PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW

Size: px
Start display at page:

Download "PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW"

Transcription

1 SECTION: HUMAN RESOURCES POLICY AND PROCEDURE No: NATURE AND SCOPE: SUBJECT: POLICY AND PROCEDURE TRUST WIDE PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW This policy explains the Performance Appraisal and Development (PAD) process and Knowledge and Skills Framework (KSF) annual review which ensures a structured meeting between a line manager and a member of staff to discuss the individual s performance, progress towards meeting agreed objectives, assessment of the individual s competencies against the KSF outline, personal learning and continuing professional development needs. DATE OF LATEST RATIFICATION: DECEMBER 2010 (REISSUED SEPTEMBER 2014) RATIFIED BY: HR CORE GROUP IMPLEMENTATION DATE: DECEMBER 2010 REVIEW DATE: DECEMBER 2014 ASSOCIATED TRUST POLICIES AND PROCEDURES: NONE ISSUE 5 DECEMBER 2010

2 NOTTINGHAMSHIRE HEALTHCARE NHS TRUST POLICY AND GUIDELINES FOR PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW 1.0 Policy Statement 2.0 Single Equality Scheme. CONTENTS 3 0 Guidelines for Conducting Performance Appraisal & Development Reviews 3.1 Line Manager (Appraiser) Responsibilities 3.2 Individual (Appraisee) Responsibilities 3.3 Grandparent Responsibilities 3.4 Objective Setting 3.5 Identifying Continuous Professional Development and Learning Needs 3.6 Behavioural and Professional Competencies 3.7 Meeting Learning Needs 3.8 Recording Continuous Professional Development 3.9 Documenting the Discussion 3.10 Decisions reached at the end of the PAD/KSF review 4.0 Implementation 5.0 Training 6.0 Target Audience 7.0 Review Date 8.0 Consultation 9.0 Relevant Trust Policies 10.0 Monitoring Compliance 11.0 Equality Impact Assessment 12.0 Legislation Compliance 13.0 Champion & Expert Writer Appendix 1 - Record of Changes Appendix 2 - Employee Record of Having Read the Policy ISSUE 5 DECEMBER

3 NOTTINGHAMSHIRE HEALTHCARE NHS TRUST PERFORMANCE APPRAISAL AND DEVELOPMENT KSF ANNUAL REVIEW POLICY AND GUIDELINES 1.0 POLICY STATEMENT 1.1 Nottinghamshire Healthcare NHS Trust (the Trust) is committed to the delivery of high quality care and believes that through valuing, developing and motivating staff within a sound framework for service improvement, it will be able to deliver the highest standards of healthcare to its population. 1.2 Performance Appraisal and Development (PAD) is a regular and systematic process which ensures a structured meeting between a line manager and a member of staff to discuss the individual s performance, progress towards meeting agreed objectives, personal learning and continuing professional development needs. 1.3 The Knowledge and Skills Framework (KSF) defines and describes the knowledge and skills which NHS staff need to apply in their work in order to deliver quality services. It provides a single, consistent and explicit framework on which to base review and development for all staff. The KSF framework, in conjunction with the PAD process, will enable all staff who come under the Agenda for Change Agreement to progress through the Agenda for Change pay gateways within their Band. 1.4 The KSF is NHS-wide and applicable to all staff who work in the NHS across the UK (except doctors, dentists and some board level and other senior managers), for all the roles that they undertake now and are likely to undertake in the foreseeable future, and has been developed. The framework has been implemented through partnership working between management and trade unions and professional bodies. 1.5 Leaders at all levels within the organisation have a personal responsibility to ensure that all members of their team have a Performance Appraisal and Development meeting at least annually. 1.6 The process will ensure: that key tasks and responsibilities are updated in light of changing service need; that there is a clear understanding of the skills, competencies and behaviours required to be effective within the role; that personal objectives are agreed; that there is a clear personal development plan to support continuous improvement; that the review monitors how the individual is applying their knowledge and skills and developing to meet the demands of the post as described in the KSF outline for that post. 1.7 The PAD/KSF process will be used pro-actively to support the Trust s wider Workforce Strategy through: promoting a culture of learning and development; encouraging improved levels of competence and performance within the organisation; ISSUE 5 DECEMBER

4 1.7.3 the creation of a corporate learning and organisational development plan based on a systematic identification of individual and organisational learning needs, focused on service improvement; enabling more informed and systematic workforce planning; helping to build effective and efficient teams; 1.76 enabling every member of staff to have a clear understanding of their role, tasks, priorities and responsibilities and how those fit in with colleagues and the wider organization; ensuring effective communication; encouraging and motivating staff in their work performance, increasing job satisfaction; promoting career and personal development; ensuring fairness and equity to all staff regardless of post, full or part time, day or night worker; giving individuals a sense of direction through a process of involvement; encouraging staff to influence and contribute to service improvement through clear individual objectives; giving performance feedback which enables staff to build on strengths and identify and improve weaknesses; identifying rising stars to support leadership development and succession planning. 1.8 For those in leadership positions, the PAD will be enhanced through a system of 360- degree feedback. 1.9 PAD is a key process within the Trust s Governance arrangements and is core to our strategy to improve the working lives of staff and retain recognition as an Investor in People. Leaders are therefore required to evidence that all staff have had a PAD review through the annual report to the Trust Governance Committee for their service area An effective PAD/KSF review process for direct reports must in itself be a personal objective for all those in leadership roles throughout the organisation. Feedback will be sought on the effectiveness of the process through the annual staff attitude survey A PAD/KSF review discussion must take place with all staff at least annually and timing for objective setting should be linked to the Trust s Business Planning Cycle. Personal objectives should be set within the wider context of corporate, service and team objectives linked to agreed Annual Delivery Plans A key part of the process is interim review. The frequency is by agreement between parties, but would normally be after six months. This is essential for all new employee s to ensure they are developing accordingly to enable them to progress through the Foundation Gateway at the end of their first 12 months. For members of the Executive Leadership Council, three times a year should be the norm. ISSUE 5 DECEMBER

