1 Restructure, Redeployment and Redundancy Purpose and Scope From time to time the Lake District National Park Authority will need to reorganise its services and staffing to meet changes that arise in future funding and technologies as well as to continue improving efficiency and value for money. The purpose of this policy is to ensure that any restructure, redeployment or redundancy is conducted in a way that supports our organisational values and meets the legislative expectations placed on us as an Authority employer and allows us to maximise redeployment opportunities whilst minimising the numbers made redundant. Applicable to: All Employees Staff Chief Officers and Statutory Officers Chief Executive Members X X X (with reference to the Chief Officers handbook as required) X (with reference to the Chief Executive Handbook as required) N/A Key Principles: Throughout these processes the Authority will ensure that any restructure, redeployment or redundancy is conducted in a way that reflects all our values. The key values to be considered when implementing this policy are; We value our people We are approachable, receptive and respectful We communicate and co-operate. The Authority will aim to ensure that as part of any restructure, redeployment opportunities are identified and redundancies minimised. The Authority will also ensure that Equalities issues are considered as part of any restructure design and that processes do not discriminate. The Authority will consult with Trade Union and Staff Representatives as soon as is practical on any proposed restructure and will ensure consultation takes place in line with legislative expectations. The Authority will provide an employee assistance provider (EAP) able to provide 24hr, 365 day telephone advice and support on a range of topics, with access to counselling, for all staff and will remind those affected by a restructure that they have access to this support.
2 Responsibilities Members are responsible for Reviewing the proposals to ensure that they reflect the organisational values. Authorising the proposed restructure where appropriate. Authorising the costs of the proposals. Determining a policy for the exercise of its discretion regarding pension augmentation or redundancy compensation after considering whether this could lead to a serious loss of confidence in the public service, and whether the policy is workable, affordable and reasonable having regard to foreseeable costs. Delegating authority for key decisions in respect of all of the above and appeals. Chief Executive, Directors and Heads of Service are responsible for (either in conjunction or individually) Implementing the policy in line with the principles of the policy and the values of the organisation. Designing the proposal and ensuring that equality impact assessments have been completed and have influenced the proposal. Identifying any individuals with special considerations that need to be taken into account. Ensuring that consultation with employees takes place. Providing responses to suggestions made by employees and their representatives. Reviewing consultation feedback and making the decision on implementation of the proposal. Communicating the proposal to the organisation and ensuring regular and appropriate communication throughout the period of consultation and implementation. Taking part in meetings as appropriate. Holding appeal panels where appropriate. Making decisions on applications for voluntary redundancy and payment awards. Making decisions on redeployment and job matching. Making dismissal / redundancy selection decisions as appropriate. Making decisions on vacancies to be advertised and frozen. Supporting the new structure to work through individual development, team building, and support and advice. Reviewing the implementation at an appropriate interval to determine further improvements or adjustments that may be needed. Risk assessing the changes and new roles to determine Health and Safety issues and implementing measures to reduce risks. Ensuring adequate provisions are made to support employees through a difficult process. Union and Staff Representatives are responsible for Representing their colleagues and taking part in consultation; providing feedback on proposals. Communicating with employees affected and feeding back information from affected staff to those proposing the restructure. Supporting individuals affected with representation and policy advice and those wishing to consider Voluntary Redundancy. Reviewing redeployment decisions (job matching) and supporting individuals wishing to appeal against their selection for redundancy. HR is responsible for Providing workforce planning advice and support on the full process, access to employee assistance programmes. Developing and maintaining the policies in relation to restructure, redeployment and redundancy, reviewing them regularly.
3 Providing advice and support on the implementation of the policy. Aiding with recruitment, redeployment and process advice. Employees are responsible for Co-operating with processes and taking part in consultation. Attending meetings as invited. Making job applications where appropriate Content List: 1. How the Principles will be applied 1.1 Restructure 1.2 Workforce Planning 1.3 Creating the new role profiles 2. Consultation 2.1 Consultation requirements and process 2.2 Consultation Planning 2.3 Consultation period and process 2.4 Executive Board Decision 2.5 Outcome 2.6 Implementation date 3. Redeployment 3.1 Job Matching 3.2 Recruitment to vacant roles 3.3 Redeployment / Recruitment 3.4 Trial Periods 3.5 Salary Scales and salary protection 4. Redundancy 4.1 Definitions 4.2 Identifying Employees affected 4.3 Voluntary Redundancy 4.4 Compulsory Redundancy 4.5 Notice period and PILON 4.6 Time off to look for work 4.7 Appeals 4.8 Counselling and Support
4 1. How the Principles will be applied: 1.1 Restructure When planning a restructure or reorganisation of a team, department, service area, directorate or the whole authority, it is important to identify and consider the following issues: 1) The potential costs of redundancy and pensions and the recovery period of any identified savings. 2) Any individuals to be affected who have disabilities or are pregnant or, on maternity leave and build in plans to support these individuals. 3) Complete equality impact assessments on the plans and process and make any adjustments/changes to process that may need to be considered as a result. 4) Consultation with the Union regarding the potential restructure being considered. 5) Complete a final equality review on the outcomes. It is important to consult with HR as soon as possible when considering a restructure. 1.2 Workforce Planning Workforce planning considers aligning the employees, their skills, abilities and the roles they perform in the organisation with the needs of the future, taking into account technology, financial, strategic, and all other business needs. HR can support and advise on workforce planning to help develop the structure, skills, development and succession planning to help plan the workforce for the future. 1.3 Creating the new role profiles Develop role profiles for the new roles in the structure and have these evaluated to determine accurately the costs of the proposed new structure. It may be necessary to take HR advice on the role profiles and for a specific evaluation panel to be set up to complete the evaluations and for whole teams/departments to be evaluated together. Please remember to consider health and safety issues. 2. Consultation 2.1 Consultation requirements and process For legal compliance if the restructure plans consider making 20 or more employees redundant in one place of work within a 90 day period, this would be a collective redundancy situation and the Authority must: Notify the relevant government department by letter or using the form HR1. The authority is required to consult with workplace representatives. These may be either trade union representatives or employee representatives. The Authority has a Staff Representatives group that includes recognised Unison Representatives and connections with regional Unison Representatives. This is who the Authority will consult with. Consultation must start in good time when redundancy proposals are in their formative stages and at least: o 30 days before the first redundancy where there are proposed redundancies. o 90 days in advance where there are 100 or more proposed redundancies. Best practice suggests a 30 day consultation period and in most cases the Authority would expect a minimum of 30 days consultation for any restructure or reorganisation proposal, although it is recognised that this is not always realistic, practical or possible. 2.2 Consultation Planning When planning the restructure implementation, develop and consult on a timetable that includes the following; Consultation period Who to consult with, when and how
