Job evaluation aims to determining, on a systematic basis, the relative importance of a number of different jobs, by ranking jobs according to the overall demands placed upon the job holder. The job is being evaluated, not the person doing it – for instance, it doesn't determine pay. A job evaluation scheme is usually introduced to provide the basis for a fair and orderly grading structure.

Your employer should involve all workers in communications and discussions about records (see our Advisory booklet - Personnel data and record keeping) that involve:

• the type of records kept and the uses to which they are put
• the confidentiality of HR and personal records
• the contribution these records can make to your training and development

Your employer may involve you through your trade union or other representatives, works committee or staff association. You can find out more from the website of the Information Commissioner's Office (opens in a new window).

An induction programme is just a way your employer can make sure they're helping you to familiarise yourself with their organisation and settle into your job. Most workers only become truly efficient after a period of learning and adjusting to their new environment. (See our  Getting it right factsheet - Induction training [54kb])

Your induction might not be a very formal process – it might be carried out by your manager or supervisor on your first day. It will often include meeting and talking with your new colleagues, watching activities and getting to ask questions. You may also be given a company handbook, your written statement (Employment contracts), or further details of the job's responsibilities. If there is a group of new starters, you will probably find that you attend group induction sessions together.

If there is a lot of information to cover, you may find that your induction is divided up over several days or weeks, to help you take it all in. This is especially important if there are special health and safety requirements or a lot of job training.

As a supervisor, you are now a member of the first line of management; you will direct and guide others in the performance of tasks. Your role as a supervisor, first line manager or team leader is to achieve tasks by planning, controlling and motivating members of your work group. You need to gain their commitment and co-operation and make the best use of each individual. It will help if you:

• get to know all members of the group and respect them as individuals
• give people an aim by setting agreed and achievable targets and keeping them information of progress towards them
• keep the group informed of any changes
• tell people the reasons for doing a job
• be approachable: listen to suggestions and grievances and consult people
• give specific praise where it is due
• provide leadership
• look after the interests of your group
• ensure that their working environment is safe and clean
• set a good example

You can read more in our Advisory booklet - Front line managers.

Your employer wants to ensure that all workers understand:

• email is not an informal communication tool but has the same authority as any other communications from the organisation
• external emails should have disclaimers attached
• emails should be regarded as published information
• emails are not confidential and can be read by anyone with sufficient expertise
• emails may inadvertently create binding contracts
• inappropriate emails may form defamation of colleagues or others whether or not it is intended
• abrupt or unthinking use of language in emails can lead to a bullying tone or offence to others, even harassment
• viruses and other malicious software can be imported into work computers
• inappropriate sites must not be visited
• personal internet use should not interfere with work (or may be banned completely or within working hours)

there may be legal implications to inappropriate internet use

See: Advice leaflet - Internet and e-mail policies

An effective job evaluation scheme can provide the basis for a fair and orderly grading structure. If you have concerns that your organisation's existing payment grading structure isn't logical, then you might wish to consider such a scheme. It aims to define the worth of a job within a workplace by ranking jobs according to the overall demands placed upon the job holder. It doesn't determine pay and it doesn't evaluate the person doing the job. You should also consider whether your organisation has the competence and resources to carry out these evaluations fairly and thoroughly, or whether you would need outside help. You can get advice from a number of sources, including Acas. (See Our services for more information)

Firstly, you should remember that all workers have rights and interests in:

• the type of records kept and the uses to which they are put
• the confidentiality of HR and personal records
• the contribution these records can make to their training and development

You should involve all workers in communications and discussions about records. Such consultation may take place with them directly, or more practically through their trade union or other representatives, works committee or staff association. You can find out more from the website of the Information Commissioner's Office (opens in a new window).

If you are setting up your system from scratch you must decide what your organisation needs it to do. The best way to do this is to ask all potential users what they need and involve the staff who will maintain the system from an early stage. Consider:

• what information they need to operate effectively
• what information they get currently, who it's from and why it's necessary
• what information they currently supply and to whom
• what information they would like from the system and why

You can find more details in our  Advisory booklet - Personnel data and record keeping [971kb]

An induction programme is nothing more than a structured way of making it easier for new workers to familiarise themselves with your organisation and settle into their jobs. The future of your relationship with each worker depends to a great extent on how well each settles in; most employee turnover is among new starters. In addition, workers only become truly efficient after a period of learning and adjusting to the new environment. (See our  Getting it right factsheet - Induction training [54kb])

Induction doesn't need to be a very formal process but it must be properly managed. It will often be carried out by the new starter's manager or supervisor, but having a structured checklist to follow is useful for employee and employer. It might also be appropriate to give some information in written form, like a company handbook, the worker's written statement (Employment contracts), or further details of the job's responsibilities.

You can find a checklist for the induction process in our advisory booklet Recruitment and induction. (Appendix 1, 2 & 3)

Supervisors (see our Advisory booklet - Front line managers) are part of the first line of management. Traditionally they have often been referred to as foremen, chargehands or superintendents - these terms are still used in some organisations today. However, it is becoming more common for employers to see their supervisors as 'team leaders' or 'first line managers' and to use these terms to describe them.

Whatever their title, supervisors direct and guide others in the performance of tasks. Their traditional role, of planning and controlling the pace of work, is changing with the introduction of new technologies and changes in working practices. For instance, the growth of areas such as work study and quality control combined with increasing use of set procedures has eroded some supervisors' responsibilities for decision making and problem solving. Also some organisations now ensure that their supervisors are team leaders in briefing groups, quality circles and consultative committees, and help resolve grievance and disciplinary issues.

The role of a supervisor (see our Advisory booklet - Front line managers), first line manager or team leader is to achieve tasks by planning, controlling and motivating members of their work group. Supervisors need to gain the commitment and co-operation of each individual.

It will help if they:

• get to know all members of the group and respect them as individuals
• give people an aim by setting agreed and achievable targets and keeping them information of how well they are doing
• keep the group informed of any changes
• tell people the reasons for doing a job
• be approachable: listen to suggestions and grievances and consult people
• give specific praise where it is due
• provide leadership.
• look after the interests of your group
• ensure that their working environment is safe and clean
• set a good example