human resources skills register: redeployment...

HUMAN RESOURCES

SKILLS REGISTER: REDEPLOYMENT PROTOCOL

Policy Manager V Beattie

Policy Group Resourcing Group

Policy Established

Last Updated November 2010

Policy Review Period/Expiry December 2013

UNCONTROLLED WHEN PRINTED

This policy does / does not apply to Medical/Dental Staff

Skills Register: Redeployment Protocol

Version Control

Version Number

Purpose/Change Author Date

1.0

Version Control was introduced in July 2011 and previous versions of this Policy, prior to this date, are available in the Electronic Document Store.

V Beattie

Contents Page number

1. Introduction/Policy Context 3

2. Partnership 3

3. Principles & Values 4

4. Scope 4

5. Responsibilities 5 5.1 Head of Workforce Services 5 5.2 Staff Deployment Group 5 5.3 Specialist Workforce Adviser 5 5.4 Line Manager 6 5.5 Recruiting Manager 6 5.6 Workforce Services Team 6 5.7 Redeployee 6

6. Employees on Fixed Term Contracts 7

7. Redeployment Process 7 7.1 Inclusion on Skills Register 7 7.2 Employees with a Disability or Health Problem 8 7.3 Vacancy Matching 8 7.4 Skill Matching 9 7.5 Redeployment Meeting 9 7.6 Appointment 9 7.7 Temporary Appointments & Secondment Opportunities 10 7.8 Trial Period 10 7.9 Redeployee Refusal of a Redeployment Opportunity 10 7.10 Timescale for Redeployment 11

8. Protection Arrangements 11 Appeals Flowchart Appendix 1 : Skills Register Profile Form Appendix 2 : Travel Protocol

1. Introduction/Policy Context

1.1 NHS Tayside has an ongoing responsibility to ensure that we use the talents and experience of our workforce to provide the best possible care for patients. Redeployment, whether on a permanent basis or for a temporary period to meet organisational needs, is an effective way of ensuring we retain the skills and experience of valuable NHS Tayside staff, and utilise those skills in the best way in the interests of service delivery.

1.2 NHS Tayside recognises that the process of managing redeployment and securing suitable alternative employment for staff who may be displaced through organisational change or who may require to change roles on health grounds requires a consistent and committed approach.

1.3 This guideline reflects, therefore, best practice in the management of staff who are primarily :

• displaced due to organisational change, or

• require to be redeployed on grounds of ill health.

Redeployment may also be deemed appropriate in other circumstances, including matters of capability, resolution of grievance or disciplinary matters, or the avoidance of TUPE, for example, as determined on the circumstances of each individual case. In line with the terms of the national PIN Guideline, the process by which staff therefore access different forms of redeployment may vary and individual staff entitlements within this may differ dependant upon the circumstances of each individual case.

2. Partnership

2.1 NHS Tayside and recognised trade unions/professional organisations have given a commitment to partnership working. NHS Tayside will ensure early involvement of trade unions/professional organisations in change and will work constructively with them in ensuring job security.

2.2 Ensuring job security must depend on all parties showing flexibility with regards to alternative employment in terms of duty and location. Such flexibility must of course be reasonable and NHS Tayside will support this through retraining and other reasonable measures that may be appropriate. Trade unions/professional organisations will support this approach and assist in facilitating and encouraging staff flexibility.

2.3 At all stages of the redeployment process an employee is entitled to be accompanied by a trade union/professional organisation representative or a work colleague.

2.4 In addition, and as required under Legislation, NHS Tayside shall consult with representatives of all recognised trades unions/professional organisations of those staff members affected by change at the earliest opportunity, and shall disclose in writing to the relevant trade union/professional organisation representatives information necessary for meaningful consultation.

3. Principles & Values

3.1 The general principles of redeployment are:

• Redeployment should help NHS Tayside modernise and adapt to service changes by safeguarding the skills, experience and motivation of staff.

• Redeployees have the right to be considered preferentially for posts and will not be unfairly denied a suitable alternative post.

• Managers who choose not to appoint a redeployee identified as a match must provide clear, written objective reasons for non-appointment. In circumstances where this rejection is deemed unreasonable, instruction can be given to secure the recommended match to this post.

