managing organisational change toolkit

of 57

MANAGING ORGANISATIONAL CHANGE TOOLKIT

CONTENTS

1. TOOLKIT INTRODUCTION ........................................................................................... 2

2. SCOPE OF ORGANISATIONAL CHANGE ................................................................... 2

3. HANDLING CHANGE .................................................................................................... 3

4. MANAGER’S GUIDE TO THE TRUST’S FORMAL CONSULTATION PROCESS ........ 3

5. MANAGEMENT OF CHANGE CONSULTATION PAPER TEMPLATE ........................... 6

6. TEMPLATE LETTER: INVITATION TO FORMAL CONSULTATION MEETING ......... 14

7. TEMPLATE LETTER: INVITATION TO INDIVIDUAL MEETING ................................. 16

8. SELECTION CRITERIA FOR REDUNDANCY/POST REDUCTION & FILLING

POSTS WITHIN A NEW STRUCTURE .............................................................................. 18

9. FILLING POSTS WITHIN A NEW STRUCTURE ......................................................... 18

10. TEMPLATE LETTER: SLOTTING IN LETTER ............................................................ 21

11. TEMPLATE LETTER: SUCCESSFUL FOLLOWING COMPETITIVE SELECTION .... 23

12. TEMPLATE LETTER: UNSUCCESSFUL FOLLOWING COMPETITIVE SELECTION 25

13. TEMPLATE LETTER: CONFIRMATION OF CHANGE FOLLOWING INFORMAL

CONSULTATION ............................................................................................................... 27

14. TEMPLATE: LIST OF EMPLOYEES IDENTIFIED AT RISK OF REDUNDANCY ....... 29

15. INDIVIDUAL MEETING TEMPLATE ........................................................................... 31

16. STRUCTURE CHANGE JUSTIFICATION FORM........................................................ 35

17. COMPULSORY REDUNDANCY – SELECTION CRITERIA ....................................... 37

18. STAFF GUIDANCE ..................................................................................................... 40

19. GLOSSARY .................................................................................................................. 42

APPENDIX 1: TRUST REDEPLOYMENT TOOLKIT .......................................................... 44

ANNEX A: TRUST REDEPLOYMENT SKILLS FORM ................................................... 45

ANNEX B: TRUST REDEPLOYMENT MATCH FORM ................................................... 49

ANNEX C: TEMPLATE LETTER: COMMENCEMENT OF REDEPLOYMENT TRIAL ... 51

ANNEX D: TRUST REDEPLOYMENT TRIAL PERIOD ASSESSMENT FORM ............. 52

ANNEX E: TEMPLATE LETTER: REDEPLOYMENT TRIAL PERIOD SUCCESSFUL .. 53

ANNEX F: TEMPLATE LETTER: REDEPLOYMENT TRIAL PERIOD UNSUCCESSFUL

........................................................................................................................................ 54

APPENDIX 2: LETTER FOR FORMAL NOTICE OF REDUNDANCY. ............................... 56

of 57

1. TOOLKIT INTRODUCTION

This Policy Toolkit is designed to be used in conjunction with the Trust’s Managing Organisational Change Policy. Therefore, it is vital to have reference to the policy alongside this Toolkit.

This Toolkit includes letters and templates referred to within the process. This will inform employees and guide managers through the process for managing organisational change.

The policy toolkit should be supplemented with advice from HR as required who can also advise throughout the process.

2. SCOPE OF ORGANISATIONAL CHANGE

Organisational Change is often limited in definition to redundancy or redeployment situations. However, ‘change’ which may have an impact on staff can include many things, including the following (not an exhaustive list).

a. Adding or taking roles & responsibilities to/from a certain role. This can include asking someone to ‘act up’ or ceasing an ‘acting up’ period.

b. Revising the structure of a Department / Service e.g. adding a level of management.

c. Asking staff to work in a different way e.g. different role, tasks, working with different people etc.

d. Changing established shift patterns or working day patterns, including introducing new working patterns (e.g. extended working days).

e. Introducing rotational posts, bases or specialities.

f. Not filling a vacancy, and instead absorbing the work into a team.

g. Moving an individual or a team physically to a different location.

h. Moving an individual or a team so they come under a different Department / Division and/or line manager

i. Transferring staff in or out of the organisation under the Transfer of Undertakings (Protection of Employment) Regulations – TUPE (see relevant section below).

j. Redeploying someone into another role in the organisation e.g. because their existing role is to be disestablished (see relevant sections below).

k. A reduction of posts in a department/function, up to and including redundancy.

l. Changes resulting from urgent operational issues. This can include changing: - the base staff work from, shift pattern, duties of staff; on a temporary basis pending resolution of the issues necessitating the temporary changes. Advice must be sought from HR as to whether a change falls within this category.

https://ndht.ndevon.swest.nhs.uk/organisational-change/


of 57

3. HANDLING CHANGE

The definition of ‘organisational change’ is broad, and there cannot be a ‘one size fits all’ approach. However, the key to managing any change process is clear and transparent communication at the earliest opportunity with the involvement of the affected staff prior to a final decision being made or where the change is externally driven/required before implementation. Before any change takes place, initial scoping work should be carried out to identify issues such as cultural differences/similarities that might affect the success of the change strategy, benefits sought from the changes to be made and the rationale for the process. An initial Equality Impact Assessment on the proposed change should be completed. If it is clear that there are service improvements to be made or financial savings, then staff should be made aware of this at an early stage, and be able to make suggestions and be involved. Any proposed or potential changes should be discussed informally with staff on an individual basis or on a team basis if a team is affected, prior to any ‘formal’ consultation. All meetings relating to change management must be documented and records retained by management. It should not be assumed that staff members are automatically resistant to change. People are often wary of change initially, particularly if they have no control over it. However, individuals usually accept change if they understand the reasons for it. It is recognised that the mere passage of information is not consultation. Consultation involves decisions and their application. It is best conducted when some attention has been given to alternatives, but they have not taken their final form. Whether a change needs ‘formal consultation’ depends on the impact of the change on the staff. It is often the case that a change in roles/duties or even location (within the Trust itself) can be mutually agreed between staff and their manager. Often an informal consultation process as described in Section 8 of the Managing Organisational Change Policy will be appropriate. Any change which is likely to result in a change of terms and conditions, downgrading of staff, loss of earnings, amendment to terms & conditions, potential impact on work/life balance, redeployment of staff, staff moving to a new geographical location or potential redundancy must have HR and Staffside involvement and must follow the ‘formal consultation’ process as described in the Managing Organisational Change Policy. HR can advise further if managers are unsure.