5 Consultation process, publication of FAQ s, responding to individual suggestions Consultation meetings group and individual Communication plans updating all staff on what is happening along with those affected Executive Board meeting to decide on implementation Outcome meetings and issuing notice of redundancy Job matching and notifying outcome Redeployment and recruitment to new roles Notice periods Implementation date See appendix 1 for example. 2.3 Consultation period and process Depending on the number of people affected and the size of the restructure the length of the consultation period needs to be determined (see above). The Union and Staff Representatives should be given details of the proposal as soon as possible. These details should include the following: The reasons for the proposals. The numbers and description of employees affected by the proposals. The total number of employees of any such description employed at the establishment. The way in which employees will be selected for redundancy. How dismissals are to be carried out, including the agreed procedure, the period over which the dismissals are to take effect. The method of calculating the amount of redundancy payment to be made. The Staff and Union Representatives are an essential part of the consultation process. During the period of consultation there may be 2 group consultation meetings with the whole group of affected individuals and their working colleagues and 1 or 2 individual consultation meetings with each directly affected individual. Different circumstances may require fewer or more meetings than this. The consultation process will be discussed and agreed with Union, Staff Representatives and HR at the start of the process. The first group meeting should be to introduce the start of the consultation process, explain exactly what the proposal is and to put a start date on the consultation period. For individuals directly affected by the proposal, it would be considerate for management to give each person an informal outline of the proposal prior to the group meeting so that they are not shocked by the announcement in the meeting. The consultation period will provide opportunities to speak formally with each individual and have constructive and useful consultation. Formal consultation meetings should be arranged in writing giving 5 days notice and offering the right to be represented by a Union Representative or accompanied by a colleague or Staff Representative. Internal communication facilities will be used to update the groups affected and provide a place for frequently asked questions, role profiles, proposal outlines and any other relevant information. Consideration of the most appropriate method of communication must take place. All the feedback and suggested amendments gathered during the consultation period will be considered and a report compiled. Feedback on the outcome of consultation will be reported to the Executive Board. The decision on implementation will be made by the Chief taking advice from the Executive Board. 2.4 Chief Executive s Decision Following the Chief Executive s decision, the outcome should be communicated as soon as
6 possible to those involved and the rest of the organisation, by a representative of the Executive Board. Formal meetings to communicate the outcome and discuss how this will impact on each individual directly affected need to be arranged. There should be 5 days notice of the meetings and include the right to be accompanied at the meeting. The invite should also warn they may be made redundant as a result of the meeting. 2.5 Outcome As soon as the Chief Executive s decision is known, the job matching exercise will take place. The aim will be to ensure that results of job matching are available to communicate to individuals at the formal outcome meetings. (see redeployment job matching) The final individual meetings will confirm the decision and may result in the directly affected roles being placed on notice of redundancy, and will confirm that recruitment to the new structure roles will begin. This meeting will also be used to communicate whether or not any specific roles have been matched to roles in the new structure. Offers of new roles in the structure will be confirmed in writing and include the agreed trial period. If the role is placed on notice of redundancy, this will last the full length of the contractual notice period, or until the implementation date of the new structure, which ever period is longer. 2.6 Implementation Date If the new restructure needs to start on a specific date, then all of the consultation and implementation needs to be planned around this. Ideally the implementation date should be sufficiently far enough in the future to allow for the process to take place and potential notice periods to have ended. The implementation date may be published as part of the proposal. 3. Redeployment The Authority will take reasonable steps to ensure that suitable alternative employment is identified for those at risk of redundancy, although it cannot guarantee that this will be successful for everyone. In order to support this process the Authority may consider restricting recruitment, allowing natural wastage to identify vacancies, offering voluntary redundancy, identifying vacant roles currently filled by agency workers, reducing or ending overtime and consideration of short time working or reductions in working hours. 3.1 Job Matching In order to ensure that employees are given every opportunity to identify new roles available for them, the organisation will identify those roles sufficiently similar to their current role to be classed as a match. Roles identified as a match will be offered in writing to relevant employees, on a trial period basis (see trial period) and the employee will have 7 days to decide whether to accept this offer or not. Job Matching will be conducted in a similar way to application short listing for recruitment. New role profiles will be assessed in comparison with current role profiles and, as in the recruitment procedure, essential criteria will be used as the matching criteria. Other considerations to be taken in to account will be similarities in role tasks, hours, grade and location for the roles. All individuals in current roles should meet the essential criteria for their current role. In comparing