• Individuals who choose to reject a post deemed a suitable alternative must provide clear, written objective reasons for non-appointment. In circumstances where this rejection is deemed unreasonable, this may have implications for their future on-going employment.

• In each circumstance, consideration will be given to the reasonable training/ reskilling needs to facilitate redeployment, taking into account any available guidance on potential time frame and available development routes, and any other factors deemed relevant including economic circumstances and geography.

• In circumstances where a substantive post is sought, redeployees may be appointed into an appropriate temporary position, retaining their employment status until a substantive post becomes available. The individual remains on the Skills Register during the duration of any temporary position, subject to the normal operation of the redeployment register.

4. Scope

4.1 This Policy applies to all NHS Tayside staff who are displaced due to organisational change or on grounds of ill-health.

4.2 In circumstances of redeployment on grounds of organisational change, protection arrangements as detailed under local and national policy will apply, and should be read in conjunction with this Policy.

4.3 Where more than one redeployment candidate meets the criteria for a suitable vacant post, consideration will be given to the following:

• Employees affected by organisational change at the point notice is served.

• Employees covered by legislation related to disability.

• Employees seeking redeployment on grounds of ill-health, or other circumstances where redeployment is deemed appropriate.

5. Responsibilities 5.1 Head of Workforce Services – will hold overall responsibility for the day to day

management of the Skills Register, supported by a Register Coordinator, reporting through the Resourcing Group on the operation of the Register and issues arising.

5.2 The Staff Deployment Group is responsible for:

• Establishing and reviewing a process that facilitates the movement and redeployment of employees to suitable alternative posts, or other temporary roles consistent with skills and abilities.

• Overseeing the fair and consistent application of the redeployment process. • Monitoring and evaluating the effectiveness of the Skills Register.

Membership of the Staff Deployment Group will be drawn from appropriate nominated General Manager, Workforce Directorate and Staff Partner representatives. The Staff Deployment Group will report jointly both through Executive Team and via the Area Partnership Forum to the NHS Tayside Staff Governance Committee. The Group will meet on a regular cycle, with frequency as determined by the Group members, to ensure the effective discharge of their responsibilities

5.3 Specialist Workforce Advisers – support line managers in:

• Meeting with members of staff requiring redeployment or when temporary movement is proposed.

• Completing the Skills Register Profile Form [see Appendix] • Maintaining regular contact with members of staff on the Skills Register, including

issuing guidance on the Skills Register pathway • Regularly liaising with the Workforce Services Teams. • Skill matching. • Discussing suitable matched posts with the member of staff to clarify suitability. • Discussing the vacancy and policy requirements with relevant line managers

(recruiting and redeploying). • Ensuring any difficulties or problems which may arise are raised with the relevant

Workforce Manager and line manager. • Providing advice and support throughout the process, including guidance on

correspondence. • Advising redeployees of suitable sources of support. • Contacting the redeployee and line manager one week before the end of any trial

period.

5.4 Line Managers – will work with Specialist Workforce Advisers as outlined above, and • Have a responsibility to explore and seek suitable redeployment opportunities for

members of staff within their own department prior to placement of a member of staff on the Skills Register.

• Complying with the principles, values and processes outlined in this Policy.

• Supporting their members of staff throughout the redeployment process, including

ensuring such time as required is made available to the individual to facilitate the process of redeployment, for example to enable attendance at meetings etc.

5.5 Recruiting Managers - are responsible for:

• Ensuring preference is given to redeployment candidates where a skill match or potential skill match exists.

• Conducting necessary redeployment skills matching meetings. • Consulting with the local Specialist Workforce Adviser in the first instance on any

potential rejection of a redeployee. • Consulting with the local Specialist Workforce Adviser where it may be necessary

to make adjustments to the post or the workplace. • Liaising with the local Specialist Workforce Adviser during any trial period.

Managers who chose not to appoint a redeployee identified as a potential match must provide clear, written objective reasons for the non-appointment. In circumstances where this rejection is deemed unreasonable, instruction can be given by the Staff Deployment Group to secure the recommended match to this post.

5.6 Workforce Services Team - is responsible for:

• Notifying local Specialist Workforce Adviser of all potential suitable vacancies

(including fixed term posts and secondment opportunities) as soon as they arise, before advertisement.

