Diocese of Chichester

 

Having clear policies and procedures helps to:

 
• develop and maintain clear expectations for work for both the employee and employer
 
• maintain a consistency of approach
 
• provide you with a preventative framework to operate within – you’ve thought about it before it happens!
 

As an employer, you have to have the following policies in place by law:

 
• Health and Safety policy (if you have 5 or more employees)
 
• Disciplinary and Grievance policies
 

PCC’s should also consider adopting the following policies:

 
• Anti‑bullying and Harassment – including preventing Sexual Harassment in the Workplace
• Bereavement policy
• Equal Opportunities
• Family Friendly Policy
• Flexible Working
• Holiday and Absence
• Leaving, Dismissal and Retirement
• Lone Working
• Pay/Remuneration
• Sickness Absence
• Whistleblowing
 

You can find template policies and letters relating to these matters on the ACAS website.

 

A good induction helps new employees feel welcome, understand their role, and settle in quickly. When done well, it increases confidence, supports early productivity, and helps people feel part of the team from day one.

Induction is also an important part of effective performance management. It ensures that new starters understand their duties, responsibilities, expected standards, and how their role contributes to the wider mission of the parish.

The length of an induction will vary depending on the role’s complexity. It may last a few days or a few weeks and often runs alongside the probation period. The aim is to give new staff the right information, support, and training so they can begin their work successfully.

A typical induction will include:

• An introduction to the PCC - its purpose, values, relationship with the Diocese, and key policies.
• An overview of what the PCC expects from staff, including behaviour and performance standards.
• Practical information about safeguarding, equality, health and safety, information security, and other essential procedures.

To help guide this process, a template Induction Checklist is available.

Parishes also commonly complete a New Employee Form to ensure key information is gathered for payroll and administrative purposes.

Parishes also commonly complete a New Employee Form to ensure key information is gathered for payroll and administrative purposes.

A probationary period gives both the parish and the new employee time to make sure the role is the right fit. It allows the employee to experience the job and the working environment, and it helps the parish assess whether the person is suited to the role.

Job offers should be made subject to successful completion of the probationary period. During this time, the line manager should set clear objectives and hold regular one‑to‑one meetings, so the new employee understands how they are progressing and what support is available.

There is no legal requirement for how long a probationary period must be, but it should be reasonable. Most probation periods last between one and six months.

A template probation objective setting form can be found here .

The Employment Rights Act 2025 reduces the qualifying period for ordinary unfair dismissal protection from two years to six months from 1 January 2027. This change significantly narrows the window for managing under performance and increases the importance of robust, timely and well-documented probation processes.

However, dismissal during or at the end of probation does not remove legal risk. Employees may still bring claims relating to discrimination, automatic unfair dismissal, whistleblowing or breach of contract, depending on the circumstances of the case.

• Automatic unfair dismissal where dismissal is linked to protected reasons such as pregnancy or maternity, whistleblowing, trade union activity, family leave, or health and safety matters.
• Wrongful dismissal or breach of contract where contractual notice, probation terms or agreed procedures are not followed.
• Discrimination claims where the employee alleges less favourable treatment connected to a protected characteristic.

Therefore, during the probation period, it’s important for managers and new employees to agree on a set of goals and expectations. These should link directly to the job description, so the employee understands how their work supports the mission and direction of the parish.

A helpful way to set goals is to use the SMART approach:

• Specific clear and easy to understand
• Measurable – so progress can be tracked
• Achievable – realistic for the role
• Relevant – linked to the job and parish objectives
• Time‑bound – with an agreed timeframe

Regular one‑to‑one meetings help keep communication open, provide feedback, and ensure the employee has the support they need.

It’s good practice to hold a mid‑probation review meeting. For example, in a six‑month probation, this review would take place at the three‑month point. The criteria used at the halfway review should be the same as those used at the final five-month review, so the process feels consistent and fair.

Before the end of the probation period, the manager should meet with the employee to confirm the outcome. In most cases, probation is successfully completed and the employee’s appointment is confirmed.

If performance isn’t meeting expectations, there are two possible outcomes:

• Extending the probation period (usually by 1–3 months).
• Ending the employment

From 1^st January 2027 the qualifying period for ordinary unfair dismissal protection reduces from two years to six months and therefore if probation is extended beyond 6 months, and performance continues to not meet expectations, then the PCC must follow a fair process to end employment.

These outcomes should be considered carefully, and only after the employee has been given appropriate support and opportunities to improve. Any decision must be confirmed in writing.

• Regular check‑ins with employees are an important part of good people management. These conversations give managers and staff a chance to talk openly about how things are going and what support may be needed.
• During these meetings, you might review the employee’s objectives and discuss progress towards them, as well as explore any challenges they are facing in their day‑to‑day work. It’s also a good opportunity to look ahead, plan upcoming tasks or priorities, and identify any training or development that would help the employee thrive in their role.
• Wellbeing should form a natural part of these discussions. Taking time to check how the employee is feeling and whether any adjustments or support may be helpful can strengthen working relationships and build trust.
• If performance concerns arise, these regular conversations allow you to address issues promptly through clear expectations or a performance improvement plan where appropriate.
• Overall, consistent, open communication throughout the year helps ensure that there are no surprises during more formal processes such as appraisals or probation reviews. Instead, both manager and employee share a clear understanding of progress, support needs, and next steps.

You can find a template objective setting form here.

There are some aspects of managing employees that are challenging, such as extended absence through illness or managing performance and capability.

• Supporting an employee through sickness absence can sometimes be challenging but having a clear and compassionate approach helps everyone.
• If your parish has a sickness absence policy, use this to guide what you do. It’s important to keep accurate records of any absence, as these are needed if the employee becomes eligible for statutory payments such as Statutory Sick Pay.
• If someone is too unwell to work, they should contact their employer on the first day of absence—ideally within one hour of their normal start time. They should explain how long they expect to be off and agree when they will next check in. Employees can self‑certify sickness for up to seven consecutive days (including weekends and bank holidays). After this, they will need to provide a fit note from their GP.
• If the absence becomes longer term, it may be helpful to suggest a meeting with an Occupational Health Adviser. This only happens with the employee’s agreement and is intended to provide helpful, independent advice for both the parish and the employee. Occupational Health can offer guidance on the reasons for the absence, steps already taken, and any adjustments that may support recovery or a return to work.
• When an employee is ready to return after more than two weeks away, it’s good practice to hold a short return‑to‑work meeting. This helps you both discuss how they are feeling and what support might help them settle back into their role safely.

You can find out more information about managing sickness absence on the ACAS website.

• Capability—how well an employee is able to perform their role—is something that should be monitored throughout a person’s employment.
• Regular one‑to‑one meetings between the employee and their line manager are key. These meetings provide space to raise any concerns early and agree what support might help, such as agreeing reasonable adjustments due to a disability or long term health condition or providing extra training or coaching.
• They can also be used to understand whether personal circumstances outside of work might be affecting performance.
• If concerns continue, you may need to introduce a Performance Improvement Plan (PIP). This sets out clear objectives, the required standard, and how progress will be measured. Targets should always be realistic and achievable. A face‑to‑face conversation is essential to ensure the employee fully understands what is expected and feels supported.
• If there is still no improvement, and capability remains a concern then the parish may wish to get external HR advice before taking any action.

You can find a template Performance Improvement Plan (PIP) here.

For more information about managing performance and capability visit the ACAS website.