5 1.13 Leaders should use the information gathered from discussions around Personal Development Needs to develop their workforce training plans. Training Plans are required by the end of March each year and should be signed off by Executive Directors before submission to the Head of Workforce Development, in line with the Trust s Education and Workforce Strategy Standard documentation will be used across the Trust to record PAD/KSF discussions PAD review for the Chief Executive and Executive Directors will be managed and documented in accordance with the agreed national scheme Performance Appraisal for Medical Staff should follow guidelines and principles agreed nationally. The Executive Director for Clinical Governance and Medical Affairs shall oversee the process for non-training grade medical staff and ensure, through the Post Graduate Director for Medical Education that appraisal and development review is a cornerstone of support for those in training. 2.0 SINGLE EQUALITY SCHEME 2.1 In applying this procedure, managers, employees and their representatives will have regard to the principles and requirements of the Trust s Single Equality Scheme. The Trust is committed to equality, diversity and human rights accordingly the implementation of this policy and its impact will be monitored across all equality strands and reported regularly to the Trust Board. 2.2 Managers will not discriminate in the application of this policy and procedure in respect of age, disability, race, ethnic or national origin, gender, religion, beliefs, sexual orientation, marital/partnership status, social and employment status, gender identification, language or trade union membership or mental health status. 3.0 GUIDELINES FOR CONDUCTING PERFORMANCE APPRAISAL AND DEVELOPMENT REVIEWS 3.1 Line Manager (Appraiser) responsibilities The line manager s role in the PAD/KSF process is crucial in ensuring that the process is seen and understood by staff to be fair, honest, and open and to provide a genuine opportunity for them to discuss and receive honest, constructive feedback on their performance and to develop a Personal Development Plan. The line manager is responsible for ensuring that: as far as possible the PAD is perceived as a positive process for staff; the PAD is not used as an opportunity to deal with performance issues that have not previously been raised with the individual - there should be no surprises for the individual; each member of staff for whom they are responsible has an annual PAD/KSF meeting with regular reviews. A six-monthly review is a minimum requirement. For those in senior management roles (members of the ELC) three times a year should be considered the norm; the member of staff is given adequate time to prepare for the discussion; the process is carried out fairly, equitably and consistently in line with good employment and management practice; ISSUE 5 DECEMBER

6 ISSUE 5 DECEMBER Performance Appraisal and Development & KSF Annual Review they participate in relevant training programmes to adequately equip them to undertake PAD/KSF reviews; the PAD/KSF meeting is arranged at a mutually convenient time, date and venue which is as quiet and comfortable as possible in which the discussion can take place without interruption; an individual s learning needs are identified and a personal development plan agreed to meet these as appropriate; the required documentation is completed appropriately and a copy made available to the individual. Wherever possible the documentation should be completed on line and an electronic record kept, paper versions should become the exception rather than the rule; they are open and honest about their own management performance and encourage feedback from staff; Continuous Professional Development CPD plans are followed through and that the individual is asked to bring their record of learning to the PAD/KSF review; they understand the KSF outline for the post that they are reviewing; that they identify if an individual has particular needs for support to ensure that the process is fair for that individual and ensures reasonable adjustments are made accordingly for those covered by the Disability Discrimination Act; they provide guidance to the individual to assist them to gather relevant information pertaining to the individual s work against the KSF outline for the post, this could be their own views of the individual s work, outputs from the individual s work, ie records, portfolios, or be information from other people who have worked with the individual; appraising staff is seen to be part of their continuous management responsibility and not a one-off exercise. 3.2 Individual (Appraisee) Responsibilities For a PAD/KSF process to be effective, it is important that the individual to be appraised understands that it is a two-way process and that they have certain responsibilities to: co-operate with their Line Manager in arranging and conducting the PAD/KSF meeting; prepare themselves for the PAD/KSF meeting by reviewing relevant documentation and the KSF outline; ensure that they understand the KSF outline for their post; consider how they have met the KSF post outline; act upon constructive feedback that is given; consider their own personal objectives; consider their own learning needs creatively and flexibly and consider how meeting these will benefit the service and them personally;

7 engage with the process openly and honestly; offer constructive feedback to their manager; consider and offer ideas for service improvement; to participate in agreed learning activities and to take responsibility for maintaining a record of their own learning. 3.3 Grandparent Responsibilities The Grandparent role in PAD/KSF review is important to ensure fairness and objectivity in any assessment. In addition the grandparent can help ensure consistency and focus on key organisational objectives across the team The Grandparent should: 3.4 Objective Setting be notified of any areas of concern or significant disagreement within the PAD process and agree a way forward; contribute ideas to the Personal Development Plan; comment on the end of year review and PDP arrangements and sign off Objectives should always be agreed jointly and not imposed by the manager. The individual should be asked to consider what they perceive to be their key objectives prior to the review meeting. Objectives should always be agreed in the light of Corporate and Service Development Plans and team objectives. The focus should always be on service improvement and/or the development of skills competencies and behaviours to effectively undertake the role Objectives should be SMART (Specific, Measurable, Achievable, Realistic and Timescaled) 3.5 Identifying Continuous Professional Development and Learning Needs Continuous Professional Development (CPD) is defined by the Department of Health as a process of life-long learning for all individuals and teams which meets the needs of patients and delivers the health outcomes and healthcare priorities of the NHS and which enables professionals to expand and fulfil their potential CPD is relevant to all staff in the NHS and should be an ongoing and continuous process of review and evaluation. The PAD/KSF process provides the vehicle for identifying these learning needs The identification of learning needs for the individual and the managers should always begin with the question: What do I need to learn, rather than What training courses do I want to go on or What courses do I think they should go on The commitment is to enable individuals to learn and develop in their posts and throughout their working lives. The commitment is not about everyone attending a set number of hours or courses it is about learning and development as a whole Some of the prompts for this question might include: ISSUE 5 DECEMBER

8 ISSUE 5 DECEMBER Performance Appraisal and Development & KSF Annual Review a) improving performance areas identified through PAD/KSF review; b) to build on strengths; c) to achieve objectives identified through PAD; d) personal/professional development for the future; e) to gain experience - vertical/lateral; f) organisational change; g) new role; h) broader role; i) secondment opportunities; j) succession planning; k) service changes; l) changes in legislation. 3.6 Behavioural and Professional Competencies Assessment against behavioural competencies is an important part of the review process and should wherever possible be used as a framework for development discussions. Behavioural competencies have been identified for those who have a senior leadership role within the Trust and professional competency frameworks are available for many clinical roles. 3.7 Meeting Learning Needs An important principle of CPD is that it includes much more than going on courses and has work-based learning at its core. Individuals and managers should be encouraged to think creatively and flexibly about the most effective and appropriate way of meeting learning needs. For example: a) coaching on the job; b) mentoring; c) job rotation; d) job shadowing both shadowing and being shadowed offer valuable opportunities for learning; e) action learning sets; f) work-based projects; g) learning from the results of clinical audit and research; h) making better use of information systems; i) learning the lessons, both individually and within a team, from relevant experiences, including adverse events and service failure;