• Providing the local Specialist Workforce Adviser with job descriptions and person

specification for potential suitable posts.

• Processing contract amendments where appropriate 5.7 Redeployee

Members of staff requiring to be redeployed are responsible for:

• Co-operating fully with the redeployment process.

• Regularly consulting NHS Tayside Staffnet job vacancy site, where possible, to

ensure they are fully aware of all opportunities arising.

• Participate fully in any training required 6. Employees on Fixed Term Contracts 6.1 Redeployment will be sought for any member of staff on a fixed term contract where

termination or expiry of the contract would result in a redundancy situation. 6.2 A member of staff on a fixed term contract will be entered on the Skills Register a

maximum of 3 months prior to expiry of the contract. The department which currently employs the member of staff will continue to be responsible for salary payment during the redeployment process.

6.3 If a fixed term contract is renewed, or the employee re-engaged on a new fixed-term contract, the renewal or new contract shall take effect as a permanent contract if:

• The member of staff has held fixed term contracts concurrently which were used to protect posts for permanent staff due to planned organisational change, service reconfiguration or redeployment;

• The member of staff has been continuously employed for two years or more; and

• Recurring funds for the post beyond the two year-year period exist, which can be used to retain the member of staff, or a positive risk assessment has been carried out to establish the impact on the organisation should it be non-recurring funding.

Additionally, in line with UK legislation, in circumstances where an individual is engaged on a single contract that is renewed or extended, or on successive fixed term contracts, for a period of four years or more, will be entitled to permanent employment.

6.4 An employee with two or more years of continuous NHS employment whose post is

redundant following the expiry of their fixed term employment may be entitled to a redundancy payment, calculated in accordance with the Agenda for Change Staff Handbook.

7. Redeployment Process 7.1 Inclusion on Skills Register

• Before a member of staff’s name is forwarded for addition to the Skills Register, full

consultation must have taken place with the individual member of staff and staff organisation representative (if appropriate).

• Once a member of staff has been identified as requiring redeployment, the

Specialist Workforce Adviser will meet with the individual, and their releasing manager as appropriate, to conduct a skills analysis and complete a Skills Register Profile Form [see Appendix]

• Where it is clear following consultation that within a defined group of staff a

reduction in the staffing level will be required, the members of staff within that group will be regarded as “at risk” and a collective entry may be made on the Skills Register.

7.2 Employees with a Disability or Health Problem

Prior to considering redeployment, line managers must consider making reasonable adjustments to working arrangements to enable members of staff with a disability or health problem to remain in or return to work, in line with the requirements of the Disability Discrimination Act 1995, as subsequently amended. Such adjustments may include:

• Redesigning the job content or working methods – this may include reallocation of

some tasks to other employees. • Changing the hours or place of work • Modifications to workplace equipment or acquisition of specialist equipment. • Organising phased return to work, or other adjustment, for those members of staff

who have been absent from the workplace for a period of time, in line with NHS Tayside policy provisions for dealing with long term sickness absence.

Where appropriate, additional advice from the Occupational Health Service may be sought.

https://web.nhs.net/owa/redir.aspx?C=2c7a8cca926d47fead62dfa7ca3fee77&URL=http%3A%2F%2Fwww%2Epaymodernisation%2Escot%2Enhs%2Euk%2Fafc%2Ftandcs%2Fdocs%2FAgenda+for+Change+Handbook+-+Amendment+Number+17%2Epdf

https://web.nhs.net/owa/redir.aspx?C=2c7a8cca926d47fead62dfa7ca3fee77&URL=http%3A%2F%2Fwww%2Epaymodernisation%2Escot%2Enhs%2Euk%2Fafc%2Ftandcs%2Fdocs%2FAgenda+for+Change+Handbook+-+Amendment+Number+17%2Epdf

7.3 Vacancy Matching

• All vacancies must be authorised by the appropriate senior functional manager

and notified to Workforce Services. • All authorised vacancies or temporary opportunities – whether permanent, fixed

term or secondment - will not be advertised until the post has been ‘matched’ against the members of staff on the Skills Register.

• On receipt of an authorised vacancy Workforce Services will carry out a

preliminary matching exercise against members of staff on the Skills Register.

