human resources term time working policy

Item 9.1.4

HUMAN RESOURCES

TERM TIME WORKING POLICY

Policy Manager E Dow

Policy Group Term Time Working Group

Policy Established

Last Updated May 2013

Policy Review Period/Expiry August 2016

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

(delete as appropriate) Uncontrolled When Printed

This policy does apply to Medical/Dental Staff

Term Time Policy

Version Control

Version Number

Purpose/Change Author Date

1.0

Version Control was introduced in July

2011 and the previous versions of this policy, prior to this date, are available in the Electronic Document Store.

E Dow

1.1 Review Policy -minor changes and to include Guidance Document.

E Dow May 2013

Contents Page Number

1. Introduction 2 2. Benefits 2 3. Points to Consider 3 4. Non-Medical and Dental Staff 3 Sickness Absence 3 Maternity Leave 4 5. Medical and Dental Staff 4 Appendices 1 - Equality and Diversity Impact Assessment 2 - Policy Approval Check List 3 - Term Time Working Guidance Document

Term Time Working

1. Introduction Term time working allows employees to remain on a permanent contract and gives them the right to both paid and unpaid leave during school, college or university holidays.

Unlike job-sharing or career break schemes, which can be undertaken for a range of reasons, term time working is normally much more focussed specifically to accommodate out-of-term periods. The scheme is often used by both male and female employees who have direct caring responsibilities for young people and can also be utilised where a service operates on a term-time only basis.

This policy gives an employee the right to request term time working and the request must be fully considered, in line with service requirements, by the appropriate manager prior to any decision being made. Applications must be made in writing by the member of staff to their line manager who will give full consideration to the request and confirm agreement in writing or provide a clear written business rationale why the request cannot be supported. Normally, agreement would effect a permanent change to the contract of employment. 2. Benefits • Overcoming Child Care Difficulties – this style of working may allow employees

who are parents/carers of school age children to overcome the difficulties of finding suitable child care during the school holidays.

• Increased Leisure Time – this style of working can enable parents/carers to engage more fully with their children during school holiday periods, helping to create a balance between work and family life.

• Regular Remuneration – with this style of working, the salary is paid over a twelve-month period on an equal basis so that there is no time in the year when the member of staff is financially less well off.

• Improved Recruitment Base and Retention – helps both attract and retain

employees who might otherwise take a complete break from employment.

• Improved Staff Morale – improves staff morale through continuity of employment, where otherwise new staff would need to be recruited.

• Peaks and Troughs – in some jobs there may be seasonal variation to work

patterns. This type of working may allow employers to improve efficiency costs.

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3. Points to Consider • Reduced Salary – this type of working will clearly lead to a reduction in salary

which may also affect superannuation contributions and final pension benefits.

• Return to Work – Employees may require to be supported in readjusting to the working environment following this type of extended break.

• Organisation of Workload – this type of working may require increased

organisation of workload in order to meet service needs.

• Suitable Cover – for many jobs within the service, there will be a need to cover posts throughout the year. Consideration needs to be given to how such jobs would be covered if a request for Term Time Working was granted.

• Impact on other Staff – it is vital that consideration is given to the impact on other staff where one member of the team is working a term time arrangement, i.e. provisions for cover, annual leave arrangements, etc.

4. How it Works - Non Medical & Dental Staff A term time contract is a permanent contract which continues during school holidays

through periods of paid and unpaid leave. The contract can be worked over differing numbers of weeks of the year and the member of staff can either be a full-time or part-time employee during the time at work. Service is continuous throughout the year. Requests for term-time working must be made in writing by the member of staff to their line manager who will give full consideration to the request and confirm agreement in writing or provide a clear written business rationale why the request cannot be supported

Staff on term time contracts take their paid annual leave during the school holiday period and not during term time. Agreement is then reached between the member of staff and their manager on how much additional unpaid leave is required to cover the school holiday period and when exactly paid leave will be taken. These arrangements must be made and recorded in writing (and retained by the manager in the member of staff’s personal file) at the start of each leave year, specifying periods of annual leave, public holidays and unpaid leave.

