1
WORKFORCE CHANGE
POLICY AND PROCEDURE
Responsible Director Director of Human Resources
Approved By Area Partnership Forum
Equality Assessed: May 2010
We are working to ensure that no-
one is treated in an unlawful and
discriminatory manner in the
workplace because of their age,
disability, gender reassignment,
marriage or civil partnership,
pregnancy or maternity status, race,
religion or belief, sex, sexual
orientation and/or socio-economic
status.
Date Approved June 2010
Date for Review June 2012
Replaces Former NHS Greater Glasgow
Policy on Managing Workforce
Change and NHS Argyll & Clyde
Organisational Change Policy &
Procedure
Other Relevant Policies Board Equality Scheme
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
2
WORKFORCE CHANGE POLICY & PROCEDURE
Contents
1 Introduction Page 3
2 Scope Page 3
3 Principles and Values Page 3-5
4 Application Page 5
5 Protection Page 5-6
6 Definitions Page 6-7
7 Partnership Working and Trade Union Engagement Page 7
8 Security of Employment Page 7
9 Managing Organisational Change Page 7-9
10 Redeployment Page 10-11
11 Alternatives to Redeployment Page 12-13
12 Employees on Fixed-Term Contracts Page 14
13 Superannuation: Preservation of Benefits
where there is a Reduction in Earnings Page 14
14 Grievance Policy & Procedure Page 14
15 Monitoring and Review Page 15
Appendix 1: Workforce Change Flowchart Page 16-17
Appendix 2 : Protection Of Pay - Worked Examples Page 18-20
Appendix 3 : Personal Questionnaire Page 21-23
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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1. INTRODUCTION
1.1 NHS Greater Glasgow and Clyde
1
(the Board) is committed
to supporting staff affected by organisational change by
having a consistent process to support staff through the
change programme. This policy outlines support related to
redeployment, retraining and voluntary severance, ensuring
we retain their skills and experience for the benefit of the
organisation. Every effort will be made to ensure the
continued employment of staff.
1.2 Purpose
The Board’s Workforce Change Policy and Procedure is
designed to enable change and maximise security of
employment.
2. SCOPE
2.1 This policy and procedure applies to all employees of the
Board subject to organisational/service change.
2.2 Throughout all stages of this policy and procedure staff have
the right to be represented by a Trade Union/Professional
Organisation Representative, or accompanied by a fellow
member of staff or a friend/relative not acting in a legal
capacity.
3. PRINCIPLES AND VALUES
3.1 NHS Greater Glasgow and Clyde is committed to placing
employees subject to redeployment into substantive posts.
3.2 It is the responsibility of the local service to manage an
individual’s redeployment with appropriate central support.
3.3 In considering redeployment options for employees linked
services and geographically close services will be required to
support the redeployment of individuals.
1
NHS Greater Glasgow and Clyde is the common name of Greater Glasgow Health Board
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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3.4 When applicable, employees subject to redeployment are
expected to move with their service and this will be the first
option in all instances. Thereafter
redeployment options will
be explored in close or neighbouring services before moving
out to the wider service (concentric circles).
3.5 NHS Greater Glasgow and Clyde recognises that there will
be exceptions to the above position and that the processes
need to have flexibility to deal with this.
3.6 Strategic management of workforce planning and vacancies
will underpin all redeployment and severance processes.
3.7 NHS Greater Glasgow and Clyde is committed to providing
support to employees to help them secure alternative internal
employment.
3.8 All change / redesign programmes which have workforce
redeployment implications will be supported by a partnership
group. The proposed change / redesign will on a group
specific basis be subject to full engagement with the
appropriate recognised Trade Union(s) / Professional
Organisation(s) with a view to seeking agreement.
3.9 All options for redeployment will be thoroughly explored and
evidenced before voluntary severance is considered.
3.10 No manager can unreasonably refuse to accept an employee
subject to redeployment for a post, if the individual is a
match. The manager’s rationale may be analysed to test for
reasonableness.