7 this to the new role, a match of essential criteria requirements of more than 70% would indicate a sufficiently similar requirement for the new role recognising that training and development will be needed to fulfil the role 100%. This would then allow the new role to be offered to that individual on a trial basis. If there are a number of people performing a matched role, but a smaller number of roles available in the new structure, then the roles will be ring-fenced for that specific group to apply for as a priority. It is important to also consider the tasks of the role, the grade, hours required and location when considering whether it is suitable alternative employment. If there are clear differences in these areas despite there being an essential criteria match, the employee may feel that this is not a suitable alternative and it is up to the employee to decide whether the alternative work is suitable. Any offer of suitable alternative employment should be made in writing to the individual. Unreasonable refusal of suitable alternative employment may result in the loss of any entitlement to redundancy pay. This would arise if differences between new and old jobs were negligible or where differences have been assumed and not investigated. Reasonable refusal may be a considerable change in working hours or need to move house for example. Job matching should only take place once the Executive Board has confirmed that the new structure should be implemented. The Director or Head of Service responsible for implementing the new structure will complete this matching exercise. The results will be passed to HR and Staff Representatives for review and any amends that they may advise. The employee can appeal against the matching decision to the appropriate Director or the Chief Executive within 7 days of receiving written notification of the job matching outcome. A meeting will be held as soon as is possible and practical. The employee can be accompanied to the meeting by a Union or Staff Representative or colleague and they and their colleague may make representations as to why they disagree with the decision. The outcome will be communicated to the employee, in writing within 7 days and this decision is final. 3.2 Recruitment to vacant roles in the new structure Employees identified as at risk of redundancy and placed on notice of redundancy at the end of the consultation period will be given priority when applying for roles in the new structure. A shortened version of the application form has been developed for this process and will be made available to staff for the restructure process. Employees demonstrating that they meet the essential criteria will be guaranteed an interview for the role. Employees not meeting the essential criteria may be considered for interview if with reasonable training the skills could be obtained. Any individual with a disability that may require any form of adjustment to enable them to take a full part in the recruitment process should ensure that they have spoken with their line manager or HR to have adjustments arranged. Individuals with a disability will be encouraged to apply for any role in the new structure. Any reasonable adjustments needed to perform the role will be implemented if the application is successful. Occupational Health advice may be sought to identify and help the Authority implement the most appropriate adjustments to ensure that the successful applicant can perform their new role. All successful applicants will be offered their roles in writing and will have 7 days to accept. The offers will be made on a trial period basis only. The individuals at risk of redundancy in this process will be offered advice on completing application forms and interview techniques.
8 When considering an individual for a new role the recruiting manager will take the application and interview details into account along with the following: Performance - Conduct- Absence- Any active warnings for performance will be considered. Any active disciplinary warnings. Absence history for the last 2 years will also be considered. (Absences linked to disability or pregnancy will not be considered.) 3.3 Redeployment / Recruitment to available roles in the organisation An at risk register will be maintained that will list all those at risk of redundancy, along with any other special considerations (i.e. maternity leave or disability). As vacancies in the wider organisation are identified, this at risk register will be checked weekly and those on it will be notified of new vacancies becoming available in the organisation and they will be encouraged to submit applications for consideration. Employees will remain on the at risk register until their notice period ends and their employment is terminated or until they have been offered alternative employment. From the opening of the period of consultation until a point when all those on notice have either left or found alternative employment, external recruitment may be frozen. All vacancies will be submitted to the Executive Board weekly to be reviewed for organisational priority and those fulfilling the following criteria may be advertised externally immediately. HR and Staff Representatives will forward their advice to the Executive Board for consideration. If a critical role for the authority (there are financial, Health and Safety or reputation implications if not recruited to as soon as possible and temporary agency cover is not possible) Unlikely to be relevant to any in the at risk group. If possible, even these roles will provide a time frame when an employee at risk of redundancy can apply for and be interviewed for the role before the closing date for the external advert has passed. If an employee at risk or on notice of redundancy wishes to apply for any vacancy they will be given priority and if they meet the essential criteria then they will be interviewed. Individuals on maternity leave affected by this process need to be identified and advice sought from HR on how to support them through the full consultation, redeployment and redundancy process. Individuals with a disability who have not been successful in obtaining a role in the new structure will be placed on the at risk register and any vacancies forwarded to them for consideration. On successful appointment all reasonable adjustments will be identified and made to ensure that they are able to perform the role. 3.4 Trial Periods The offer of suitable alternative employment made after job matching or successful recruitment will be offered on a trial period basis. This trial period is 4 weeks, although an extension can be agreed between the individual and the line manager in advance. This should be confirmed in writing before the trial period begins and should identify the terms and conditions that will apply during the trial period. During this trial period both the line manager and individual can assess whether they feel that the role truly is suitable alternative employment and training needs will be identified. At the end of the
9 4 week trial the individual may be confirmed into the new role. If development needs are great then consideration as to whether it truly is a suitable role should take place. If it is identified that the role is not suitable alternative employment then the individual will be returned to redundancy notice and their employment will terminate on the original date given. If an employee chooses to reject the new role offered, even though it is definitely suitable alternative employment, then this may be classed as a resignation and any rights to redundancy pay may be given up. Measures of suitability will include, level of development needed to be able to do the role, salary, status, tasks, location. 