MOVING FORWARD TOGETHER
Welcome... Here at LCH we firmly believe that the people who work here make all the difference to the service we deliver. We all care about our business and we value the uniqueness of our organisation. We want our business to grow so that we can increase the number of homes we own, rent or manage and increase the types of services we offer. We have a genuine focus on unlocking individual strengths and we’re excited that you are going to be part of our team. Our expectations are high and we value everyone as an individual. We know that the first few months of working somewhere new can be a bit overwhelming and that is why we have put together this induction work book. It gives an overview of what we value, what we’re about and it’ll form the foundation of your early career with LCH.
Next Stop 4
Useful Information
5
About Us
14
Our Mission Values and Objectives
16
The Navigator
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Personal Growth
21
Health and Well-being
23
Communication
25
How We Do Things
37
Week 1: Check list
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Week 1: Quiz
42
Probationary Reviews
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Useful Information Your email address: Your direct line: Your extension number: Your work address:
Manager’s name: Contact number: Extension: Email address:
Buddy name: Contact number: Extension: Email address:
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ABOUT US
ABOUT US The Family Luton Community Housing Ltd (LCH) is a small but growing housing association with a strong local identity in the areas in which we work. Our primary aim is to provide homes for people; homes with the highest standards possible within our resources. But, more than this, we also aim to provide additional support to individuals where it’s needed. This could be with their housing or additional help and advice. When someone becomes a tenant, we try to involve them in all aspects of the management of their homes and the development of their communities, so that they are in the driving seat, determining the way our services are delivered. We also make sure we are involved in wider community issues allowing us to link with local residents helping them improve their environment and hopefully quality of life. LCH has been providing affordable housing in Luton and South Bedfordshire since 1962. At that time concerns about housing and social issues led two church groups to join together, later forming Luton Churches Housing Association. In 2002 our name changed to (LCH). It remains a not-for-profit organisation. LCH is made up of a number of departments each specialising in different areas. Our departments include....
Supported Housing
Single homeless projects for 16 to 65 year olds
We aim to support and empower single homeless people in a secure and stable environment to obtain appropriate support, leading to them achieving their own potential and a smooth transition into independent living within the community. Each scheme provides housing and support. All of our customers have a Support Coach and a plan to help with their independence. Our customers come to us via social services, voluntary agencies, Luton Borough Council homeless section, probation services and self-referrals. We talk to potential residents to make sure our hostels will be able to support them. These are the projects we have within Supported Housing
We have a female project with seven single rooms. One is especially adapted to accommodate someone with a physical impairment. We also have a male project with ten single rooms. The mixed project takes referrals from our female and male projects and there are seven single rooms. Colleagues are available twenty four hours a day. In all projects, the maximum stay is two years.
The Mother & Baby projects for 16 – 25 year olds The first project has six single rooms primarily for pregnant women. They will be moved to the second project after giving birth if there is a space. The second project has nine self-contained units, one two-bedroom flat and two one- bedroom flats, in a purpose-built block. This project is for young mothers and babies or toddlers up to four years old. Colleagues are available twenty four hours a day.
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Emergency Access project for 16 – 25 year olds This is a seven-bed project with one crash pad facility for a young person coming from Social Services 16+ Team. The maximum stay is fourteen days. Residents are assessed and then moved to other projects in the town. Colleagues are on site twenty four hours a day.
Transitional Flats for care leavers 16 – 18 years old
Social Services 16+ referrals. They can stay for up to 6 months. Colleagues are on site twenty four hours a day.
Move-on and permanent accommodation This suits people who are moving out of the supportive environment of a project, but still need some support before moving to permanent independent housing. Permanent accommodation is provided by LCH, other housing associations, local authorities and private landlords.
We have bedsits and one-bedroom flats solely for
General Housing Our General Needs Housing is accommodation for people who do not require housing with support. Our properties range from bedsits to five bedroom houses and are suitable for single persons, couples or families. The work carried out by the Housing Services team includes the key functions of: • • • •
Rent collection and arrears recovery Management of waiting lists, including the allocation of properties and signing up new customers Management of empty properties to ensure a speedy turnaround Responding to incidents of anti-social behaviour
Our Sheltered Housing scheme offers older people a choice of self-contained accommodation in a safe and secure environment. Tenants have the benefit of an emergency alarm call system, and a visiting officer.
Maintenance Our maintenance department is responsible for the repairs and improvements to the housing stock owned by LCH. This includes homes, hostels (both internal and external) and the office premises. The department has a small in-house team comprising of two decorators, a kitchen fitter and a day to day maintenance officer. We have an approved contractors list for any works not carried out in-house. Our Maintenance Surveyor is responsible for carrying out various property inspections and managing the in-house team and contractors. The Repairs Administrators support the team and carry out the repairs administration duties. Our Complaints and Administration Officer, investigates complaints, manages the gas servicing among other duties.
Human Resources & Organisational Development Led by the Head of Human Resources and Organisational Development, our specialist team of HR and L&D consultants and administrators provide a support service to LCH colleagues. The team also provide consultancy HR services to other not-for-profit and charitable organisations. HR & OD are responsible for driving our ‘People Strategy’ forward in line with the LCH Business Plan.