• If the above preliminary matching exercise identifies a potential match, Workforce Services will electronically forward information (job description/person specification/advert) to the relevant Specialist Workforce Adviser. Workforce Services will also notify the appointing manager that a potential match exists.

• If there is more than one redeployee deemed potentially suitable, Workforce

Services will ensure that both the appointing manager and the Specialist Workforce Adviser are aware that more than one potential match exists.

• The Specialist Workforce Adviser must notify Workforce Services of a

redeployee’s suitability and interest in the post, normally within 5 working days of notification of the vacancy.

• The Specialist Workforce Adviser will arrange for the member(s) of staff to meet

with the appointing manager. This meeting should take place normally within 5 working days of suitability.

• If the matching exercise does not determine suitability and/or interest in the

post, Workforce Services will advertise the post. 7.4 Skill Matching

• For a vacancy to be deemed suitable for a member of staff on the Skills Register there must be, as a minimum, a basic skill match between the requirements of the vacancy, based on the essential criteria for the post and the skills and experience of the individual. If no specific skills or qualifications are required, experience in a similar role/environment will be deemed desirable.

• If a full skill match does not exist, the vacancy will be deemed suitable if it is

agreed at the outset that a match would exist after a reasonable period of (re)training. The training period will be defined through guidance from the lead Board officer responsible for the professional group or service, reflect the skills needs of the individual redeployee.

7.5 Redeployment Meeting

• The Specialist Workforce Adviser will organise a redeployment meeting with the

appointing manager. If appropriate, the Specialist Workforce Adviser may attend the meeting.

• Where requested individually, the redeployee will be given the opportunity to be

accompanied at the meeting.

• In preparing for the redeployment meeting, the appointing manager will be sent the Skills Register Profile Form relating to the redeployee(s) [see Appendix].

• The meeting does not need to be formal, however all meetings should be semi-

structured to ensure effectiveness.

• The Appointing Manager will advise the Specialist Workforce Adviser of the outcome of the meeting in writing. If the redeployee is not deemed suitable the Appointing Manager is required to give clear objective reasons in writing for non appointment.

7.6 Appointment

• The decision to appoint should be based upon whether, following the

redeployment meeting, the redeployee can reasonably be expected to undertake the duties of the post to the required standard, within a reasonable time frame. The benefits and practicality of providing further training to bring the redeployee up to the required standard should be a normal consideration of the decision-making process.

• The Specialist Workforce Adviser will issue any offer of appointment. The letter

of offer will detail the trial period and any conditions pertaining to the offer. 7.7 Temporary Appointments & Secondment Opportunities

• Where a redeployee is appointed to a fixed term or secondment opportunity, the

member of staff will remain on the Skills Register and be prioritised for placement one to three months prior to expiry of the appointment period.

• Arrangements will be agreed with the Workforce Services Team Leader for

notification of potential suitable vacancies as deemed appropriate throughout the period of the fixed term/secondment appointment.

• It is also the responsibility of the redeployee to maintain contact with the

Specialist Workforce Adviser throughout the period of the fixed term/secondment appointment and review on an on-going basis all vacancies arising within the organisation not otherwise brought to their attention.

7.8 Trial Period

• Members of staff redeployed into an alternative post are entitled to a trial period

in the new post. The trial period is normally 4 weeks, but can be extended for a period of up to 12 weeks if necessary and appropriate.

• If at any time within the trial period either the new line manager or the member

of staff indicates, for good reasons, that the new post is unsuitable, the member of staff’s employment will revert to the original department. In such circumstances, a full explanation must be submitted in writing to the Head of Workforce Services outlining why the post is unsuitable. Any dispute will be referred to the Resourcing Group by the Head of Workforce Services for consideration and instruction.

• A meeting will take place at the end of the trial period between the new line manager, the member of staff and Specialist Workforce Advisor (if appropriate) to confirm satisfactory conclusion of trial period.

7.9 Redeployee Refusal of a Redeployment Opportunity

• Where a suitable alternative post is offered and refused, further involvement in

the redeployment process will be dependent on the existence of acceptable reasons for the refusal.

• Members of staff will be asked for written reasons for the refusal of a suitable

alternative post.

• A decision on the acceptability of any refusal - and, as such, the continued availability of the redeployment process to the member of staff - will be made by the department currently employing the member of staff in conjunction with the relevant Specialist Workforce Adviser and, where applicable, the trade union or professional organisation representative.