4. MANAGER’S GUIDE TO THE TRUST’S FORMAL CONSULTATION PROCESS

The formal consultation process will include the following essential steps:

1. The lead manager (“sponsor”) of the proposed change must secure approval from the relevant Executive or Senior Team for the proposals before consultation is progressed.

2. The HR team must be engaged (through a nominated HR Representative) in the process before consultation is progressed. Staffside representatives must also be invited to engage at this stage as experience has shown this is beneficial when drafting and compiling consultation papers.

of 57

3. The manager leading the consultation must prepare a consultation pack normally containing/taking account of:

The Consultation Paper explaining the proposed change, why it is necessary and confirming the rights of staff in terms of, for example pay protection or excess travel. This paper must include a proposed timescale for consultation including when consultation starts and ends AND a proposed timescale for implementation of any ‘agreed’ change. A template is provided in the Toolkit.

Timescale for consultation must include sufficient time for submission of papers to HR and Staffside for feedback prior to publication to staff.

Timescales for consultation must include sufficient time for a Group Consultation Meeting held at a time that is suitable for staff, HR and Staffside; and for individual consultation meetings with staff affected.

Copies of any relevant documentation such as job descriptions, person specifications, amended forms etc.

Accurate and valid information in relation to existing shift patterns/rotas/ establishment and proposed shift patterns/rotas/establishment etc.

Copies of draft letters to staff affected and other key stake holders, which should include relevant staff who are not directly affected by the change but for whom the change will have some impact on how they operate or who they link in with.

An Equality Impact Assessment in relation to the proposed changes. This should be reviewed and adjusted as necessary at the end of the consultation process. (See Appendix A and Appendix B of the Managing Organisational Change Policy)

4. Once the above process is completed the consultation pack must be presented to Staffside either at their regular meeting or at a specially convened meeting. The paper (with any agreed adjustments following presentation to Staffside) will then need to be submitted to Partnership Forum for information but unless the Management of Change is very large and/or significant detailed deliberation of the change will not be conducted in the Partnership Forum meeting itself.

5. At least one collective meeting with relevant staff – Group Consultation Meeting - must

be organised to explain the proposed changes, share the consultation pack and seek feedback. Arrangements for meetings should be coordinated with Trade Union and professional association representatives and HR to ensure availability to attend. Staffside will support the Group Consultation Meetings and Trade Union Representatives will support members at individual consultation meetings.

6. At the Group Consultation Meeting arrangements must be made between relevant

managers, Trade Union, Staffside or professional association representatives (if relevant) and HR for diary time to be set aside for individual meetings with impacted staff. It is not compulsory for impacted staff to attend an individual meeting but they through a nominated HR Representative be offered the opportunity to have a meeting.

7. At the conclusion of the consultation period the manager leading the consultation will

prepare a paper detailing collated responses and any amendments to proposals that have resulted from them. This will be discussed in partnership with Staffside and HR before a final version is sent to all parties in the timescales that have been previously agreed.

8. Once the consultation process is concluded in accordance with the agreed time frames, the manager leading the consultation may proceed to implement the required change through relevant local managers. To ensure a successful change management process, Staffside and HR should continue to be engaged in the process of change and emphasis must be placed on continuing communication with all affected.

9. Following implementation of the change it is good practice to review the process

undertaken to identify aspects that could be improved upon in the future.


of 57

10. It is also good practice to formally review the impact of the change to see if it has

achieved the desired objectives. At the conclusion of the consultation process and commencement of the implementation phase, a date for formally reviewing the impact must be agreed. This will not normally be less than 3 months after the date of implementation and will not normally be greater than 6 months after the date of implementation.

of 57

5. MANAGEMENT OF CHANGE CONSULTATION PAPER TEMPLATE

NAME OF - TRUST – RDE/NDHT

CONSULTATION PAPER

Document Status: Consultation Paper

Version: V1

DOCUMENT CHANGE HISTORY

Version Date Comments (i.e. viewed, or reviewed, amended,

approved by person or committee

V1 Draft

Authors:

of 57

TABLE OF CONTENTS

Section Description Page Number

Section 1 Background & Rationale For The Change 0

Section 2 Proposed Plan 0

Section 3 Time Table & Next Steps 0

Section 4 Principles 0

Section 5 Support

Including “Understanding change” session to

all staff inc managers as part of

these consultations.

Understanding Change.pptx

0

Appendix 1 Equality Impact Assessment Form 0

of 57

1 Background & Rationale For The Change

1.1

2. Proposed Plan

(This section should include organisational charts showing existing structures and proposed

structures and proposed consultation process)

2.1

3. Timetable

3.1 The proposed timetable described in this paper has been developed to ensure that staff and their representatives have the maximum opportunity to comment on the proposals and seek clarity on the objectives.

3.2

Action Achieved by

(Date)

Write to staff affected/issue consultation paper

Hold formal group consultation meeting

Hold individual employee meetings

Hold review group consultation meeting

Close consultation process

3 -6 month review meeting

4. Principles (These are examples only)

4.1 The aim will be to implement the (defined change) with the full support and

cooperation of affected staff groups and their trade unions. It is fully recognised that

this is a significant change in the Trust’s approach to this matter and that many of

those going through the process will need support and advice to be available.

of 57

4.2 The period of consultation will be X days, and will allow sufficient time for feedback

and consequent amendment.

4.3 It is anticipated that there may be some staff who, for whatever reason, cannot

comply with the change:

These staff will be entitled to consideration for redeployment to alternative posts that do not require them to comply.

Each case will be treated on its own merit and staff will be required to possess the appropriate skills and qualifications for alternative positions.

Where the member of staff would be able to fulfil the role with a modest amount of additional training the Trust will support redeployment on that basis.

Where there are limited alternative employment opportunities available, affected staff will be expected to compete for the roles.

There may be circumstances in which staff will need to be ‘pay protected’ in accordance with the relevant Pay Protection Policy1 and staff so affected will

be entitled to the full range of benefits available under that policy.

In accordance with national guidance issued by the Social Partnership Forum with effect from 1st July 2020, and given the current uncertain times of the Covid-19 pandemic, it is recognised that consideration may need to be given at any time to extend the agreed normal consultation period and/or pause the consultation should this become necessary and with the agreement of both Management and Staffside.