9 j) delivering teaching sessions, formal and informal; k) sharing information gained at conferences, courses, etc with colleagues; l) e-learning; m) scenario-based learning. 3.8 Recording Continuous Professional Development It is becoming an increasing requirement for professional groups to maintain a record of their learning for registration and validation purposes, and it is generally accepted as good practice for all staff to do so for the following reasons: a) because the process of recording is, in itself, an aid to learning; b) because it helps to demonstrate learning to employers; c) because it can be used as evidence to support an Accreditation of Prior Experience and Learning process when individuals wish to access additional, higher and /or further qualifications, e.g. National Vocational Qualifications, diplomas and degrees; d) because it helps to identify future learning needs based on identified gaps; What should be recorded? For courses and programmes: a) the date, the duration, the learning objectives; b) any assessment that took place; c) for other sorts of learning, e.g. shadowing, mentoring, etc.; d) the date, why the experience was taking place, and all other relevant details, e.g. the mentor or shadow s name, others involved. Then the following should be considered: a) what was learned from this experience what knowledge and skills were gained? b) what is known now that was not known before? c) what will be done differently as a result of the learning? d) how can the learning be used in day-to-day practice? e) how can this learning be shared with colleagues? f) what are the implications for the job and the way it is done? 3.9 Documenting the Discussion The Trust has developed a common pro-forma to record the PAD discussion. It is important that this is done as soon as possible following the PAD review. The proforma may be completed by either party and a copy retained. ISSUE 5 DECEMBER

10 ISSUE 5 DECEMBER Performance Appraisal and Development & KSF Annual Review For medical staff there is nationally agreed documentation together with a clear process to support appraisal discussions The Performance and Development of the Chief Executive and Directors will be managed and documented in accordance with the agreed National Scheme Decisions reached at the end of the PAD/KSF review If the individual and the reviewer cannot agree, either one has the right to seek support on an informal basis from third party, such as the Grandparent, Personnel Business Manager or staff side representative. The third party may seek further information from the reviewer and the individual and reach an objective decision that is non-discriminatory. If this informal process does not address the problem, the individual as the right to use Trust Grievance Procedures If the individual s pay has been withheld, if the case is upheld pay will be backdated to the point at which pay progression should have occurred. 4.0 IMPLEMENTATION 4.1 As this policy has already been implemented, no implementation plan is required. 5.0 TRAINING 5.1 As this policy has already been implemented, no implementation plan is required. 6.0 TARGET AUDIENCE 6.1 All Trust employees, excluding medical staff. 7.0 REVIEW DATE 7.1 This policy will be reviewed in December 2014 or in light of organisational or legislative changes. 8.0 CONSULTATION 8.1 Consultation will be via the Core Group and ELC. 9.0 RELEVANT TRUST POLICIES 9.1 None 10.0 EQUALITY IMPACT ASSESSMENT 10.1 This policy has been assessed using the Equality Impact Assessment Screening Tool. The assessment concluded that the policy would have no adverse impact on, or result in the positive discrimination of, any of the diverse groups detailed. These include the strands of disability, ethnicity, gender, gender identity, age, sexual orientation, religion/belief, social inclusion and community cohesion MONITORING COMPLIANCE 11.1 The implementation of this agreement and its effectiveness will be monitored on an ongoing basis by relevant General Managers/Heads of Service, senior members of the Human Resource Departments and members of the Core Group. This monitoring process will include the consideration of employment relations statistics provided to management groups.

11 12.0 LEGISLATION COMPLIANCE 12.1 Department of Health NHS Terms and Conditions of Service Handbook circular (A for C 4/2010 amendment Department of Health NHS Knowledge and Skills Framework & The Development Review Process October Department of Health Agenda for Change Final Agreement December CHAMPION & EXPERT WRITER 13.1 The champion of this policy is Associate Director of Human Resources and the Expert Writer is Employee Relations Specialist. ISSUE 5 DECEMBER

12 APPENDIX 1 Policy/Procedure: PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW (previously 12.01) Issue: 05 Status: Author Name and Title: Approved Owen Fulton, Employee Relations Specialist. Issue Date: DECEMBER 2010 (RE-ISSUED SEPTEMBER 2014) Review Date: DECEMBER 2014 Approved by: Distribution/Access: HR CORE GROUP Normal RECORD OF CHANGES DATE AUTHOR PROCEDURE DETAILS OF CHANGE J Fleet PE/15 Changes to house style and review date only A Gymer PE/18 Update and review only O. Fulton Update, house style legislative compliance, review date, Single Equality Scheme. May 14 P Hall Policy number updated only ISSUE 5 DECEMBER

13 EMPLOYEE RECORD OF HAVING READ THE POLICY APPENDIX 2 Title of Policy/Procedure: PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW I have read and understood the principles contained in the named policy. PRINT FULL NAME SIGNATURE DATE ISSUE 5 DECEMBER

PROTECTION OF PAY AND CONDITIONS OF SERVICE

PROTECTION OF PAY AND CONDITIONS OF SERVICE Protection of Pay & Conditions of Service 10.23 SECTION: HUMAN RESOURCES POLICY AND PROCEDURE: 10.23 NATURE AND SCOPE: POLICY AND PROCEDURE TRUST WIDE SUBJECT: PROTECTION OF PAY AND CONDITIONS OF SERVICE

More information

WORCESTERSHIRE MENTAL HEALTH PARTNERSHIP NHS TRUST GATEWAY POLICY

WORCESTERSHIRE MENTAL HEALTH PARTNERSHIP NHS TRUST GATEWAY POLICY WORCESTERSHIRE MENTAL HEALTH PARTNERSHIP NHS TRUST GATEWAY POLICY This policy should be read in conjunction with Worcestershire Mental Health Partnership NHS Trust Policy Data Unique Identifier: HR015