3.11 No employee can unreasonably refuse an offer of
redeployment which is deemed to be a match. The
employee’s rationale may be analysed to test for
reasonableness.
3.12 A reasonable time-frame will be agreed with the appropriate
recognised Trade Union(s) / Professional Organisation(s) for
the management of the redeployment processes. Deviation
from this agreed timescale will require approval from the
appropriate Trade Union(s) / Professional Organisation(s).
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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3.13 NHS Greater Glasgow and Clyde is working to ensure that
no-one is treated in an unlawful and discriminatory manner in
the workplace because of their age, disability, gender
reassignment, marriage or civil partnership, pregnancy or
maternity status, race, religion or belief, sex, sexual
orientation and/or socio-economic status. This applies to all
employment practices including the management of change.
4. APPLICATION
4.1 There are several national arrangements which directly apply
to the application and implementation of this Policy. The key
principle underpinning workforce change policies is that
employees will suffer no detriment as a result of
organisational change. The following circulars explain this
element in more detail; NHS MEL (1999)7, NHS MEL
(2000)22; and NHS HDL (2001)38.
4.2 In recognition that redeployment may not be the only
outcome in a change programme the following NHS circulars
apply to employees as appropriate to the particular staff
group as detailed in NHS Circulars: PCS(RED)2006/1;
PCS(DD)2007/1; PCS(RED)2006/1 Addendum; and
PCS(RED)2006/1 Addendum : PCS(DD)2007/1 Addendum.
4.3 In making offers of suitable alternative employment, excess
daily travelling expenses will be paid in accordance with the
terms and conditions of the appropriate staff group, as set
out in the relevant NHS Circulars and NHS Terms and
Conditions of Service Handbooks.
5. PROTECTION
5.1 Staff will suffer no detriment as a result of organisational
change/service changes to current terms and conditions of
service, including income and earnings levels, which will be
fully protected should staff be compelled to change job,
responsibilities, location or hours of working. Contractual
obligations will be met. (A note on the method of calculating
protection and worked examples are given at Appendix 2.)
5.2 In the interests of the individual and all staff, the Board will,
as a matter of policy, offer/bring to the attention of staff on
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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protected earnings, suitable posts on the appropriate
grade/terms and conditions of service. A procedure for
matching people to posts will be agreed with Trade Unions
and Professional Organisations.
5.3 Protection will not be continued if such an offer is
unreasonably refused.
6. DEFINITIONS
a) “Organisational Change”
Organisational change is a structural or managerial
change in the way services within the Board are
organised or provided which affects the employment, pay
and conditions of service, or roles and responsibilities of
staff.
b) “Redeployment”
Redeployment for the purpose of this policy and
procedure is the process of securing alternative
employment for employees displaced as a result of
organisational/service change.
c) “Displaced”
A member of staff who holds a substantive permanent
post (or holds one of several broadly similar posts) which
is substantially altered or likely to disappear (or be
reduced in numbers) as a result of the organisational
change.
d) “At Risk”
Posts at risk are those which are likely to be substantially
altered, reduced in number or which disappear as a result
of the organisational change.
e) “Equivalent posts”
Posts of the same grade or fulfilling similar functions or
posts with similar job or role descriptions to the existing
post held by staff at risk.
f) “Eligible staff”
Those affected by the organisational change.
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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g) “Vacant Post”
A post newly created, recently vacated or emerging from
the organisational change.
7. PARTNERSHIP WORKING AND TRADE UNION
ENGAGEMENT
7.1 Partnership principles will apply to the management of
workforce change. It is expected that all planned major
change initiatives will be discussed fully at either local or
Area Partnership Forum level. The proposed change on a
group specific basis will be subject to full Trade Union
engagement with a view to seeking agreement. This will
ensure that employee input and concerns are identified and
considered at an early stage. Trade Union/Professional
Organisation Representatives will be provided with all
information for involvement.