4.4 Whilst the Trust will do all that it can to assist staff who refuse, or are not able to

participate in this process, no guarantee of alternative employment can be offered.

4.5 This is not a situation where jobs are ‘at risk’ of redundancy and the Trust will not

therefore consider any requests for employer supported early retirement.

5. Support

Staff can access support as follows:

Line Managers

Line managers are available for advice and support.

Trade Unions

Collective consultation will be undertaken with Staffside involvement. Staff can contact their own

trade union representative for individual support and advice.

The Trade Union representatives available to support with this consultation are:

Name: Position E-Mail Telephone

1 NHS Devon staff who transferred into NDHT as a result of TCS (April 2011) are covered by the NHS Devon Procedure for

Protection of Pay and Conditions of Service. All other staff employed by NDHT are covered by the NDHT Protection of Earnings Policy. HR must be consulted on individual staff entitlements.

of 57

Senior Management:

Name: Role: E-Mail Telephone

Human Resources:

Name: Role: E-Mail Telephone

HR Business Partner,

HR Helpdesk For general advice on

consultation process

only

Employee Health & Wellness Service (Occupational Health):

It is recognised that consultation processes can be stressful for staff members affected and

staff are encouraged to contact Occupational Health for support should they wish to do

so. Occupational health can be contacted on 01392 405800 (Exeter) or 01271 341520

(Barnstaple).

Employee Assistance Programme:

Employees have access to the Employee Assistance Programme.

RD&E:-

You can call: 0800 085 1376 for independent, free and confidential support and advice (see

HUB for more information).

Qualified counsellors are on the end of the phone to offer you counselling and emotional

support. The advice line is available 24 hours a day, 365 days a year. It is free and all calls

are strictly confidential. There is also a website with further support and information for you

on personal and work related issues:

Website: http://well-online.co.uk/

of 57

Username:royaldevon

Password: wellbeing

NDHT:-

You can call: 03303 800658 for independent, free and confidential support and advice (see

BOB for more information).

The Vivup EAP provides a range of information and practical support for problems at work

and home including stress; family difficulties; relationships; health; finances; bereavement;

anxiety; depression; workplace issues; trauma.

6. Equality Impact Assessment

Use the Trust’s current Equality Impact Assessment template.

The Impact Assessment Form should be listed last in your appendices.

APPENDIX X: EQUALITY IMPACT ASSESSMENT TOOL

Name of document

Division/Directorate and service area

Name, job title and contact details of person

completing the assessment

Date completed:

The purpose of this tool is to:

identify the equality issues related to a policy, procedure or strategy summarise the work done during the development of the document to reduce negative

impacts or to maximise benefit highlight unresolved issues with the policy/procedure/strategy which cannot be removed

but which will be monitored, and set out how this will be done.

1. What is the main purpose of this document?

In this section, simply describe the purpose of the document/policy. This can be extracted from

the introduction if it is adequately brief and clear.

2. Who does it mainly affect? (Please insert an “x” as appropriate:)

Carers ☐ Staff ☐ Patients ☐ Other (please specify)

Who might the policy have a ‘differential’ effect on, considering the “protected

characteristics” below? (By differential we mean, for example that a policy may have a

of 57

noticeably more positive or negative impact on a particular group e.g. it may be more

beneficial for women than for men)

Please insert an “x” in the appropriate box (x)

3. Apart from those with protected characteristics, which other groups in society might this document be particularly relevant to… (e.g. those affected by homelessness, bariatric patients, end of life patients, those with carers etc.)?

Please specify any groups you think may be affected in any significant way

4. Do you think the document meets our human rights obligations? ☐

Feel free to expand on any human rights considerations in question 6 below.

A quick guide to human rights:

Fairness – how have you made sure it treat everyone justly?

Respect – how have you made sure it respects everyone as a person?

Equality – how does it give everyone an equal chance to get whatever it is offering?

Dignity – have you made sure it treats everyone with dignity?

Autonomy – Does it enable people to make decisions for themselves?

Protected characteristic Relevant Not relevant

Age ☐ ☐

Disability ☐ ☐

Sex - including: Transgender,

and Pregnancy / Maternity ☐ ☐

Race ☐ ☐

Religion / belief ☐ ☐

Sexual orientation – including:

Marriage / Civil Partnership ☐ ☐

of 57

6. Looking back at questions 3, 4 and 5, can you summarise what has been done during the

production of this document and your consultation process to support our equality /

human rights / inclusion commitments?

Please give a brief summary- identifying:

1.) which concerns that may be relevant to equality or human rights were considered during

the creation of this policy/procedure/strategy,

2.) who you explicitly involved in this review (such as an equality advisor or a patient group)

and

3.) how the resulting document has been improved…

(Please do not simply list the names of individuals consulted)

7. If you have noted any ‘missed opportunities’, or perhaps noted that there remains some

concern about a potentially negative impact please note this below and how this will be

monitored/addressed.

“Protected

characteristic”: Age/sex/religion etc.

Issue: Missed opportunity that has been noted

How is this going to be

monitored/ addressed in

the future:

Group that will be

responsible for ensuring

this carried out:

of 57

6. TEMPLATE LETTER: INVITATION TO FORMAL CONSULTATION MEETING

<Date>

Private & Confidential

<Name>

<Address>

Dear <Name>

RE: <Name of proposed change project>

I am writing in relation to the above management of change consultation process. The aim of

this process is to <include aim>. The proposed change is <include detail of change>.

I have included a copy of the formal consultation paper for your information. This paper has

been shared with Staffside and approved by <include detail of group or senior management

role>.

In line with the Trust’s Managing Organisational Change Policy, a copy of which is attached

with this letter, a formal group consultation meeting has been arranged as follows to further

discuss this proposal:

Date:

Time:

Venue: (Consider if MS Teams Meeting appropriate)

The above meeting has been arranged in line with Staffside to ensure a representative is

available to attend.

During the meeting you will have an opportunity to ask questions on the proposed change

and put forward your own feedback. Following the meeting you will be given an opportunity

to have an individual meeting to explore how the change may affect you in more detail.

(RD&E Para)

of 57

I do understand this may be a difficult time for you and would like to remind you of the

confidential Staff Support and Counselling Service who can be contacted on 01392 405800.

Alternatively, the Employee Assistance Programme (EAP) is now available 24/7 for staff to

use and full details of the programme can also be found on HUB or via their website www.

well-online.co.uk (Username: royaldevon, Password: wellbeing). Their contact number is

0800 085 1376.