More information

Incremental Pay and Appraisal Policy

Incremental Pay and Appraisal Policy INCREMENT001 Final v1.0 July 2015 Incremental Pay and Appraisal Policy Policy Number Target Audience Approving Committee INCREMENT001 CCG staff CCG Chief Officer Date Approved December 2015 Last Review

More information

Equality and Diversity Protocol

Equality and Diversity Protocol Equality and Diversity Protocol Document information Document title Equality and Diversity Protocol Owner Equality, Safety and Welbeing (ESW) Status Live Version 3 Effective from 18 June 2013 Approved

More information

Equality and Diversity Policy. Deputy Director of HR Version Number: V.2.00 Date: 27/01/11

Equality and Diversity Policy. Deputy Director of HR Version Number: V.2.00 Date: 27/01/11 Equality and Diversity Policy Author: Deputy Director of HR Version Number: V.2.00 Date: 27/01/11 Approval and Authorisation Completion of the following signature blocks signifies the review and approval

More information

Recruitment and Selection Policy. Liverpool Community Health NHS Trust. Recruitment & Selection Policy

Recruitment and Selection Policy. Liverpool Community Health NHS Trust. Recruitment & Selection Policy Liverpool Community Health NHS Trust Recruitment & Selection Policy Version Number: Ratified by: V1 HR & OD Committee Date of Approval: November 2010 Name of originator/author: Approving Body / Committee:

More information

SALARY ADVANCES AND RECOVERY OF OVERPAYMENT OF SALARIES

SALARY ADVANCES AND RECOVERY OF OVERPAYMENT OF SALARIES SECTION: HUMAN RESOURCES POLICY /PROCEDURE: 10.12 NATURE AND SCOPE: SUBJECT: POLICY & PROCEDURE - TRUST WIDE SALARY ADVANCES AND RECOVERY OF OVERPAYMENT OF SALARIES This policy describes how the Trust

More information

Equality & Diversity Policy Version number 3.0

Equality & Diversity Policy Version number 3.0 Equality & Diversity Policy Version number 3.0 Lead executive Name / title of author: Janet Wilkinson, Director of HR & OD Juliette Tait, Employee Relations Lead Date reviewed: Target audience: Policy

More information

TRUST BOARD TB(16) 85. Medical Appraisal and Revalidation: Annual Board Report 2015/16

TRUST BOARD TB(16) 85. Medical Appraisal and Revalidation: Annual Board Report 2015/16 TRUST BOARD TB(16) 85 Title: Action: Medical Appraisal and Revalidation: Annual Board Report 2015/16 FOR DECISION Meeting: 14 September 2016 Purpose: Medical Revalidation was launched by the General Medical

More information

Equality, Diversity and Human Rights Policy

Equality, Diversity and Human Rights Policy Equality, Diversity and Human Rights Policy Approval Date approved: 04 April 2014 Date Effective from Related documents Owner (Executive Director) Author External references Date of approval Performance

More information

NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY

NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY Performance Management Policy and Procedure 16 March 2006 TABLE OF CONTENTS Page 1 Introduction 3 2 Ongoing performance management

More information

2 nd edition June 2012 EQUITY POLICY

2 nd edition June 2012 EQUITY POLICY 2 nd edition June 2012 EQUITY POLICY Introduction 1. EUSU believes that equity is a broader concept than equality. It is not just about equal numbers, but is concerned more with fairness, justice, inclusion

More information

APPRAISAL (Performance Management) 2015

APPRAISAL (Performance Management) 2015 APPRAISAL (Performance Management) 2015 Date adopted Body 4 November 2015 Board of Directors Next review date: Autumn 2016 The Chiltern Learning Trust has adopted this policy on 4 November 2015 following

More information

Scope: All employees. The principles apply to all workers, secondees, contractors, job applicants, customers and clients.

Scope: All employees. The principles apply to all workers, secondees, contractors, job applicants, customers and clients. Title: Equality and Diversity Policy Type: Policy Version: 2.1 Directorate : Workforce Aim: To develop and promote a culture where all individuals receive fair and equal treatment in all aspects of employment

More information

Equality, Diversity and Inclusion Policy

Equality, Diversity and Inclusion Policy Equality, Diversity and Inclusion Policy Version #: Date: Summary of Changes Version 5 Version 4 Version 3 Version 2 September 2010 Slight amendments in light of Equality Act Version 1 September 2009 (changed

More information

FAIR EMPLOYMENT STATEMENT

FAIR EMPLOYMENT STATEMENT Human Resources FAIR EMPLOYMENT STATEMENT 1. Aim... 2 2. Overarching Principles... 2 3. Rights and Responsibilities... 3 4. Definitions of Discrimination and Victimisation... 3 5. Protected Characteristics...

More information

Solihull Clinical Commissioning Group

Solihull Clinical Commissioning Group Solihull Clinical Commissioning Group Business Continuity Policy Version v1 Ratified by SMT Date ratified 24 February 2014 Name of originator / author CSU Corporate Services Review date Annual Target audience

More information

A STRATEGY FOR CONTINUING PROFESSIONAL DEVELOPMENT IN HEALTHCARE CHAPLAINCY

A STRATEGY FOR CONTINUING PROFESSIONAL DEVELOPMENT IN HEALTHCARE CHAPLAINCY A STRATEGY FOR CONTINUING PROFESSIONAL DEVELOPMENT IN HEALTHCARE CHAPLAINCY Introduction 1. This paper sets out a strategy for continuing professional development in healthcare chaplaincy (CPD). The development

More information

PERFORMANCE MANAGEMENT FOR TEACHERS AND SUPPORT STAFF

PERFORMANCE MANAGEMENT FOR TEACHERS AND SUPPORT STAFF Scope This procedure applies to support staff, teachers and the Principal based in the College. The main purpose of performance management is to ensure that all staff have the opportunity to discuss their

More information

Equality, Diversity and Inclusion Policy UK and Republic of Ireland v4 10/09/ Introduction and Scope Aims Policy Application 3

Equality, Diversity and Inclusion Policy UK and Republic of Ireland v4 10/09/ Introduction and Scope Aims Policy Application 3 ON-SITE SERVICES HR POLICY DOCUMENT Equality, Diversity and Inclusion Policy UK and Republic of Ireland v4 10/09/2015 Contents Page Number 1. Introduction and Scope 1 2. Aims 2 3. Policy Application 3