7.2 The Board recognises it has a statutory obligation to consult
with Trade Unions/Professional Organisations.
8. SECURITY OF EMPLOYMENT
8.1 An important principle of managing change will be the aim to
secure employment for existing staff. The workforce in the
Board is of sufficient size to provide opportunities for a wide
range of skills to be deployed in a great number of locations
within a reasonable travelling distance to support this
principle.
9. MANAGING ORGANISATIONAL CHANGE
9.1 Organisational Change will be managed as follows:
9.2 Selection and Appointment
9.2.1 To ensure that the right people are appointed to the right job,
an agreed systematic approach will be taken in the process
of appointing people to posts within the new structure as a
consequence of organisational change. Equally, in
appointing people to these new posts, the process adopted
will be fair, just, open to scrutiny and be in compliance with
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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employment law and the requirements of the Staff
Governance Standard, particularly with regard to ensuring
staff are treated fairly and consistently.
9.2.2 The Workforce Challenges Sub Group of the Area
Partnership Forum, or any such other group approved by the
Forum in the future, shall provide guidelines on selection and
appointment due to organisational change consistent with
this Policy and the principles as follows:
• All staff are to be considered to meet the performance
standards of their current post as organisational change is
not an opportunity to deal with performance issues.
• Migration to the new structure should be by a process of
matching by means of both “slotting in” or closed
competition as appropriate on a function/grade (band) by
function/grade (band) basis. Posts cannot be filled in such
a way that would cause an employee to be displaced
whose post was not part of an original grouping.
• Selection criteria should take account of the needs of the
service, skills sets required and length of service.
9.2.3 The partnership group supporting the organisational change
(as in paragraph 3.8 above) will agree selection criteria and
an appointment process, including the compositions of
matching panels, in keeping with this Policy and the above
selection and appointment guidelines.
9.2.4 If there should be a failure to agree within the partnership
group as to selection criteria or an appointments process this
should be escalated to the appropriate Director to resolve
with the Trade Union(s) and/or Professional Organisation(s)
concerned. Any failure to resolve the matter at the level of
Director should be referred to the Workforce Challenges Sub
Group (or any such other group approved by the Area
Partnership Forum in the future).
9.3 Communication
9.3.1 Following on from the partnership meeting (referred to in
paragraph 7.1 above) the next step will be to notify the
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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recognised Trade Union(s)/Professional Organisation(s) of
the proposed changes and consult with a view to seeking
agreement prior to any major decision being finalised.
9.3.2 During the planning and implementation of any
organisational change, a meeting or series of meetings will
be held with the employees affected. The meeting will be
addressed by an appropriate level of management, HR and
Trade Union/Professional Organisation Representative(s).
The meeting will outline what is happening, why it is
happening and the way in which the change may be
implemented.
9.3.3 Open and frequent communication will be encouraged. The
following is a list of types of information/communication tools:
a) Sharing of the planned workforce profile and timescales,
b) Briefings via local team meetings,
c) Key message bulletins within question and answer
sheets, and
d) Individual letters to staff, at least one intimating the
employee is at risk, the opportunity for one to one
discussions and a final letter confirming the new/changed
post and conditions including protection, if relevant.
9.3.4 Individual meetings will be held with employees to ensure
understanding of the organisational change process and to
complete the Personal Questionnaire set out in Appendix 3.
9.3.5 Even if there has been no progress management should
inform staff so that uncertainty, rumour and speculation is
minimised.
9.3.6 Employees who are absent from the workplace during a
period of organisational change (e.g. absence, maternity
leave) require adequate levels of communication,
comparable with that received by employees who are at
work. In conjunction with HR, local line managers need to
remember to supply such staff with ongoing written
communication about any planned change. There may be a
requirement to meet the employee to discuss matters.
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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10. REDEPLOYMENT
10.1 If a need for redeployment arises then NHS Greater Glasgow
and Clyde has a legal duty to ensure that any offer of re-
deployment is reasonable.