This policy should be read in conjunction with the Guidance document attached which lays out step by step guidance to a number of different scenarios where individual members of staff work a term time arrangement. Assistance on the interpretation of this Guidance document can be provided by the Human Resources Department.

Sickness Absence

The terms of the NHS Scotland Annual Leave Policy will apply in respect of sickness occurring during annual leave and public holidays and the carry over of annual leave following sick leave. It is therefore important to specify periods of leave as outlined in Section 4.

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Maternity Leave

The terms of NHS Tayside’s Maternity Guidance will apply. It should be noted that annual leave and public holidays during paid and unpaid maternity leave accrue therefore it is important to specify periods of leave as outlined in Section 4.

5. Medical & Dental Staff Consultants, Specialty Doctors and Associate Specialists Requests for Term Time Working must be made in accordance with arrangements

applicable to job planning with particular reference to paragraphs 3.14, 3.17 and 4.15 of the NHS Scotland Consultant Grade Terms and Conditions of Service.

Doctors in Training Doctors in training are covered by the “Gold Guide” which allows them to train flexibly by

agreement with the Deanery. Any requests from Doctors in Training will require to be assessed as suitable for meeting educational requirements and the service commitments of the post.

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Appendix 1 EQUALITY AND DIVERSITY IMPACT ASSESSMENT Name of Service Improvement / Redesign, Policy or Strategy

Term-Time Working Policy Location Area of Service Improvement / Redesign, Policy or Strategy Human Resources What are the main aims of you Service Improvement / Redesign, Policy or Strategy?

To enable staff to request to work during term-time only What are the intended outcomes from the proposed Service Improvement / Redesign, Policy or Strategy?

Staff treated fairly and consistently when considering flexible working arrangements. Review Team – Who is assessing or considering the impact assessment? Term-time Policy Working Group Names and Titles of Team Members Elaine Dow, Specialist Workforce Adviser John Boland, Area Partnership Form Representative Margaret Harper, Staff Side Representative Julia Gill, Dental Nursing Services Manager Jeanette Cairns, Community Nurse Team Leader Alison Wood, Head of Corporate Services, Perth CHP (E&D Lead) When completed please attach to the policy prior to endorsement/approval at the relevant committee. MUST BE COMPLETED IN ALL CASES

Item No Considerations Detail Impact Document any Evidence/Research

Actions

1. Will it impact on the whole population? Yes or No. If yes will it have a differential impact on any of the groups in 1.2. If no which groups will it impact on?

No Staff – positive impact

.

Item No Considerations Detail Impact Document any

Evidence/Research Actions

1.2 Which of the protected characteristic(s) or groups will be affected by the policy/strategy/service redesign?

• 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 • Socio- economically

deprived groups

Staff – positive impact

All staff able to apply to work term-time only via existing Policy

Item No Considerations Detail Impact Document Any

Evidence/Research Actions

2. What impact will the policy/strategy/service redesign 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

Family friendly policy enabling a good work/life balance.

Policy driven by good practice evidenced by PIN guideline.


Actions

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

• Social status • Employment

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

Ability to retain paid employment when otherwise staff may leave the service. Positive impact on work/life balance. NHS seen as employer of choice.

Policy driven by good practice evidenced by PIN Guideline.


Actions

4. Will the function/policy have any impact on:

• Discrimination • Equality of opportunity • Relations between

groups • Other

Positive impact – the ability to apply to work term-time is available to all staff.

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

No


Actions

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

• Healthcare • Social services • Education • Transport • Housing

Minimal impact on access to healthcare as there could be reduced access to services due to member of staff working term-time – managers required to consider impact on services before making a decision to grant a request to work term-time.

7. Consultation and Engagement 1) What existing consultation data do we have?

• Existing consultation sources

• Original consultations • Key learning

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

Previous consultation in line with NHS Tayside agreed process. Review of existing policy with expansion of detail surrounding the calculation aspects of working a term-time arrangement. Finance input sought to revisions.

Does not require full consultation.


Actions

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?

None See No. 6 See No.6


Actions

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?)

No. Potential negative impact for team responsible for service continuity. The potential negative impact is however minimal and can be counterbalanced through positive team working arrangements.