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Marketing Our Marketing team oversees all marketing and press communications. This involves responsibility for the internal and external marketing, PR, advertising opportunities and social media controls. All of which is helping to create further awareness and understanding of what (LCH) is all about and ensuring that the organisation maintains a high profile through local and national coverage, events, social media and online presence.
Finance The Finance & IT Department act as a guardian of the wealth of LCH, assets, capital, staff and money, by undertaking several activities. Finance are responsible for LCH payroll including pensions, rent and sales ledgers, purchase ledger, producing annual budgets and business plans , and producing quarterly and annual accounts for our stakeholders. The department also oversee Information Technology support for the organisation.
Special Projects / LCH Cleaning & Gardening Solutions Our Social Enterprise Development Manger in developing and implementing projects along with a range of business activities such as...
LCH Cleaning & Gardening Solution (CGS) CGS is a community service project that takes the form of a social enterprise. The primary aim of this project is to support LCH customers and long-term unemployed people from the community to move into a sustainable employment. CGS is a ‘people development’ program that offers a workable alternative to continued unemployment, low incomes and welfare dependency. We also plan to offer an innovative training program to improve skills and qualifications. The project will also move participants into further employment.
Open Minds Open Minds aims to help local young people who experience homelessness or are at risk of homelessness to move on with their lives. It is a project funded by The Big Lottery Fund to providing psychological support services for homeless people and those at the risk of homelessness in Luton. This will include people who suffer from difficulties such as socialising, phobias, obsessive behaviours, post-traumatic stress disorder (PTSD), depression, anxiety, substance abuse and problems with relationships and families. This service addresses a significant gap in the mental health provision for this vulnerable group and more individuals in need are now receiving appropriate mental health support.
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Embrace Life Embrace Life promotes the respect, dignity and wellbeing of people and families living with and affected by HIV in an environment of aspiration. Our approach is grounded in responsive, expert programming with the aim to maximise choices, achievement and continuous learning. We provide information, advice, support, services and arrange activities to enable people living with HIV/AIDS to make positive and informed decisions on how to live well in the context of HIV infection. We believe everyone has the right to live happily and healthily. We aim to counteract the devastation of an HIV+ diagnosis with strategies to reduce isolation and stress; improve health and well-being; promote active lives and create a voice for human rights. We provide a centre that is a safe inclusive place that helps everyday people deal with the everyday challenges that HIV sets before them and the people they love.
Lesbian Gay Bisexual Transgender Links (LGBT Links Luton) LGBT Links Luton offers advice, support & guidance to anyone from the LGB&T community and their friends and family, throughout Luton and surrounding areas. We seek to promote living a healthy happy, active life and reduce isolation and stigma which can be experienced by people in the LGB&T community. LGBT Links Luton services are confidential and available to anyone from the LGB&T community regardless of race, gender, religion, age, disability. LGBT Links Luton is committed to equality and diversity for everyone. It is our aim to ensure that everyone is able to access services and benefits that they are entitled to and that everyone is treated with dignity and respect.
Chemsex Our Chemsex advice service is for gay, bisexual and men who have sex with men, and runs alongside LGBT Links Luton. Our Specialist Advisor is on hand for an informal, judgment-free chat (one to one) about all things sex and drugs. Whether you want to: • • • • • • •
Be better informed Get some more control of your usage Play more safely Use less frequently Get support with a chem-free week/month Stop altogether Discuss hooking-up apps/online sites (negotiating risks, setting boundaries, profile-writing, compulsive use) • Get clean needles and safer injecting information • Talk to us about PrEP (the treatment you can take before being exposed to HIV which can prevent infection) Our chemsex service is aimed to MSM (men who have sex with men), who engage in sex whilst under the influence of drugs. This is officially known as ‘chemsex’. Chemsex is not the same as recreational drug use.
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Luton Community Lettings (LCL) LCL is a unique Lettings Service for landlords. We offer long term leasing options at competitive rates to help and support the local community by offering, good quality homes, plus offering landlords the opportunity to lease their properties into experienced hands. As a housing association with years of experience of managing homes, LCL uses its status to offer Luton landlords the security of long-term leases, with advance guaranteed monthly payments; even if the property is empty or the rent has not been paid. This scheme was launched in early 2016 and is already tackling the rising demand for rented homes in and around Luton. LCL offers shared accommodation for homeless and vulnerable single people, offering weekly support to each tenant.
So, do you feel you know us better now?
