Advisor
Keywords: probation, probationary period, review meeting, confirmation of employment, non-confirmation, extension of probation.
King's College Hospital NHS Foundation Trust is dedicated to embracing the broad diversity of our staff, patients and communities and stands firmly against all form of prejudice and discrimination.
Our commitment extends to all protected characteristics under the Equality Act 2010 as well as other vulnerable groups. We expect every employee to respect and uphold this in relation to all our trust policies, practices, and procedures.
It is against the law to discriminate against anyone because of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race (including colour, nationality, ethnic or national origin), religion and belief, sex, and sexual orientation.
Discrimination towards our staff or patients, in any form, is strictly prohibited. This includes, but is not limited to, racism, ableism, homophobia, biphobia, transphobia, sexism, ageism, religious discrimination, and any other prejudiced behaviour that u ndermines the rights, wellbeing and identity of our staff, and patients.
Discrimination can be displayed in various forms including, but not limited to, language, behaviours, unequal treatment, harassment, exclusion, stereotyping, or denying access to opportunities.
We embrace our duty to address discrimination in all its forms, and we pledge to:
- listen to the voices and lived experience of colleagues and patients, and other groups who suffer discrimination or lack of fair representation.
- commit to working towards removing inequalities within our Trust, including differences in access, experience and outcomes for our diverse patient groups and turn that commitment into positive action and real change.
- use our voice and influence within the wider system to address the wider social determining factors of health.
- accept our responsibility to listen to, and learn from, the experience of all underrepresented groups.
- listen with respect and genuine curiosity, acknowledging that continued action and resource is required to bring about the change we need to see.
- ask all colleagues to work with us to remove unfairness and discrimination within our organisation and within our wider communities.
This policy will be applied equally to all staff and no groups will be disadvantaged by the application of this policy.
The probationary period is a structured and supportive process designed to help new employees integrate successfully into their roles at King's College Hospital NHS Foundation Trust. It provides a clear framework for setting expectations, reviewing progress, and identifying development needs. This policy outlines the responsibilities of managers and employees, including setting objectives, holding review meetings, and addressing concerns. The Trust is committed to ensuring that all new employees are given t he opportunity to succeed and are supported in line with King's Values: Kind, Respectful, and Team.
2. Definitions
- Probationary Period The initial period of employment is 6 months, during which a new employee is expected to demonstrate their suitability for the role by meeting agreed objectives, performance standards, and behavioural expectations. This may be extended, where appropriate, up to a maximum of 12 months.
If an employee reaches 12 months of continuous employment without formal confirmation, they will be deemed to have successfully passed their probation.
- Confirmation The formal recognition that an employee has successfully completed their probationary period and their employment is confirmed.
- Non-Confirmation The outcome when an employee does not m eet the required standards during probation, resulting in the termination of their employment.
- Review Meeting A structured discussion between the line manager and the employee to assess progress against objectives, identify support needs, and determine next steps. These occur at key stages during the probationary period.
- Informal Review Meeting A one-to-one meeting between the line manager and the employee, typically used for the first probation review or for second and third reviews where no concerns have been identified. These meetings provide an opportunity to discuss progress, offer feedback, and agree on any support or development needs in a supportive and informal setting.
- Formal Review Meeting A structured meeting held during the second or third probation review where concerns about performance, conduct or attendance have been identified. The employee must be given reasonable notice , which should be at least 14 calendar days where possible, to allow sufficient time for representation arrangements. The employee has the right to be accompanied by a trade union representative or a workplace colleague. If the employee is unable to attend because their companion is unavailable, they must propose an alternative date within the following 7 calendar days. If no alternative is agreed, the meeting will proceed as scheduled in the absence of the representative. Probation Policy v1.0, 1 December 2025 Page 6 of 28
- Extension of Probation A formally agreed additional period ( up to 3 months) granted when an employee shows progress but requires more time to meet the required standards.
- Final Probation Review Hearing A formal meeting held when significant concerns remain at the end of the probationary period. The outcome may be confirmation, extension, or non -confirmation of employment.
- Notice Period During Probation During the probationary period, the notice period for both the Trust and the employee is one week, unless otherwise stated in the contract of employment.