Actions

10. Data & Research • Is there need to gather

further evidence/data? • Are there any apparent

gaps in knowledge/skills?

No

11. Monitoring • How will the outcomes

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

to measure progress towards the outcomes?

NHS Staff Survey

12. Recommendations State your conclusion of your Impact Assessment

No adverse impacts identified.


Actions

13. Is a more detailed assessment needed? If so , for what reason?

No

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

Workforce and Governance Forum Area Partnership Forum Staff Governance Committee

15. Publication

Staffnet

Conclusion Sheet for Equality Impact Assessment

Positive Impacts (Note the groups affected)

Staff Provides staff with opportunity to access Family Friendly Policy. Promotes flexible working Potential to attract and retain staff

Negative Impacts (Note the groups affected)

No negative impacts identified

Additional Information and Evidence Required

Nil

From the outcome of the Equality Impact Assessment what are your recommendations? (refer to questions 10 -13) Nil This conclusion sheet should be attached to the relevant committee report. MUST BE COMPLETED IN ALL CASES Manager’s Signature Elaine Dow Date May 2013

Appendix 2

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: - Human Resources POLICY/STRATEGY TITLE: Term Time Working Policy LEAD OFFICER – Director Human Resources Why has this policy/strategy been developed?

Review of existing policy

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

Family Friendly Policy as per PIN Guidelines

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

-

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

Policy Group – HR lead, 2 x management reps and 2 x staff side. Consultation as per normal procedure review minor changes.

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: Yes Yes Yes Yes Yes Yes

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: Yes Yes Yes Yes Yes Yes

Does the policy/strategy contain evidence of the Eq uality

& Diversity Impact Assessment Process?

Yes

Is there an implementation plan?

No

Which officers are responsible for implementation?

-

When will the policy/strategy take effect?

Immediate – revision of existing policy

Who must comply with the policy/strategy?

Available to all staff

How will they be informed of their responsibilities ?

Staffnet

Is any training required?

No

If yes, has any been arranged?

-

Are there any cost implications?

-

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

-

Who is responsible for auditing the i mplementation of the policy/strategy?

Area Partnership Forum

What is the audit interval?

2 yrs

Who will receive the audit reports?

Area Partnership Forum

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

Every 5 years o r if there is a change in legislation or PIN. Area Partnership Forum

Name: ELAINE DOW Date: May 2013

Appendix 3

Term Time Working Policy

Guidance Document Version Control Table

Version No

Purpose/Chang es Author Date

1.0 Final Document E Dow May 2013

Version No: 1.0 Created by: E Dow Date Last Updated: May 2013 Updated by: E Dow

This Guidance should be read in conjunction with the Term Time Working Policy. It aims to provide step by step guidance to a number of different scenarios where individual members of staff work a term time arrangement. Assistance on the interpretation of this Guidance document can be provided by the Human Resources Department. Appendix A - NHS Scotland Calculation of Annual Lea ve Entitlement The agreed NHS Scotland formula for calculating annual leave and public holiday entitlements which is to be applied to all non-medical and dental staff who work term time. The guidance provides an example of a 38 week school year, however this figure can be substituted according to the number of weeks worked during the year.

Appendix B – Formula to Calculate Weekly Hours The formula for calculating the weekly hours to be paid. Annual leave is calculated depending on the length of service of the member of staff. Managers must be aware when a member of staff’s annual leave entitlement increases due to accrued service in order that the correct entitlement to leave is used in the formula to calculate paid hours. Appendix C – Proforma for Calculating Leave Entitle ments and Paid Hours for Full Year Example proforma for use in calculating annual leave and paid hours. A copy of the calculation should be made available to the member of staff with a copy in the member of staff’s personal file and a copy forwarded to Payroll with the Notification of Change form where applicable Appendix D – Proforma for Employees Commencing or R elinquishing Term-Time Working Part Way Through the Leave Year Applicable in the case of an employee commencing or relinquishing term-time working part way through the leave year. Can be applied where there is a change to weekly working hours or change to annual leave entitlement mid-way through the annual leave year. Appendix E – Calculation of Leave Entitlement for E mployees Leaving the Service Part Way Through the Leave Year Applicable in the case of an employee leaving the service part way through the leave year.

