AnNua Health and Safety Policy
by AnNua on Monday, November 8, 2010 at 9:51pm ·
Health and Safety At Work (NI) Order 1978
The designated Health and Safety Officer for AnNua is Laverne O’Donnell who was elected at the committee meeting of 7th May 2010
General Policy Statement
1. AnNua respects the promotion of Health and Safety measures as a mutual objective for management and employees at all levels.
2. AnNua policy is to do all that is reasonable to prevent personal injury and damage to property and to protect everyone from foreseeable work hazards including the public insofar as they come into contact with the organisation.
3. In particular AnNua has a responsibility:
* to provide and maintain safe and healthy working conditions taking account of any statutory requirements
* to provide safe training and instruction to enable employees to perform their work safely and efficiently.
* to make available and maintain all necessary safety devices and protective equipment free of charge and to supervise their use.
* to maintain a constant and continuing interest in Health and Safety matters applicable to AnNua activities, in particular, by consulting and involving employees or their representatives where ever possible.
* to ensure that an existing member of staff is trained to provide first aid, if necessary
4. Employees have a duty to co-operate in the operation of this policy:
* by working safety and efficiently
* by using the protective equipment provided, and by meeting statutory obligations
* reporting incidents that have led or may lead to injury or damage
* by adhering to AnNua procedures, jointly agreed on their behalf , for securing a safe workplace.
* by assisting in the investigation of incidents with the object of introducing measures to prevent recurrence
* by undertaking such training as AnNua Committee and Ensemble may judge to be appropriate
* by nominating an ensemble representative (Christopher Norby) to consult in all issues with the designated Health and Safety Officer on the Committee (Secretary Laverne O’Donnell)
5. The Health and Safety Officer will carry regular safety Inspections within the workplace and record findings in a Health and Safety log book. All actions required/taken will be logged.
6. The Health and Safety Officer will maintain an accident book and all employees will be informed of reporting procedures.
INDUCTION POLICY AND CHECKLIST
by AnNua on Monday, November 8, 2010 at 9:47pm ·
AnNua believes that all new employees MUST be given timely induction training. This training is regarded as a vital part of staff recruitment and
integration into the working environment. This policy, associated procedures and guidelines define AnNua’s commitment to ensure that all staff
are supported during the period of induction.
AnNua wish to ensure that staff induction is dealt with in an organised and consistent manner, to enable staff to be introduced into a new post
and working environment quickly, so that they can contribute effectively as soon as possible. This induction policy, associated procedures and
guidelines aim to set out general steps for Managers and Staff to follow during the induction process. It is expected that all Managers and Staff
will adhere to this policy.
AnNua expects that the implementation of good induction practice by Managers/Supervisors will:
Enable new employees to settle into AnNua quickly and become productive and efficient members of staff within a short period of time.
Ensure that new entrants are highly motivated and that this motivation is reinforced.
Assist in reducing staff turnover, lateness, absenteeism and poor performance generally.
Assist in developing a management style where the emphasis is on leadership.
Ensure that employees operate in a safe working environment.
GUIDELINES FOR MANAGERS/SUPERVISORS
Starting a new job is a demanding and often stressful experience. Quite apart from the obvious challenge of tackling new tasks, there is also the
need to become accustomed to a new organisation, a new environment and new colleagues. The purpose of induction is to support new employees
during this difficult period and to help them become fully integrated into the Company as quickly and as easily as possible.
Induction has benefits for all involved in the process. Employees who settle quickly into AnNua will become productive and efficient at an early
stage and in turn will experience feelings of worth and satisfaction.
It is generally recognised that new employees are highly motivated and an effective induction process will ensure that this motivation is
2. BENEFITS OF INDUCTION
The advantages of an effective and systematic induction process are as follows:
To enable new employees to settle into AnNua quickly and become productive and efficient members of staff within a short period of time.
To ensure that new entrants are highly motivated and that this motivation is reinforced.
