IMMEDIATE CONSIDERATION - NOT FOR TRUSTEE BOARD

Transcription

1 IMMEDIATE CONSIDERATION - NOT FOR TRUSTEE BOARD POLICY FEEDBACK PROVIDED RECOMMENDATIONS FOR CONSIDERATION Annual Leave Entitlement Key feedback was to ensure that the policy is up to date with current practice i.e. removing the term time only restriction of taking annual leave and also removing the 21 days notice requirement. There is an unwritten rule that staff members can carry over up to 5 days leave per year, based on the circumstances of each request, however this is not currently incorporated into the policy. A suggestion was put forward to reconsider the 5 year rule where staff members receive their additional 5 days incrementally, instead of after 5 years service, so 1 day per year. It was also noted that the annual leave entitlement is not fully adopted in line with DMU s pay and grading. Currently the Union operates in line with the salary scales on the Single Salary Pay Spine however it does not adopt the same annual leave structure i.e. Grade A F receive 20 statutory days and only Grade G and above receive the additional as outlined on the pay spine. Clarity has been requested on the process in terms of requests for annual leave of more than two weeks at any one time and who has authority to authorise. Remove any reference to not being able to take holiday during term time and re-affirm that staff members are able to request holiday at any point during the academic year with approval on a case by case basis. Also remove the blanket view that staff members are not able to take leave during Freshers week. Again this will be considered on a case by case basis. Formalise within the policy that staff members can carry over up to 5 days holiday per holiday year with the view that at least the number of days carried over are used before the end of that calendar year i.e. September to December. Allow Line Managers the remit to approve requests for staff to take up to a maximum of three weeks annual leave in any one block however Line Managers must ensure that CEO and President are aware of authorisation. Requests for four weeks and above must seek CEO and President approval before Line Manager is able to authorise request. Suggestions not implemented however noted 1. It is not considered suitable to change the 5 year service allowance as this is not in keeping with the National Framework negotiations. This would bring the Union out of line with the University and would contradict the reasons for introducing the

2 annual leave allowance for Grades E-F as outlined above. It would also introduce more work on resources in terms of holiday calculations for the term time paid staff. Anti-Bribery Policy No formal comments were documented relating to this policy other than ensuring that legislative compliance is maintained. 2. No changes to be implemented. Bullying and Harassment Key feedback here was to ensure legislative compliance is maintained in line with the Equality Act. It was also noted that where a Social Media policy is developed, there will be a link to this which should be considered with a view that the organisation should be considering what happens online as well as face to face. 3. POD to conduct a review of the existing policy to ensure that it is up to date and in line with the Equality Act. Consideration to be made around social media and online presence whilst doing so. Data Protection The importance of this policy was stressed throughout the course of the Workshop. It is clear to staff that no personal data should be removed from the premises however there is a need for greater emphasis on student data being encrypted and protected going forward. It was noted that not only staff but Frontrunners for instance have the use of this information and therefore DSU should be looking to enhance its existing processes. The policy must ensure compliance is maintained and it was suggested that enhanced training be considered as part of new staff inductions. 4. Ensure e-learning modules are incorporated into new staff member induction programmes via the DMU Intranet. 5. Invite DMU s Information Governance Manager to DSU to carry out an all staff workshop. 6. Review the existing policy and update and amend in line with DMU polices including consequences of inappropriate use of data. 7. Ensure all data is encrypted.

3 Equal Opportunities Policy Flexible Working (Statutory) The key areas identified here were to consider reviewing the policy to be presented as Equality, Diversity and Inclusion which is more reflective of the Equality Act and NUS. It was also noted as a point at the last AQS Audit undertaking in the Welfare Centre. It was noted on a number of occasions that there may be more we can do internally on an operational level. So for instance, relaxing the dress code to recognise the diversity of individuals working in our organisation this is an area which shouldn t be legislated but instead championed as choice. It was noted the compliance must be maintained through the Equality Act and to consider more information around Equality and Diversity to our new staff in terms of inductions. There was some initial confusion around what the difference was between this and the departmental flexible working. It was noted that the organisation should be maintaining legislative compliance which also lead onto the discussion around legislation changing in 2014 where any staff member can request flexible working for any reason and not just due to childcare responsibilities. 8. Review the Equal Opportunities Policy and look to amend and enhance into an Equality, Diversity and Inclusion Policy. Assistance from DMU / NUS can be considered here. Ensure it is reflective of the Equality Act. 9. Remove the unwritten dress code rule of smart, casual, no jeans or trainers and allow staff members to dress appropriately for their role. This should be incorporated into the induction process. 10. Ensure e-learning modules are incorporated into new staff member induction programmes via the DMU Intranet. 11. Provide clarity during the induction process around what the differences are between this and departmental flexible working. 12. When legislation changes, ensure the policy and the process within that is updated. It should be noted that organisations will not be required to have a formal process outlined (as it is at the moment) however are expected to consider requests reasonably.

