the outcome of the [appeal] meeting held on (insert date) in relation to the termination of your employment with the Council. Having considered the evidence from both you and your manager my decision is that you did meet the required standards during your (extended) probationary period and I am therefore pleased to confirm that your employment will be continued. [The dismissal notice sent to you on (insert date of dismissal letter) is therefore being withdrawn.] Your line manager will be contacting you shortly to discuss the outcome, including the planning of your next phase of work, and recommendations about future working, goals or standards to be achieved.

Yours sincerely

[insert name]
[insert title]
cc HR, file
Line manager
Representative

Model letter 9

Model letter from Head of Department to advise employee of probation appeal meeting - dismissal

Private & Confidential
Address
Dear [name]
Confirmation of outcome of probation appeal meeting

I am writing to confirm the outcome of the appeal meeting held on (insert date) in relation to the termination of your employment with the Council. Having considered the evidence from both you and your manager my decision is that you did fail to meet the required standards during your (extended) probationary period (briefly explain). This is despite (weave in reference to support arrangements provided/reasonable adjustments made – as appropriate) and I am therefore confirming that your employment will terminate on (insert date). Whilst I am sorry that we cannot continue your employment with the Council, I wish you well in your future career.

Yours sincerely

[insert name]
[insert title]
cc HR, file
Line manager
4-Weekly Probation Review Form
Name of Employee:
Name of Manager:
Service area:
Start Date:
End Date of probation (6 months from start):
Date of meeting:

Link to form

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