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RECEPTIONISTS Chris ne Barre (AM) Chris na Hennelly (PM)
PT IT ASSISTANT Janet Parre
PT FINANCE ASSISTANT Ka e Costelloe / Julia Hall
FINANCE OFFICER Dylis Ijieh
SENIOR FINANCE OFFICER Minaxi Patel
PT SENIOR FINANCE OFFICER Vicky Older
FINANCE MANAGER Jacqueline Constan ne
FINANCE DIRECTOR Steven Behan
CUSTOMER RELATIONSHIP MANAGER Susanne Bellamy
KITCHEN FITTER Jeffrey Appleton
MAINTENANCE OFFICERS MULTI TRADES Nigel Ruppersburg
MAINTENANCE OFFICERS PAINTING & DECORATING Thomas Tracey Adam McMonagle
REPAIRS ADMIN Sue Connell
MAINTENANCE SURVEYOR Shaun Brown
CUSTOMER RELATIONSHIP MANAGER Zoe Wilson
SALES & LETTINGS HEGOTIATOR Saskia Chambers
CASUAL SUPPORT WORKER Tina Kelly
CUSTOMER SERVICE ADVISOR Janet Vince
PROPERTY MANAGEMENT OFFICER Linda Farrugia
LUTON COMMUNITY LETTINGS MANAGER Jane Foster
SUPPORT SERVICES MANAGER Eunice Mauchaza
CB THERAPIST Shayra Khatun
SOCIAL WORKER Katy Eagle
SUPPORT WORKER Ruth Membe
EMBRACE LIFE SERVICE MANAGER Lee Howe
PROJECT MANAGERS Clare Walker Meheret Selassie
HOSTEL SCHEME MANAGER Sheamala Sam Chandrasingh CLEANERS Aicha Elouahabi Cornelia Angel Lisa Fearn
CLEANING TEAM LEADER Joanne Fitzgerald
WAKING NIGHT HOSTEL COORDINATORS Mary Bunce Chris ne Moyo Patrick Okoro Shameika James Sharon Marunza Karen Smith Hospedales
MARKETING & COMMS TRAINEE James Kesterton
MARKETING & COMMS TEAM LEADER Daisy Craydon
SHELTERED SCHEME WARDEN @ RAC Jacqueline Conquest
CUSTOMER RELATIONSHIP MANAGER Olalekan Adebayo
CLEANING SUPERVISOR Mostafa El -Idrissi
FULL TIME HOSTEL COORDINATORS Rose Kauser Ethel Mazanhanga Diane Harrold Jorne e Davis Lisa Hayashi Parish Barker Jennifer Colenu Joanne Ripp
GARDENER Salves Toscano
GARDENING TEAM LEADER Ma hew Webster
SOCIAL ENTERPRISE DEVELOPMENT MANAGER Michael Moses
HANDY PERSON Anum Amenhetep
PART TIME HOSTEL COORDINATORS Terri Colle
SUPPORTED HOUSING ADMIN JOB SHARE Rimun Dosanjh Janet Parre
CHIEF EXECUTIVE Lynda Rees
LCH BOARD OF MANAGEMENT
CASUAL STAFF
HR COORDINATOR Shona Pope
HR COORDINATOR Danielle Duncan
HR ADVISOR Sajida Maqbool
HR ADVISOR Charlie Sexton
HR and L&D MANAGER Amanda Bentley
HEAD OF HR & OD SERVICES Claire McDonald
Organisation Chart
Our Accreditation We are only a good as the staff who deliver our services and we are delighted that we have achieved the “Leaders in Diversity” and “Investors In People Gold” accreditations. This means we are succeeding in making LCH a place that offers real opportunities and development for all. But we can’t stand still and expect to be handed such awards on a plate! We have to continuously strive towards excellence together. The Leaders in Diversity award is the highest recognition of our efforts to achieve fairness, equality, diversity and inclusion for all in the workplace. The award enables us to improve customer service and our overall business performance. We are listed in the National Centre for Diversity’s Top 100 organisations in the UK for representing diversity and equality in the workplace.
Achieving the Investors In People Gold status (IIP: Gold) is a vital part of our continuous improvement programme. IIP Gold provides best practice people management standards for us to work to and ensures we continue to commit to the personal development of our managers and staff and openly communicate with one another. The standard defines what it takes to lead and inspire people, support and manage people well for sustainable results, and through our achievement of Gold status we can be confident that we are up there amongst the very best organisations. You’ll find that we all live by our values here at LCH - there is a truly shared understanding of vision, values and goals, and by joining the team you will be integral to making this happen, shaping the future and supporting us on our journey to excellence.
Memberships Social Enterprise
LCH is a Social Enterprise: a growing, worldwide movement of businesses that exist to change the world for the better. A social enterprise is a business that trades to tackle social problems, improve communities, people’s life chances, or the environment. This might sound like charity work, but social enterprises are businesses. They make and do things that earn money and make profits like any business. It is how they work and what they do with their profits that is different: working to make a bigger difference, reinvesting the profits they make to do more good. • •
SHAPE Member NHF Member
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Our Partners Signposts
Signposts is dedicated to helping homeless people in Luton and Dunstable to start over and provides temporary accommodation and services in preparation for independent living. Signposts support their customers by providing them with opportunities to develop and learn. They aim to help them to settle back into the community, fully equipped with the skills to be able to start over. The start-over shelter offers: • • • • • •
Direct access to the shelter Friendly 24-hour support A warm bed Food A shower A safe haven
Signposts Community Team offers clients of all ages and needs the opportunity to get involved in the local community through its Signposts Community Team projects. These projects are of real value to the community and clients say they feel a real sense of self- worth when they get involved. Signposts has been working hard to scrap the stereotype around homelessness by raising awareness in Luton and Dunstable. They drive their ethos into all their projects and client support.
