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Last updated
09/09/2026

Policy statement

Implementation date
02/09/2024
Reference number
PD-2024-0484-06-V01.2.0
Publicly available
Yes
Policy cluster
People

Induction and onboarding

Direction and guidance for onboarding and inducting new staff to ensure consistency in support, access to systems, information, tools and training relevant to the role.

Audience

All:

  • principals, hiring managers and executives who lead employee onboarding
  • new employees, school-based and education support staff, including permanent, temporary and casual employees
  • employees who change schools or business units, or return to work after a long absence
  • volunteers, when required.


VersionDateDescription of changesApproved by
V01.2.009/09/2026Updated wording and structure to improve clarity. Removed non-procedure content and non-mandatory requirements.Executive Director, Talent Capability and Performance

V01.1.1

22/01/2026

Updated links in mandatory tools.

Director, Learning and Development

V01.1.006/03/2025Updated to include mobile phone and services eligibility for education support staff.

Director, HR Operations, Policy and Systems

V01.0.2

04/02/2025

Update to mandatory documents, Checklist to onboard and prepare to induct new employees, Induction checklist for education support staff and Induction checklist for teachers and school-based employees. Updated to reflect changes to mandatory training requirements.

R/Director, HR Operations, Policies and Systems

V01.0.104/11/2024Updated to align language with the Public Service Commission Code of Ethics and Conduct.Director, HR Operations, Policies and Systems
V01.0.002/09/2024Under the 2023 Policy and procedure review program, new policy document consolidating existing instructions and improving clarity and readability.Chief People Officer


Ongoing union consultation is occurring and amendments may be made from time to time.


About the policy

Under the Recruitment and onboarding policy, the department is committed to fair and equitable recruitment and comprehensive onboarding practices in its workplaces by:

  • creating a positive onboarding and induction experience to orient and engage new employees, contractors or volunteers quickly to their school or education support office, their team and the department.

TermDefinition
OnboardingPrepares employees to begin work in their new role. It starts after an employee has accepted an offer of employment and is generally completed before the employee’s first day in their new role. The process provides them with payroll details, IT and building access.
Induction

A process by which employees are introduced to their new workplace. Induction may begin before an employee’s first day and will generally take place over the first 6 weeks.

Department induction: provides essential department information and context, and mandatory training requirements to all employees regardless of role or workplace location. Examples include: the department's Code of ethics and conduct procedures, health and safety, available support services for staff, Our Plan for NSW Public Education, and the goals and values of the department.

Local induction: provides information and context specific to the employee’s new role, workplace environment, location and team/colleagues. This information is tailored by directors, principals and managers for their schools/business units.

Hiring manager

The employee responsible for the hiring of the new employee. May include directors, principals and managers.

Employee

Any person the department engages to do work conducted by or for the department and paid directly by the department.

For the purposes of this procedure, the term ‘employee’ does not include people engaged and paid through a third party (‘contractor’). Refer to the Use of contingent labour procedure.

Volunteers are not employees.

New employee

Includes employees who are new to the department or who have changed their position.

Volunteer

A person performing tasks or work for the department, who is not paid for their time or service. Includes (but is not limited to) practicum students and interns, special education in ethics and special religious education providers, parents and relatives of a child at the school, people who are not relatives of a child at the school and volunteers under the age of 18.

Volunteer coordinators

People who coordinate volunteers for school-related activities, for example, fundraising, relatives helping with supervision on excursions and delivering special education in ethics classes.

Induction stakeholdersIndividuals and teams that own specific content and/or responsibilities within the induction procedure and resources.

Hiring managers:

  • support new employees during onboarding and induction
  • ensure all appropriate recruitment and onboarding paperwork is completed before the employee’s first day
  • ensure new employees have appropriate access to the workplace on their first day
  • allocate devices as needed (laptops, tablets, computers, mobile phones) for new employees
  • tailor induction tasks and checklists to the local workplace and to the individual
  • where possible, assign team members a ‘buddy’ and/or a mentor to support new employees during induction
  • ensure all employees receive a consistent and supportive induction experience
  • make any reasonable adjustments required under the Disability Discrimination Act 1992 (NSW) (refer to the Workplace adjustments procedure for further guidance)
  • ensure mandatory training is completed within appropriate timeframes
  • identify and organise relevant role-specific training
  • record, monitor and support the progress of the employee's induction
  • hold regular catch ups and establish ongoing performance conversations.