4 Flexible Working (Department) There was consideration around whether these policies can be amalgamated as they are currently broken down by department. Questions were asked around whether the core hours of 10am until 4pm can be removed from the working week so staff are empowered to work their 37 hours within their own choice. Having said that, it was also discussed that services may be affected if core hours are removed i.e. front facing operations such as VolSoc and Sports. Removing the core hours would effectively mean annualised hours which are currently in operation for the Venue Management Structure. It was requested for there to be more clarity on working from home arrangements as staff are currently unsure of when / if this is allowed. The key area for discussion here was around the policy conflicting with lieu time and the difficulty in taking it with the current timesheet system. There is also some confusion around what is flexi where staff are empowered to manage their own hours yet what is required to seek approval in advance. 13. Include in the flexible working arrangements that staff members are able to work from home at any time, based on work need and line manager approval. Policy to clarify how access is gained to documents via remote access through Tech Branch Manager. 14. Amend flexible working policy to allow staff to take back any time they have accrued within the term they are working rather than within one month. This should offer more flexibility where staff can tag their owed hours onto statutory leave such as Bank Holidays i.e. Christmas and Easter. 15. Provide clarity in the policy where staff members work an odd half hour or hour, prior authorisation is not required. Where staff members are expecting to work in excess of two / three hours in one block, prior approval is required from their Line Manager or HR/CEO in their absence. Half days or days also fall into this category. Supervision meetings with Line Managers should incorporate this as a standing item to review any hours accrued to date. Suggestions not implemented however noted 16. It is not considered suitable to amalgamate the policies due to the differing needs of each department. The policies currently reflect the diversity of each area and should therefore remain as they are. 17. Due to some of the existing challenges of the flexible working and the difficulties around operating hours it is not felt appropriate to

5 consider annualised hours for the staff. This may be re-considered with the re-development of the building. Financial Procedures and Pay Arrangements The primary discussion around this was about how out of date the information was relating to procedures i.e. the use and hiring of vehicles, mileage rates and information relating to BACS / cheque requests. 18. POD Manager and Accountant to work together to review and update the policy to ensure it is up to date and fit for purpose based on comments noted. Gifts and Hospitality The discussions here were focused on the lack of implementation of this policy and that whilst it exists and covers the key areas, it is not enforced in practice. It was however noted that this is not always down to negligence but more around Managers and / or Officers forgetting the process. 19. Consider an easier way to log items received suggest this be incorporated as a Standing Item as part of Supervision meetings between Line Manager and Staff Member. Continued Consideration 20. Is this something that the TB expects a quarterly report on? Currently it sits on the staff member personnel file only. Health & Safety There were minimal comments made in this area on the basis that there is an expectation that statutory policies apply including the General Statement of Health & Safety. It was noted that this should be re-signed each year where there is a new President and where there is a staffing change of CEO. There was a suggestion of being able to condense some of the H&S guidelines upon induction. 21. Ensure the President and CEO sign the General Statement of H&S as part of the staff inductions and where possible, condense some of the information provided. 22. All staff members must complete the e-hr induction relating to H&S in the workplace.

6 Some staff members raised the issue around lone working and the restrictions around that. It was also noted about Sports / Societies keeping an electronic log of all reported incidents and consideration around training sports / society officers safely. 23. Lone working policy to be introduced. Suggestions not implemented however noted 24. The suggestion around Sports / Societies should be considered within Membership Services as this does not impact directly on recommendations for change relating to the staff policies / procedures. Probation Period Review There were minimal comments in this area however initial suggestions were around increased support for new Managers who may have not conducted probation review meetings in previous employment. A final suggestion was the possibility of implementing a 360 review process for those who are due to complete their probation period. 25. POD to introduce a user guide in terms of Support, Review and Guidance Procedures for employees Serving a Probationary Period. Suggestions not implemented however noted 26. Whilst the 360 process has been a useful tool for existing Managers and Senior Managers in the organisation, it is considered this may be a rather overwhelming process for a new starter and that it should remain the responsibility of the Line Manager to assess the suitability of a member of staff to continue in post. This could however be incorporated into the staff members annual review in year 1 however the cost element would need to be considered unless carried out through Survey Monkey. Pensions Whilst this is noted as a hot topic within Students Unions, it was also acknowledged that a briefing paper was sent to staff in November 2013 to outline the current pension 27. To continue with the guidance paper within the staff handbook