Mary Seacole Mary Seacole Housing Association Limited, is a friendly society with charitable status, and was established in 1986. It provides supported accommodation in six hostels in the Luton area for young single homeless people aged between 16 and 35 years.
Noah NOAH Enterprise is a charity which seeks out of Christian conviction, to help the most disadvantaged in the local community. Particularly, it is concerned with providing a practical, empowering and caring service to homeless people particularly those who are temporary or entrenched rough sleepers, and those who are marginalised and socially excluded, or have simply fallen into poverty. NOAH offer a soup kitchen each evening and a day centre where people can access: • • • • • •
A day room Dentistry A dining room (2 hot meals per day) Resettlement - finding accomodation Group sessions Advice services - benefits and managing finance
National Housing Federation: The National Housing Federation (NHF) is the voice of affordable housing in England. They believe that everyone should have the home they need at a price they can afford. They represent the work of housing associations and campaign for better housing. Their members provide two and a half million homes for more than five million people. Each year they invest in a diverse range of neighbourhood projects that help create strong, vibrant communities. . Smaller Housing Associations Pursuing Excellence (SHAPE) SHAPE’s aim is to promote and share good practice and procurement amongst our members who provide a range of housing services in South East England. SHAPE currently consists of 14 associations, each with fewer than 1,000 homes under their ownership and management. We are locally focused organisations dedicated to providing excellent services for our residents. Many members are actively developing new homes to help meet housing needs in their areas. SHAPE evolved from a performance indicator (PI) benchmarking group that was formed in 1999. The PI work continues to be central to the group and each year we produce comparative information from our members.
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Our Mission, Values and Objectives
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OUR MISSION Homes – Support – Opportunity Our business objectives: This is our illustrated five year business plan. Speak to your manager to see your own departmental business plan.
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The Navigator
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THE NAVIGATOR At LCH we pride ourselves on being a great place to work, where everyone feels fairly treated and enjoys their work in a welcoming and friendly environment. We work really closely with our values so that we can deliver a great service for our customers and we’ve written down how what we do helps us achieve our goals and how it can sometimes get in the way of success. We’ve defined our ways of working and summarised them under four core themes: Understand, Grow, Recognise, Deliver; and created The Navigator to help us all move in the right direction.
Being ethically and socially responsible
Understand Treat people fairly
Enhancing performance Showing empathy
Grow Always aim to improve
Taking responsibility
Recognise Treat everyone with respect
Being valued for our integrity
Welcoming change and improvement Learning an sharing ideas
Understanding others’ needs Building trust
Deliver Place customers at the heart of what we do
Being committed to the values and goals of LCH Working together to achieve what is required Offering quality and excellence in our services
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Personal Growth
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PERSONAL GROWTH We believe your career at LCH should be rewarding on every level, not least when it comes to your personal development. We do all we can to help people grow in their roles and to match their commitment when it comes to preparing for future challenges. We want all employees to feel confident and competent in their roles. We will ensure you have all the necessary training to be able to carry out your role to the highest standard. We will also work with you to help you develop both personally and professionally. You will have opportunities to speak with your line manager regularly about your learning and development as part of our one to one and performance review process. If you would like any more information on any of the learning and development opportunities detailed below, please speak to your line manager or the LCH Learning & Development team.
Induction Training
Statutory / Mandatory Training
We want to help you feel welcome and part of the LCH family as soon as possible. This workbook is a key part of your induction process. It not only gives you some basic information about the organisation, but also encourages you to find other key information sources to help you do your job. You will be allocated a buddy who can help you settle into your new role. You will also be given a tour of our offices and hostels and be invited to come along to an induction day.
Specific to your role, there will be some essential training sessions you will be required to complete. Many of these sessions will need to be refreshed on an annual basis. We use a mix of e-learning and face to face training sessions to deliver this learning. You manager will make sure you are invited along to the necessary training.
Job Related Training
Bees Knees Management & Leadership Development
Your first couple of months will be full of on the job training to get you up to speed in your new role, but it doesn’t stop there. We constantly need to be on top of changes in our field and as an organisation are continually striving to be better. Therefore role specific training will continue to happen throughout your time at LCH. There will be times when we may need to turn to external specialists to fulfil your learning and development needs. This may be as a result of needs identified during the Personal Review / one to one process. A training request form will need to be completed and the L&D team will help to source an appropriate supplier. There is potential for funding for personal and professional development (subject to training agreement).
All our managers are invited to join our Bees Knees Management and Leadership Programme which is a series of 12 sessions. The sessions cover a wide range of topics which are key to managing a team at LCH. The programme also includes a work based project.
Apprenticeships / NVQs We may be able to offer NVQs and apprenticeships which are relevant to your role. NVQs enable you to gain a qualification whilst at work, and in many cases are fully funded.