• If the member of staff is aggrieved by the decision on suitability of employment

they have recourse through the Grievance Policy.

7.10 Timescale for Redeployment • It is normally anticipated that members of staff will have been successfully

matched and redeployed and commenced a trial period within 3 months.

• In normal circumstances an individual will be redeployed to a substantive role within a 12 month period. Continuation of an individual on the Skills Register beyond 12 months will be reviewed on the basis of the circumstances of each individual case.

• Where, after exhausting all available options for matching and redeployment, no

suitable alternative employment opportunities have been identified, termination of employment may be considered, in line with statutory and contractual requirements. Any subsequent decision will be dependant on the circumstances of each individual case.

• The member of staff will have the right of appeal against a decision to terminate

their employment in line with an appeals framework up to and including Board level (see flowchart attached to this Policy)

8. Protection Arrangements

Protection of terms and conditions of service following redeployment will be in line with NHS Tayside’s Policy on Organisational Change. The costs of any protection arrangements will be met on an on-going basis by the original employing department/directorate.

APPEAL AGAINST DECISION TO TERMINATE: PROCESS FLOWC HART

Redeployment Opportunities Sought

↓ ↓

Employee successfully redeployed

Unable to redeploy following exhaustion of all available

opportunities

↓

Decision to terminate taken by manager with authority under

scheme of delegation.

Appeal against decision to be lodged in writing to next level line manager

within 10 calendar days

↓

Appeal panel convened

← ↓ ↓ ↓

Appeal upheld. Employee reinstated.

Appeal rejected.

Final appeal against decision to be lodged in writing to Chief Executive

within 10 calendar days

↓

Appeal panel convened, to include Non-Executive Board Member and Senior member of the Workforce

Directorate

← ↓ ↓ ↓

Appeal upheld. Employee reinstated.

Final appeal rejected.

SKILLS REGISTER PROFILE SUMMARY FORM

THIS FORM IS TO BE COMPLETED BY THE RELEVANT WORKF ORCE

MANAGER/SPECIALIST WORKFORCE ADVISER TO ENSURE THAT THE RELEVANT DETAILS ARE HELD ON THE SKILLS REGISTER TO ASSIST IN FINDING THE EMPLOYEE SUITABLE ALTERNATIVE EMPLOYMEN T.

Date First Registered:

Name:

Present Post Title:

Band:

Summary of Qualification & Experience:

Suitable Posts for Redeployment:

Hours Suitable: Location(s) Suitable:

Reason for Redeployment:

• Organisational Change • Ill-health (please indicate)

Workforce Contact: Tele Number & Email:

APPENDIX 1

SKILLS REGISTER PROFILE FORM Part A Personal details

Pay no: Surname: Forename: Home Address:

Contact telephone numbers(s):

Day: Evening: Postcode: Mobile: Work address:

E–mail address:

Present Post

Job title: Band: Hours of work: Shift Work: YES / NO If YES, details of

shift:

Summary Of Duties/Responsibilities

Qualifications

Subject Type of Qualification, Standard grade, Higher, BSc, S/NVQ

Date achieved

Qualifications currently studying or working toward s

Subject Type of Qualification, Standard

grade, Higher, BSc, S/NVQ Date anticipated

Work related courses undertaken (within last 5 year s)

Subject Type (in house/course/further

education) Date

Membership of professional regulating bodies

Name of organisation Registration number

Part B Reason for redeployment

Organisational Change Ill Health Alternative employment

Are you willing to increase hours of work? NO / YES (If yes, please give details)

Are you willing to decrease hours of work? NO / YES (If yes, please give details)

Are you willing to work in: Dundee YES / NO Angus YES / NO Perth & Kinross YES / NO

Potential suitable posts

Please describe potential suitable areas for redeployment: Training requirements

Please describe any training needs identified to support redeployment into potential suitable alternative posts: Member of staff name ……………………………….…………………………………………... Line manager name …………………………………………………………........................ .... Contact details (telephone/email) …………………………………………………………….. Workforce Rep name ……………………………………………………………………………. Contact details (telephone/email) ……………………………………………………………..