(NDHT Para)


confidential Staff Support and Counselling Service who can be contacted via the

Occupational Health Team on 01271 341520 or [email protected] .

Alternatively, the Employee Assistance Programme (EAP) is available 24/7 for staff to use.

They can be contacted on 03303 800658 for independent, free and confidential support and

advice. Further information on the service is available on BOB.

Please do not hesitate to contact me should you wish to discuss the content of this letter

further.

Yours sincerely

<Name>

<Role>

Enc

Cc Personal File

HR Lead

(One blank copy to Staffside representative/s)

of 57

7. TEMPLATE LETTER: INVITATION TO INDIVIDUAL MEETING

<Date>


<Name>

<Address>

Dear <Name>


Following the recent group consultation meeting held on [DATE] and as discussed I am

writing to invite you to an individual meeting on:

Date:

Time:

Venue: Consider if MS Teams Meeting appropriate

The purpose of the meeting will be to talk through any concerns or questions you may have

in relation to the proposed change and for me to better understand any specific personal

circumstances which may impact you.

I would like to advise you that you have the right to be accompanied by a Trade Union

representative or a workplace colleague if you wish, neither of who should be acting in a

legal capacity. Please confirm your attendance at the meeting with me and advise whether

you will be bringing someone with you and if so, who it will be.

(RD&E Para)






0800 085 1376.

(NDHT Para)

of 57







Yours sincerely

<Name>

<Role>

Cc Personal File

HR Lead

Staffside representative

of 57

8. SELECTION CRITERIA FOR REDUNDANCY/POST REDUCTION & FILLING

POSTS WITHIN A NEW STRUCTURE

It should be remembered that any change which will lead to a reduction in posts and potential redundancy will inevitably have a significant impact on the staff involved. Potential compulsory redundancy should only be progressed after careful consideration of all options, including the impact on service delivery and the affected staff. Prior to any redundancy process, consultation should be undertaken with affected staff and relevant trade unions as outlined above. The Trust should also do everything reasonable to avoid the redundancy and seek suitable alternative employment for the staff member in the Trust. This includes seeing if the reduction can be achieved through turnover or other voluntary means, such as retirement. Voluntary redundancy may be considered as an option; however, whether it is a suitable way forward is dependent on the circumstances and should be discussed with a representative of the HR Team. A statement regarding whether voluntary redundancy will be considered must be included in the consultation document. It is sometimes the case where work diminishes but does not cease. If the reduction cannot be achieved through natural or voluntary means, then a selection method may apply. A logical, fair and transparent process will need to be put in place to fill posts in the new structure. This will take place as follows: In terms of identifying the ‘pool’ of staff who may need to be included in the redundancy selection pool, this will need to be considered on a case-by-case basis. Although any redundancy selection process should afford a fair and objective process to employees, the Trust would usually expect that the ‘redundancy pool’ in each case is kept as limited as possible. This is to limit disruption and anxiety to staff members as far as possible, and to keep complexity of change to a minimum. In the case of post reductions (rather than disestablishment of specific posts) it is essential that the selection criteria are objective and fair, and care needs to be taken that they are neither directly or indirectly discriminatory. In addition to this, they must be applied consistently to ensure that the selection of staff for dismissal by reason of redundancy is fair. Objective selection criteria (which will have been previously developed in conjunction with HR and Staffside) will be applied equally and fairly across the affected staff. Depending on the selection criteria being used, this may require the manager to complete a selection form with a scoring system for each employee. If they wish to do so, employees are entitled to view any completed form pertaining to them.

9. FILLING POSTS WITHIN A NEW STRUCTURE

Where Restructuring takes place, a logical, fair and transparent process will be put in place to fill posts in the new structure. This will take place as follows:

In order to maximise opportunities for all existing staff, new structures will normally be filled from ‘the top down’.

Where there is a vacant promotional opportunity, all staff will be notified and be invited to apply for the higher-level post(s). This may be in competition

of 57

with external candidates, as long as any external appointment/s would not result in an existing team member being displaced. If there is a risk of existing staff being displaced as part of this process, the posts in the new structure will be ‘ring-fenced’ and existing staff given prior consideration over other potential candidates.

Members of staff, following discussion, will be automatically ‘slotted-in’ to a post in the new structure where:

- Their substantive post remains largely unchanged (as broad rule of thumb, circa 80% of their current responsibilities can be identified in a post in the new structure)

- The number of similar available posts and post-holders are equal Subject to the above criteria being met, staff may be offered the opportunity to accept a ‘slot-in’ to a post where there is a reduction in band, and/or contract hours, as long as this is no more than one band below their current band, or the reduction in hours is no more than a reduction of 20% of their existing contract hours. The slotting in process may be utilised where posts are broadly equivalent to the previous post.

In some reorganisation projects, it may be possible to “slot” individuals directly into a broadly equivalent post. “Slotting in” can take place provided the following criteria are met:

- The post is within the Trust (giving due location of individual circumstances e.g. location/base).

- The new post has been assessed by the manager, in liaison with the HR Lead, as broadly equivalent to the old post on the basis of present and proposed job descriptions, i.e. band, skills and the content are of a like nature, and would not necessitate a significant amount of retraining.

- The employee meets at least 60% of the essential criteria for the new post.

- There are no other employees affected by the proposed change who could reasonably have an expectation of being slotted in to the same post.

- All affected employees should be made aware in writing of the posts that they have the skills to be slotted into and this should include a copy of the job description and person specification and a deadline by which they should express interest.

- Managers should ensure they take into account any employees requiring ‘reasonable adjustments’ and ensure they are not disadvantaged as part of this process.