3.5 Protection of Salary If an employee is successful in obtaining a role in the new structure either through job matching or a recruitment process, and the salary grade for the role is lower than the pay the individual currently receives, then they will be offered salary protection for the following period: Year 1 100% of current salary for a period of 12 months (max 2 grades difference) Year 2 50% of current salary for a period of 12 months (max 2 grades difference) The maximum number of grades that can be protected is two grades, so if a grade E takes a new role at grade G, then pay will be protected at E. If they take a role at grade H then protection will be at grade F for that year. 4. Redundancy 4.1 Definition of redundancy For entitlement to redundancy payments, under the Employment Rights Act 1996, redundancy arises when employees are dismissed because: the employer has ceased, or intends to cease, to carry on the business for the purposes of which the employee was so employed; or the employer has ceased, or intends to cease, to carry on the business in the place where the employee was so employed; or the requirements of the business for employees to carry out work of a particular kind has ceased or diminished or are expected to cease or diminish; or the requirements of the business for the employees to carry out work of a particular kind, in the place where they were so employed, has ceased or diminished or are expected to cease or diminish. 4.2 Identifying employees affected by the restructure In order to accurately determine which roles are to be directly affected by the restructure, it would be beneficial to consult HR. As a general rule, any role that has a change to their duties in any way as a result of the proposal could potentially be classed as being affected. If a Union representative is to be directly affected by this restructure, then consultation with the union should take place. If the restructure and redeployment process has not identified roles for individuals affected by the change, then they may be redundant. In the event that redundancy occurs then employees with 2
10 or more years continuous employment with the Authority and /or Local Government will be entitled to redundancy pay. This is calculated based on your full weekly pay, or your average weekly pay if you work irregular hours or shifts. The number of weeks redundancy pay that you are entitled to is determined by your age in full years on the date of termination and your complete years of continuous service to a maximum of 20 years. The table in appendix 2 is used to identify this. 4.3 Voluntary Redundancy Voluntary redundancy may be offered at different times, if the situation is appropriate and redundancy is a legitimate consideration. It may be offered outside of a planned restructure if the circumstances warrant consideration. This will be discussed with Staff Representatives and the Union before opening up the scheme. In these circumstances expressions of interest should be made to Head of Service and copied to HR and employees will be provided with information on probable compensation entitlements. An application should then be made in writing to the Head of Service. This will be submitted to Executive Board for consideration Decisions on individual voluntary redundancy requests will be made by the Chief Executive taking advice from the Executive Board and will consider; Role in the organisation Skills of the individual Future needs of the organisation Compensation will be agreed as detailed below; Restructure and Voluntary Redundancy As part of a planned restructure voluntary redundancy will be considered as part of the original proposal for a restructure. Applications for voluntary redundancy can take place during the consultation period with a closing date for applications to be after the Executive Board has made a decision on the proposal. Applications for voluntary redundancy should be made in writing to the manager in charge of the restructure, with a copy to Human Resources. The application should contain the full argument for voluntary redundancy. This will be submitted to the Executive Board for consideration. The Executive Board will set a time and date to consider the applications for voluntary redundancy alongside skills and abilities needed in the organisation in the future. The Chief Executive will determine such applications taking into account the advice of the Executive Board. It may be that some applications are rejected in order to retain the right skills in the organisation. Voluntary redundancy can only be accepted for roles that would truly be covered by reason of redundancy (see definitions). Decisions on whether an application has been accepted will be communicated in writing. The Chief Executive will also make a decision on whether funds are available for an enhanced voluntary redundancy package. This decision should have formed part of the original proposal. If such a payment is possible and considered appropriate voluntary redundancy will attract an increased redundancy package. This will consist of a multiplier to be applied to the number of weeks redundancy pay entitlement. The multiplier of 1.5 will normally be considered and this will be used to multiply with the number of weeks redundancy entitlement for an individual and give an enhanced package. The Authority will not normally be able to accommodate any request for additional compensation (other than the use of the multiplier of 1.5) or pension augmentation for reasons of affordability and foreseeable cost, unless there are extraordinary circumstances to consider.
11 The outcome of the voluntary redundancy application will be provided in writing to the individual. The individual will have seven days to accept the offer. A meeting will be arranged to discuss the decision. This meeting could result in redundancy and a leaving date for the employee, so it should provide 5 days notice and offer the right to be accompanied. The outcome of the meeting must be confirmed in writing within 5 working days of the meeting and provide the right of appeal. 4.4 Compulsory Redundancy Individuals not successful at Job Matching, recruitment and redeployment may ultimately be made redundant. Compulsory redundancy will attract redundancy pay based on a full weeks salary, complete years service and age in full years. The table in appendix 2 will be used. The Authority will not normally be able to accommodate any request for extra compensation or pension augmentation in redundancy situations for reasons of affordability and foreseeable cost, unless there are extraordinary circumstances to consider. 4.5 Notice period and PILON Notice periods are specified in individual contracts of employment. The standard notice period for the organisation is one month until the employee has 4 years continuous service after which the notice period will extend by one week for every complete year of service, to a maximum of 12 weeks. If the implementation date of the new structure occurs before the end of an individuals notice period, or if there are concerns regarding confidentiality or safety then Pay in Lieu of Notice may be considered, however, this will be avoided as much as is possible. If the Authority requests that you leave before the end of your notice period then you will be entitled to pay for the full notice period including the accrual of holidays. If you request to leave before the end of your notice period, then you will be asked to put your request in writing including the date that you would like to leave. This request may be considered counter notice and you may lose redundancy rights as a result. 4.6 Time off to look for work Employees at risk of redundancy or on notice of redundancy are entitled to reasonable time off to look for work. This must be agreed with the line manager. 4.7 Appeals Appeals against selection for redundancy can be made in writing within 5 days of the date of the letter and should be made to the relevant Director or Chief Executive. (Chief officers and statutory officers will appeal to members.) The appeal will be heard by the appointed director or Chief Executive or Members as appropriate, supported by HR, and the decision will be final. 4.8 Counselling and Support The organisation has invested in an employee assistance programme through XXXXX. This is a telephone and internet service available 365 days a year 24 hours a day, offering telephone counselling, information and support in a variety of areas, from personal mental health through to debt and finance. There is also access to face to face counselling for those with issues relevant to that support.