Completed forms should be emailed to [email protected]

mailto:[email protected]

APPENDIX 2

TRAVEL PROTOCOL

Travel Arrangements for the Temporary Movement of S taff between NHS Tayside Sites.

1.1 This protocol covers temporary situations where staff are required to work in locations across the service to meet service delivery needs and to ensure best use of available resources.

1.2 To ensure fairness and equity across the service. 1.3 Temporary situations for the purpose of this protocol are defined as follows:-

Less than 24 hours notice

Greater than 24 hours notice

Payment/Mode of Transport/Travel Time The following table outlines the criteria used to manage each set of circumstances: Less than 24 hours notice Greater than 24hours notice Expenses Entitlement (Excess as detailed in contract)

Excess Travel Expenses

Excess Travel Expenses

Mode of Transport

Own Transport/Pool Car or Taxi/Public Transport

Own Transport/Pool Car/Public Transport (if none of the above available – taxi) Flexibility on shift start/finish times may need to be considered if public transport times are problematic in negotiation with Line Manager

Travel Time

Manager should consider the reasonableness of staff having to spend considerable time travelling to a temporary base on an unplanned basis. If the time required to travel from home to the new base is greater than their normal travelling time to their permanent base, reasonable consideration should be given by mangers to the use of different modes of transport to reduce this time e.g. taxis, or travel time be given.

Expenses will be reimbursed at the public transport mileage rate or the cost of bus/train fare on production of an official ticket (Agenda for Change Terms and Conditions Part 3, Section 17.29). Criteria for Selection of Staff Member to Move (Reg ularity of Requests to Move) A local protocol will be required to be agreed with staff/staff side representatives in connection with the above

Car Insurance Staff should be made aware that their car insurance should reflect the use of their car for travel to their base and alternative workplaces and also they are covered for business purposes when travelling during working hours. If they are not covered for this purpose another mode of transport should be considered. Further Advice Further advice on the application of this protocol should be directed through line managers/local Workforce Departments.

NHS TAYSIDE - POLICY/STRATEGY APPROVAL CHECKLIST This checklist must be completed and forwarded with policy to the appropriate forum/committee for approval. POLICY/STRATEGY AREA: (See Intranet Framework) WOR KFORCE ______________________ POLICY/STRATEGY TITLE: SKILLS REGISTER ____________ _____________________________ LEAD OFFICER GEORGE DOHERTY, ASSOCIATE DIRECTOR WO RKFORCE Why has this policy/strategy been developed?

In response to agreed revisions to redeployment framework and to ensure that staff are treated equitably across the organisation

Has the policy/strategy been developed in accordance with or related to legislation? – Please give details of applicable legislation.

Yes, as contained in UK Employment Regulation, including Disability discrimination Act 1995 (as amended), and NHS Scotland National PIN Guidelines

Has a risk control plan been developed? Who is the owner of the risk?

N/A

Who has been involved/consulted in the development of the policy/strategy?

Partnership Working Group, Central Legal Office, Corporate Distribution

Has the policy/strategy been assessed for Equality and Diversity in relation to:-

Has the policy/strategy been assessed For Equality and Diversity not to disadvantage the following groups:-

Race/Ethnicity Gender Age Religion/Faith Disability Sexual Orientation

Please indicate Yes/No for the following: Separate assessment undertaken at UK and Scottish national level in relation to legislation and PIN Guidelines. Policy Impact Assessment to be undertaken following and taking into account any comments received at Special APF meeting

Minority Ethnic Communities (includes Gypsy/Travellers, Refugees & Asylum Seekers) Women and Men Religious & Faith Groups Disabled People Children and Young People Lesbian, Gay, Bisexual & Transgender Community

Please indicate Yes/No for the following: Separate assessment undertaken at UK and Scottish national level in relation to legislation and PIN Guidelines. Policy Impact Assessment to be undertaken following and taking into account any comments received at Special APF meeting

Does the policy/strategy contain evidence of the Eq uality

& Diversity Impact Assessment Process?

See above

Is there an implementation plan?

Yes

Which officers are responsible for implementation?

All managers

When will the policy/strategy take effect?

Following adoption by Staff Governance Committee

Who must comply with the policy/strategy?

All staff, in accordance with relevant terms and conditions of employment

How will they be informed of their responsibilities ?