- Once a member of staff has been slotted-in, they will no longer be deemed to be at risk and will therefore be precluded from applying for other posts until all existing staff have been accommodated in the new structure. Employees who are slotted in would not be given priority status for alternative roles within the organisation unless there is a major project or redesign and this is notified as part of the reorganisation process. Employees who cannot be slotted in will be placed formally at risk of redundancy and placed on the redeployment register and served notice and matched either to suitable Trust vacancies or given priority interviews for Trust vacancies (see Redeployment Procedure at Appendix 1)

of 57

All individuals who are slotted-in will meet with the relevant line manager to explore perceptions about the new role and to discuss, review and agree any training or development needs. Where ‘slotting-in’ cannot take place (due to an imbalance between the number of posts and post-holders) all unfilled posts in the new structure will be ring-fenced and staff will be informed of the process by which they should express preference(s) for vacant posts. Staff should not be required to “apply for their own jobs”, and slotting-in should occur wherever possible. However, if there is to be a reduction in the number of like or similar posts, then management and staff representatives should agree the means of appointing individuals to vacant positions. This may include the application of selection criteria, or an interview-type selection process. If an instance of organisational change includes the removal of a structure (rather than a restructuring), or where individuals are unable to be accommodated in a revised structure via the above process, they then become eligible for redeployment to suitable alternative posts across the Trust. Subject to the above criteria being met, staff may be offered the opportunity to accept a slot-in to a post where there is a reduction in band, and/or contract hours, as long as this is no more than one band below their current band. See pay protection provisions. This process will only be commenced following discussion and agreement with HR and Staffside.

of 57

10. TEMPLATE LETTER: SLOTTING IN LETTER

<Date>


<Name>

<Address>

Dear <Name>


Following the recent group consultation meeting on [DATE] and as discussed I am writing to

update you on the latest position.

As you will recall all staff were informed that there would be a slotting in process where their

skills and current banding would be matched against the new structure. Where there was

only one suitable match that person would be slotted in. Where there was more than one

match a selection process would be undertaken.

Either

I can confirm to you that after the matching process you have been matched against the post

of (post title) which is at band (insert band of new post) as this is the same band as your

current role you will move across with effect from the (insert start date) .All other terms and

conditions will remain the same (please ensure this is correct before putting in).

I would be grateful if you would sign and date the bottom of this letter and return one copy to

me for retention on your personal file to confirm that you have accepted the new post.

Or

I can confirm to you that there was more than one person matched against the post/s that

you were eligible to apply for and therefore a selection process will be undertaken. You are

invited to an interview on the (date) at (time) in (venue). Consider if via MS Teams

appropriate. At the interview I will be accompanied by (manager or HR accompanying).

After the interview process I will be able to confirm to you the post you will be slotted into.

(RD&E Para)

of 57






0800 085 1376.

(NDHT Para)







In the meantime please let me know if you have any questions or queries.

Yours sincerely

<Name>

<Role>

Cc Personal File

HR Lead


Name:

Signature:

Date:

of 57

11. TEMPLATE LETTER: SUCCESSFUL FOLLOWING COMPETITIVE SELECTION

<Date>


<Name>

<Address>

Dear <Name>


Following your interview with me on [DATE] for the role of (enter job title) I am able to advise

you that you were successful and will be appointed to this post with effect from (date of

implementation).

Either

This role is a band (enter number) role and as this is your substantive band there is no

change to your terms and conditions of employment.

Or

As this post is one band lower than your current role (enter band) you will receive pay

protection on your basic salary for a period of (enter period of pay protection).You will move

across to this role with effect from the (insert start date) All other terms and conditions will

remain the same (please ensure this is correct before putting in). I would also advise that

you contact the Pensions Department, as soon as possible with regard to the impact that

down banding may have on your NHS pension.




Yours sincerely

<Name>

<Role>

Cc Personal File

HR Lead


of 57

Name:

Signature:

Date:

of 57

12. TEMPLATE LETTER: UNSUCCESSFUL FOLLOWING COMPETITIVE

SELECTION

<Date>


<Name>

<Address>

Dear <Name>


Following your interview with me on [DATE] for the role of (enter job title) I am sorry to

advise you that you were unsuccessful.

Either

However, I can confirm to you that you have been matched against the post of (post title)

which is at (insert band of new post)and as this is one band lower than your current role you

will receive pay protection on your basic salary for a period of (enter duration of pay

protection).

You will move across to this role with effect from the (insert start date). All other terms and

conditions will remain the same (please ensure this is correct before putting in). I would also

advise that you the Pensions Department, as soon as possible with regard to the impact that

down banding may have on your NHS pension.



Or

As previously discussed with you I will arrange to meet with you, with support from the

divisional HR Business Partner to discuss the process for placing you on the redeployment

register with a view to finding a suitable alternative employment for you within the Trust.

(RD&E Para)






0800 085 1376.

of 57

(NDHT Para)








Yours sincerely

<Name>

<Role>

Cc Personal File

HR Lead


Name:

Signature:

Date:

of 57

13. TEMPLATE LETTER: CONFIRMATION OF CHANGE FOLLOWING INFORMAL CONSULTATION

<Date>


<Name>

<Address>

Dear <Name>

RE: <Name of proposed change>

Further to the meeting held on <date>, I am writing to confirm the changes which were

mutually agreed.

The purpose of the change is to <include aim of change> and as such the following changes

to your <role/working pattern/name of change> were agreed. This change will take effect

from <insert date>.

All other terms and conditions of employment remain unchanged.


me for retention on your personal file to confirm that you have accepted the change.


Yours sincerely

<Name>

<Role>

Cc Personal File

HR Lead


Name:

of 57

Signature:

Date:

of 57

14. TEMPLATE: LIST OF EMPLOYEES IDENTIFIED AT RISK OF REDUNDANCY

Manager:

Date:

Name Band Hours Title

of 57

Total number of employees

of 57

15. INDIVIDUAL MEETING TEMPLATE

Individual Meeting Template

Consultation for proposed changes to [Project Title]

As part of the formal consultation process, and following the joint meeting with staff, each

employee affected by the proposed changes has been offered the opportunity of an

individual meeting.

The purpose of the meeting is for employees to ask questions or raise any concerns about

the proposed changes in relation to any personal circumstances they may have. This will

then be considered during the consultation process.

Employee Name

In attendance

Date

Work Address

Job Title

Employee contact number

QUESTIONS RAISED REGARDING CONSULTATION PROCESS

of 57

ANY REASONABLE ADJUSTMENTS CURRENTLY IN PLACE WHICH NEED TO BE

CONTINUED (this information is to be used to ensure the employee is not disadvantaged as part of

the process and is not for the purposes of recruitment)

CURRENT SHIFT PATTERN (detail any flexible working arrangements currently in place

including length of time, hours of work and normal patterns etc.)

