An adaptable induction process focused on wellbeing and support, as well as practical, legal and technical tasks.

A policy to support staff who are struggling to meet the aims of their role, rather than treating under-performance as a disciplinary issue, like behavioural or ethical concerns. Acknowledging the ableism that is often implicit in disciplinary policies and offering comprehensive collective support for staff, with a recognition that disability, illness and other wider life circumstances may affect someone’s ability to do their job.

This is a supportive alternative to what some organisations might call a ‘Performance management’ policy: an organisational response to a worker consistently not managing to do their job effectively.

A policy that provides two ways into a role for employees, acknowledging that not all hierarchical work relationships are equitable. It also involves staff members in the process and allows current workers to have a first go at a role.

A decision making policy for a migrant-led voluntary group with over 100 active members. Includes: principles, outline of consensus process, which decisions can be made by which groups or individuals, what to about decisions where it is unclear who should make them, and a decision record keeping template.

A policy that establishes monthly sessions for team members with external mentors. The sessions aim to provide support, facilitate realistic workplanning, and offer an external perspective on team dynamics. Annual appraisals and anti-oppression meetings are also conducted by mentors. Confidentiality is maintained with three clear exceptions.