3. Purpose and Scope
This policy sets out the framework for managing probationary periods at King's College Hospital NHS Foundation Trust. It is designed to ensure that newly appointed employees are supported to understand their role, achieve performance expectations, and integrate effectively into the organisation.
The probationary period provides a structured process for assessing an employee's capability, conduct, attendance, and alignment with the Trust's values, while also offering feedback and development to support their success.
This policy applies to all new employees appointed to permanent or fixed -term contracts. It does not apply to bank staff, internal transfers, secondments, or medical and dental employees, who are covered by the Maintaining High Professional Standards (MHPS) framework. Preceptorship programmes are also excluded, as they are governed by separate clinical development arrangements.
Managers are expected to apply this policy consistently and ensure that all eligible new starters are enrolled in the probation process from the start of their employment. This includes setting clear objectives, conducting timely review meetings, and provi ding appropriate support throughout the probationary period.
4. Duties
4.1 Line Managers
Line managers are responsible for ensuring the probation process is applied fairly, consistently, and in line with Trust procedures. They play a key role in supporting new employees to succeed by:
- Providing a structured induction and setting clear, measurable objectives at the start of employment. - Discussing any reasonable adjustments required to support the employee, particularly where health or disability considerations apply. - Holding regular one -to-one meetings and formal review discussions to monitor progress against the objectives. Probation Policy v1.0, 1 December 2025 Page 7 of 28 - Offering timely, constructive feedback and addressing any concerns as they arise. - Identifying and facilitating appropriate training, development, or support. - Completing and retaining all probation documentation, including review forms and meeting notes. - Consulting Employee Relations before taking formal action such as extending probation or recommendation to a Final Probation Review Hearing.
4.2 Employees
Employees are expected to take an active role in their own development and engagement during the probationary period. They are responsible for:
- Working towards agreed objectives and demonstrating the required standards of performance, conduct, and attendance at work. - Participating fully in review meetings and one-to-one discussions. - Raising any concerns or support needs with their manager at the earliest opportunity. - Making full use of the support, feedback, and development opportunities provided.
4.3 Employee Relations
The Employee Relations team provides advice and guidance to support the fair and consistent application of this policy. The team will:
- Advise managers and employees on the probation process and related procedures. - Ensure compliance with Employment Law and Trust policies. - Be consulted before any decision to extend a probationary period or proceed to a final review hearing. - Attend formal meetings where appropriate to support fair decision-making.
4.4 Trade Union and Staff Side Representatives
Trade Union and Staff Side Representatives may support employees throughout the probation process. They may:
- Attend formal review hearings when requested by the employee. - Provide advice and representation. - Be approached by employees for advice at any stage of the probation process, including informal stages. - Contribute to the review and development of this policy through consultation mechanisms.
4.5 Supporting International Employees During Probation
Special attention should be given to ensuring the policy is understood by employees who are new to the NHS or the Trust. In that regard, there are cultural considerations when international employees join the organisation:
- International employees may require significant personal and professional support to settle into a new country and adjust to the cultural and working practices of the NHS. Probation Policy v1.0, 1 December 2025 Page 8 of 28 Line managers, with HR support, should ensure a comprehensive plan is in place for induction, pastoral care, and professional development, as outlined in the NHS Employers International Toolkit. - The first six months in a new country and working in the UK can be challenging. Induction, training, and mentorship must be carefully planned. Managers should be prepared for the arrival of international employees, acknowledging cultural differences and providing empathetic support during this life-changing transition. - International employees may be unfamiliar with UK English terminology and cultural norms. Existing employees should be encouraged to learn about the cultures of their colleagues to foster inclusion and mutual understanding.
5. Probationary Period Review Meetings
The probationary period includes structured review meetings to assess progress, provide feedback, and determine whether the employee is on track to meet the required standards (see Appendix 1 ). These meetings are essential for identifying support needs early and ensuring a fair and transparent process.
5.1 Objectives Meeting (Start of Employment)
At the beginning of the probationary period, the line manager must meet with the employee to: - Agree on clear, measurable objectives and explain expected standards of performance, conduct, and attendance. - Outline the probation process, including review meetings, outcomes, and expectations around attendance and professionalism. - Discuss any reasonable adjustments re quired to support the employee in their role, particularly where health or disability considerations apply.