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Jigsaw Behavioural Indicator
Working Parties
As part of the induction process all employees will undergo a Jigsaw at Work training session. This is a behavioural indicator which helps us to understand your preferred behavioural style and that of others. This can help when dealing with other employees or customers and what drives their actions.
Many of the projects which are ongoing within the organisation require input from many areas of the business. Therefore we often put together working parties from a cross section of departments to lead on projects. It is a great way to get involved with moving LCH forward and contributing to your own development.
Volunteering opportunities
Coaching & Mentoring
We encourage our employees to volunteer both in other areas of the business and externally should they wish to.
Another approach LCH take to development is through coaching and mentoring. This may be done informally with a manager from within the organisation or more formally through an external specialist.
Secondments / Jobshare / Cross department working LCH are happy to give consideration to requests of job sharing and will consider secondments into roles where necessary. We want to promote cross department working as this both helps the organisation and provides great variety in work for our employees.
Fairness Training As a Leader in Diversity, it is crucial to LCH that all employees understand our approach to fairness, therefore we run annual refresher sessions to recap on how we apply our fairness policy in our everyday work.
Annual Training Plan The Learning & Development team will create an annual training plan for the organisation. This will detail all training activities being offered. The Training plan is determined by our statutory requirements but also the development needs highlighted during the annual personal review process.
Conferences / Seminars Conferences and seminars are another great way of ensuring we are staying up to date with changing in our field. We support managers and employees to attend industry conferences as relevant. We also hold out own annual employee conference which is a brilliant opportunity for the whole organisation to get together and future plan.
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Health and Wellbeing
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HEALTH AND WELLBEING Your Health & Wellbeing is important to us. We want to: • • •
Help colleagues focus on their strengths Provide work that’s challenging and rewarding Enable colleagues to maximise their potential. We aim to support our teams by making work a positive and enjoyable experience by offering…
Relationships • • • • • •
Regular opportunities for contact with your line manager through our 1 to 1 process Flexi-time wherever possible Agile working Maternity/paternity/adoption leave Shared parental leave Career breaks considered
• • • • • • • •
Right to request flexible working Emergency and compassionate leave Annual employee conference Fundraising activities Sports and social events Dress down Fridays Workplace buddy Secondments
Financial Benefits
Physical health
• • • •
• • • • • • • • •
•
Attractive salary and pension schemes Occupational sick pay Childcare vouchers Mobile phones, company vehicles (if appropriate) Perkbox membership
Community • • • •
Volunteering opportunities Charity fundraising and events Social enterprise schemes Community partnership organisations
•
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Free eye tests Smoking cessation support Cycle to work Confidential counselling services Healthcare cash plan Refreshments Wellbeing awareness events Quiet contemplation room Alternative therapies inc. free workplace massage Walk and talks
Communication
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COMMUNICATION At LCH we believe it’s crucial that we’re always working together; talking to each other and sharing our knowledge and expertise. That’s why our culture is built on great communication and we have a range of channels where we can all share our thoughts, knowledge and ideas. We communicate to our employees through....
Staff Meetings
Suggestions Box The Exchange
One-To-Ones
Personal Reviews
Wesbite LCH INTERACT Team Building Days
Thinking Rounds
Managers Toolkits
Signposting Confidential Discussions Briefings
Listening/Focus Groups
Team Meetings Employee Surveys Annual Employee Conference Collaborative Working
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How We Do Things
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How We Do Things Like every organisation we have ways of working, rules and ways to behave at work. Our Employee Handbook is the best place to find all the information you need about our policies and procedures. It is important that you read and understand these policies and that you are clear about what LCH expects from you. To help you, we have highlighted a few of our key policies below. We have also put a few questions regarding each policy beneath to check you understand it. Once you have completed these questions please give them to your line manager who will talk them through with you. They will then be sent to HR to be saved on your file. They are not designed to be a test, more a prompt to help you check you understand. So if you get stuck, please ask for help. You will find our Employee Handbook on LCH INTERACT.
Absence The health, safety and welfare of employees are the concern of both LCH and its employees. However, control of all forms of absenteeism is one of LCH’s overall objectives as it is necessary to provide an effective service to its users at a minimal cost and to an acceptable standard. Q1. How should you contact work if you are unwell? ........................................................................................................................................................................... Q2. When would you complete a self certification form and where would you find one? ........................................................................................................................................................................... Q3. When would you need to provide a fit note? ........................................................................................................................................................................... Q4. Why do we carry out return to work interviews? ........................................................................................................................................................................... Q5. If your absence levels are considered excessive, what will your manager do? ...........................................................................................................................................................................
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Business Continuity We currently have a Business Continuity Plan in place which explains how we would carry on our ‘business’ in the event of the building being unsuitable for use (e.g. fire, flood, major utility supply disruption, terrorist threat etc), staffing depleted or any other eventuality that may arise that means normal business is interrupted. The Management Team (which is enlisted in our organisational chart) would then manage the situation accordingly, whether it be dealing with internal communications or external. To find out more about the Business Continuity Plan please speak to your Line Manager. Q1. How does the Business Continuity Plan impact your department? ....................................................................................................................................................................... .......................................................................................................................................................................