10.2 The test of whether an offer or offers are reasonable is
usually judged in Employment Tribunals on three main
criteria, which are:
(a) Location(s) of the post – this must be within
reasonable travelling distance from the employee’s
home and take account of general circumstances.
(b) Capability – the duties of the post must be within
the capability of the employee, or could be after
some appropriate retraining.
(c) Terms and Conditions – these should be broadly
similar to the employee’s current terms and
conditions.
10.3 In line with the Partnership approach adopted to date, a
number of other factors will also be taken into account in
considering reasonable redeployment options for an
employee such as:
(a) Travel Arrangements in line with excess travel
arrangements which could include bus passes, rail
cards etc.
(b) Current work patterns (where possible these
should be maintained).
(c) Appropriate Training Provision - reference
should be made to an employee’s current PDP
and/or KSF outline and the KSF outline for any
potential post in considering whether retraining is a
viable option (such an option may include SVQs or
access to appropriate further education).
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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(d) Personal circumstances including honouring any
existing policy framework which applies to the
employee concerned.
(e) Compliance with Working Time Regulations.
(f) Potential for Redeployment to Neighbouring
Employers and Agencies – e.g. Golden Jubilee,
NHS Lanarkshire, adjacent local authorities.
10.4 Both managers and employees are expected to maintain a
flexible, co-operative outlook when considering redeployment
options. In exploring redeployment as an option, NHS
Greater Glasgow & Clyde and individual managers must be
able to evidence that all the listed criteria have been
considered before a post is offered as suitable alternative
employment.
10.5 Alternatively, should an employee unreasonably refuse to
take on what Management consider to be a realistic and
reasonable work role, then Management reserve the right to
terminate the contract of employment with notice. If
dismissed an employee has the right to pursue a claim of
unfair dismissal through an employment tribunal application if
they consider this appropriate.
10.6 It is recognised that these courses of action would be
positions of last resort.
10.7 The wider NHS Greater Glasgow and Clyde Workforce Plan
should also be taken into account when reviewing
redeployment options. There may be posts available in other
parts of the organisation or posts that will become available
in a short to medium timescale. In cases such as these,
transitional arrangements may need to be agreed.
10.8 Overall it is recognised that there has to be a strategic
management of vacancies to ensure that no suitable
vacancies are filled which could be available for employees
who are subject to redeployment.
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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11. ALTERNATIVES TO REDEPLOYMENT
11.1 Training
11.1.1 The Board recognises that when many posts are at risk,
this can leave postholders with little opportunity to find
suitable alternative employment if a need for particular
skills is essential. We also recognise that organisational
change can provide employees with an opportunity to
explore a different career path.
11.1.2 Where organisational change impacts on an employee,
opportunities to retrain or gain additional skills will be
discussed at the onset.
11.2 Reduced Hours
11.2.1 In addition to seeking volunteers for severance we should
also ask staff in non-frontline posts if they wish to
volunteer to reduce their working hours and, if so, they
can apply to do so. Such applications would be judged on
the basis of whether the reduced hours would require any
cover or not and whether a reduced resource could be
accommodated in that service area without being
detrimental to the organisation and service users.
11.3 Voluntary Severance
11.3.1 The option of voluntary redundancy or early retirement will
principally be available to those services undergoing
significant redesign and these will be formally identified by
the NHS Greater Glasgow and Clyde Corporate
Management Team.
11.3.2 Whilst NHS Greater Glasgow and Clyde is committed to
the principle of retaining employees in substantive posts it
is recognised that there may be occasions when it is in
the interests of both the organisation and the employee to
consider an exit on the basis of voluntary redundancy or
early retirement from the employment of the Board.
11.3.3 All such exits will comply with the terms and conditions of
the appropriate staff group as set out in the relevant NHS
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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Circulars and NHS Terms and Conditions of Service
Handbooks.