New employees:

  • complete and return all required onboarding paperwork
  • complete onboarding and induction activities before their first day so they are prepared to start work
  • participate in induction activities and seek support if needed
  • complete all mandatory training within the specified times
  • complete any scheduled role-specific training
  • identify training and development requirements and work with the hiring manager to prepare the new starter’s performance and development plan
  • maintain accurate records of completed induction activities.

Support network (colleagues and buddies):

  • support new employees in their first few days and weeks, navigating the workplace and the department
  • schedule regular check-ins and encourage the new employee to ask questions
  • share relevant local information
  • complete delegated induction activities as required.

Directors and directors, educational leadership:

  • ensure local induction resources and tools are tailored to include directorate, school and business unit specific information
  • maintain records of completed mandatory training and induction for all employees
  • regularly contact principals and/or managers to raise issues of non-compliance, including employees who have not completed their mandatory training within the appropriate timeframe
  • ensure tailored local induction resources and tools are maintained
  • include new employees in any onsite local induction programs, sessions or role-specific induction or training
  • alert Learning and Development about any issues that impact the department's induction framework
  • ensure health and safety plans are up to date and available to new employees
  • conduct regular onsite work health and safety (WHS) induction walk through.

Onboarding support (includes Human Resources, payroll and IT Directorate):

  • complete recruitment and onboarding activities to ensure the employee has access to required systems before the employee’s start date
  • ensure recruitment and onboarding records are completed.

Supervising teachers:

  • induct pre-service teachers.

Induction stakeholders:

What needs to be done

This procedure does not apply to contractors – refer to the Use of contingent labour procedure.

The successful onboarding and induction of a new employee begins when a new employee accepts an offer of employment. Once an employee starts their first day of employment, they begin their induction, which usually takes several weeks or months to complete depending on their role.

A structured onboarding and induction process helps ensure a new employee is successful by:

  • reducing the time for an employee to be effective in their role
  • creating a supportive and consistent experience
  • ensuring that all key messages are delivered
  • improving employee retention.

Hiring managers must:

  • prepare to onboard the new employee
  • prepare for the new employee’s induction
  • update the induction checklist and maintain this checklist as a formal record of the induction, including local and personalised induction activities.

Table 1 Onboarding and induction process overview

Time and stageAction
Before day 1Hiring managers schedule catch ups and opportunities for the new employee to meet the team and discuss key parts of the role.
Day 1: WelcomeThe new employee meets with the hiring manager and receives a workplace orientation.
Week 1: FamiliarityIn the first week, hiring managers and colleagues provide the employee with the opportunity to become familiar with the department, local school or workplace practices and expectations of their role.
Week 2-4: IntegrationIn the first 4 weeks (or month), the new employee is supported to integrate into the school/workplace community and build productive work relationships. Principals and/or managers and colleagues also help equip employees with resources and introduce them to relevant networks.
Week 6: Goal setting

By the sixth week, the hiring manager will have:

  • provided the employee with a clear understanding of their role and expectations
  • developed their performance and development plan for the following year.
After inductionManagers and their employees must continue to meet at least once per month.


1. Onboard – prepare for the new employee’s arrival

Before the employee’s first day, the hiring manager and assigned support staff must prepare for the new employee's arrival and induction. This ensures a new employee has the equipment and support they need to be successful in their role.

Hiring managers must download and complete the Checklist to onboard and prepare to induct new employees (linked below) at least one week before the employee’s start date. Preparation includes:

  • ensuring all documentation and/or screening requirements are in place
  • arranging access to workplaces and resources, as required
  • updating the induction checklist for either teachers and school-based employees or education support staff, as required (refer to section 2. Induction – prepare for the first 6 weeks).

For further information and resources:

1.1 Ensure requirements are in place for new employees and volunteers

The hiring manager’s Checklist to onboard and prepare to induct new employees (staff only) (DOCX 65 KB) supports principals, managers and their delegates to onboard and prepare for inducting new employees in line with this procedure.

Hiring manager/s should:

  • ensure the new employee has returned the relevant documentation before their first day
  • ensure volunteers have completed the necessary screening
  • discuss existing or proposed private or secondary employment as required.

Employees also have a responsibility to ensure they have returned all required documentation before they start.

Hiring managers must ensure that new employees have:

  • accepted their letter of offer and returned it to the department
  • provided personal details, for example, mailing address, title
  • provided banking details
  • provided tax file number declaration
  • provided superannuation fund nomination
  • provided any relevant screening documents (refer to the Workforce screening procedure).