12 Relevant Legislation: Local Government (Early Termination of Employment) (Discretionary Compensation) Regulations 2006 Local Government Pension Scheme (Benefits, Membership and Contributions) Regulations 2007 Employment Rights Act 1996 Trade Union and Labour Relations Consolidation Act 1992 Collective Redundancies and Transfer of Understandings (protection of employment)(amendment regulations)1999 Transfer of Undertakings (Protection of Employment) Regulations 2006 Employment Equality (age) Regulations 2006 For further advice contact : Senior HR Advisor / HR Officer Date of implementation: August 2010 Date last updated: July 2010 Date of next review: July 2013 EIA Required: Yes Date: July 2010 Version: 1
13 Appendix 1 Restructure Timetable Date Action Who Workforce Planning Develop plan Relevant Manager (advice from HR and Executive Board) Plan consultation and communication Relevant Manager Speak with Staff Representative s and Union to inform them of possible plans Proposal to Executive Board and Authority Consultation Communicate proposal to Staff Representative s and agree timetable proposals etc. Communicate to all staff Begin full consultation with all staff in teams affected Informal chat with individuals affected Formal Group meeting with all teams affected Formal meeting with all individuals affected Open Voluntary Redundancy application process Collate feedback and FAQ s updates for touchstone and communication plan maintained Consultation closes Redeployment Sort to Executive Board - Outcome of Executive Board communicated to all Formal Group meeting re Executive Board Decision Formal individual meetings place on notice of redundancy Job Matching process and outcome communicated (in writing) Recruitment process opened Voluntary Redundancy closing date Formal meetings regarding VR offers Recruitment complete and offers of suitable alternative employment made Trial Period 4 weeks development plans Notice period worked Implementation date Relevant Manager Executive Board Member and relevant manager Executive Board Member and relevant manager Relevant Manager Relevant Manager Executive Board Member and relevant manager Relevant Manager Relevant Manager Executive Board Member and relevant manager Relevant Manager
14 Appendix 2 TABLE OF REDUNDANCY PAYMENTS Please find your number of complete years service across the top of the table and your age in full years down the side of the table. Where the two lines meet on the table, the number in the box identifies how many weeks pay as redundancy compensation you are entitled to. e.g. Age 38 with 6 years service is entitled to 6 weeks redundancy. Service (Years) Age 18* 1 1½ ½ 2 2½ ½ 2 2½ ½ 2 2½ 3 3½ ½ 2 2½ 3 3½ ½ 2 2½ 3 3½ 4 4½ ½ 3 3½ 4 4½ 5 5½ ½ 4 4½ 5 5½ 6 6½ ½ 5 5½ 6 6½ 7 7½ ½ 6 6½ 7 7½ 8 8½ ½ 7 7½ 8 8½ 9 9½ ½ 8 8½ 9 9½ 10 10½ ½ 9 9½ 10 10½ 11 11½ ½ 10 10½ 11 11½ 12 12½ ½ 11 11½ 12 12½ 13 13½ ½ 12 12½ 13 13½ 14 14½ ½ 13 13½ 14 14½ 15 15½ ½ 14 14½ 15 15½ 16 16½ ½ 15 15½ 16 16½ ½ 16 16½ 17 17½ ½ 17 17½ ½ 18 18½ ½ ½ ½ 4½ 5½ 6½ 7½ ½ 8½ 9½ 10½ 11½ 12½ 13½ 14½ 15½ 16½ 17½ 18½ 19½ 20½ ½ 5½ 6½ 7½ 8½ 9½ 10½ 11½ 12½ 13½ 14½ 15½ 16½ 17½ 18½ 19½ 20½ 21½ ½ ½ 6 7½ 8½ 9½ 10½ 11½ 12½ 13½ 14½ 15½ 16½ 17½ 18½ 19½ 20½ 21½ 22½ ½ 6 7½ ½ 6 7½ 9 10½ 11½ 12½ 13½ 14½ 15½ 16½ 17½ 18½ 19½ 20½ 21½ 22½ 23½ ½ 6 7½ 9 10½ ½ 6 7½ 9 10½ 12 13½ 14½ 15½ 16½ 17½ 18½ 19½ 20½ 21½ 22½ 23½ 24½ ½ 6 7½ 9 10½ 12 13½ ½ 6 7½ 9 10½ 12 13½ 15 16½ 17½ 18½ 19½ 20½ 21½ 22½ 23½ 24½ 25½ ½ 6 7½ 9 10½ 12 13½ 15 16½ ½ 6 7½ 9 10½ 12 13½ 15 16½ 18 19½ 20½ 21½ 22½ 23½ 24½ 25½ 26½ ½ 6 7½ 9 10½ 12 13½ 15 16½ 18 19½ ½ 6 7½ 9 10½ 12 13½ 15 16½ 18 19½ 21 22½ 23½ 24½ 25½ 26½ 27½ ½ 6 7½ 9 10½ 12 13½ 15 16½ 18 19½ 21 22½ ½ 6 7½ 9 10½ 12 13½ 15 16½ 18 19½ 21 22½ 24 25½ 26½ 27½ 28½ ½ 6 7½ 9 10½ 12 13½ 15 16½ 18 19½ 21 22½ 24 25½ ½ 6 7½ 9 10½ 12 13½ 15 16½ 18 19½ 21 22½ 24 25½ 27 28½ 29½ 61* 3 4½ 6 7½ 9 10½ 12 13½ 15 16½ 18 19½ 21 22½ 24 25½ 27 28½ 30 *  - It is possible than an individual could start to build up continuous service before age 16, but this is likely to be rare, and therefore we have started the table from age 18. * -The same figures should be used when calculating the redundancy payment for a person aged 61 and above.'