11.3.4 In the event of an employee not wishing to apply for
voluntary redundancy or early retirement then the
organisation may seek volunteers for voluntary
redundancy or early retirement from those staff who work
in different locations and do similar work. This may allow
staff who wish to exit to be considered for voluntary
redundancy / early retirement and if they then leave this
would free up a post for someone who is at risk. This
process should begin as close to the area where the ‘at
risk’ staff are located and broaden out from there.
11.3.5 Overall it is recognised that there has to be a strategic
management of vacancies to ensure that no suitable
vacancies are filled which could be available for
employees subject to redeployment.
11.3.6 A manager must be able to evidence that they have taken
every step to avoid voluntary redundancy / early
retirement.
11.3.7 All other alternatives must be explored before voluntary
redundancy / early retirement is considered and there
must be a formal agreement with the appropriate trade
union that this stage has been reached.
11.3.8 All voluntary redundancy / early retirement options will be
costed using an agreed process and formula which
complies with the relevant NHS Circulars and NHS Terms
and Conditions of Service Handbooks for the appropriate
staff group.
11.3.9 There will be discussion and agreement on the distribution
of work before any voluntary redundancy or early
retirement is agreed.
11.3.10 Proposals for staff reductions must be clearly articulated
within workforce plans and managed by means of this
Policy.
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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12. EMPLOYEES ON FIXED-TERM CONTRACTS
12.1 Employees on fixed-term contracts will be covered by the
Workforce Change Policy and Procedure for the duration of
their contract. They will not be placed on the Redeployment
Register just because their contract is coming to its
termination date. Those on fixed-term contracts should view
the Vacancy Bulletins and NHS Greater Glasgow and Clyde
recruitment website prior to the end of their contract and
apply for posts. Local management and HR will give
assistance if necessary.
13. SUPERANNUATION: PRESERVATION OF BENEFITS
WHERE THERE IS A REDUCTION IN EARNINGS
13.1 In a situation where protection is not continued and the
individual suffers a reduction in earnings, they may opt to
take a preserved pension in respect of their pensionable
service before the reduction took place if:
• They have at least 2 years qualifying service and are
transferred to other employment with an employing
authority.
• They choose to transfer to other employment with an
employing authority in circumstances that the Secretary of
State has approved.
• There is a change in the nature of the duties of
employment and the change is not at the individual’s
request.
13.2 To take this option the individual must give notice in writing
to SPPA within 3 months of the reduction taking place. Staff
wishing advice on this issue should contact their SPPA
Pensions Officer or HR. Contact details for the SPPA
Pensions Officer can be obtained via the website
http://www.sppa.gov.uk/nhs/home.htm or via HR.
14. GRIEVANCE POLICY AND PROCEDURE
14.1 Any employee aggrieved by the operation of this policy may
pursue a formal grievance in accordance with the Grievance
Procedure.
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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15. MONITORING AND REVIEW
15.1 The application of this Policy will be monitored jointly by the
Director of Human Resources and the Area Partnership
Forum to ensure equitable treatment of all employees.
15.2 The Board is required by law to gather monitoring
information relating to a broad range of characteristics with
regard to equality and diversity (e.g. race/ethnicity, age) for
many aspects of employee relations. Employees may be
asked for information relating to the above in connection with
the policy. Employees do not have to give the monitoring
information if they do not wish to. Any equalities monitoring
information will be held separately and not used to inform
any proceedings that occur in relation to this policy.
15.3 The operation of this Policy will be regularly reviewed by the
Area Partnership Forum to ensure its continued effective
operation and formally reviewed no later than June 2012.
APPENDIX 1: Workforce Change Flowchart
16
2.
Is post at risk?
Yes
1.
Redesign initiative
3.
Yes
4.
No
5.
Alternative
employment
explored
(see Section 10)
7.
Employee moves to
suitable alternative in
same service
area/location
6.