Appendix A

Scottish Pay Reference and Implementation Group (SPRIG)

Approved Guidance for NHSScotland

Term Time and Annualised Hours Working Calculation of Annual Leave Entitlement

Calculation of annual leave for staff who work on a term time only basis and those working annualised hours should be undertaken as follows: 1. Annualise the hours of the individual. 2. Divide these annualised hours by 52.143 to get average weekly hours over

the whole year. 3. Add the annual leave and public holiday entitlement for this number of hours –

using the tables attached * 4. Increase the leave entitlement to reflect that this should be treated as service. Example The following example is based on an individual who works for 38 weeks (although in practice, this number of weeks may vary), 20 hours per week over 5 days and based on an whole time annual leave entitlement of 27 days

1. Total hours worked in the year = 760 (38 weeks x 20 hours) 2. Annual weekly average = 760 hours / 52.143 = 14.5 hours per week (to

the nearest half hour) 3. Then refer to Tables 1 and 2 attached: annual leave entitlement = 78.5

hours plus 23 hours for public holidays. Total leave entitlement = 101.5 hours.

4. Increase to reflect that the leave entitlement is treated as service (and

therefore itself accrues annual leave).

Formula: leave entitlement (101.5 hours), divided by total hours worked in year (760), multiplied by the total hours worked plus leave (101.5 hours + 760 hours = 861.5 hours) i.e.

101.5 / 760 x 861.5 = 115 hours Leave Entitlement = 115 hours (to nearest half

hour)

Table 1 Annual Leave Entitlement for complete years exclusive of public holidays

Formula is Weekly Contracted Hrs X No. of Days Entitlement 5

WEEKLY BASIC ON AFTER 5 AFTER 10 CONTRACTED APPOINTMENT YEARS YEARS

HOURS SERVICE SERVICE

27 DAYS 29 DAYS 33 DAYS

HOURS EQUIVALENT: 37.5 202.5 217.5 247.5 37.0 200.0 214.5 244.0 36.5 197.0 211.5 241.0 36.0 194.5 209.0 237.5 35.5 191.5 206.0 234.5 35.0 189.0 203.0 231.0 34.5 186.5 200.0 227.5 34.0 183.5 197.0 224.5 33.5 181.0 194.5 221.0 33.0 178.0 191.5 218.0 32.5 175.5 188.5 214.5 32.0 173.0 185.5 211.0 31.5 170.0 182.5 208.0 31.0 167.5 180.0 204.5 30.5 164.5 177.0 201.5 30.0 162.0 174.0 198.0 29.5 159.5 171.0 194.5 29.0 156.5 168.0 191.5 28.5 154.0 165.5 188.0 28.0 151.0 162.5 185.0 27.5 148.5 159.5 181.5 27.0 146.0 156.5 178.0 26.5 143.0 153.5 175.0 26.0 140.5 151.0 171.5 25.5 137.5 148.0 168.5 25.0 135.0 145.0 165.0 24.5 132.5 142.0 161.5 24.0 129.5 139.0 158.5 23.5 127.0 136.5 155.0 23.0 124.0 133.5 152.0 22.5 121.5 130.5 148.5 22.0 119.0 127.5 145.0 21.5 116.0 124.5 142.0 21.0 113.5 122.0 138.5 20.5 110.5 119.0 135.5 20.0 108.0 116.0 132.0 19.5 105.5 113.0 128.5