Capability We recognise that there may be times when you are not able to perform your role to the required standard. Reasons for this may include your job changing over a period of time, the introduction of new technology or ill health. Therefore, to promote good working relationships we have a fair, clear and simple procedure laid down for dealing with cases of unsatisfactory performance and attendance if they arise. Q1. What is the aim of the capability framework? ....................................................................................................................................................................... Q2. What is the difference between our capability procedure and our disciplinary procedure? ....................................................................................................................................................................... Q3. What are the stages in our capability process? ....................................................................................................................................................................... Q4. What ways can LCH support you to improve performance? ....................................................................................................................................................................... Q5. What is a PIP? .......................................................................................................................................................................
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Complaints Whilst we do our best to ensure our residents and tenants have no reason to complain, we want to make sure we have robust procedures in place to deal with any issues raised. Q1. How quickly should a complaint be acknowledged? ....................................................................................................................................................................... Q2. How will we know if a customer is happy with how we have dealt with their complaint? ....................................................................................................................................................................... Q3. If the customer has exhausted our internal complaints procedure and is still not happy, who can they escalate the issue to? .......................................................................................................................................................................
Q4. What should you do if you receive a complaint? ....................................................................................................................................................................... Q5. What are the three measurement criterias we use? .......................................................................................................................................................................
Data Protection The aim of the policy is to make sure that access to information is open and transparent and also to help all staff to understand the law regarding personal data and its use. Q1. Who can make an information request? ....................................................................................................................................................................... Q2. What is considered “sensitive information�? ....................................................................................................................................................................... Q3. Who has access to your personal information? ....................................................................................................................................................................... Q4. If someone requests copies of data made through a freedom of information request, how much do they have to pay? ....................................................................................................................................................................... Q5. What do you do in your role to ensure data is secure? ....................................................................................................................................................................... Page 28
Disciplinary Policy Our disciplinary procedure aims to set out clearly the standards of conduct expected of all our staff and to provide a framework within which managers can work with employees to maintain satisfactory standards of conduct and to encourage improvement where necessary. It is our policy to ensure that any disciplinary matter is dealt with fairly and that steps are taken to establish the facts and to give employees the opportunity to respond before taking any formal action. Q1. How do we gather all the facts? ....................................................................................................................................................................... Q2. What are the different levels of disciplinary sanction? ....................................................................................................................................................................... Q3. What does gross misconduct mean? ....................................................................................................................................................................... Q4. If you disagree with the outcome of a disciplinary meeting, what should you do? ....................................................................................................................................................................... Q5. Pending a serious allegation against you, what might LCH have to do to you? .......................................................................................................................................................................
Environmental We are committed to reducing our environmental impact and continually improving our environmental performance as an integral part of our operating methods, with regular reviews. We will encourage all staff, residents, suppliers and tenants to do the same. Q1. What are the three things LCH will endeavour to do? ....................................................................................................................................................................... Q2. What are the key areas LCH have committed to make a difference in? ....................................................................................................................................................................... Q3. How can you personally support our environmental policy? What actions can you take? .......................................................................................................................................................................
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Equality Impact Assessment Q1. What is the EIA intended to do? ....................................................................................................................................................................... Q2. When should an EIA be carried out? ....................................................................................................................................................................... Q3. Who should complete EIA forms? ....................................................................................................................................................................... Q4. What is a neutral impact? ....................................................................................................................................................................... Q5. What should LCH do to prevent the negative impact of a change in services? .......................................................................................................................................................................
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Fairness We are committed to promoting and celebrating the positive effect that diversity has both in our workplace and within our community. As part of that commitment, we ensure everyones views are taken into account and that we promote inclusivity at all times both, in the workplace and in the wider community. When it comes to our people, we recognise and value difference in its broadest sense; creating a culture that reflects every individuals unique strengths and preferences. We put our values at the heart of everything we do and we work hard to ensure that we maintain high employee engagement and satisfaction. It’s only by understanding the different needs of our employees, customers and partners that we can maximise our organisation’s potential and achieve our business objectives. Q1. What old policies does our fairness policy replace? ....................................................................................................................................................................... Q2. What are the nine protected characteristics covered in the Equality Act 2010? 1. 2. 3. 4. 5. 6. 7. 8. 9. Q3. Provide three examples of how LCH will meet its fairness objectives. 1. 2. 3. Q4. What are your responsibilities under the fairness policy? ....................................................................................................................................................................... Q5. What should you do if you do not feel you are being treated in a fair manner? .......................................................................................................................................................................