More information

APPRAISAL POLICY. Policy description:

APPRAISAL POLICY. Policy description: APPRAISAL POLICY Policy description: Craven College s appraisal scheme aims to enhance the quality of service provided by the College by promoting the individual professional and personal development of

More information

Sickness Absence and Attendance Policy CONTROLLED DOCUMENT. Sickness Absence and Attendance Policy CLASSIFICATION: Human Resources PURPOSE:

Sickness Absence and Attendance Policy CONTROLLED DOCUMENT. Sickness Absence and Attendance Policy CLASSIFICATION: Human Resources PURPOSE: Sickness Absence and Attendance Policy CONTROLLED DOCUMENT CATEGORY: Sickness Absence and Attendance Policy CLASSIFICATION: Human Resources PURPOSE: To set out the principles and framework for absence

More information

The NHS Knowledge and Skills Framework (NHS KSF) and the Development Review Process

The NHS Knowledge and Skills Framework (NHS KSF) and the Development Review Process The NHS Knowledge and Skills Framework (NHS KSF) and the Development Review Process [This is the final draft of the NHS KSF Handbook that will be used for national roll-out if implementation of Agenda

More information

Strategic Equality Plan

Strategic Equality Plan Strategic Equality Plan 2012-2016 This Strategic Equality Plan is available in a variety of alternative or accessible formats. If you would like a copy of this document in an alternative format, please

More information

DOWN DISTRICT COUNCIL Employee Learning and Development Policy

DOWN DISTRICT COUNCIL Employee Learning and Development Policy 1. Policy Statement 1.1. Within its Corporate Plan Down District Council aims to have a workforce with the competencies and motivation required to deliver our objectives. 1.2. In order to achieve this

More information

Appraisal Policy (Teachers)

Appraisal Policy (Teachers) Appraisal Policy (Teachers) Sponsorship & Review 1 Sponsor Headteacher 2 Reviewed September 2015 3 Revised September 2015 Charlton School Page 1 Teachers Appraisal Policy For the year 2015 2016 decisions

More information

EQUALITY AND DIVERSITY POLICY

EQUALITY AND DIVERSITY POLICY EQUALITY AND DIVERSITY POLICY Version 2 Ratified by Trust Board Date ratified July 2015 Title of originator/author Title of responsible committee /group Date issued August 2015 Review date June 2018 Relevant

More information

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:

More information

XXXX. Training & Development Policy

XXXX. Training & Development Policy Disclaimer: I understand that if I want a policy that reflects the latest legislation and is appropriate to my organisation, I will seek specialist legal advice. Policies, job descriptions and person specifications

More information

LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY

LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY Policy Number: STRAT/0016/v2 Issue/Version No.: 2 LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY Current Status: Ratified Compliance All members of Tees, Esk and Wear Valleys NHS Foundation Trust staff

More information

Equal Pay Policy Statement and Statement on Occupational Segregation 2015/17

Equal Pay Policy Statement and Statement on Occupational Segregation 2015/17 Equal Pay Policy Statement and Statement on Occupational Segregation 2015/17 1.0 Introduction Glasgow Kelvin College embraces the promotion of equality and diversity in employment. The College believes

More information

Performance and Development Review and Pay Progression Policy

Performance and Development Review and Pay Progression Policy Performance and Development Review and Pay Progression Policy To receive this document in large print, Braille, audio or a language other than English, please contact the Corporate Diversity Team on 01375

More information

Equality & Diversity Policy

Equality & Diversity Policy Equality & Diversity Policy Version Number: V.2 Name of originator/author: Name of responsible committee: Name of executive lead: Date V1 issued: November 2012 Last Reviewed: June 2014 Next Review date:

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

JOB DESCRIPTION. Enhanced CRB with Both Barred Lists Check

JOB DESCRIPTION. Enhanced CRB with Both Barred Lists Check JOB DESCRIPTION JOB TITLE: Service Manager (Access) BAND: Agenda for Change Band (Band 8b) HOURS AND: DURATION As specified in the job advertisement and the Contract of Employment AGENDA FOR CHANGE (reference

More information

Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators

Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators Department of Energy and Climate Change Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators June 2012 June 2015 If you require further information on this document or

More information

Grievance and Disputes Policy and Procedure. Document Title. Date Issued/Approved: 10 August 2010. Date Valid From: 21 December 2015

Grievance and Disputes Policy and Procedure. Document Title. Date Issued/Approved: 10 August 2010. Date Valid From: 21 December 2015 POLICY UNDER REVIEW Please note that this policy is under review. It does, however, remain current Trust policy subject to any recent legislative changes, national policy instruction (NHS or Department

More information

EQUALITY AND DIVERSITY POLICY AND PROCEDURE

EQUALITY AND DIVERSITY POLICY AND PROCEDURE EQUALITY AND DIVERSITY POLICY AND PROCEDURE TABLE OF CONTENTS PAGE NUMBER : Corporate Statement 2 Forms of Discriminations 2 Harassment and Bullying 3 Policy Objectives 3 Policy Implementation 4 Commitment

More information

APPRAISAL POLICY 1. BACKGROUND

APPRAISAL POLICY 1. BACKGROUND APPRAISAL POLICY 1. BACKGROUND 1.1 Appraisals are part of performance management. Within the School appraisal is about motivating and developing employees and supporting them in performing their roles

More information

STANDARDS INFORMATION BOOKLET LEVEL 3 NVQ CERTIFICATE IN MANAGEMENT

STANDARDS INFORMATION BOOKLET LEVEL 3 NVQ CERTIFICATE IN MANAGEMENT STANDARDS INFORMATION BOOKLET LEVEL 3 NVQ CERTIFICATE IN MANAGEMENT CONTENTS 1. What is an ECITB QCF qualification?... 2 1.1 What is the process involved in achieving a QCF qualification?... 3 1.2 What

More information

Manchester Metropolitan University Organisation Development, Training & Diversity Appendix A

Manchester Metropolitan University Organisation Development, Training & Diversity Appendix A 1. The Equality Legislative Framework 1.1 The Single Equality Scheme covers the University s current legal duties under The Race Relations (Amendment ) Act (2000) The Disability Discrimination Act (2005)