Table 1 AGENDA FOR CHANGE: ANNUAL LEAVE ENTITLEMENT FOR COMPLETE YEARS EXCLUSIVE OF PUBLIC HOLIDAYS

WEEKLY BASIC ON AFTER 5 AFTER 10 CONTRACTED APPOINTMENT YEARS YEARS

HOURS SERVICE SERVICE

27 DAYS 29 DAYS 33 DAYS

HOURS EQUIVALENT: 19.0 102.5 110.0 125.5 18.5 100.0 107.5 122.0 18.0 97.0 104.5 119.0 17.5 94.5 101.5 115.5 17.0 92.0 98.5 112.0 16.5 89.0 95.5 109.0 16.0 86.5 93.0 105.5 15.5 83.5 90.0 102.5 15.0 81.0 87.0 99.0 14.5 78.5 84.0 95.5 14.0 75.5 81.0 92.5 13.5 73.0 78.5 89.0 13.0 70.0 75.5 86.0 12.5 67.5 72.5 82.5 12.0 65.0 69.5 79.0 11.5 62.0 66.5 76.0 11.0 59.5 64.0 72.5 10.5 56.5 61.0 69.5 10.0 54.0 58.0 66.0 9.5 51.5 55.0 62.5 9.0 48.5 52.0 59.5 8.5 46.0 49.5 56.0 8.0 43.0 46.5 53.0 7.5 40.5 43.5 49.5 7.0 38.0 40.5 46.0 6.5 35.0 37.5 43.0 6.0 32.5 35.0 39.5 5.5 29.5 32.0 36.5 5.0 27.0 29.0 33.0 4.5 24.5 26.0 29.5 4.0 21.5 23.0 26.5 3.5 19.0 20.5 23.0 3.0 16.0 17.5 20.0 2.5 13.5 14.5 16.5 2.0 11.0 11.5 13.0 1.5 8.0 8.5 10.0 1.0 5.5 6.0 6.5 0.5 2.5 3.0 3.5


Table 2 AGENDA FOR CHANGE: CALCULATION OF PUBLIC HOLIDAY ENTITLEMENT

WEEKLY BASIC CONTRACTED

HOURS

HOURLY ENTITLEMENT FOR FULL LEAVE YEAR

ENTITLEMENT ROUNDED UP TO THE NEAREST HALF DAY

HOURLY ENTITLEMENT ON

EACH BANK HOL IDAY AS IT OCCURS

(8 BANK HOLIDAYS)

(8 BANK HOLIDAYS) 37.5 60.0 60.0 7.5 37.0 59.0 60.0 7.4 36.5 58.5 60.0 7.3 36.0 57.5 60.0 7.2 35.5 57.0 60.0 7.1 35.0 56.0 56.25 7.0 34.5 55.0 56.25 6.9 34.0 54.5 56.25 6.8 33.5 53.5 56.25 6.7 33.0 53.0 56.25 6.6 32.5 52.0 52.5 6.5 32.0 51.0 52.5 6.4 31.5 50.5 52.5 6.3 31.0 49.5 52.5 6.2 30.5 49.0 52.5 6.1 30.0 48.0 48.75 6.0 29.5 47.0 48.75 5.9 29.0 46.5 48.75 5.8 28.5 45.5 48.75 5.7 28.0 45.0 45 5.6 27.5 44.0 45 5.5 27.0 43.0 45 5.4 26.5 42.5 45 5.3 26.0 41.5 45 5.2 25.5 41.0 41.25 5.1 25.0 40.0 41.25 5.0 24.5 39.0 41.25 4.9 24.0 38.5 41.25 4.8 23.5 37.5 37.5 4.7 23.0 37.0 37.5 4.6 22.5 36.0 37.5 4.5 22.0 35.0 37.5 4.4 21.5 34.5 37.5 4.3 21.0 33.5 33.75 4.2 20.5 33.0 33.72 4.1 20.0 32.0 33.75 4.0 19.5 31.0 33.75 3.9