To assist in reducing staff turnover, lateness, absenteeism and poor performance generally.
To assist in developing a management style where the emphasis is on leadership.
To ensure that new employees operate in a safe working environment.
To reduce costs associated with repeated recruitment, training and lost production.
3. INDUCTION CHECKLIST
The Induction checklist is a very useful way of ensuring that information is imparted to new employees when they are likely to be most receptive.
It avoids overloading employees with information during the first weeks whilst ensuring that all areas are covered. Managers/Supervisors should
ensure that these matters have been properly understood whilst the checklist is being completed, perhaps in the form of a weekly chat with the
new entrant. Arrangements should also be made for the employee to visit any relevant departments with which they have regular contact in the
course of their duties. At the end of the process the induction checklist should be signed by the relevant parties and placed in the member of
staff’s personnel file.
4. FIRST DAY OF EMPLOYMENT
Preparations should be made for the arrival of the new entrant well in advance, for example, arrangements should be made to provide desk,
equipment and lockers etc.
Most new employees tend to be concerned primarily with two matters:
a) whether they can do the job and
b) how they will get on with their new colleagues.
It is therefore important to introduce them to their new workplace and colleagues at the earliest opportunity. An introductory talk will be
appropriate at this time and can be combined with the provision of general information and exchanging any necessary documentation. This talk
should be as brief as possible, because the employee is unlikely to be receptive to detailed information at this stage, and should be conducted
by someone who is well prepared and has sufficient time available. Managers/Supervisors should refer to the Induction Checklist and use it as a
basis for discussion thus ensuring all documentation is complete.
A tour of the workplace should be arranged for the new entrant allowing the Company / Division to be viewed as a whole and the recruit to see
where he/she fits into the organisation.
The new entrant will want to get to know his/her colleagues and quickly become part of the team and time should be made for this process.
Colleagues should be briefed on the new entrant’s arrival. If possible one of the new entrants colleagues should be nominated to ensure that
he/she has every assistance in settling in quickly.
5. INDUCTION PROGRAMMES
Induction programmes must be geared to the individual’s needs. Some of the more obvious new members of staff requiring special attention are as
For most new employees, induction is concerned with getting accustomed to a new job. For school leavers, however, it is about adjusting to a
whole new way of life – the world of work. Consequently, school leavers are likely to need more support than other groups. Wherever possible,
induction and subsequent training should relate to knowledge and skills which go beyond the employee’s own particular job. School leavers will
need guidance on wider issues, such as career planning, acquiring qualifications, coping with the routine and discipline of work and managing
It would also be helpful for school leavers to be introduced to an approachable person to whom they could take any queries they might have.
Graduates tend to have a high level knowledge but may not have the skills relevant to the job. They will want to feel that they are making a
contribution from early on and to understand the organisation of the Company and their role within it. Also they will want to have a clear
picture of future career prospects and to gain broad experience with this in mind. The Trust should provide the graduate recruit with an adviser
- such as a senior manager – who can organise the necessary breadth of experience and offer advice and support in relation to career progression.
Whilst many of the points in the checklist apply equally to all new managerial staff, in most cases individual induction programmes will be
necessary. These should be drawn up in consultation with new managers, taking into account their backgrounds and experience and the nature of
their new roles. Priority should be given to helping new managers establish and maintain relationships with management colleagues and
opportunities should be provided for them to spend time in other relevant departments to facilitate this process. This will help managers quickly
to gain an understanding of the Company’s philosophies, strategic plans and business plans.
In some cases, it may be necessary to design induction programmes with the special needs of ethnic minorities in mind. Language problems and
attitudes amongst existing staff may be areas requiring particular attention. This is preparation that should be completed before any member of
staff joins the Company. The Company will not tolerate racist or prejudiced behaviour in any form.