More information

JOB DESCRIPTION. Chief Nurse

JOB DESCRIPTION. Chief Nurse JOB DESCRIPTION Chief Nurse Post: Band: Division: Department: Responsible to: Responsible for: Chief Nurse Executive Director Trust Services Trust Headquarters Chief Executive Deputy Chief Nurse Head of

More information

Cardiff and Vale University Health Board MEDICAL APPRAISAL POLICY

Cardiff and Vale University Health Board MEDICAL APPRAISAL POLICY MEDICAL APPRAISAL POLICY Reference No: UHB 129 Previous Trust / LHB Ref No: N/A Documents to read alongside this Policy Personal Appraisal Development Reviews (PADRS) Policy Study Leave Procedure Mandatory

More information

ONS Equality and Diversity Strategy

ONS Equality and Diversity Strategy ONS Equality and Diversity Strategy 2012 2016 Who we are ONS is a statistical organisation that collects, compiles, analyses and disseminates a range of economic, social and demographic statistics relating

More information

Learning and Development Policy

Learning and Development Policy 1 Learning and Development Policy TABLE OF CONTENTS 1. PURPOSE 2. SCOPE 3. POLICY STATEMENT 4. REASONS FOR DEVELOPMENT 5. DEVELOPMENT NEEDS 6. HOW DEVELOPMENT HAPPENS 7. DEVELOPMENT RESPONSIBILITIES 8.

More information

EVERYONE COUNTS STRATEGY

EVERYONE COUNTS STRATEGY EVERYONE COUNTS STRATEGY Introduction The aim of the Equality and Diversity Strategy is to ensure that Great Places Housing Group promotes equality, tackles discrimination, values diversity, and continues

More information

IQ Level 3 NVQ Diploma in Management (QCF) Specification

IQ Level 3 NVQ Diploma in Management (QCF) Specification IQ Level 3 NVQ Diploma in Management (QCF) Specification Regulation No: 600/6699/4 Page 1 of 94 IQB/0.2/115 Version 1.0 10/10/2012 Author CZ Contents Page Introduction... 4 About this Qualification (Description,

More information

National Occupational Standards. National Occupational Standards for Youth Work

National Occupational Standards. National Occupational Standards for Youth Work National Occupational Standards National Occupational Standards for Youth Work Contents Introduction 5 Section 1 S1.1.1 Enable young people to use their learning to enhance their future development 6 S1.1.2

More information

INFORMATION GOVERNANCE STRATEGY

INFORMATION GOVERNANCE STRATEGY INFORMATION GOVERNANCE STRATEGY Page 1 of 10 Strategy Owner Valerie Penn, Head of Governance Strategy Author Caroline Law, Information Governance Project Manager Directorate Corporate Governance Ratifying

More information

DOCUMENT CONTROL PAGE

DOCUMENT CONTROL PAGE DOCUMENT CONTROL PAGE Title: Preceptorship Policy Title Version: Reference Number: Supersedes Supersedes: All previous preceptorship prior to this date Significant Changes: Originator or modifier Ratification

More information

Coaching Scotland 2011-2015 A framework for sports coaching in Scotland

Coaching Scotland 2011-2015 A framework for sports coaching in Scotland Coaching Scotland 2011-2015 A framework for sports coaching in Scotland Introduction Welcome to Coaching Scotland 2011-2015 a framework for sports coaching in Scotland. This framework builds upon our previous

More information

JOB DESCRIPTION. Director of Workforce and Organisational Development. Director of HR and Organisational Development

JOB DESCRIPTION. Director of Workforce and Organisational Development. Director of HR and Organisational Development JOB DESCRIPTION Director of Workforce and Organisational Development Post: Director of HR and Organisational Development Band: VSM Division: Trust HQ Department: Human Resources and Organisational Development

More information

2. Diversity is about understanding, recognising, respecting and valuing differences.

2. Diversity is about understanding, recognising, respecting and valuing differences. Acas EQUALITY AND DIVERSITY POLICY Underlying Principle 1. Everyone is different and has something unique to offer. Acas wants to respect and understand these differences and to make the most of everyone

More information

Recruitment and Selection Guidance for Schools

Recruitment and Selection Guidance for Schools Recruitment and Selection Guidance for Schools (For appendices see printable documents page on web guidance) Recruitment and Selection 1. PURPOSE Recruitment of staff is one of the School s most critical

More information

Equality & Diversity (Eq&D) Policy Full Policy Version

Equality & Diversity (Eq&D) Policy Full Policy Version MTR Crossrail Equality & Diversity (Eq&D) Policy Full Policy Version June 2015 MTR Crossrail, 63 St Mary Axe, London EC3A 8NH enquiries@mtrcrossrail.co.uk mtrcrossrail.co.uk Contents Section Page 1 Application

More information

JOB DESCRIPTION. Curriculum Leader Full Cost Recovery (FCR) A minimum of 36 hours per week to meet the requirements of the post.

JOB DESCRIPTION. Curriculum Leader Full Cost Recovery (FCR) A minimum of 36 hours per week to meet the requirements of the post. JOB DESCRIPTION Job Title: Responsible to: Curriculum Leader Full Cost Recovery (FCR) Head of Learning and Standards Salary grade: Tutor Scale + 1 Hours per week: Responsible for: A minimum of 36 hours

More information

Training and Development Policy

Training and Development Policy Training and Development Policy March 2016 1. PURPOSE AND SCOPE Wireless Group PLC is committed to ensuring that all staff have access to learning, development and training opportunities which enable them

More information

DIVERSITY POLICY

DIVERSITY POLICY DIVERSITY POLICY 2011-2013 CONTENTS 1. POLICY STATEMENT 2. PURPOSE 3. SCOPE 4. OBJECTIVES 5. POLICY DETAILS 6. ROLES AND RESPONSIBILITIES 7. MONITORING, EVALUATION AND REVIEW 2 1. POLICY STATEMENT In order

More information

We believe organisations succeed by realising the potential of their people. Because good people make a great business.

We believe organisations succeed by realising the potential of their people. Because good people make a great business. We believe organisations succeed by realising the potential of their people. Because good people make a great business. Our unique approach The Investors in People Framework underpins our assessment methodology.