No suitable alternative
employment identified in same
service area/location
(see 10.2, 10.3, 10.4)
8.
Other service
areas/locations
explored
(see Section 10)
11.
Employee moves to
suitable alternative in
other service
area/location
(see 10.2)
10.
Employer unable
to identify suitable
alternative
(see 11.3)
9.
Employee makes case that
alternative(s) is not
suitable/reasonable
(see 10.3)
13.
Does employee wish to
consider voluntary
redundancy or voluntary
early retirement ?
(see 11.3.1)
12.
Review
(see 10.3)
14.
Deemed
Suitable
15.
Deemed
Unsuitable
19.
Employee
moves to
suitable
alternative
20.
Resignation
or
notice of termination
(see 10.5 & 10.6)
16 Explore other solutions
17.
Yes
18.
No
21
.Affordability
check?
(see next page)
21a
. Explore other
solutions
12a
Consider
re-training
APPENDIX 1: Workforce Change Flowchart
17
21.
Affordability check?
(continued – see 11.3.8)
22.
Yes
-Affordable-
23.
No
-Not affordable-
25.
Application
pending
26.
Explore other
solutions
27..
Yes
24.
Can post be
deleted?
28.
No
30
.Application
pending
29
.Application
granted
Exit
processed
APPENDIX 2: Protection Of Pay - Worked Examples
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
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WORKFORCE CHANGE POLICY
PROTECTION OF PAY - WORKED EXAMPLES
1.
This Appendix seeks to explain the application of protection as
detailed in Section 5 of the Policy.
2.
When calculating protection, account will be taken of the
individual’s basic pay and any allowances e.g. on-call,
standby, regular overtime and unsocial hours.
3.
When calculating the amount to be included for
allowances/overtime, the average payment over the four
month period immediately preceding the change date will be
taken, unless this is not representative of the normal working
pattern. In such circumstances the previous four months will
be used.
4.
Total earnings in the new post will be calculated on the basis
of the arrangements appropriate to the new post for individual
pay periods (weekly/monthly). Where total earnings in the
new post are less than the level of earnings in the old post,
the employee will receive payment of the shortfall as protected
earnings. Should earnings in the new post be greater than
those in the old post, earnings in the new post will be paid.
Protection will be suspended for any such pay periods.
Employees can be expected, within reason, to work up to their
protected earnings limit. It is not the intention that employees
in receipt of protected earnings will be expected to undertake
a proportionately greater level of duties which attract
additional payments than their colleagues. However the
extent to which staff may be asked to undertake additional
duties should not exceed that of the individual’s working
pattern prior to the change. Where staff unreasonably refuse
to undertake such duties protection will be suspended.
5.
The attached paper gives three worked examples of how
protection will apply in practice.
APPENDIX 2: Protection Of Pay - Worked Examples
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
19
6.
Once initial protection has been calculated, the Pay
Department will make any necessary adjustments in an on-
going way to take account of pay awards affecting the
protected grade/allowances. It is recognised that employees
are entitled to any uprating of leads/allowances where these
are agreed for the former post.
7.
Where any element of protected earnings would not have
been paid in the old post during periods of annual leave or
sick leave, they will not be paid during any such leave/periods
in the new post. The Board will meet its statutory obligations,
including the Working Time Directive of the European Union.