This meeting must be documented using the Objectives Template provided in Appendix 2 to ensure consistency in setting and recording probation goals.
5.2 First Review Meeting (Informal - 2 Months)
This meeting provides an early opportunity to:
- Review progress against objectives. - Identify any areas of concern or development and training needs. - Offer feedback and support to help the employee succeed. - Confirm whether the employee is on track or if improvement is required.
If concerns are identified, the manager must clearly communicate expectations and the potential consequences if not meeting them. A written summary should be provided to the employee (see Appendix 3).
5.3 Second Review Meeting (Formal if Concerns Exist - 5 Months)
This meeting is critical in determining the likely outcome of the probationary period. The manager should: Probation Policy v1.0, 1 December 2025 Page 9 of 28
- Assess whether the employee has met the required standards. - Decide whether to confirm employment, extend the probation ary period, or escalate to a final review hearing. - If concerns persist, the meeting must be formal. The employee must be given the right to be accompanied by a trade union representative or a workplace colleague.
The outcome must be documented and shared with the employee.
5.4 Third Review Meeting (If Probation is Extended)
If the probationary period is extended, a third review meeting must be held at least one month before the end of the extended period. This meeting should:
- Review progress against the revised objectives. - Consider whether sufficient improvement has been made. - Determine whether to confirm employment or proceed to a final formal probation review hearing.
5.5 Ongoing One-to-One Meetings
In addition to probation reviews, managers are encouraged to hold regular informal one -to- one meetings throughout the probationary period. These meetings help:
- Monitor progress. - Provide timely feedback. - Address any emerging issues early.
Where appropriate, managers should revisit any reasonable adjustments and consider whether delays or barriers have impacted progress.
Notes from these meetings should be retained and shared with the employee as confirmation of discussion.
6. Successful Completion of Probation
If the employee has met the required standards of performance, conduct, and attendance at work by the end of the probationary period (or extended period, if applicable), the line manager will confirm in writing successful completion of probation.
- The outcome should be communicated verbally during the final review meeting and confirmed in writing. - Once confirmed, the employee's appointment continues under standard contractual terms and is no longer subject to probation. - Confirmation takes effect automatically the day after the probation ary period ends, unless otherwise stated.
Managers must ensure that all relevant documentation is completed and retained in line with Trust procedures. Probation Policy v1.0, 1 December 2025 Page 10 of 28
Where an individual successfully completes their probationary period and subsequently their behaviour and/or performance drops below the standards the Trust would expect, they will be managed in accordance with the relevant Trust policy. This will depend o n whether the concern relates to attendance, performance, or conduct.
7. Concerns During Probation
7.1 Early Identification and Action
Concerns about an employee's performance, conduct, or attendance must be addressed promptly. Managers should not wait for scheduled review meetings to raise issues. Early intervention allows time for improvement and ensures fairness.
- Managers should provide constructive feedback and consider supportive measures such as coaching, training, or supervision to support improvement. - All discussions and actions must be documented and shared with the employee.
7.2 Sickness Absence
Where sickness absence affects an employee's ability to meet probationary requirements:
- The Trust's Sickness Absence Policy must be followed. - Occupational Health advice should be sought where appropriate, particularly in cases involving disability or long-term health conditions. - Reasonable adjustments must be considered in line with the Equality Act 2010. - Absence must be fairly considered as part of the overall assessment of the probationary period.
Note: If an employee is on long -term sickness absence at the time of a scheduled probationary review meeting, the meeting should still be arranged. The employee should be invited to attend, with sensitivity to their health and wellbeing. If they are unable to attend, alternative arrangements may be considered.
7.3 Performance Concerns
Performance concerns should be managed within the probation process. Managers must:
- Clearly identify the areas where performance is below the required standard. - Provide specific feedback and agree on improvement actions. - Monitor progress through regular one-to-ones and review meetings. - If performance does not improve, escalate to a final formal probation review hearing.
7.4 Conduct Concerns
Where concerns relate to conduct or behaviour:
- The Trust's Disciplinary Policy and Conduct Standards must be followed. - Misconduct during probation may result in formal action, including dismissal. Probation Policy v1.0, 1 December 2025 Page 11 of 28 - In cases of gross misconduct, summary dismissal may occur even during probation.