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Financial Regulations As a charity we are bound by strict financial regulations and it is important that all employees are aware how they apply to their roles. Q1. Who must comply with the financial regulations? ....................................................................................................................................................................... Q2. What information provides the basis of the annual budget? ....................................................................................................................................................................... Q3. What legislation must our financial accounts follow? ....................................................................................................................................................................... Q4. Where is the rent received recorded? ....................................................................................................................................................................... Q5. What should you do if you receive a gift from a customer or supplier? ....................................................................................................................................................................... Grievance Our grievance policy is there to give guidance on how best to raise an issue you have at work. We would always encourage you to raise any problems you have informally to allow us to deal with them swiftly. However there may be occasions where you would prefer matters to be dealt with more formally. Q1. Who does this policy apply to? ....................................................................................................................................................................... Q2. How do you raise a formal grievance? ....................................................................................................................................................................... Q3. Who should you raise your grievance with? ....................................................................................................................................................................... Q4. Who can accompany you to a formal meeting? ....................................................................................................................................................................... Q5. If you are not happy with the outcome of your grievance meeting, what can you do? ....................................................................................................................................................................... Page 32
Health & Safety Luton Community Housing is fully committed to ensuring the health, safety and welfare of all our employees and those other parties that may be affected by our activities including tenants and contractors. We will ensure that the health and safety system will be reviewed regularly and that the objectives are clear and that all changes to legislation will be understood and implemented as they apply to the needs of Luton Community Housing. We will strive to provide information, instruction, training and supervision to all employees as required, and provide competent staff to carry out their duties. Q1. According to our H&S Policy and the H&S at Work Act, what are employees responsible for? ....................................................................................................................................................................... Q2. If you have a concern regarding H&S, who should you speak to? ....................................................................................................................................................................... Q3. What should you do if you have an accident at work? ....................................................................................................................................................................... Q4. Which of the sections in the H&S policy apply to you in your role? ....................................................................................................................................................................... Q5. Name three hazards in your workplace. 1. 2. 3.
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IT Our IT Policy covers all aspects of computer security, including internet and email. Q1. What is the LCH password requirement? ....................................................................................................................................................................... Q2. What should you do if you receive SPAM into your main inbox? ....................................................................................................................................................................... Q3. What should you do with the Symantec software on a weekly basis? ....................................................................................................................................................................... Q4. What should you do with your PC when you are away from your desk? ....................................................................................................................................................................... Q5. Can you connect personal devices to LCH network? ....................................................................................................................................................................... NHF – Code of Conduct 2012 The code aims to set out how housing association can achieve the highest standards of conduct and safeguard the sector’s long-standing positive reputation for integrity. Q1. What does NHF stand for? ....................................................................................................................................................................... Q2. What does the code of conduct cover? ....................................................................................................................................................................... Q3. How must you behave? ....................................................................................................................................................................... Q4. What is a conflict of interest? ....................................................................................................................................................................... Q5. What guidance does the Code of Conduct give with regards to relationships with resident / service users? ....................................................................................................................................................................... Page 34
Safeguarding Across LCH we work with vulnerable Adults and children and therefore all staff must be familiar with the Safeguarding policies and procedures which are there to protect both staff and customers. Q1. What is the definition of a vulnerable adult? ....................................................................................................................................................................... Q2. What are the seven key values highlighted in the Government’s ‘No Secrets’ guidance document? 1.................................................................................................................................................................... 2.................................................................................................................................................................... 3.................................................................................................................................................................... 4.................................................................................................................................................................... 5.................................................................................................................................................................... 6.................................................................................................................................................................... 7.................................................................................................................................................................... Q3. Name four possible signs of abuse. 1. 2. 3. 4. Q4. What should you do if you suspect one of our customers/residents is being abused ? .................................................................................................................................................................... Q5. What would happen if a member of staff was expected of abusing a customer / resident? ....................................................................................................................................................................
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Style Guidelines Whenever we write to employees and customers or create publications we want to make sure they are suitable for our audience. We want to ensure a consistent approach so that all LCH documents communicate clearly and reflect LCH’s values. Q1. What is the font style and size you must use in all standard text? .................................................................................................................................................................... Q2. How can we make our text clear and simple for the reader? .................................................................................................................................................................... Q3. What colour text can you use for headings? .................................................................................................................................................................... Q4. How long should a sentence be? .................................................................................................................................................................... Q5. How should you abbreviate Luton Community Housing? .................................................................................................................................................................... I confirm I have read and understand these key policies. I also understand that there will be other policies which apply to me in my role which I will also need to make myself familiar with. Signed:
Date:
Notes: ....................................................................................................................................................................... ....................................................................................................................................................................... ....................................................................................................................................................................... ....................................................................................................................................................................... .......................................................................................................................................................................
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Week One Checklist
WEEK ONE: CHECKLIST
Name:…………………………………................ Department: …………………………......................... This form should be completed during the first week of employment. Please tick off topics as they are covered. If not applicable please cross through. Both manager and employee should sign to say completed. A copy of the completed form should be returned to HR where it will be filed in the individuals training file.
My Manager has introduced me to...
I have read and understood....