Previously long-term unemployed people who have been recruited may have been absent from the working environment for some time so it will be
helpful to recap on some of the issues relating to school leavers. These should, of course, be adapted to suit older workers, who may need to
build up confidence and the induction process can be used to update knowledge of basic office technology (photocopiers, fax machines, telephone
systems, etc. as well as computers).
Other groups that may need special attention include disabled employees and women returning to work after having raised a family.
These groups will also require the induction procedure as women returning to work may, like the long-term unemployed, be out of touch and lacking
in confidence. Disabled employees may have all or a combination of induction needs, but these needs may be compounded by their disabilities. Part
of the induction process for disabled employees will involve checking such things as wheelchair access to parts of the workplace, toilets and
lifts etc. The necessary reasonable adjustments to the workplace required to accommodate the disabled individual should be completed prior to
them commencing, and carried out in discussion with the individual or their adviser.
COMPLETING THE INDUCTION PROCESS
Induction can be said to end when the individual become fully integrated into the organisation. Of course, there is no set timescale within which
this will happen and follow up is essential. Giving new employees the opportunity to ask questions several weeks into employment can be useful,
and the induction checklist will provide this opportunity. In some areas, such as understanding wider aspects of the organisation, follow up
after a number of months may be appropriate.
This is a checklist of information for Induction which managers / supervisors should use with new staff as part of their induction program
within the first few days, and certainly within the first two weeks of employment.
Health and Safety items should be identified immediately. The new employee should be asked to tick each subject as he/she has been informed about
it, and sign the end of the form.
Not all the following subjects are applicable to all departments. Should this be the case, record N/A.
Please read the guidance notes below before completing this form.
Certain groups of staff have specific induction needs. the main groups are detailed below, with particular points to take account of,
ITEMS SPECIFIC TO THE FOLLOWING GROUPS OF STAFF
Staff with Disabilities
Disabilities include for example physical handicap, deafness, blindness, mental handicap. consider the following for discussion:
1. Confirm the nature of the disability.
2. Clarify if the employee has any special needs relating to disability.
3. Check whether employee has any particular concerns regarding the workplace.
Graduates and College/School Leavers
These staff may have no previous work experience and will need careful integration into the department. Discuss the following:
1. Role within the department.
2. Reporting responsibilities.
3. Allocation and prioritisation of work.
Staff Returning to Work after a Period of Absence
This includes staff who were previously unemployed, women returning after starting a family, or after any other prolonged period of non-
employment. Discussion should include, for example:
1. The difference between the employee’s previous working environment and this new one.
2. Changes in skills required for this area of work.
3. Requirement for training to update skills.
Managers and Professional Staff
These staff need a broader induction to put their post in context.
1. Structure and culture of department.
2. Role in relation to Department / Company as appropriate.
3. Training course in supervisory and management skills, if required.
ITEMS TO COVER WITH EACH NEW EMPLOYEE (if required)