Communication process across NHST and Staffnet, roll out of associated training

Is any training required?

Yes, via briefing

If yes, has any been arranged?

Communication to follow Staff governance adoption

Are there any cost implications?

Yes, as determined on an individual basis by the nature of the redeployment

If yes, please detail costs and note source of fund ing

Organisational budget holder

Who is responsible for auditing the implementation of the policy/strategy?

Area Partnership Forum

What is the audit interval?

Annual review

Who will receive the audit reports?

Area Partnership Forum

When will the policy/strategy be reviewed and by wh om? (please give designation)

Director for Workforce

Name: George Doherty, Associate Director Workforce Date: November 2010

EQUALITY AND DIVERSITY RAPID IMPACT ASSESSMENT Name of Function/Policy/Strategy Skills Register

Workstream Clinical and Non-Clinical Workforce Location of Function/Policy/Strategy Workforce What are the main aims of your function/policy/stra tegy To support nhs tayside in the discharge of its legal obligations in the effective redeployment of staff across the organisation, to secure on-going employment for staff, and meet the terms of the NHS Scotland PIN guideline. Is this a new/existing policy/function/strategy ? Existing What are the intended outcomes from the proposed fu nction/policy/strategy? To ensure NHS Tayside meets its legal obligations through the effective redeployment of staff across the organisation, to secure on-going employment for staff, and meet the terms of the NHS Scotland PIN Guideline Priority: state whether high/low High Review Team: who is assessing or considering the as sessment? Policy Review: Head of Workforce (Workforce Services), Associate Director for Workforce, Employee Director, Staff Partner Unison, Staff Partner Unite, Staff Partner RCM, Staff Partner RCN. Impact Assessment: Associate Director for Workforce Names and titles of team members Policy Review (in order): V. Beattie, G. Doherty, J. Golden, J. Alexander, J. Boland, V. Shand, K. Shaw Impact Assessment: G. Doherty Role of assessment team To revise the policy framework, redesign supporting documentation. To update the Impact Assessment When completed please attach to the policy prior to endorsement/approval at the relevant committee.

Item No Considerations Detail Impact and Identify Groups Affected

Document the Evidence/Research

Actions Taken/To be Taken

1. Which groups of the population will be affected by the function/policy?

All NHS Tayside employees NHS Scotland PIN Guidelines. Relevant legislation related to Redundancy and Equality

Communication of policy to all staff

1.1 Will it impact on the whole population?

All NHS Tayside employees – staff are employed from all population groups

NHS Tayside Equal Opportunities Policy

1.2 If not which groups of the population do you think will be affected by this function/policy?

• Minority ethnic population (including refugees, asylum seekers & gypsies/travellers)

• Women and men • People in religious/faith

groups • Disabled people • Older people, children and

young people • Lesbian, gay, bisexual and

transgender people • People with mental health

problems • Homeless people • People involved in criminal

justice system • staff

Item No Considerations Detail Impact and Identify Groups

Affected Document the Evidence/Research


2. What impact will the function/policy have on lifestyles? For example will the changes affect:

• Diet & nutrition • Exercise & physical activity • Substance use: tobacco,

alcohol or drugs • Risk taking behaviours • Education & learning or

skills • Other

This policy will not have a direct impact on any of the stated lifestyles, however, the impact of organisational change and subsequent redeployment may result in an indirect impact on an employee’s lifestyle e.g. alcohol, drug and other substance misuse etc.

NHS Tayside Alcohol, Drug and Other Substance Misuse Policy

Referral to OHSAS where there are signs of lifestyle impact




3. Does your function/policy consider the impact on the social environment? Things that might be affected include:

• Social status • Employment (paid/unpaid) • Social/family support • Stress • Income

This policy will have no direct impact on the social environment as outlined, although the process of redeployment may impact indirectly on individual perceptions of stress.

NHS Tayside Policies on: ⇒ Organisational Change ⇒ Stress

Links to Occupational Health colleagues and NHS Tayside Workforce Advisers for appropriate support and management as appropriate




4. Will the proposal have any impact on:

• Discrimination • Equality of opportunity • Relations between groups • Other

The policy provisions apply equally to all staff employed within NHS Tayside

5. Will the function/policy have an impact on the physical environment? For example will there be impacts on:

• Living conditions • Working conditions • Pollution or climate change • Accidental injuries/public

safety • Transmission of infectious

diseases • Other

Application of the policy may have an impact in relation to changes to working environment, although the policy should have a positive impact on improving job security.