Employees moving to a different part of the organisation do not need to complete these forms again, unless they wish to change their information. Refer to Change of personal information procedures.

Volunteers in schools must undergo screening before conducting volunteer duties.

The volunteer coordinator must:

1.2 Arrange relevant access to resources and the workplace

Hiring managers must prepare for the employee’s arrival by ordering relevant devices, ensuring access to the workplace, resources and HR and IT systems, as outlined below.

New and transferring employees must ensure that department devices are used responsibly and for work purposes only, adhering to Digital devices, services and information - staff use procedurees (staff only).

Please note the following regarding new and transferring employees:

  • may be able to bring their devices to their new role
  • must check with the school or business unit they are leaving, whether their devices need to be returned before moving to their new role. Refer to the Leaving the department procedure
  • must advise their hiring manager if they require new devices
  • will have their eligibility for mobile device and mobile service assessed based on their new role.

As soon as a new starter is confirmed, hiring managers should order new devices (where required).

Laptops and computers for school-based employees

Principals may allocate existing hardware or purchase new hardware for school-based employees.

Principals (and their delegates) order new devices through EdBuy (on the Staff portal [staff only])

New devices are purchased through EdBuy, managed by the department’s IT Directorate.

Laptops for non-school based employees

Managers must request a device for a new employee via EDConnect (refer to Contact EDConnect [staff only]) on 1300 32 32 32 or by logging a query at EDConnect Online (staff only)

At lease 5 business days’ notice is required to ensure equipment is ready.

Mobile devices and services

Public service senior executive are eligible for a mobile device by default.

For all other Education support staff, eligibility for a mobile device must be directly related to job functions and responsibilities. This is determined by the line manager based on the employee’s job responsibilities, including special needs such as equitable access and whether the Enterprise Voice Solution can meet the requirement of communicating with internal and external users.

Information related to how to procure a mobile device and service are available from the Telephony (staff only) team.

The hiring manager must arrange workplace access and record this in the induction checklist.

For example:

  • building pass
  • desk and/or workstation or office
  • office keys
  • storage keys and/or PIN
  • carpark allocation
  • signage.

Ensure the new employee has access to required resources such as:

  • workspace
  • name badge
  • stationary, locker
  • workplace adjustments.

Record these in the induction checklist.

HR and payroll will use employee-provided information to setup the new employee on HR systems.

Employees must follow instructions sent to their personal email address to setup their network password.

The relevant recruitment and/or payroll team will begin the setup of network access for temporary and permanent/ongoing employees.

When the request has been processed, EDConnect (refer to Contact EDConnect [staff only]) will send the employee an email (to their personal email address) with instructions to create a network password.

The IT Directorate will generate a department email address for the user.

If the employee has problems with their network access, the employee must follow up with EDConnect in the first instance, and advise their principal and/or manager.

Systems and applications

Hiring managers should ensure all employees are provided access to the staff portal and the company portal.

Employees need to be able to:

2. Induction - prepare for the first 6 weeks

To support the new employee, hiring managers should use a structured approach to induction, including preparing the team and any relevant support, as well as preparing tailored induction materials and a schedule of activities.

The hiring manager must:

  • prepare for the new employee’s induction. They may delegate preparation tasks to relevant people as required
  • keep an induction checklist as a formal record of the employee’s induction, including local and personalised induction activities (refer below)
  • send a welcome email to the new employee at least one week before their start day (refer below to section 2.3 Prepare induction materials and schedule).
Hiring managers must download and complete either:

2.1 Prepare the team, induction support and schedule for the new employee

Before the new employee arrives, hiring managers should:

  • advise the team and key stakeholders of the new employee’s name, role and start date
  • decide who will be responsible for different induction activities
  • ensure all onboarding activities, including assigning mentors and scheduling briefings, are conducted transparently and ethically.

Hiring managers should also consider (if required):

  • scheduling introductory meetings with key stakeholders
  • scheduling handover meetings between relevant employees and the new staff member
  • requesting relevant employees to prepare a briefing package for the new employee.

2.2 Customise the induction experience

Hiring managers need to tailor the induction materials and activities to suit the role and the workplace and update these on the relevant induction checklist.

The induction checklist contains essential information about the department but does not include local induction information.

Hiring managers should ensure local induction activities are included or added to the employee’s induction checklist.

Local induction activities are specific to the school or business unit, for example, related to the specific workplace, including health and safety, geographic location and local area.