1. Department function
2. Introduction to colleagues
3. New entrant’s own job
5. General layout – entrances and exits
6. Telephone system
Conditions of Employment
1. Information on hours of work
2. Time recording, sign in sign
3. Bonus scheme, time in lieu
4. Probationary periods of employment
6. Reporting in when sick including when on leave
7. Arrangements for requesting leave: annual leave, unpaid leave, compassionate leave
8. Issue of appropriate attire
Health and Safety, Security, Fire
1. Health and safety information relevant to the department
2. Issuing of fire instructions and procedure
3. Location of fire-fighting equipment
4. Accident reporting
5. First aid facilities/pre-employment health screening/role of Occupational Health / Company Doctor
6. Loss of personal effects
7. Security of department/building
8. Arrangement for keys, passes, ID Badges etc.
9. Violence and aggressive behaviour
10. Management of monies/valuables
11. Major Incident procedures
1. Personal presentation
2. Disciplinary procedures
3. Courtesy to the customer and the public
5. Noise Control
6. Acceptance of gifts
7. Statements to the Press
8. Local rules regarding smoking
9. Private use of telephones
10. Standards of Business Conduct
1. Cloakroom, lockers, lavatories
Education, Training, Promotion
1. Study leave
2. Means of advancement, promotion opportunities
3. Employee appraisal, review systems
Employee Involvement and Communication
1. Information sources, e.g. notice boards, circulars etc.
2. Food and Health Policy
3. Handling Complaints
Items Specific to Department
2. Notice of termination of employment/funding ceased
3. Sick certificates
4. Waste disposal
AnNua Recruitment Guidelines
by AnNua on Monday, November 8, 2010 at 9:44pm ·
Recruitment and selection of staff and volunteers, AnNua will -
List all tasks that staff or volunteers need to perform, and the skills needed for those tasks (Job Description & Specification).
Make all vacancies openly available to interested applicants.
Advertise posts, both paid and unpaid, as widely as possible, through the most appropriate means.
Ask all applicants to supply information in writing. This will include personal details, past and current work / volunteering experience and
any qualifications or skills relevant to the post. It will also include a declaration of any, or no, past criminal record.
Ensure all volunteers, committee members and paid staff are familiar with AnNua’s Child Protection Policies. Ensure Committee Members,
voluntary and paid staff are referred to our Child Protection Officer Veronica Norby who will access is any further screening is required on a
project to project basis.
AnNua will ensure the names and roles of all volunteers,
Ask for documentation to confirm the identity of the applicant, such as a long birth certificate.
Ask for written references. These may be followed up with a telephone call if appropriate.
Meet with all applicants. May not always be a formal interview, but may be done through an individual discussion with the person in charge.
Explore information contained in the application form and check it accuracy.
AnNua will ensure that training and resources are available to encourage the development of staff and volunteers.
All staff and volunteers will take part in a rigorous induction process,
including clear instructions on tasks and limits that apply to them. They will
be made aware of all policies and codes of behaviour applicable to AnNua and in particular of Child Protection procedures.
Staff and volunteers will be given an opportunity once a year to recognise and review their work within AnNua.
Complaints and Disciplinary Procedure
by AnNua on Monday, November 8, 2010 at 9:59pm ·
As per AnNua’s Work Procedure document, it is hoped that minor disagreements that develop during a project can be quickly resolved without having
to consult procedural guidelines and in a spirit of cooperation. If, however, a member of the ensemble and/or committee feels strongly aggrieved
the following complaints and disciplinary guidelines should be followed.
Any complaint, be it of a group member, a committee member or a manager, should be referred to Secretary Laverne O’Donnell.
Secretary O’Donnell should then note the complaint and lead the aggrieved party through the project description and the members job
description seeking a solution within these guidelines. Should the member remain aggrieved or uncertain of their position the matter should be
referred to the committee members for resolution in accordance with this document and the work procedures policy.
Should the member raise a problem that in some way involves Secretary Laverne O’Donnell then the matter should immediately be referred to the committee.
Having consulted the work procedures document, the aggrieved parties job description and this document, should the committee members disagree on the members position and/or a satisfactory solution, the committee will be asked to vote on an outcome. A majority vote will determine the outcome of a particular dispute and/or any disciplinary action to be taken.
Should disciplinary action be recommended the form of that action shall also be determined by the majority of the committee and in accordance with the following guidelines.
In all instances the committee should seek to settle a problem co-cooperatively, in accordance with all company procedures and through appointing a mediator to consult with the parties involved. In all instances other than those involving herself, the mediator should be Secretary Laverne O’Donnell.
Where a dispute or complaint remains unsettled, the committee will judge how it should be settled and in whose favor.
Where the actions of a member are judged to have been in conflict with company procedure, to have contravened the members job description or to have caused harm in some way to another member or company functioning, the committee will decide an appropriate disciplinary action.