Table 2 AGENDA FOR CHANGE: CALCULATION OF PUBLIC HOLIDAY ENTITLEMENT

WEEKLY BASIC CONTRACTED

HOURS

HOURLY ENTITLEMENT FOR FULL LEAVE YEAR

ENTITLEMENT

ROUNDED UP TO THE NEAREST HALF DAY

HOURLY ENTITLEMENT ON

EACH BANK HOLIDAY AS IT OCCURS

(8 BANK HOLIDAYS) (8 BANK HOLIDAYS) 19.0 30.5 33.75 3.8 18.5 29.5 30 3.7 18.0 29.0 30 3.6 17.5 28.0 30 3.5 17.0 27.0 30 3.4 16.5 26.5 30 3.3 16.0 25.5 26.25 3.2 15.5 25.0 26.25 3.1 15.0 24.0 26.25 3.0 14.5 23.0 26.25 2.9 14.0 22.5 22.5 2.8 13.5 21.5 22.5 2.7 13.0 21.0 22.5 2.6 12.5 20.0 22.5 2.5 12.0 19.0 22.5 2.4 11.5 18.5 18.75 2.3 11.0 17.5 18.75 2.2 10.5 17.0 18.75 2.1 10.0 16.0 18.75 2.0 9.5 15.0 15 1.9 9.0 14.5 15 1.8 8.5 13.5 15 1.7 8.0 13.0 15 1.6 7.5 12.0 15 1.5 7.0 11.0 11.25 1.4 6.5 10.5 11.25 1.3 6.0 9.5 11.25 1.2 5.5 9.0 11.25 1.1 5.0 8.0 11.25 1.0 4.5 7.0 7.5 0.9 4.0 6.5 7.5 0.8 3.5 5.5 7.5 0.7 3.0 5.0 7.5 0.6 2.5 4.0 7.5 0.5 2.0 3.0 3.75 0.4 1.5 2.5 3.75 0.3 1.0 1.5 3.75 0.2 0.5 1.0 3.75 0.1


Appendix B

TERM-TIME WORKING FORMULA TO CALCULATE WEEKLY PAID HOURS

1. Annualise the hours of the individual (as per Appendix A)

2. Add the total leave entitlement (annual leave and public holiday entitlement) as calculated using the formula in Appendix A, to the annual number of hours worked

3. Divide by 52.143 in order to calculate the number of hours to be PAID

each week

Example The following is based on an individual who works 38 weeks per year, 20 hours per week with a total leave entitlement of 115 hours 1. 20 hours per week multiplied by 38 weeks per year = 760 hours

2. 760 hours plus 115 hours leave entitlement = 875 hours

3. 875 hours divided by 52.143 = 16.78 hours to be PAID each week Appendix C provides a proforma for recording the calculation and the example above is detailed for reference. Should the member of staff commence, relinquish or change their actual hours of work part way through a leave year, or where their annual leave entitlement increases, please refer to Appendices D to E.

Appendix C

TERM-TIME WORKING PROFORMA FOR CALCULATING LEAVE ENTITLEMENT AND PAID HOURS

FOR A FULL LEAVE YEAR 1 April to 31 March EXAMPLE

NAME _________________________________________________ LEAVE PERIOD _________________________________________________ AMOUNT OF SERVICE ___________less than 5 years______________ ACTUAL WORKING HOURS _____20_____________________________ NO OF WORKING WEEKS IN THE PERIOD__________38_________________

1. Total hours worked ______38_________ weeks x ____20_____ actual hours

= 760 hours

2. Period weekly average = _____760______ total hours / 52.143

= 14.5 hours

3. Annual leave entitlement (based on ___14.5___ average hours per week)

= ___14.5__________ / 5 x 27/29/33 days (dependent on length of service) = 78.3 hours

4. Public holiday entitlement (based on __14.5_____ average hours per week)

= ____14.5________ / 5 x 8 = 23.2 hours TOTAL LEAVE ENTITLEMENT = 101.5 hours

5. Increase leave entitlement to reflect that this is treated as service:

__101.5______ hours leave entitlement / __760_______ total hours worked in year x (__760____ total hours + ___101.5______ hours leave) = __115________ hours (rounded up/down to nearest half hour)

6. Paid Hours

____760_____ total hours worked + ___115____total leave entitlement / No. of weeks in period worked (52.143 for a full year) = 16.78 hours

Signature and Name: Date:

Appendix D

EMPLOYEES COMMENCING OR RELINQUISHING TERM TIME WORKING PART WAY THROUGH THE LEAVE YEAR, WHERE WORKING HOURS CH ANGE OR THERE IS A CHANGE TO ANNUAL LEAVE ENTITLEMENT This appendix and working example refer when an employee commences term-time working or reverts to part-time or full-time working part way through the leave year, or where working hours change or there is a change to annual leave entitlement. The undernoted points should be noted:

• The period during which term-time working is applicable should be calculated in days and equivalent weeks

• It should be clear how many weeks off the member of staff will require in order to determine the number of weeks they will be at work during the period

• Prorata entitlements to annual leave and public holidays will require to be calculated

• The weekly paid hours element will require to be calculated taking into account the total number of hours worked during the period and the number of weeks over which the period runs

Reference can be made to the working example provided for a member of staff with less than 5 years service who is to work 20 hours per week during the period 1 May to 31 March.