APPENDIX 2: Protection Of Pay - Worked Examples
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
20
PROTECTION OF PAY
EXAMPLE 1
DETAIL
CURRENT
POST
NEW
POST
Superannuated/
Non. Superannuated
PROTECTION
Basic Pay
On Call
Month 2 £600
Month 1 £500
average
Month 12 £450
£516.66 pm
£15,500 pa
£6,199.99 pa
£11,600pa
-
S
N/S
£3,900 pa
£6,199.99 pa
TOTAL
£21,699.99
£11,600
-
£10,099.99
EXAMPLE 2
DETAIL
CURRENT
POST
NEW
POST
Sup
erannuated/
Non. Superannuated
PROTECTION
Basic Pay
On Call
Month 11 £510
Month 12 £480
average
Month 1 £450
£480 pm
Standby
Month 11 £90
Month 12 £95
average
Month 1 £65
£83.33pm
£24,200 pa
£5,760
£999.99 pa
£20,500 pa
-
-
S
N/S
S
£3,700 pa
£5,760 pa
£999.99
TOTAL
£30,959.99
£20,500
-
£10,459.99
EXAMPLE 3
DETAIL
CURRENT
POST
NEW
POST
Superannuated/
Non. Superannuated
PROTECTION
Basic Pay
Overtime
Month 1 £300
Month 2 £ -
average
Month 3 £290
£196.66 pm
£10,500 pa
£2,359.99 pa
£8,200 pa
-
S
N/S
£2,300 pa
£2,359.99 pa
TOTAL
£12,859.99
£8,200
-
£4,659.99
APPENDIX 3: Personal Questionnaire
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
21
PERSONAL QUESTIONNAIRE FOR (INSERT NAME OF
SERVICE REDESIGN)
SECTION 1: PERSONAL INFORMATION
Forename:.....................................Surname:....................................
Pay Number : ……………………………………………………………
Title:…...............................................................................................
Home Address:.................................................................................
Postcode ........................................................................................
Home Tel No: ..............................................................................
Work Tel No: ...............................................................................
Mobile : ………………………………………………………………..
SECTION 2: CURRENT POST
PostTitle:………………………………………………………………….
Current Substantive Band/Grade:……………………………………...
Current Base: ………………………………….………………………...
SECTION 3: CURRENT WORK PATTERN
Shifts: YES/NO
Details………………........................................................................
……………………………………………………………………………
Contracted Hours of Work ……………………………………………
Part time Workers (Please indicate if you wish to discuss a change
to your contracted hours)
YES/NO*
How many hours a week do you wish to
work……………………………………………………………………….
(Please note that any requests for a change of contracted hours
will be discussed on an individual basis)
APPENDIX 3: Personal Questionnaire
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
22
SECTION 4: PREFERRED OPTIONS
(Please tick your preferred location option.)
Location 1. Insert Location
2. Insert Location
Function
(Please rank top 3 choices 1-3 with 1 being the first choice)
Insert detail ………………………………………………………….
Insert detail ………………………………………………………….
Insert detail ………………………………………………………….
Insert detail ………………………………………………………….
Insert detail …………………………………………………………...
Insert detail ………………………………………………………….
SECTION 5: CURRENT TRAVEL ARRANGEMENTS
How do you currently travel to and from
work?.................................................................................................
..........................................................................................................
Distance from your home to your
work:………………………………………...……………………………
……………………………………………………………………………
Current Travelling Time
……………………………………………………………………………..
Travelling Costs:………………………………………………………..
Do you have a current full driving licence? YES/NO
Do you have access to a vehicle? YES/NO
Do you have a lease or crown car? YES/NO
APPENDIX 3: Personal Questionnaire
Agreed 14 June 2010 at Dalian House 350 St Vincent Street Glasgow G3 8YZ
with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum
23
SECTION 6: DOMESTIC CIRCUMSTANCES
Please detail any domestic/personal circumstances which you
wish to be considered.
..........................................................................................................
..........................................................................................................
..........................................................................................................
……………………………………………………………………………..
SECTION 7: ONE TO ONE INTERVIEW
Please note it is not compulsory to request a one to one
interview in advance of completing this questionnaire.
Interviews will be offered to all staff whose preferred options
cannot be met at the first round of matching.
Yes
No
Employee Statement
I confirm that I have provided the foregoing information. I am
aware that the details will be held on computer for the purposes of
assisting my future employment options and manpower planning in
relation to service developments in the insert directorate/CHCP. I
understand that I have the right of access to my own personal data
held on computer
Signature:………………………….……
Date:………….………