The hiring manager should ensure any personal requirements are included or added to the employee’s induction checklist.

A personalised induction takes into consideration the new employee’s:

  • family, medical, cultural or language background
  • personal dispositions and skills
  • concerns about the role
  • career aspirations
  • cultural or personal variations in dress or expression.

It also accounts for the school’s or business unit’s particular challenges, stakeholders and context.

Personalised induction adjustments may include:

  • considering whether reasonable adjustments are required under the Disability Discrimination Act 1992 (Cth) (for further guidance, refer to the Workplace adjustments procedure)
  • adapting delivery method (for example, visual/watching/reading, listening/discussion, practical)
  • changing the order, timing or priority of induction tasks
  • changing the time spent on different aspects of induction
  • adding specific tasks or activities that would help or interest the individual, in relation to personal skills, concerns, aspirations or cultural and/or personal variations in dress or expression.

Hiring managers should take the time to consider how employee induction and onboarding may impact people from different identities and experiences. This might include, but is not limited to, LGBTQIA+ people, people of different genders, Aboriginal and/or Torres Strait Islander people, people from culturally and linguistically diverse backgrounds, people with disability and people with caring responsibilities.

Inclusive induction and onboarding means, every stage of induction and onboarding is culturally safe, culturally capable and anti-racist.

Employees identify with multiple cultural identities and ancestries. Culture can impact our perspectives, behaviour, interactions and personal identities. For more guidance and information, refer to Culture and diversity.

For Aboriginal and/or Torres Strait Islander employees:

  • respect identity by letting the employee take the lead on how they prefer to be identified and/or introduced
  • establish a support network early, including linking the new employee with fellow Aboriginal and Torres Strait Islander employees and the department's Aboriginal Employee Support Networks
  • prepare a culturally safe space by ensuring the physical and/or digital office environment reflects a culturally capable workplace
  • share specialised internal support systems by formally walking the new employee through culturally relevant policies, including NAIDOC Leave Entitlement (special leave provisions), Anti-racism policy and reporting pathways, Employee Assistance Progam (EAP) (staff only),
  • ensure that acknowledgement protocols are incorporated at official meetings and events to show respect to Aboriginal and/or Torres Strait Islander peoples as the Traditional Owners of the land
  • where appropriate, provide the new starter with connections to the Community and the NSW Aboriginal Education Consultive Group (NSW AECG)
  • learn the traditional place name of the local area (Whose Country am I on?) and encourage all employees to set up an email signature that acknowledges the country on which they work (refer to Know Your Country)
  • give new starters time to meet with other Aboriginal and/or Torres Strait Islander employees to build relationships and create an environment where cultural connection is respected.

2.3 Prepare induction materials and schedule

Hiring managers:

  • must update the induction checklist with the tailored and personalised induction materials and schedule of activities (refer above to sections 2.1 and 2.2). This will provide a record of the activities and information collected
  • discuss roles with individuals and update the responsible person/role for each task on the checklist. This will ensure roles and responsibilities for the employee’s induction are clear, and the employee’s expectations are managed
  • should share the induction checklist with other staff involved in the induction process
  • must email the employee with relevant information, at least one week before their start date.

Employees must:

  • prepare for their first day by providing the relevant documentation as required
  • follow any instructions given in the welcome email
  • update the induction checklist as needed.

The hiring manager and the employee are equally responsible for ensuring their onboarding and induction are completed and recorded on the induction checklist.

In preparing the materials, the hiring manager should consider, for example:

  • role-based, local and personal induction requirements and information
  • any handovers needed, as well as mandatory or other training requirements
  • scheduling induction meetings and check-ins
  • scheduling training as needed
  • who will welcome the employee on the first day and provide orientation activities as needed
  • preparing an agenda for the first week.

The hiring manager must then email the employee with relevant information, at least one week before their start date. The email should include:

  • what employees need to do before their first day
  • the details of the first day, including where employees need to go, who will meet them and what to do when they arrive
  • anything employees need to bring on their first day
  • personalised induction checklist
  • week 1 agenda
  • any other useful information.

For more information and suggestions on preparing required material, refer to the Checklist to onboard and prepare to induct new employees (staff only) (DOCX 65 KB). There is some additional preparation required for public service senior executives, as outlined in the checklist.

Employees must ensure they have provided the relevant documentation before their first day, as outlined in section 1.1 Ensure requirements are in place for new employees and volunteers.