7 position of DSU. Staff are aware that there is a briefing document in the staff induction handbook and it was suggested that this should be incorporated as a perk of working for DSU. It was also suggested about the possibility of staff members being able to source their own pension scheme that DSU pays into, based on the percentages set for the AEGON scheme. however ensure it is up to date with regards to the AEGON scheme and auto enrolment. 28. Ensure it is covered at the six month probation in that staff are then eligible to join. Continued Consideration DSU is currently going through a transition period in terms of reaching its staging date for auto enrolment. Recommend existing focus is to ensure compliance in this area with a view to resurrecting the possibility of staff sourcing their own scheme at a later date. Paid / Unpaid Leave The key suggestions relating to this were around more clarity on medical appointments and what is considered reasonable time for staff to take within their working day and not. There was the view that there may be disparity across Managers about how this is enforced. Areas such as blood donation or fertility treatment are not currently covered. DSU s policy incorporates bereavement leave here and staff felt this should be rephrased to compassionate leave. It was also suggested that DSU should look at the definition of what is an immediate relative, where DMU does not appear to have a defined list. It was also noted that consideration should be made around paid leave for children s appointments or a percentage of paid leave across the year. Implement a Special Leave Policy which incorporates the suggestions made by staff. This will include a matrix that outlines the nature of leave, whether prior authorisation is required, whether formal authorisation is only required when practicable, the amount of time allowed, whether it is paid or unpaid and where additional time off may be required.

8 A final suggestion was around flexibility of caring responsibilities for example elderly parents of employees in their later stages of life. With an ageing workforce flexibility requirements will continue to differ. Recruitment and Selection There were no comments relating to the policy as it is, in that staff generally felt that it was fit for purposes however there were conversations around ensuring that there is an Officer on every panel, where possible, to maintain consistency and for an External Trustee to be on any future Senior Manager appointments. Amend the policy to reflect the posts that would typically sit on recruitment panels and for what levels of staffing. Continued Consideration One or two other comments related to the administration of the recruitment process and the extent to which that currently relies on POD. There was a suggestion that Unitemps could assist with the role of casual staff and for there to be increased responsibility on Managers. Look at options of enhancing resources within the administration of recruitment processes. Redundancy Key comments included reviewing and amalgamating into a Managing Change, Restructuring and Redundancy policy. It was also suggested to consider an enhanced voluntary package where at the moment the policy states that one will not be offered at all. Amend the policy to reflect Managing Change, Restructuring and Redundancy to offer greater clarify to staff members around all of these areas. Sickness / Absence A number of staff requested for the sickness entitlement to be stipulated within the policy itself. Include the sickness entitlement within the revised policy in line

9 In addition to the above, it was also suggested that monitoring of absences should occur which should also include half days as well as single and for greater consistency to be implemented across departments. with DMU. DSU currently monitors all absences for DSU including full and half days. Ensure that consistency across the Line Manager structure is maintained through POD. Training and Development The policy currently refers to a training leave policy however is not currently available. There was the view that training isn t always spent consistently across the organisation where there is disparity between Line Managers. Some staff commented on whether there should be dedicated training hours incorporated into each year so tied in with performance appraisal. Ensure the policy is up to date in terms of its reference to a leave policy which should be incorporated as one. Include within the policy that training and development will be linked to the organisation s strategic plan and assessed and evaluated against that. It is recognized that from time to time some areas will required more training as a result of specialist work and if so, this should be reflected within the policy. Staff felt there should be better use of free University courses and the option to have training credits. Formalise within the policy the availability of free courses at DMU however note that DMU reserve the right to freeze the spend at any time. Continued Consideration Developing learning and development as a culture within DSU by including this as a standing item within supervision meetings and the notion of training credit as part of a reward and recognition package.

10 Volunteering Policy Comments received were based on the policy being somewhat out of date in terms of departments it references. Staff asked whether travel expenses can be covered, can the time be taken in a block, can the hours be taken any time of the year now that the annual leave policy has changed and if you volunteer outside of traditional work hours, can those be claimed back? It was also asked whether we could recognise it through a formal Volunteering Certificate. Ensure the policy is up to date in terms of its reference to other areas within the organization. Clarify that the time can be taken in a block and not just as individual hours. Allow staff to volunteer any time of the year and not just during vacation. Continued Consideration Where staff members volunteer outside of their usual working hours, consider the option to claim that back under the policy, subject to Line Manager approval. In line with leaning and development, look at how this can become part of the culture of DSU and look to introduce Certificates if felt appropriate. New Policies for Consideration The following were also suggested by staff as new policies which should be introduced for the organisation (some of which may have been covered above):- Adverse Weather Conditions Social Media Social Events Grandparent Leave Public Interest Disclosure

11 Reward and Recognition Performance Manager guidance notes Six month annual review process Open Days / Freshers Working Green DSU Dress Code Timesheets / Flexible Working Working from Home PCI/DSS Lone Working Other comments made during the workshop:- Dyslexia friendly polices the use of fonts, colours and diagrams Online or shared access to all polices and procedures and ensure they are always up to date Consider offering NUS Extra cards for staff family members at full cost E&D training to be part of staff induction programme Provide a dummies guide to policies and procedures Should the Union consider an overtime payment policy? DSU must be mindful that where any recommendations for change are implemented, that they do not put the organisation at risk of direct or indirect discrimination. In addition to the above, all policies shall have purpose / scope to introduce them and a breakdown of who is responsible for the policy at both staffing and Board level. All polices shall confirm who they impact on i.e. Staff / Officer or both and will also have review and implementation date information.