PROPOSED SHIFT PATTERN

CHILDCARE/CARER RESPONSIBILITIES (detail arrangements currently in place including

length of time, hours of work and normal patterns etc.)

of 57

RESTRICTIONS IN RELATION TO PROPOSED CHANGES i.e Travel Implications

ANY OTHER QUESTIONS OR CONCERNS REGARDING THE PROPOSED CHANGE

AGREED ACTIONS/NEXT STEPS

of 57

Employee Signature:

Line Manager Signature:

HR Lead Signature:

Trade Union Signature:

of 57

16. STRUCTURE CHANGE JUSTIFICATION FORM

STRUCTURE CHANGE JUSTIFICATION FORM

Division/Directorate & Specialty:

Line Manager's Name:

Approved structure:

Revision to structure being

proposed:

Please include current and proposed structure charts for this change, including

management structure and supporting staff structure below.

How does this revised structure compare or contrast with other structures that have been

implemented across the Trust, give rationale for any changes:

Explain why this structure change is required, and how this has come about:

Describe impact if this decision is not supported:

of 57

Any other information to support this application:

Manager’s Signature: Print Name: Date:

Divisional Manager Signature: Print Name: Date:

Chief Operating Officer Signature: Print Name: Date:

of 57

17. COMPULSORY REDUNDANCY – SELECTION CRITERIA

Compulsory Redundancy – Selection Criteria

Personal Scoring Form

Name:

Division/Department:

Assignment Number:

Job Title:

Band:

Work Performance (as assessed in accordance with the Trust’s

Personal Development Review Process)

Attitude

Has a positive attitude about the service and continually strives

to improve it and has effective relationships with colleagues.

Client/Customer Focus:

Recognises the importance of the client/customer and is courteous at all times.

Deals with customer enquiries and complaints in a helpful manner.

Meets customer care standards.

Work Performance:

Has the experience, skill and ability to achieve and maintain

high standards of performance in the job and achieve agreed

objectives and targets.

Meets all agreed objectives (average)

Exceeds all agreed objectives (above average)

of 57

Meets some but not all agreed objectives (below average)

Quality of Work:

Able to achieve good quality and accurate work.

*Employee would have been made aware of their areas of development

and given the opportunity to improve

Relevant Skills & Competences

Versatility and Adaptability:

Qualifications

Provided professional and/or occupational qualifications are

relevant to the type of work or the future needs of the business

they may be taken into account.

Flexibility

Recognises the need for flexibility, is willing to adapt to change and an ability to undertake duties other than those normally carried out

NB: Where the employee’s score is considered untypical of their longer

term sickness absence record, he/she may be awarded a higher score

consistent with their typical level of sickness absence. In calculating the

score, absences attributable to an underlying medical condition (as

identified by Occupational Health), a recognised industrial injury or where

they are related to pregnancy or a disability should be disregarded.

Conduct:

Has a good record of attendance, is generally reliable and a clean disciplinary record above average

Signed (line manager):

Name:

Job title:

Date:

of 57

Scoring:

Below acceptable (0 points)

Minimum acceptable (3 points)

Fully meets required standards (7 points)

Exceeds required standards (10 points)

The scores for each factor will be totalled and the employee(s) with the lowest score will be

selected for redundancy.

of 57

18. STAFF GUIDANCE

What is Management of Change (MOC) and how will it affect me?

Management of change (MOC) is a change in the way a department, service or job role is delivered which has an impact on staff working in that area. It is sometimes referred to as Organisational Change and can be managed through an informal or formal consultation process depending on the nature of the changes being proposed.

Any change which is likely to result in a change of terms & conditions, downgrading of staff, loss of earnings, amendments to terms & conditions, redeployment of staff or potential redundancy must involve HR and must follow the ‘formal consultation’ process.

Why is this happening?

The Trust has a right and a duty to make changes to the service to make sure that we respond to changes in demands and new ways of working. The Trust has to ensure that we are as effective as possible in providing safe care to patients.

The Trust has to follow an agreed process in order to make significant changes to the way you work. However, we recognise that this can be very unsettling for staff and will support everyone as much as possible in order to alleviate any worries or concerns. Where there are complex or significant changes the Trust will liaise with trade unions as part of the consultation process. The process is set out in full in the Managing Organisational Change Policy.

How will it affect me?

Ordinarily your manager will talk to you about the proposals in the first instance. This may be as a group or on an individual basis.

You will be sent paperwork outlining the proposed changes (which may affect a team or whole department). You will be asked for feedback and a final document will be circulated with the final plans, as part of the consultation process, prior to implementing the change. It will depend on the degree of changes as to how much you are affected. It is likely that you will be updated by meetings and emails. Each change is different; however, you will be updated as regularly as possible by your manager.

Will I still have a job?

If there is to be a reduction in staffing numbers, then this will be confirmed within the MOC paper and the process the Trust will follow. We are committed to supporting staff and finding suitable alternative employment wherever possible as an alternative to redundancy.

What if I’m asked to work somewhere new?

You will be informed as soon as possible and supported in moving to a new location / base. Additional travelling time / expenses may be reimbursed for a limited period of time. If a change of bases results in an increase in your travel to work mileage, then you may also be able to claim excess mileage for a period of time. Human Resources will be able to advise on each situation.


of 57

Change can be unsettling, and it is important that you are supported in dealing with any concerns that you have. You will be given the name and contact details of your nominated HR representative, usually at the beginning of the process.

You can also seek advice from your trade union or from your professional body. How long will the process take?

This depends on the size and complexity of the changes. However, in most cases it will take a number of weeks to ensure that everyone has been consulted and that feedback has been considered. You should be given an idea of the proposed timescale in the initial MOC document. Who can I speak to about my suggestions / ideas?

You can discuss any ideas or concerns with your manager or union representative. It is important that you give feedback to the manager leading the MOC so that any alternative ideas can be considered. You can do this individually or as a group, either verbally or in writing. Can I speak to Occupational Health if I am anxious?

The Employee Health & Wellness Service (Occupational Health) will be available for you to speak to if you feel that you wish to discuss any anxieties. They have offices in Barnstaple and Exeter and can be contacted on – Barnstaple (01271) 341520 Exeter (01392) 405800

Employees have access to the Employee Assistance Programme.

RD&E:- You can call: 0800 085 1376 for independent, free and confidential support and advice (see HUB for more information).