Redundancy & Redeployment Policy Transformation & Human Resources Issued by HR Policy Team Effective from REDUNDANCY AND REDEPLOYMENT POLICY 1 General Principles Purpose 1.1 The purpose of the policy is
Managing Change HR Policy and Procedures Incorporating changes following the review process in September 2012 Issued October 2012 2 Contents Page 1. Scope 3 2. Managing Organisational Change Key Principles
Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001 This policy is suitable for Public Disclosure Owner of Doc: Head of Department, Human Resources Date Approved:
CHANGE MANAGEMENT POLICY AND PROCEDURE This Change Management Policy and Procedure contains guidance to managers and staff who are involved in the development and implementation of changes in working arrangements
Managers How to Guide.. Redundancy Policy Policy statement Scope How to use this document Hampshire County Council seeks to maintain security of employment as far as possible. However circumstances may
HUMAN RESOURCES POLICY STATEMENT ORGANISATIONAL CHANGE PROCEDURE Page 1 of 17 1. The Council s Aim 1.1 This is a challenging time for Local Government. Council s and other public sector organisations will
Human Resources People and Organisational Development Managing Change: Restructuring and Redundancy 1 Contents Process Flowchart... 3 1 Introduction and scope... 4 2 Planning for change... 4 3 Approval...
REDUNDANCY PROCEDURE 1 POLICY STATEMENT & SCOPE 1.1 Recognising that its employees are its most important resource, The College is committed to maintaining security of employment for all its employees.
BD 3/2009/103 EMPLOYMENT SECURITY AND REDUNDANCY POLICY Created: September 2009 Page 1 of 12 Contents 1. Introduction and purpose of the policy page 3 2. Measures to preserve employment security page 3
Redundancy procedures Procedure for considering the termination on grounds of redundancy of Permanent contracts Self-financing contracts Open-ended externally-funded contracts (for academic-related staff
PORTFOLIO HOLDER FOR HUMAN RESOURCES VOLUME 2-2013 For the Period Ending 18 March 2013 Neuadd y Sir / County Hall, Llandrindod, Powys, LD1 5LG For assistance in the preperation of information for circulation
PG 043 Type of Document: Management of Change (Police Staff) Manager s Guide Version: 1.1 Registered Owner: Author: Head of HR & OD Jill Samuels, HR Projects Effective Date: October 2014 Review Date: October
Add Academy logo here Redundancy Policy 1 Contents Page 1. Introduction... 3 2. Purpose and scope... 3 3. What is meant by redundancy?... 3 4. Consultation... 3 5. Disclosure of information - legal requirements...
Implementing the HR Codes of Practice Section 2: Model Letters and Documents Model Letter 1: Start of consultation - selection by interview 41 Model Letter 2: Closure of department, institute or centre
ISSUE OF SECTION 188 LETTER FREQUENTLY ASKED QUESTIONS ADDITIONS MADE - 1/12/10 Version 2 1. Why has the Council issued letters to staff about potential redundancies and possible changes to terms and conditions
BISHOP WORDSWORTH S SCHOOL REDUNDANCY PROCEDURE INTRODUCTION 1. The Governing Body seeks to ensure, as far as possible, security of employment for employees by forward planning. However, it is recognised
ATTENDANCE AT WORK PROTOCOL DEALING WITH HEALTH AND SICKNESS ISSUES INTRODUCTION 1. This Protocol has been developed following consultation with the Trade Unions in recognition of the; (a) Critical contribution
REDEPLOYMENT AND REDUNDANCY This item sets out the Council s written policy for handling organisational change, which involve staff redundancies. This policy was agreed by the Policy and Resources Committee
LONDON BOROUGH OF BEXLEY REDEPLOYMENT AND SALARY PROTECTION PROCEDURES HR Service Effective from 1 April 2010 (AS AGREED BY GENERAL PURPOSES COMMITTEE JANUARY 2010) 1 REDEPLOYMENT AND SALARY PROTECTION
RESTRUCTURING PRINCIPLES AND REDUNDANCY GUIDELINES Contents 1 Introduction 2 Key Steps to Restructuring 3 Planning 4 What changes need to take place? 5 What are the implications of the changes on my team?