7.5 Escalation
If it becomes apparent that the employee is unlikely to meet the required standards, the manager must:
- Seek advice from Employee Relations at the earliest opportunity. - Consider whether to proceed to a final formal probation review hearing or recommend an extension (see Section 8). - Ensure that any decision is supported by documented evidence and follows a fair process.
A final formal probation review hearing may be convened at any stage of the probationary period where serious concerns arise, including performance, conduct, or attendance issues that significantly impact service delivery or patient care.
8. Extension of Probation
Where an employee has made progress but has not yet fully met the required standards, the probationary period may be extended to allow additional time for improvement.
- Extensions must be for a defined period, up to a maximum of 3 months. - The decision to extend must be based on evidence and discussed with the employee during a second formal review meeting. - The manager must clearly outline the reasons for the extension, the objectives, and the support to be provided. - The extension must be confirmed in writing, with a revised review date set. - A third review meeting must be held at least one month before the end of the extended period to determine the final outcome.
Note: An extension may also be an outcome of a final formal probation review hearing ( see Section 9), but in all cases, the total probationary period must not exceed 12 months.
9. Final Formal Probation Review Hearing
If significant concerns remain and the employee has not met the required standards by the end of the probationary period (or earlier if serious issues arise), a final formal probation review hearing will be convened.
- The hearing will be chaired by a senior manager (Band 8c or above) who has not previously been involved in the case and will be supported by an Employee Relations representative. - The employee must be given at least 7 calendar days' notice of the hearing, including the concerns being considered and their right to be accompanied by a trade union representative or workplace colleague. - The line manager will present the case, supported by documentation from review meetings and any relevant evidence. Probation Policy v1.0, 1 December 2025 Page 12 of 28 - The employee will have the opportunity to respond and present any mitigating information.
Possible Outcomes:
- Confirmation of employment. - Extension of the probationary period (up to a maximum of 3 months). - Redeployment to a suitable alternative role, where appropriate. - Demotion to a lower banded role, subject to agreement and availability. - Non-confirmation of employment (dismissal).
The outcome must be confirmed in writing and documented in the employee's file.
10. Appeal
Employees have the right to appeal a decision of non-confirmation of employment.
- Appeals must be submitted in writing within 14 calendar days of receiving the outcome letter. - The appeal will be heard by a more senior manager who was not involved in the original decision, in accordance with the Trust's Appeals Policy. - The outcome of the appeal is final.
11. Implementation
This policy will be implemented through:
- Induction and onboarding processes for all new employees. - Training and guidance for line managers on the probation process, including setting objectives, conducting review meetings, and managing concerns. - Support from the Employee Relations team to ensure consistent application and compliance with Employment Law and Trust procedures. - Availability of supporting documentation, including templates for review meetings, outcome letters, and management reports.
The policy will be communicated via internal channels, including the intranet and team briefings.
12. Monitoring and Compliance
Measurable Policy Objectives Monitoring / Audit Method Frequency Responsibility of Monitoring Responsible Committee Timely completion of probation reviews Review of probation documentation Ongoing Employee Relations People Directorate
- Sickness Absence Policy - Disciplinary Policy and Conduct Standards - Capability Policy - Workplace Adjustments Policy - Appeals Policy - Induction Policy
14. References
- King's Values - Kingsweb - EDI at the Heart of Everything we do - Kingsweb - EDI Useful Resources - Kingsweb - Trade Unions at King's - Kingsweb - Employee Relations - Kingsweb - Occupational Health and Wellbeing - HR Portal - Equality Act 2010
This template should be used by line managers and employees to agree and record probation objectives. It supports structured review and documentation throughout the probationary period.
Specific objective Support offered Success criteria for performing at required standard How progress will be monitored Timescale Objective achieved / partly met / not achieved
Employee Name: Job Title: Department: Line Manager: Probation Period: From: To:
This form is to be used for all probation review meetings, including the first, second and third (if applicable). It provides a consistent structure for reviewing progress, discussing support needs and recording outcomes throughout the probationary period. The form should be completed jointly by the line manager and the employee and retained as part of the employee's probation record.