Qualified counsellors are on the end of the phone to offer you counselling and emotional support. The advice line is available 24 hours a day, 365 days a year. It is free and all calls are strictly confidential. There is also a website with further support and information for you on personal and work related issues:

Website: http://well-online.co.uk/ Username:royaldevon Password: wellbeing

NDHT:- You can call: 03303 800658 for independent, free and confidential support and advice (see BOB for more information). The Vivup EAP provides a range of information and practical support for problems at work and home including stress; family difficulties; relationships; health; finances; bereavement; anxiety; depression; workplace issues; trauma. What is protected pay? There are two types of pay protection: - short term and long term. (Depending on the type of change that is taking place). Short Term protection: this is when at the request of the Trust an employee is required to undertake training for a period of time or an employee reduces his/her contractual hours of work or undertakes a less remunerative work pattern (but at the same grade).

of 57

Long term protection: This is when, at the request of the Trust or when an employee is displaced as a result of re-organisation of the directorate or department and an employee’s accepts a new position at a lower band.

The Trusts Protection of Earnings Policy, available on BOB (NDHT), outlines the length of protected pay. What is a temporary change and why do these happen so quickly?

There are occasions when a change needs to be implemented immediately on a temporary basis. The reason for any immediate change will be to ensure that patient care is not compromised and that patients and staff are safe. Following an immediate change there may be a formal consultation or alternative plans put in place to allow for a return to normal working arrangements.

19. GLOSSARY

Transfer of Undertakings (TUPE) There are 2 types of transfer covered by TUPE, a “Business Transfer” and a “Service Provision Transfer”. The most common type of TUPE transfer affecting NHS organisations are service provision transfers. In this situation a service transfers from one provider to a new provider (this includes outsourcing) and the staff assigned to the service that is transferring, transfer to the new employer with their terms & conditions of service protected under the Transfer of Undertaking (Protection of Employment) Regulations 2006 and any subsequent amendments. At Risk of Redundancy Employees who are at risk of loss of employment, and/or whose posts are identified as potentially ceasing, or duties associated with the post are diminishing as a result of any organisational change. Suitable Alternative Employment In redundancy situations, this refers to an offer of employment that is substantially equivalent to the existing post in terms of capability and terms and conditions of employment. This may include roles at the same pay band or a lower band (with pay protection). Where departments and services are to be transferred from one location to another without job loss or other substantial change, employees currently working in those areas may be offered a transfer to the new location. This does not refer to transfers under the scope of the Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) as amended by the Collective Redundancies and Transfer of Undertakings (Protection of Employment) (Amendment) Regulations 2014 which is separate and has specific conditions attached. Slotting In Describes a process where employees are ‘slotted’ into roles within the department, which match their skills/band and avoids the need for the employee to be placed at risk and wider redeployment sought. Slotting in will normally apply where the new role is very similar to the existing role and the number of available posts match the number of people who could claim a slotting in right. Where there are fewer posts available than displaced individuals who have a slotting in claim, the available posts will be “ring fenced” to those individuals and a “limited competition” process will be enacted to appoint to the available posts. Ring Fencing

http://www.legislation.gov.uk/uksi/2006/246/contents/made

http://www.legislation.gov.uk/uksi/2006/246/contents/made

of 57

This is a process of restricting available posts to a limited pool of individuals. Usually, in the case of a change process involving a team re-structuring, the posts in the new structure will be ring fenced to those individuals affected by that restructuring process. There may however be situations where a new post, for example at a higher Band than any existing staff in the team, is introduced in the new structure where it is appropriate to open up the post to wider competition. It may also be appropriate to ring fence posts to a subset of the total staff affected by a re-structuring. For example, available at a particular Band may be ring fenced to staff affected who are at the Band. Limited Competition This is where a selection process for available posts is limited to specific staff e.g. those in a ring fence as defined above. Notice period This is the time period between issuing notice of termination of contract or redundancy and the final last day of service with the Trust (termination date). Redundancy Redundancy applies if the Trust stops or intends to stop work carried out by an employee or group of employees, or where the business of the Trust had changed in a way which means that work done by an employee or group of employees is no longer required, or has decreased. If the requirement for the work has diminished but has not stopped fully, then there may need to be a selection process in order to establish which employees remain in the roles. Priority Status Priority status may be used by managers prior to placing individuals at risk where redeployment opportunities may be available. Priority status may be utilised for larger scale change projects where large numbers of employees have been affected as a result of a change project. It will only apply:

If jointly agreed between Staffside and management as part of the consultation and notified in the formal consultation paper;

Whilst employees are on the redeployment register (12 weeks).

Where employees are given opportunity to apply for and be selected for another post at their previous or current pay banding, priority status will not extend beyond the redeployment period. This will include ring fencing posts in the new structure for substantive staff and will give substantive staff preference over other internal applicants, except those staff who have formal at risk status. Temporary workers or bank workers will not be given priority status and will not follow this process. Fixed term employees will not be excluded from this policy unless such exclusion can be justified on objective grounds

of 57

APPENDIX 1: TRUST REDEPLOYMENT TOOLKIT

CONTENTS

ANNEX A: TRUST REDEPLOYMENT SKILLS FORM ................................................... 45

ANNEX B: TRUST REDEPLOYMENT MATCH FORM ................................................... 49

ANNEX C: TEMPLATE LETTER: COMMENCEMENT OF REDEPLOYMENT TRIAL ... 51

ANNEX D: TRUST REDEPLOYMENT TRIAL PERIOD ASSESSMENT FORM ............. 52

ANNEX E: TEMPLATE LETTER: REDEPLOYMENT TRIAL PERIOD SUCCESSFUL .. 53


........................................................................................................................................ 54

of 57

ANNEX A: TRUST REDEPLOYMENT SKILLS FORM

Redeployment Skills Form (including medical/ill health redeployment)

Personal Details

Name

Home Address

Telephone Number/s

Preferred Email Address

Service within the NHS

Service within the Trust (years/months)

Current Post Details

Job Title Department

Current band Current hours

Base Current shift pattern

Line manager

Reason/s why alternative work is required from current position:

Skills, Knowledge, Experience (To be considered in the search for alternative employment.) Under the following headings outline what skills, knowledge and experience you have and identify any particular areas that will be relevant to an alternative work search. Please draw on examples from previous employment/voluntary work etc. Do not be concerned if you are not able to provide information for all sections. Continue on a separate sheet if necessary.

Qualifications:

Courses Attended:

Communication (written):

of 57

Communication (Oral):

Administration Skills:

Customer Service:

Information Technology:

Management/Supervisory Experience (if applicable):

Specialist Skills/Experience (if applicable):

of 57

Other skill areas to be taken into account for consideration (e.g. ability to drive):

Previous jobs held (include directorate and/or employer):

Other Factors to Be Considered

What types of alternative work would you consider?