More information

1. Appendix B - Outline Organisational Development Strategy

1. Appendix B - Outline Organisational Development Strategy 1. Appendix B - Outline Organisational Development Strategy Frimley Park Hospital NHS Foundation Trust s Acquisition of Heatherwood & Wexham Park Hospital Outline Organisational Development Strategy July

More information

Mainstreaming Equality in NHS Lothian Report 2015

Mainstreaming Equality in NHS Lothian Report 2015 Mainstreaming Equality in NHS Lothian Report 2015 PURPOSE OF THE PAPER This paper reports on progress towards mainstreaming equality that each health board is required to produce in line with the Equality

More information

Equality & Diversity Policy

Equality & Diversity Policy Equality & Diversity Policy December 2014 Policy Statement 1 Purpose and Core Principles 1.1 At Leeds Beckett University we are committed to providing a vibrant, ethical and sustainable working and learning

More information

REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL

REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Report to Personnel Committee REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES 20th January 2016 WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Agenda Item: 4 Purpose of the Report

More information

Information Governance Strategy 2015/16

Information Governance Strategy 2015/16 Information Governance Strategy 2015/16 Ratified Governing Body (November 2015) Status Final Issued November 2015 Approved By Executive Committee (August 2015) Consultation Equality Impact Assessment Internal

More information

Version No: 2 Target audience All Healthwatch Bury staff and members/champions. 1 Original policy Draft

Version No: 2 Target audience All Healthwatch Bury staff and members/champions. 1 Original policy Draft POLICY Title Annual Performance Appraisal and Personal Development review Purpose and summary of To provide support and supervision for Directors, staff and policy members to undertake their roles and

More information

Hereward College Equality, Diversity and Inclusion

Hereward College Equality, Diversity and Inclusion Hereward College Equality, Diversity and Inclusion Our College Population Students: Male 44% Female 56% Black Minority Ethnic 20% Declared disability 62% Staff Male 21% Female 79% BME 22% Declared disability

More information

NHS North Somerset Clinical Commissioning Group. Health and Wellbeing Policy

NHS North Somerset Clinical Commissioning Group. Health and Wellbeing Policy NHS North Somerset Clinical Commissioning Group Health and Wellbeing Policy Approved by: Quality Assurance Group Ratification date: May 2016 Review date: May 2019 1 Contents 1 PolicyStatement, Aims and

More information

PERFORMANCE APPRAISAL PROCEDURE

PERFORMANCE APPRAISAL PROCEDURE APPENDIX 4 Function: HR Version Number: 1 Introduction: To assist to ensure Council is well placed in its corporate area, to achieve its Objectives and Strategic Goal to provide leadership and ensure community

More information

INFORMATION GOVERNANCE POLICY

INFORMATION GOVERNANCE POLICY INFORMATION GOVERNANCE POLICY Primary Intranet Location Information Management & Governance Version Number Next Review Year Next Review Month 7.0 2018 January Current Author Phil Cottis Author s Job Title

More information

Surrey & Sussex Healthcare NHS Trust

Surrey & Sussex Healthcare NHS Trust Surrey & Sussex Healthcare NHS Trust An Organisation-wide Policy for Information Governance (IG) Version 1.3 Status Ratified Date Ratified March 2008 Name of Owner Name of Sponsor Group Name of Ratifying

More information

Ratified by: Fully ratified via committee 2008

Ratified by: Fully ratified via committee 2008 Reference: Author & Title: Responsible Director: Performance Review and Development Policy Andy Catterall HR Director HRD Review Date: March 2015 Ratified by: Fully ratified via committee 2008 Date Ratified:

More information

Subject: Maximising Attendance & Employee Wellbeing Policy

Subject: Maximising Attendance & Employee Wellbeing Policy CLACKMANNANSHIRE COUNCIL THIS PAPER RELATES TO ITEM 10 ON THE AGENDA Report to Council Date of Meeting: 8 March 2012 Subject: Maximising Attendance & Employee Wellbeing Policy Report by: Governance Manager

More information

How to revalidate with the NMC Requirements for renewing your registration

How to revalidate with the NMC Requirements for renewing your registration How to revalidate with the NMC Requirements for renewing your registration CONTENTS WHAT DOES THIS DOCUMENT DO?...3 WHAT IS REVALIDATION?...5 CHECKLIST OF REQUIREMENTS AND SUPPORTING EVIDENCE... 7 THE

More information

JOB DESCRIPTION Educational Supervisor

JOB DESCRIPTION Educational Supervisor Job Descriptions of Education Supervisor, Specialty Tutor & Director of Medical Education JOB DESCRIPTION Educational Supervisor Accountable to: Reports to: Tenure: Local Education Provider, Foundation/Specialty

More information

NATIONAL SAVINGS & INVESTMENTS EQUALITY AND DIVERSITY INFORMATION STATEMENT

NATIONAL SAVINGS & INVESTMENTS EQUALITY AND DIVERSITY INFORMATION STATEMENT NATIONAL SAVINGS & INVESTMENTS EQUALITY AND DIVERSITY INFORMATION STATEMENT Foreword I am pleased to present this Equality and Diversity Information Statement for National Savings and Investments ( ) as

More information

EQUALITY & DIVERSITY. Title. Equality & Diversity Author

EQUALITY & DIVERSITY. Title. Equality & Diversity Author EQUALITY & DIVERSITY Title Equality & Diversity Author Employment Relations Document Policy Effective Date 20/04/2015 Review Date 20/04/2017 Version 1.1 This policy supercedes all previous policies, circulars

More information

NHS Business Services Authority HR Policies Career Breaks

NHS Business Services Authority HR Policies Career Breaks 1. POLICY STATEMENT 1.1 The Authority recognises that during an employee s working life there will be times when personal commitments take priority over work. Subsequently the Career Break Policy has been

More information

The Newcastle Upon Tyne Hospitals NHS Foundation Trust. Employment Policies & Procedure. Redeployment Policy

The Newcastle Upon Tyne Hospitals NHS Foundation Trust. Employment Policies & Procedure. Redeployment Policy The Newcastle Upon Tyne Hospitals NHS Foundation Trust Employment Policies & Procedure Redeployment Policy Version No.: 3.1 Effective Date: 29 February 2016 Expiry Date: 20 May 2018 Date Ratified: 25 February