After receiving the welcome email from their manager, employees should:

  • follow instructions sent to their personal email address to set up their network password
  • check they have access to the staff portal and induction hub
  • review the mandatory training in their personalised induction checklist, enrol and complete all required modules in the prescribed timeframes.

2.4 Support the new employee during the first 6 weeks

Hiring managers and colleagues should support the employee throughout the induction process by:

  • proactively helping the new employee build connections and relationships with other employees in the workplace
  • ensuring any professional learning and development needs are reviewed and documented
  • ensuring flexible work arrangements are in place, as appropriate.

Hiring managers and colleagues must help new employees find suitable connections and build professional relationships.

Hiring managers should:

  • schedule and regularly hold one-to-one meetings with the employee, at least monthly identify key people to introduce the new employee to
  • schedule time for the new employee to meet key people and connect with them.
One-to-one meetings between hiring manager and employee:
  • The meetings must have an agenda that includes a personal catch up, discussion about leave, professional learning and work deliverables.
  • The hiring manager and employee may vary the length of meetings depending on the need and size of the team. Meetings are generally between 15 to 60 minutes.
  • Hiring managers must keep records of these conversations and share them with the employee. The records must include notes about what was discussed, what was decided, and follow-up taken on action items.

Hiring managers and new employees must review the employee’s professional development and may identify specific areas of professional practice in which the employee needs development.

Hiring managers may assign mentors who are experts in the aspects that have been identified for development.

If the new employee has an immediate need for personalised support or development, the hiring manager must:

  • list specific courses the employee needs to complete on their induction checklist
  • check availability and register the new employee for listed courses
  • organise on-the-job support, including buddies and mentors.

If the support or development is not an immediate need, it can be included during the creation of a performance development plan (PDP). A PDP helps the employee meet their goals and those of their school/business unit and the department. Refer to section 3.3 The first month.

Education support staff only

Hiring managers must review the new employee’s flexible work arrangement form (refer to Leaders' toolkit [staff only]) and approve an arrangement that aligns with the Flexible work procedure, including workplace presence requirements. This must be approved by a Clerk 11/12 or above.

3. Prepare a 6-week induction schedule – guidance

Throughout the induction process, both hiring managers and employees:

  • must keep induction records
  • may need to request additional access to systems
  • must develop performance plans in accordance with relevant performance and development frameworks.

On the induction checklist:

  • employees are responsible for marking some items as complete, using their initials (the checklist states when it is acceptable for an employee to mark an induction task as complete)
  • the hiring manager or their delegate may mark any or all induction tasks as complete.

When an item is not completed within the timeframe indicated, the date of actual completion must also be recorded in the completed column.

School-based employees

School-based employees, including principals, may use Manage My Access (staff only) to:

  • get access to additional systems after onboarding – for some systems and applications, principals may need to approve access
  • add and remove system access and approve and deny employee requests for system access (principals only).

Education support staff

To request access to additional systems, employees must log a Software Support (staff only) ticket through EDConnect Online. For more information and support, refer to Contact EDConnect (staff only).

All employees must undergo a performance and development process. These differ according to the performance and development framework attached to each role type.

Teachers, principals, school executive and non-school based teaching staff (NSBTS):

Non-teaching employees in schools:

Education support staff:

Public service senior executive staff (PSSE):

For more information, refer to Education support staff – SuccessFactors guides (staff only).

3.1 The first day

All employees on their first day must:

  • attend the workplace as described in the welcome email
  • be available to be introduced to colleagues and support people
  • collect workplace access cards, keys and/or codes (if available)
  • collect technology as described in the technology deployment email (if available)
  • update details on Staff portal (staff only) (if required)
  • participate in induction activities
  • complete the mandatory training on the checklist for day 1
  • keep accurate records of completed induction activities on their induction checklist.

The hiring manager or their delegate is expected to complete the following items on the first day. If this is not possible, they should be completed on the employee’s second day.