Protocol for Change Management Introduction and Guiding Principles The purpose of this protocol is to support and govern the conduct of all review and restructuring processes within the organisation, ensuring
MANAGING SICKNESS ABSENCE PROCEDURE 1 Purpose The purpose of this procedure is to assist with the management of employee sickness absence and to encourage a culture of attendance throughout Gosforth Federated
DRAFT VERSION 1 Organisational Change Policy NO. HRP11 Applies to: All Staff Committee for Approval Education and Workforce Committee Date of Approval: September 2012 Review Date: September 2014 Name of
Managing Sickness Absence Policy HR022 To be read in conjunction with section 14 of the NHS Terms and Conditions of Service Handbook Date Drafted: Oct 2008 Review Date: Oct 2010 Version: V1.0 Author of
FLEXIBLE WORKING GUIDE HR SERVICE Effective from 30 June 2014 1 DS/P&P S/FLEXIBLE WORKING/GUIDE- FINAL JULY 2014 FLEXIBLE WORKING GUIDE CONTENTS Page 1 Introduction 3 2 The Statutory Right to Request Flexible
1 Early Retirement and Redundancy Compensation Policy 1. Introduction Mansfield District Council recognises the need to manage redundancy and early retirements in a fair and transparent way, particularly
CHANGE MANAGEMENT February 2015 Authorship : Committee Approved : Approved Date : 03 February 2015 Workforce Policy Lead adapted for local use by Y&HCS on behalf of Harrogate and Rural District CCG CCG
SICKNESS ABSENCE MANAGEMENT PROCEDURE With effect from xxxxxx Purpose The purpose of this policy is to provide guidelines on how to manage and support staff through absence due to ill health. When is this
ROYAL HOLLOWAY University of London GUIDANCE FOR MANAGERS ENDING OF FIXED TERM CONTRACTS (for all staff other than academic staff) 1. INTRODUCTION 1.1 This guidance should be read in conjunction with the
Cabinet - 8 May 2014 Report of the Deputy County Secretary and Solicitor Electoral Division affected: None Voluntary Redundancy - Trade Union Consultation Contact for further information: Ian Young, (01772)
OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services FACS Organisational Design Program May 2015 V1.1 Table of contents 1 Background... 3 1.1 The purpose of
Workforce Performance Management Policy and Procedure Workforce Performance Management Policy and Procedure Page: Page 1 of 19 Recommended by Approved by Executive Management Team Workforce Committee Approval
Attendance Management Policy Statement 1 Attendance Management Policy Statement The Principles of this Managing Staff Attendance Policy..is committed to maintaining the health, safety and welfare of its
Managing Absence Procedure Human Resources 1 Introduction 1.1 The University is committed to maintaining the health, safety and wellbeing of its most important asset its workforce, and will seek to adopt
Policy Type Information Governance Corporate Standing Operating Procedure Human Resources X Policy Name HR06: CHANGE MANAGEMENT POLICY Status Committee approved by Approved Management Executive Date Approved
FREQUENTLY ASKED QUESTIONS TUPE DATE: 25 th July 2014 VERSION: 4 AUTHORS: HR ADVISORY NUMBER QUESTION ANSWER 1 What is TUPE? TUPE is an abbreviation for the Transfer of Undertakings (Protection of Employment)
CONTENTS What is long term sickness? Page 2 Keeping in Contact during Absence Page 2 Medical Certificates Page 2 The Role of the Occupational Health Service Page 2 Access to Health Records Act (1990) Page
1 Procedure for Managing Sickness Absence and Promoting Attendance for Teachers and Associated Professionals December 2013 2 Contents Pages Introduction and Dundee City Council Corporate Policy 3-4 Absence
CHANGE MANAGEMENT (RETENTION REDEPLOYMENT REDUNDANCY) POLICY Version 2, March 2011 Page 1 of 29 Version 2, March 2011 Page 2 of 29 POLICY REFERENCE INFORMATION SHEET Document Title Document Reference Number
HR and Payroll Service Appendix A Recruitment Administration Vacancy placement: Process requests to place adverts in publications as specified by the school School Responsibilities Promptly furnish Capita
ORGANISATIONAL CHANGE POLICY (HRP 11) First Issued Issue Version Purpose of Issue/Description of Change Planned Review Date February 2007 2 Planned Review 2011 Named Responsible Officer:- Approved by Date
SQS 5 The service unit/agency implements effective staff recruitment, contracting, development, training, assessment, deployment and disciplinary practices. 5.1 The service unit/agency has policies and
Redundancy Checklist 1 Is there a genuine redundancy situation? 1.1 For there to be a genuine redundancy situation, the circumstances must fall within the statutory definition of redundancy. 1 It covers
R E T I R E M E N T A T B R I G H T O N & H O V E P R O C E D U R E S Retirement at Brighton & Hove Procedures January 2014 The Procedures Page Working beyond age 65 3 Stopping work between ages 55 and
CONDUCT & DISCIPLINE POLICY & PROCEDURE This policy and procedure is a copy of BCC s Conduct and Discipline (3 rd May 2014). Audience All Staff & Governors Date for renewal/updates/review May 2017 Named
Improving Attendance Policy and Procedure For School Based Staff Under the Purview of A Governing Body Revised September 2013 This Policy and Procedure have been approved in line with the Public Sector
Managing Employees Health in the Workplace Policy (Sickness Absence Management) Version 4.1 Previously known as Attendance Management Policy Lead executive Name / title of author: Janet Wilkinson, Director
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
Commissioning Support Unit PAY PROTECTION POLICY HR Policy: HR23 Date Issued: 1 st December 2013 Date to be Periodically or if statutory changes are reviewed: required. Policy Title: Supersedes: Description
CITY OF CARDIFF COUNCIL Appendix 1 INTRODUCTION AND PURPOSE PAY POLICY STATEMENT 2016/17 1. The City of Cardiff Council recognises the importance of managing pay fairly and consistently in a way that motivates
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
The Requirements of the Employment Protection (Guernsey) Law, 1998 Note: This publication is intended to provide general guidance only. It does not constitute legal advice and should not be relied upon
SICKNESS ABSENCE POLICY Version: V4 Policy Author: Shajeda Ahmed Designation: Senior Human Resources Manager Responsible Director of Strategy and Business Support Director: EIA Assessed: 22 November 2012
Appendix S ATTENDANCE MANAGEMENT POLICY This Policy sets out the Council's expectations of both managers and employees in the management of attendance at work, particularly with regard to sickness absence.