Item No Considerations Detail Impact and Identi fy Groups Affected



6. Will the function/policy affect access to and experience of services? For example

• Healthcare • Social services • Education • Transport • Housing

The policy should help ensure continued delivery of healthcare services to the public. The experience of staff in relation to the issues listed should remain unaffected by application of this policy

7. Consultation 1) What existing consultation data do we have or need?

• Existing consultation sources

• Original consultations • Key learning

2) What new consultation, if any, do you need to undertake?

The following sources have been involved with developing this policy:- Workforce Representative Employee Director Staff Side Representatives Central Legal Office

Policy Developed in Partnership




8. In relation to the groups identified

• What are the potential impacts on health?

• Will the function/policy impact on access to health care? If yes - in what way?

• Will the function/policy impact on the experience of health care? If yes – in what way?

There may be short term negative impact on the perceptions of work relate stress for those staff who may be subject to redeployment There may be a positive impact on the long term well being of staff through maintaining the security of employment through this policy

OHSAS reports

Item No Considerations Detail Impact and Identify Gro ups Affected



9. Have any potential negative impacts been identified?

• If so, what action has been proposed to counteract the negative impacts? (if yes state how)

For example: • Is there any unlawful

discrimination? • Could any community get

an adverse outcome? • Could any group be

excluded from the benefits of the function/policy?

(consider groups outlined in item 3) • Does it reinforce negative

stereotypes? (For example, are any of the groups identified at item 3 being disadvantaged due to perception rather than factual information?)

The only negative impact identified would be in relation to the perception of work related stress for employees who are subject to redeployment.

OHSAS reports To ensure that Workforce Advisers and Line Managers are proactive in relation to communication and support for staff affected, including involvement of OHSAS as required.




10. Data & Research • Is there need to gather

further evidence/data? • Are there any apparent

gaps in knowledge/skills?

As this is a revision to an existing policy, the ongoing application and effectiveness will be monitored jointly by Executive Team and Area Partnership Forum, as reported to Staff Governance Committee.

11. Monitoring • How will the outcomes be

monitored? • Who will monitor? • What criteria will you use to

measure progress towards the outcomes?

Through the Redeployment Group, and as reported via Executive Team and Area Partnership Forum, and ultimately to Staff Governance Committee

Submission of formal activity reports to Redeployment Group and quarterly activity reporting to Executive Team, Area Partnership Forum and Staff Governance Committee

12. Recommendations (This should include any actions required to address negative impacts identified)




13. Is a more detailed assessment needed?

• If so, for what reason?

At this time no – following annual review of policy this will need to be reconsidered

14. Completed function/policy • Who will sign this off? • When?

WAG Area Partnership Forum

15. Publication

This policy will be accessible via the Staffnet – Workforce Policies


AMENDED DRAFT 02 NOVEMBER 2010 Item 8 i

1

Rapid Impact Summary Sheet

Positive Impacts (Note the groups affected)

This policy will have a positive impact on all employees in that it will demonstrate processes to be adhered to, an equity of treatment of staff across all groups

Negative Impacts (Note the groups affected)

THERE SHOULD BE NO NEGATIVE IMPACTS RESULTING FROM THE

IMPLEMENTATION OF THIS POLICY.

Additional Information and Evidence Required Application of this policy will be monitored via the Redeployment Group, Executive Team and Area Partnership Forum, and reported to Staff Governance Committee

Recommendations If monitoring and implementation of this policy does highlight any adverse impact, this will be addressed through existing systems and processes in place across NHS Tayside. Any evidence/feedback gathered from the implementation of the policy will be taken into consideration when reviewing this policy. Any changes in legislation/or from national guidance will also be considered and the policy updated and reviewed accordingly.

From the outcome of the RIC, have negative impacts been identified for race or other equality groups? Has a full EQIA process been recommended? If not, why not?

No negative impacts have been identified for race or other equality groups

Managers Signature: George Doherty, Associate Director for Workforce Date 24 November 2010

human resources skills register: redeployment...

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