Appendix D – Working Example

TERM-TIME WORKING PROFORMA FOR CALCULATING LEAVE ENTITLEMENT AND PAID HOURS

FOR A PART LEAVE YEAR EXAMPLE

LEAVE PERIOD: 1 May to 31 March (335 days or 47.857 weeks) SERVICE: 0 – 5 years ACTUAL WORKING HOURS: 20 per week

NO OF WORKING WEEKS IN PERIOD:37.8 (47.857 minus 10 weeks when not at work)

1. Total hours worked ______37.8________ weeks x ____20____ actual hours = 756 hours 2. Period weekly average = __756 _________ total hours / 47.857 weeks = 16 hours (rounded to nearest half hour) 3. Annual leave entitlement (based on _ 16_____ average hours per week) = _____16 _______ / 5 x 27/29/33 days (dependent on length of service) x 335 days /365

= 79.3 hours in period 4. Public holiday entitlement (based on _16____ average hours per week) = ______16______ / 5 x 7 public holiday days in period = 22.4 hours Annual Leave and Public Holiday Entitlement = 101.5 hours (rounded to nearest half hour)

5. Increase leave entitlement to reflect that this is treated as service: __101.5____ hours leave entitlement / __756______ total hours worked in period x (__756____ total hours + ___101.5______ hours leave) = ___115______ hours (rounded up/down to nearest half hour) 6. Paid Hours ___756___ total hours worked + _115___total leave entitlement / 47.857 weeks in period

= 18.2 hours

Signature and Name: Date:

Appendix E EMPLOYEES LEAVING THE SERVICE PART WAY THROUGH THE LEAVE YEAR Where a member of staff leaves the service part way through the leave year, the manager should determine how much paid leave entitlement has been taken in the current leave year to the date of termination. The part year entitlement should be calculated using the proforma at Appendix D (1-5) to identify whether there has been any under or over-taking of leave. This should be notified to Payroll on the Payroll Termination Form to enable an adjustment to be made to the final salary payment. The member of staff should be notified of the under or over-taking of leave. The weekly paid hours do not require to be amended in t his circumstance. Working Example of Employee Leaving the Service at 31 August During a full leave year the member of staff (with less than 5 years’ service) would work 38 weeks per year and 20 hours per week. During the leave year to the date of termination, ie 1 April to 31 August (153 days or 21.857 weeks) the member of staff has had the following time off: 2 weeks in April (20 hours of paid leave entitlement and 20 hours of unpaid leave) 6 weeks in July (40 hours of paid leave entitlement and 80 hours of unpaid leave) The full year leave entitlement is 115 hours (calculated as per example in Appendix A) The proforma at Appendix D can be used to calculate the part year leave entitlement for the period 1 April to 31 August (153 days or 21.85 weeks):

1. Total hours worked – 13.85 weeks x 20 hours per week = 277 hours

2. Period weekly average – 277 total hours / 21.85 weeks in period = 12.5 hours

3. Annual leave entitlement based on 12.5 average hours per week – 12.5 / 5 x 27 x 153 / 365 = 28.3 hours

4. Public holiday entitlement based on 12.5 average hours per week – 12.5 / 5 x

3 public holidays in period = 7.5 hours. Leave entitlement = 7.5 + 28.3 = 36 hours

5. Increase leave entitlement to reflect this is treated as service – 36 hours total

leave entitlement / 277 total hours worked in period x (277 total hours worked in period + 36 hours leave entitlement) = 40.5 hours

6. Part year leave entitlement of 40.5 hours. Member of staff has taken 60

hours of paid leave entitlement during the period and therefore has overtaken 19.5 hours of leave which should be notified on the Payroll termination form and deducted from final salary payment.

human resources term time working policy

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