Age Retirement Procedure Status of Policy Revised April 2006 Implemented on 1 June 2006 Minor revisions March 2008 Contents Page Statutory procedure and timeline for planned retirement 2 Aims and Scope
Attendance Management Policy Document Reference: Version: Ratified by: Date ratified: Name of originator/author: Name of responsible committee/individual: Date issued: Review date: Target audience: Document
Ninestiles Academy Trust Mission Statement Ninestiles Academy Trust will be nationally and internationally acknowledged as a high achieving, innovative and exciting group of schools which recognise and
PEOPLE AND ORGANISATIONAL DEVELOPMENT HUMAN RESOURCES DISCIPLINARY POLICY AND PROCEDURE Author/Role Fiona Munro, Human Resources Date of Risk Assessment (if applicable) N/A Date of Equality Impact Assessment
Absence Management Policy 1. Policy Statement The University is committed to developing a working environment and working practices which help maintain and improve the health of our employees. As such,
Managing Attendance and Absence Policy Board library reference Document author Assured by Review cycle P074 Head of HR Employee Strategy and Engagement Committee 3 years This document is version controlled.
Human Resources HR casework service Our HR service offers extensive, practical, cost-effective solutions to meet schools needs. Competitively-priced, our service offers a supportive partnership with the
Schools HR Policy & Procedure Handbook Policy for Determining School Leaders Pay (Option 2) This policy has been adopted by the governing body of Ludlow Junior School On 7 th September 2015 Review date:
Version 3 of 3 Date: 1 April 2007 Maternity Leave Guidelines Purpose and Scope of the Procedure The purpose of this policy is to outline the employment rights of expectant mothers including maternity leave,
GRIEVANCE POLICY Human Resources Service NB. This policy is available on the University of Cumbria website and it should be noted that any printed copies are uncontrolled and cannot be guaranteed to constitute
CAPABILITY POLICY AND PROCEDURE FOR SCHOOLS (EXCLUDING TEACHERS) Audience All Associate Staff Date for renewal/updates/review September 2016 Named person responsible for monitoring Head Agreed by Personnel
Annual Leave Policy Document Owner Document Author East and North Herts Clinical Commissioning Group Anne Ephgrave Version Directorate Authorised By 2 supercedes all previous Annual Leave Policies Human
guide for employees people policies: Supporting Attendance: Managing Sickness Absence Employee Guide Contents Policy Purpose of the policy 3 Employee s responsibilities 3 Manager s responsibilities 3 Trade
Title: Sickness Absence Management Policy and Procedure. Date Approved: 17 June 2014 Approved by: JSPF Date of review: June 2016 Policy Ref: Issue: 1 Division/Department: Human Resources Author (post-holder):
NHS North Somerset Clinical Commissioning Group HR Policies Managing Discipline Approved by: Quality and Assurance Group Ratification date: May 2013 Review date: May 2016 1 Contents 1 Policy Statement...
Health & Wellbeing Framework Absence Management Policy 1 Introduction This Policy is part of the Health & Wellbeing Framework which is made up of a number of elements which together encompass all formal
ATTENDANCE POLICY INTRODUCTION This policy applies to all members of staff with the exception of senior post holders. GENERAL PRINCIPLES Canterbury College has a duty of care to all its staff, and provides
Policy Title CCMT Sponsor Department/Area Section/Sector Career Break Policy - Police Officers Director of People People Directorate People Services CONTENTS: 1.0 Rationale 2.0 Intention 3.0 General Principles
NOTTINGHAM UNIVERSITY HOSPITALS NHS TRUST POLICIES AND PROCEDURES MANAGEMENT OF ATTENDANCE AND SICKNESS ABSENCE POLICY Documentation Control Reference HR/P&C/003 Date approved 4 Approving Body Trust Board
Partnership Consultation Proposal 1. Service Commencement The contract with Capita commenced on 1 September 2013, and 413 London Borough of employees TUPE transferred to Capita. 2. Background Since January
REDUCTIONS IN STAFFING FOR SCHOOL STAFF Table of Contents Introduction. 2 Scope 3 Principles. 3 Roles and Responsibilities. 5 Appendix 1: The Procedure 8 The Staffing Complement. 8 Staff Consultation..
A new shape of lawyer Guide to redundancy law The prospect of having to deal with redundancy situations can be daunting for both employers and employees. The law provides employees with a number of rights
Wiltshire Council Human Resources Pay Policy Statement This policy can be made available in other languages and formats such as large print and audio on request. What is it? The pay policy statement sets
Recruitment & Selection Policy Version: 2 Status: Title of originator/author: Name of responsible director: Developed/revised by group/committee and Date: Approved by group/committee and Date: Effective
Human Resources ATTENDANCE MANAGEMENT POLICY AND PROCEDURE Agreed June 2013 To be reviewed 2015 Contents Page 1. Scope and Policy 3 2. Accountability 3 3. Learner Involvement 3 4. Process 4.1 Rules for
DRAFT Sickness Absence Management Policy and Procedure 1. Scope The Council s Sickness Absence Management Policy and Procedure (SAMP) applies to all employees and forms part of the contract of employment.
Sickness & Absence Policy Key document details Author: HR Business Partner Approver: CEO Owner: Human Resources Version no.: 1.0 Date: June 2015 Next review: October 2017 Ratified: July 2015 Contents 1
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
Business in the Community May 2012 Overview Business in the Community recognises the benefits of providing the widest possible range of appropriate flexible working patterns to staff. It enables the organisation