The hiring manager or their delegate should:

  • begin the induction with an Acknowledgement of Country to show respect for Traditional Owners and the continuing connection of Aboriginal and Torres Strait Islander peoples to Country
  • introduce the new employee to their colleagues and their managers, supervisors or school executive team
  • add the new employee to existing meeting invitations, email distribution lists and any shared team workspaces, folders, groups and chats and applications
  • deliver a tour of the workplace, including
    • staff room and/or kitchen, offices, meeting rooms and bathrooms
    • office equipment, stationery, photocopiers and printers, phones
    • mail arrangements
    • booking equipment and rooms
    • WHS briefing including equipment and procedures
  • discuss
    • the importance of induction, induction checklists and accurate record keeping
    • working hours, break times, how to report absence from the workplace, and recording attendance (for example, flex sheets)
    • their school or business unit’s team structure and roles
    • the need for any workplace adjustments
    • the intial duties and tasks the employee must complete during the first week, including mandatory training
    • the new employee’s understanding of their duties
    • the importance of knowing and acknowledging the Traditional Owners of the land on which the employee is working. Encourage employees to set up an email signature that acknowledges the Country on which they work (refer to Know Your Country)
  • provide any useful local information, for example, public transport, banks, medical centres, pharmacy, cafes, post office
  • request and receive feedback from the employee about their onboarding experience.

In addition to the requirements for all hiring managers (Tab 2), principals or their delegates must ensure new employees are provided with:

  • relevant timetables, class lists, teaching programs
  • school faculty policies on curriculum, discipline, attendance, homework and assessment and reporting information
  • school rules
  • after-hours access procedures, if needed.

3.2 The first week

In the the first week of their new role, employees should:

Hiring managers are encouraged to:

  • schedule one-to-one meetings
    • at least weekly during the employee’s first 6 weeks
    • several weeks in advance
  • reschedule meetings rather than cancelling if a meeting cannot go ahead as planned.

The hiring manager or their delegate should:

  • provide role-specific information, including
  • check-in with the new employee to ensure that they can access all systems and applications
  • ensure the new employee knows how to set up their signature block
  • run a report in MyPL at the end of the first week
    • create a report of professional learning for the new employee (refer to Principals/directors or their delegates > Monitoring and reporting on professional learning)
    • ensure the new employee has completed their mandatory training for the first week
    • if the employee has not done these tasks, help the employee prioritise them for the next working day
  • revisit the personalised induction checklist. If relevant, agree to additional induction tasks and add them to the employee’s induction checklist.

In addition to activities outlined above, the principal or their delegate should cover the following topics with their new employee in the first week:

  • school development days
  • planning
  • beginning teacher support through the Strong start great teachers initiative, if relevant
  • effective classroom management
  • student and community demographic
  • important student, family, medical, cultural or language considerations
  • interactions with parents and community.

3.3 The first month

During the employee’s first month, the hiring manager (or a delegate) should:

  • provide the employee with an overview of the directorate, and the team, including
    • Our Plan for NSW Public Education
    • directorate structure
    • key mission/priorities
    • recent achievements
    • how the the directorate’s work links back to the department’s strategic goals
    • key relationships
  • provide relevant team context and information, including
    • regular meetings, who is involved and the topic of each meeting
    • policies and procedures
    • systems
    • documents and templates
    • team collaboration/building activities
  • hold an initial discussion about their professional development plan (PDP) and
    • discuss work priorities, expectations and goals (including learning and development) for the performance year
    • complete the work plan and learning and development plan sections of the PDP in the relevant system or tool (refer above to Ensure performance and development plans are in place)
  • schedule and hold recurring PDP conversations, at least monthly, for the duration of the PDP (usually a year).

The employee and manager may agree to combine the PDP conversation with the employee’s regular one-to-one meetings.

3.4 The first 6 weeks

By the end of 6 weeks, the hiring manager must have:

  • discussed training and development opportunities with the employee
  • finalised the employee’s performance development plan (PDP)
  • established regular one-to-one meetings (at least monthly)
  • held ongoing PDP discussions as part of these regular meetings
  • scheduled a 6-month and 12-month PDP review meeting with the employee.

3.5 Finalise the induction process

Within 8 weeks of the employee’s start date, the hiring manager and employee should have:

  • completed all induction tasks
  • marked these on the induction checklist as completed.

The hiring manager must:

  • keep the original completed induction checklist, and provide a copy to the employee
  • continue to schedule and hold regular, at least monthly, one-to-one meetings and PDP conversations with the employee. Refer to the Employee performance and development procedure.

Record-keeping requirements

Refer to Primary and secondry education (FA387)

RecordClassificationDisposal action
Onboarding and induction checklist, mandatory training completion recordsFA387 2.0.6 Policy and proceduresRetain minimum of 5 years after superseded, then destroy

Mandatory tools and templates

Supporting tools, resources and related information

Policy contact

Learning and development
LearningAndDevelopment@det.nsw.edu.au

The Executive Director, Talent, Capability and Performance monitors the implementation of this procedure, regularly reviews its contents to ensure relevance and accuracy, and updates it as needed.

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