More information

Workbook for Apprentices

Workbook for Apprentices Workbook for Apprentices Employee Rights and Responsibilities (ERR) plus Appendix A Declaration for certification Page 1 of 16 About this workbook This workbook has been designed for Higher Apprentices

More information

Equality and Diversity Policy

Equality and Diversity Policy Equality and Diversity Policy Agreed: November 2014 To be reviewed: November 2015 1 Contents Page 1. Scope and Purpose 3 1.1 Policy Statement 3 1.2 Principles 3 2. Accountability 4 3. Monitoring 7 4. Stakeholders

More information

Hadlow College Teaching, Learning and Assessment Policy

Hadlow College Teaching, Learning and Assessment Policy Hadlow College Teaching, Learning and Assessment Policy Version 1 2 3 4 5 6 7 8 9 Date May 10 Oct 11 Aug 13 Jun 14 Written By LVP LVP LVP LVP Authorised by LB LVP LVP Review Date Oct 12 Aug 14 Aug 15 1

More information

The HR Department and the HR Officer Role

The HR Department and the HR Officer Role Job title: HR Officer Salary: 26,500-32,500, dependent on experience Contract term: Full time, 40 hours per week All year round Permanent contract Responsible to: Head of HR Responsible for: N/A Mossbourne

More information

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications Faculty of Education, Law and Social Sciences School of Education December 2011 Programme Specification PG

More information

Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition

Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition The NHS Leadership Academy s purpose is to develop outstanding

More information

Our Framework Summary

Our Framework Summary Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a

More information

THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN ACCREDITATION CRITERIA FOR POSTGRADUATE PROFESSIONAL TRAINING

THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN ACCREDITATION CRITERIA FOR POSTGRADUATE PROFESSIONAL TRAINING THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN ACCREDITATION CRITERIA FOR POSTGRADUATE PROFESSIONAL TRAINING IN EDUCATIONAL PSYCHOLOGY DATE: 22 ND FEBRUARY 2010 Date for review: February

More information

promoting equal opportunity, eliminating unlawful racial discrimination promoting good relations between different racial groups.

promoting equal opportunity, eliminating unlawful racial discrimination promoting good relations between different racial groups. The Statutory Duties Appendix 1 The Race, Disability and Gender Equality duties require public bodies to have due regard to the need to eliminate discrimination and to promote equality in employment and

More information

JOB DESCRIPTION. Information Governance Manager

JOB DESCRIPTION. Information Governance Manager JOB DESCRIPTION POST TITLE: Information Governance Manager DIRECTORATE: ACCOUNTABLE TO: BAND: LOCATION: CSS Head of Information Governance 8a CSS Job Purpose The Information Governance Manager will ensure

More information

This Constitution establishes the principles and values of the NHS in England.

This Constitution establishes the principles and values of the NHS in England. NHS Constitution 1 Introduction The NHS is founded on a common set of principles and values that bind together the communities and people it serves patients and public and the staff who work for it. This

More information

ILM Equality and Diversity Policy. V2 July 2015

ILM Equality and Diversity Policy. V2 July 2015 ILM Equality and Diversity Policy Contents Document Change History 3 Scope 4 Definition 5 Process 6 Outcome and Action 7 Continuous Improvement 9 Further Information 10 2 of 11 Document Change History

More information

Equality of Opportunity

Equality of Opportunity Equality of Opportunity Reviewed and agreed by Trustees: 24/09/14 Next Review Date: September 2017 Equality of Opportunity Policy Equal opportunity is the right of everyone to equal chances, and each individual

More information

Information Governance Strategy

Information Governance Strategy Information Governance Strategy Document Status Draft Version: V2.1 DOCUMENT CHANGE HISTORY Initiated by Date Author Information Governance Requirements September 2007 Information Governance Group Version

More information

Full Equality Impact Assessment Form

Full Equality Impact Assessment Form Full Equality Impact Assessment Form Equality Relevance High Medium X Low 1. Name of the policy or practice? Procedure for the Determination and Review of Pay Grades 2. What is the aim, objective or purpose

More information

Nursing and Midwifery Council mentor domains and outcomes and the NHS Knowledge and Skills Framework

Nursing and Midwifery Council mentor domains and outcomes and the NHS Knowledge and Skills Framework Nursing and Midwifery Council mentor domains and outcomes and the NHS Knowledge and Skills Framework Contents Preface 1 Introduction 2 Partnership Approach 3 Aims 4 The mentor and other practice education

More information

customer-service equality standard

customer-service equality standard customer-service equality standard introduction As a public-service provider, a statutory body and an employer, the Financial Ombudsman Service is fully committed to the fair and equal treatment of everyone

More information

EQUALITY AND DIVERSITY IN THE WORKPLACE. a guide for employers

EQUALITY AND DIVERSITY IN THE WORKPLACE. a guide for employers EQUALITY AND DIVERSITY IN THE WORKPLACE a guide for employers This Topic Guide has been commissioned and reviewed by Public Health England (PHE), and developed by Health@Work. The purpose is to provide

More information

EQUALITY AND DIVERSITY POLICY

EQUALITY AND DIVERSITY POLICY Equality and Diversity Policy V1.2 Final 2015 33 30 EQUALITY AND DIVERSITY POLICY Author: Date of Release: 08 September 2015 Version No. & Status: V1.2 Final 2015 11 30 Approved By: Executive Management

More information

Good Practice Guidelines for Appraisal

Good Practice Guidelines for Appraisal Good Practice Guidelines for Appraisal Dr Laurence Mynors Wallis Dr David Fearnley February 2010 1 Contents Page Introduction 3 Link between appraisal and revalidation 4 Preparation for the appraisal meeting

More information

England. A charter for staff and associate specialist and specialty doctors. British Medical Association bma.org.uk

England. A charter for staff and associate specialist and specialty doctors. British Medical Association bma.org.uk England A charter for staff and associate specialist and specialty doctors British Medical Association bma.org.uk 54422_Charter_for_Doctors.indd 1 12/12/2014 11:38 British Medical Association A charter

More information

Equality and Diversity Policy and Procedures

Equality and Diversity Policy and Procedures Equality Statement West George College acknowledges that the diversity of our staff and students enables us to create a culture of equality of opportunity and fairness. 1.0 Purpose 2.0 Policy 1.1 This

More information