Employee Details Employee Name: Job Title: Department: Line Manager: Review Meeting Date: Review Stage (tick one): ☐ First (Month 2) ☐ Second (Month 5) ☐ Third (Extension)
Induction and Training Has the employee completed all elements of their local and corporate induction, and any mandatory training? List any outstanding areas and how these will be addressed.
Review of Probation Objectives Review progress against previously set SMART objectives. Refer to the Objective-Setting Form. For each objective, summarise progress and challenges. Objective Summary Progress and Achievements Support Provided or Required
New or Revised Objectives (if applicable) Only complete if additional objectives are being set or existing ones revised. Include brief description, timescales, and required support. Refer to the Objective-Setting Form.
Probation Policy v1.0, 1 December 2025 Page 17 of 28 General Performance Summary Summarise how the employee is performing in their role, including strengths, key contributions, and overall competence in core duties.
Working Relationship and Conduct Comment on professionalism, communication, teamwork, and interactions with colleagues, managers, and service users.
Attendance and Timekeeping Note any concerns in relation to attendance, lateness, or reliability. Reference HR or OH involvement if applicable.
Development Needs and Support Record any new or continuing training, mentoring, or shadowing support required to aid performance or meet objectives.
Reasonable Adjustments Note any reasonable adjustments discussed or implemented during the probation period, including their impact on performance, attendance, or review timelines.
Employee Comments Summarise feedback raised by the employee, including any concerns, development requests, or support needs.
Outcome of This Review
☐ Satisfactory progress - Continue probation
☐ Concerns identified - Support plan in place, continue monitoring
☐ Recommend confirmation in post (final review only)
☐ Recommend extension of probation (please consult with ER before proceeding)
☐ Probation not successfully completed (please consult with ER before proceeding)
Signatures
Employee Signature Print Name Line Manager Signature Print Name Date
Probation Policy v1.0, 1 December 2025 Page 19 of 28 Appendix 4: Checklist for the Review and Approval of Trust-Wide Policies
Have the 'Style & Format' requirements of the 'Policy on Policies' been followed in the development and review of this document? Yes
Are the following headings with supporting information included? - Introduction Yes - Definitions Yes - Purpose and Scope Yes - Duties Yes - Implementation Yes - Monitoring of Compliance Yes - Associated Documents Yes - References Yes - Appendix: Checklist for the Review and Approval of Trust-Wide Policies Yes
- Appendix: Equality Impact Assessment Yes Does the document clearly detail who has been involved as part of the consultation? Yes Has the document received final approval from the appropriate committee / group as described in the 'Policy on Policies' prior to submission for ratification? Yes
Does the 'Document Location and History' section clearly state where the current document can be located, the document that it replaces and where the archived document can be found? Yes
King's workforce demographic as of July 2025:
Equality data will include:
- WRES 2024 and WDES 2024 - workforce equality monitoring. - Workforce ESR data of AfC employees what have left the trust within the past 12 months (from September 2024 to August 2025). - Leaver analysis report (AfC) September 2024 to September 2025 (LastOpinion). - New Starter Insights June 2025. - Sexual Orientation Equality Standard 2024. - Staff Diversity Network Annual Report 2023-2024. - Gender Pay Gap Report 2024. - Staff survey results on fairness, inclusion, and morale (2024 NHS Staff Survey). - Aspirational EDI targets for race, disability, and caring responsibilities (2025-2031).
- Leavers (ESR data) 2024-2025 (AfC, <12 months service): o 49.5% were from ethnic minority backgrounds o 5.7% declared a disability o 78.4% were women o 50.5% were aged 19-29 o 8.2% identified as Muslim; 4.6% as Hindu o 5.2% identified as bisexual; 4.6% as gay or lesbian o 10.3% did not state their sexual orientation
- WSOES 2024: o LGB+ staff report higher rates of bullying, harassment, and unwanted sexual behaviour o LGB+ staff are more likely to consider leaving and feel less safe speaking up o Trans staff report significantly worse outcomes across all indicators o Rainbow Badge programme and King's & Queers Network support inclusion
- Gender Pay Gap 2024: o Mean gap: 17.9% | Median gap: 7.42% (both in favour of men) o AfC-only gap: 8.15% in favour of women o Gap increases with age and length of service o Three-year action plan in place, including mentoring and career development for women