How far are you prepared to travel to work?

How do you get to work?

Do you have use of a vehicle?

of 57

Please tick which of the following you are prepared to work:

Full time

Weekends

Shifts

Annualised

Day time

Evenings

Part time

Nights

Job-share

Indicate number of

weekly hours

Other General Comments:

Signed (Employee) Date

Signed (Manager) Date

of 57

ANNEX B: TRUST REDEPLOYMENT MATCH FORM

Redeployment Match Form

Name

Current Job Title

Current Band

Date placed on the redeployment register

Initial Match Against: 1. 2. 3. 4. 5.

Date Assigned to Match Panel

In Attendance at Match Panel

Name:

Job title:

Name: Job title:

Name: Job title:

Matched Against 1. (outcome and reasons)




of 57


Signed Date

Signed Date

Signed Date

of 57

ANNEX C: TEMPLATE LETTER: COMMENCEMENT OF REDEPLOYMENT TRIAL

<Date> Private & Confidential <Name> <Address> Dear <Name> RE: Commencement of Redeployment Trial Following your recent interview/discussion with <name, role> I am writing to advise you that a four week trial in the role of <job title> has been arranged for you. This trial period will commence on (enter date) and expire on (enter date). The purpose of the trial period is to allow both you and the manager to ascertain the suitability of the match. During this trial period you should meet each week with your manager to discuss your progress, any training needs you have and any issues of concern. The detail of the weekly meeting should be recorded on the ‘Trial Period Assessment Form’ and reviewed at the end of the 4 week period. At the end of the trial period and following discussion with you, a decision will be made on whether this is a suitable match for you and whether the role can be offered to you on a permanent basis. If this role is considered a suitable match for you at the end of the trial period this will be confirmed to you in writing with any information about a change of terms and conditions of employment that may be relevant. In the event that the role does not prove to be a suitable match for you then you will return to the redeployment register for the remainder of the 12 week period in order that you can be considered for opportunities that arise. If applicable (e.g in line with the Management of Organisational Change Policy): This role is one pay band lower than your current band and therefore your pay protection will commence on (same date as start of trial) and your priority status will last for the period of your pay protection (9 or 18 months). In the meantime please let me know if you have any questions or queries. Yours sincerely Recruitment Lead Cc HR Lead Staffside representative

of 57

ANNEX D: TRUST REDEPLOYMENT TRIAL PERIOD ASSESSMENT FORM

Trial Period Assessment Form Name

Post

Date of commencement of trial period

Date of completion of trial period Managers must complete objective observations on the employee’s performance against the person specification for the post. This feedback must be given to the employee at the end of each week at a weekly review meeting. Week 1 review meeting

Week 2 review meeting



Signed (Employee)

Date

Signed (Manager)

Date

A copy of this will be retained on the employees’ personal file.

of 57

ANNEX E: TEMPLATE LETTER: REDEPLOYMENT TRIAL PERIOD SUCCESSFUL

<Date> Private & Confidential <Name> <Address> Dear <Name> RE: Redeployment Trial Period Successful Your four week trial period in the position of <insert position> is due to end on <insert date>. Further to your weekly review meetings, I am pleased to confirm that your redeployment has been successful and therefore this will be made permanent with effect from <insert date>. For confirmation, the details of your new post are as follows: Job title: Band: Working Hours: Base: All other terms and conditions of employment remain unchanged. If you have any questions regarding this letter please let me know as soon as possible. Yours sincerely <Name> <Role> Cc Personal File

of 57


<Date> Private & Confidential <Name> <Address> Dear <Name> RE: Redeployment Trial Period Unsuccessful Thank you for meeting with me on <insert date> to review your progress during the four week trial period in the position <insert position>. You chose to attend the meeting accompanied by <insert name> and <insert name> was also present. <Detail background to redeployment>. I confirmed that you had undertaken a four week trial period and we discussed the record of the weekly meetings we held during your trial period <outline discussion>. I advised you <include any feedback given: observation of progress, achievements and concerns during the trial>.I confirmed that due to these concerns the post is not deemed suitable for you and unfortunately you would not be offered the post on a permanent basis. I explained that effective from <insert date> you will return to your previous role with <priority/at risk (delete as appropriate)> status and you will return to the redeployment pool where the search for redeployment will recommence for the remainder of the redeployment period which is due to end on <insert date>. (Note: Should the previous role have ceased to exist during the redeployment period, employee may be asked to carry out duties of a similar banding elsewhere in the Trust for the remainder of the employment period. Please confirm details of this where applicable). As discussed I will now make arrangements for the recruitment team and your line manager to work with you to look for suitable alternative employment opportunities for the remainder of the redeployment time frame. (RD&E Para) I do understand this may be a difficult time for you and would like to remind you of the confidential Staff Support and Counselling Service who can be contacted on 01392 405800. Alternatively, the Employee Assistance Programme (EAP) is now available 24/7 for staff to use and full details of the programme can also be found on HUB or via their website www. well-online.co.uk (Username: royaldevon, Password: wellbeing). Their contact number is 0800 085 1376. (NDHT Para)







of 57

If you have any questions regarding this letter please let me know as soon as possible. Yours sincerely <Name> <Role> Cc Personal File

of 57

APPENDIX 2: LETTER FOR FORMAL NOTICE OF REDUNDANCY.

Template letter for placing on redeployment register

PRIVATE & CONFIDENTIAL

Ref: Date

Dear, Further to the recent consultation regarding the XXXXXXX, I am now able to confirm further details to those employees affected by this change process. As you are aware, your role has been identified as having been displaced as a result of this process and your name will therefore be placed on the redeployment register with ‘At Risk’ ’ status for a period of 3 months. I am therefore serving [PERIOD] notice to terminate your employment, in accordance with your contract of employment. Your employment will therefore terminate by reason of redundancy on [DATE]. Included within this letter are details of the Trust’s Re-deployment process. Note for Manager: Notice of redundancy, if appropriate, must run concurrently with the time on the redeployment register and managers should work with their HR lead to determine the appropriate date for notice to be served. I will meet with the HR Team TBC?? to notify them of your at risk status and they will then liaise directly with you throughout the redeployment period. (RD&E Para) I do understand this may be a difficult time for you and would like to remind you of the





0800 085 1376.

(NDHT Para)








of 57

Yours sincerely

Title/Role

HR Lead

Staff Side Representative

managing organisational change toolkit

Documents