The team my buddy / mentor Lynda Rees, Chief Executive other key people within the organisation everyone via a welcome intranet article/email
I have been shown...
the employee handbook the health and safety policy the mission statement our values
I have been provided with...
where I can go to the toilet where I can get changed / showered where I can make a drink where I can eat my lunch / take a break how to use my security pass how to answer the door how to use the telephone system
a security pass a work station / laptop a mobile phone (if relevant) PC login & password LCH reception and my manager’s contact details
I have provided HR with... my bank details / new starter form my next of kin / emergency contacts my proof of eligibility to work in the UK
Health & Safety- I have been trained on... where my nearest First Aid Kit is how to contact a First Aider how to report an accident / near miss how to raise the Fire Alarm how to evacuate in the event of a fire where my nearest fire extinguishers are when the fire alarm is tested emergency procedures for my role safe manual handling my departments risk assessments COSHH assessments for my department safe working procedures for my department PPE required for my role (if applicable) working at height / use of ladders (if applicable) work station set-up (if applicable) completing the DSE Risk Assessment (if applicable) food hygiene (if applicable)
I have... had my photo taken by HR for my ID card been shown how to use the intranet been shown the rota / signing in & out procedures been made aware of my departments rules been made aware of my departmental security procedures been made aware of the parking & security procedures been made aware of the sickness reporting procedure
Line Manager:..................................................................................Date:................................................. Employee:.........................................................................................Date:................................................. Page 38
Week One: Quiz
Week One: Quiz Name:
Date:
In case of emergency What should you do when the fire alarm is activated? ............................................................................................................................................................................. ............................................................................................................................................................................. What fire extinguishers do you have near your place of work and what can they be used on? ............................................................................................................................................................................. ............................................................................................................................................................................. How do you raise the fire alarm? ............................................................................................................................................................................ ............................................................................................................................................................................. Where is your first aid kit? ............................................................................................................................................................................. ............................................................................................................................................................................. What do you need to do in the event of an emergency? ............................................................................................................................................................................. ............................................................................................................................................................................. If you feel uncomfortable with a customer or resident what should you do? ............................................................................................................................................................................. ............................................................................................................................................................................. If you are concerned about anything, who can you speak to? ............................................................................................................................................................................. .............................................................................................................................................................................
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LCH Values What is the Navigator document? ...................................................................................................................................................................................... ...................................................................................................................................................................................... What are LCH’s four key values? 1. 2. 3. 4.
General Where can you keep your belongings? ...................................................................................................................................................................................... ...................................................................................................................................................................................... Where can you get a drink? ...................................................................................................................................................................................... ...................................................................................................................................................................................... Where do you log your hours onsite? ...................................................................................................................................................................................... ...................................................................................................................................................................................... What should you do with your timesheet? ...................................................................................................................................................................................... ...................................................................................................................................................................................... How do you apply for holiday? ...................................................................................................................................................................................... ...................................................................................................................................................................................... Page 41
Probationary Reviews
WEEK ONE: Probationary Reviews Your week one probationary review is an early opportunity for you and your line manager to see how your first week has gone. Have a think about what you have achieved so far. What have you enjoyed?
What are you keen to cover, which you have not had time to yet?
This discussion will help you both plan what needs to be covered with you in the next couple of weeks.
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WEEK FIVE: Probationary Review
In readiness for your review, have a think about what you have achieved since your last review. What are you enjoying?
Have a think about how you are performing under the following headings adding any specific situations/ evidence if you can. This will help you discuss some good examples with your line manager at your review. You can use The Navigator document for more help.
UNDERSTAND – Treat people fairly Evidence of being friendly & approachable, being understanding of different cultures & backgrounds, maintains confidentiality and clear boundaries with customers, demonstrates empathy, looks to enhance performance.
GROW – Always Aim to Improve Evidence of taking ownership and meeting deadlines, being proactive, uses initiative, being accountable for decisions and actions, challenging self, striving for improvement, putting forward suggestions, listening to others, learning from mistakes
DELIVER – Place Customers at the Heart of What We Do Motivated, passionate about what LCH does, working to policies and procedures, working cooperatively, offering support to colleagues, developing relationships, making an effort to understand other roles, conscientious, getting it right first time, value for money, professional approach.
RECOGNISE – Treat Everyone with Respect Delivers on promises, honest & consistent, gains credibility, communicates clearly, committed, punctual, reliable, treats customer & colleagues with respect, shows warmth.
What do you still think you need to be shown? What areas would you like to focus on over the next couple of weeks? What training sessions do you need to attend?
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WEEK TEN: PROBATIONARY REVIEW At this review your manager will discuss your performance so far and will confirm the outcome of your probationary period. They can either : • • •
confirm you will pass your probation extend your probationary period if there are some concerns and areas to continue working on (this would be a max of another 3 months) advise you if you have been unsuccessful in your probationary period
In readiness for your review, have a think about what you have achieved since your last review
Have a think again about how you are performing under the following headings adding any specific situations/ evidence if you can. This will help you discuss some good examples with your Line Manager at your review. You can use the Navigator document for more help.
UNDERSTAND – Treat people fairly
GROW – Always aim to improve
DELIVER – Place customers at the heart of what we do
RECOGNISE – Treat everyone with respect
What do you still think you need to be shown? What areas would you like to focus on over the next couple of weeks?
Once you have passed your probationary period, you will have a one to one meeting every 6-8 weeks and an annual personal review, which are opportunities to discuss your performance and personal development. Page 45