Where the unacceptable action is judged to be relatively minor, those judged to be contravening procedure or causing harm should be warned in writing to cease the offending behaviour.
Should the behavior continue the offending party should be warned again in writing that dismissal from their role may occur should they persist in disrupting the group.
If the complaint is of significant magnitude, as judged by the committee in accordance with company policy, the committee should immediately remove an accused party from their role within the project and initiate an investigation to quickly establish if the accused has a case to answer.
If, having consulted the various parties involved, the committee feels the accused does have a case to answer, the accused should be brought before the committee and asked to explain their actions.
The committee will then determine what course of disciplinary action should be followed. In cases in which serious breaches have occurred, and particularly those which may in some way lead to others being harmed through abusive behaviour and/or negligence, a member may be dismissed.
Where possible and affective, it is expected the committee will always seek to resolve a dispute without having to take disciplinary action and through seeking the cooperation of all concerned.
by AnNua on Monday, November 8, 2010 at 9:49pm ·
The following is a document outlining the responsibilities of the members of the AnNua ensemble in both paid and voluntary positions. It includes
the roles of Secretary and administrator Laverne O’Donnell but not those of other members of the groups committee as these are outlined in the
In the first instance it may be helpful to outline some procedures that should apply to all members of AnNua.
1. Prior to each project commencing Secretary Laverne O’Donnell will ensure all involved have received job specifications which clearly outline
their role throughout the life of the project. These will be included in a process of induction managed by Secretary Laverne O’Donnell. Those
involved in a project should read all procedural documents and their job description carefully. If there is any uncertainty or a point of
disagreement, this should be raised with Lavern prior to the project commencing.
2.Should a member have been designated a task and agreed to carry this out it is expected that the member shall do so within a designated
time frame and in a cooperative fashion.
3. Much of the work of members is carried out on a voluntary basis. It is important that volunteers apply the same standards of practice as those
being paid. These include ensuring that all tasks are completed to the best of one’s abilities and letting the group know of any problems
encountered and/or any noted malpractice by others.
4. All members should be familiar with the groups various policy statements including our child protection policy and the complaints and
5.If the member does not agree that a particular task should be designated to them, or should the task become problematic, they should consult
Secretary Laverne O’Donnell. In the first instance, both Laverne and the group member should sight the members job specifications. If these do
not clarify a particular role and the group member feels that it is problematic, Lavern should forward a description of the problem to members of
the committee. Having consulted the project description the job specification that relates to this, and the procedural document for complaints
and discipline, committee members will then be asked to judge whether the group member is being reasonable in raising a particular issue.
4. If, having raised an issue at these successive levels, the member remains in some way aggrieved, they should then make a formal complaint to
the committee through the secretary and in accordance with the complaints and disciplinary procedures policy.
5. Prior to each project, and during induction, a clear structure of authority should be established in terms of technical, administrative and
artistic function. It is expected that those designated authority over a particular area will be respected and that their directives will be
carried out in a cooperative manner. Should any member feel that another member in an authoritive role, or another co-worker, is abusing their
position, the member should consult the complaints and disciplinary document seeking a solution to the problem.
6. Likewise, anyone in a position of authority who feels that a members actions are disruptive or in some way irresponsible should consult
Secretary Laverne O’Donnell and clarify through consulting procedural documents and the members job description if disciplinary action is
7. AnNua recognise that the role of director within theatre is a particularly influential position. As such, and under the pressures of rehearsal
and performance, it is a position that often is abused through adopting too dictatorial an approach and in extreme cases may lead to unacceptable
demands which constitute abuse. It is, therefore, import all directors, and indeed managers in all areas, adopt a policy of cooperative
leadership. Should a member of AnNua feel at any time in some way abused they should immediately request that the abuse halt and consult with
Secretary Laverne O’Donnell regarding the possibility of initiating a complaint.
8. Accepting the above, all concerned in minor disputes are encouraged to settle them quickly and without the need to go through procedural