Staff & Recruitment

Everyone has a role to play to ensure we have workplaces where we treat each other with dignity and respect. You should use the launch of this new policy to speak with your colleagues and line manager about the way you work together; to discuss whether people are clear about what is acceptable or not acceptable, including the way you speak to each other, and how you deal with issues. If you have encountered disrespectful behaviour from a colleague, use the new policy to have the confidence to speak up and give feedback.

You can build this into your PDP discussion with your Line Manager and get support for this. There are resources available on Staffnet, FTFT online under ‘Our culture’, in particular Hints and Tips for Giving Feedback. You could discuss with a Learning & Education Advisor or an Organisational Development Advisor to see what development options may be available to you. You can also contact the free and confidential Employee Counselling Service if you need advice about tackling a difficult issue that you are experiencing.

Disrespectful behaviour is defined as “Rude or discourteous behaviour that causes the receiver to feel belittled or insulted or to have their reputation damaged. If left unchecked it creates an uncomfortable or even hostile work environment and could develop into bullying and harassment. Examples include use of demeaning or offensive language, shouting, openly disregarding other’s views, frequent interrupting, being deceptive or manipulative, gossiping behind another’s back (including online), being disruptive or not making a full contribution in the workplace to the detriment of colleagues”.

Disrespectful behaviour refers to rude or discourteous behaviour that occurs more randomly where the target is not specifically sought out to be the focus of repeated behaviour. Disrespectful behaviour can even be unintentional, hence the reason that it’s better handled one to one between yourselves or locally by your Line Manager.

Bullying is deliberate and repeated targeting of an individual over a period of time.

Harassment is defined legally as unwanted conduct related to a protected characteristic, for example a persons sex, race or sexual orientation, and may either be persistent or an isolated incident.

Allegations of bullying or harassment should be taken directly to your Line Manager (if the issue involves your Line Manager then their Manager should be approached). Such allegations are viewed extremely seriously and will be thoroughly investigated, potentially leading to disciplinary action against the individual(s) involved.

If you have taken the step to discuss the issue one to one with the colleague and the situation remains unsatisfactory or becomes worse, then you must discuss the issue with your Line Manager (or the next-in-line manager if the issue involves your immediate Line Manager). The Bullying and Harassment policy formalises a manager’s obligation to listen, discuss and explore the nature of such an issue with you and the need to take steps to resolve it.

If you experience any negative repercussions for raising the issue, this may be deemed to be victimisation. This is defined as detriment suffered by a member of staff as a result of issues or allegations they have raised in good faith, or because they have participated in an associated process, for example as a witness. This is viewed extremely seriously, leading to disciplinary action against the individual if there is evidence of this.

Mediation is where an impartial third party, the mediator, helps two or more people in dispute to attempt to reach an agreement. Any agreement comes from those in dispute, not from the mediator. The mediator is not there to judge, to say one person is right and the other wrong, or to tell those involved in the mediation what they should do. The mediator is in charge of the process of seeking to resolve the problem but not in charge of the outcome. In this regard Mediation can be an extremely helpful process, but it is not the first resort. You should always try to first resolve difficulties with a colleague on a one to one basis or by allowing your manager to attempt resolution. If this fails then your Line Manager can arrange for mediation via your local HR Advisor.

• Discussions should take place between employee and current manager before an application for secondment is made.
• Secondments vary in length but usually last between 3 months and 2 years.
• A secondment agreement, signed by the relevant parties, should be in place prior to the secondment commencing.
• Employees and their substantive manager are mutually responsible for ensuring they keep in touch during the secondment.

Clear arrangements for return at the end of secondment should be set out and detailed in the secondment agreement.

• Board Secondments Policy.
  
  If you have any questions in relation to this policy please contact the HR Support and Advice Unit.

What is a Secondment?

A secondment is a “temporary loan of an employee to another organisation, or to a different part/post of the same organisation, for a specific purpose and for a specific time, to the mutual benefit of employees and NHS Scotland generally.”

Who is entitled to request a Secondment?

All employees within NHSGGC will have equal access to the Secondment Policy in compliance with relevant legislation and no application for secondment will be unreasonably refused.

Are there different types of Secondment?

There are a number of different types of secondment which are as follows:

• Internal secondment within NHSGGC
• Internal secondment within NHSScotland
• External secondment (e.g. to Scottish Government, local authority, trade unions, professional organisations and the voluntary sector).

How do I apply for a Secondment?

Secondment opportunities may arise through a variety of circumstances, but should ordinarily be advertised in line with the normal recruitment process. Employees must ensure that authorisation has been provided by their Accountable Manager prior to accepting a secondment opportunity.

How long can I request a Secondment for?

Secondments vary in length, usually between three months and two years, depending upon the circumstances.

What is a Secondment Agreement?

If the request for secondment has been agreed the approving manager will ensure that, prior to commencement of a secondment, the appropriate secondment agreement has been completed which will take into account the main following points:

• Clear reasons for the secondment.
• Clear agreement on the start and finish dates.
• If employee’s substantive role may be unavailable for their return, then this must be understood and agreed prior to the commencement of the secondment, or at the time of any subsequent proposed extension or at the time of organisational change.
• That the employee fully understands any terms and conditions implications.
• Training needs during and following a period of secondment.
• Arrangements for appraisal/PDP&R completion during the secondment.
• Relevant statutory requirements for maintenance of professional registration.
• Arrangements to keep in touch with the Secondee on a regular basis and to consult them on any proposed changes to their substantive post during the term of the secondment.
• Clear arrangements for return of the Secondee to their substantive post or a suitable alternative.

Please refer to the full Secondment Policy for details on terms and conditions, and roles and responsibilities of a secondment.

Keeping records up to date

We need to know when you’re at work and when you have any type of time off. This is important to make sure we pay you correctly too.

All managers should ensure that SSTS is updated correctly and payroll is informed, where SSTS is not available.

The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need advice on this policy area.

If the request for secondment has been agreed, the approving manager will ensure that, prior to commencement of a secondment, the appropriate secondment agreement has been completed which will take into account the main following points:

• Clear reasons for the secondment.
• Clear agreement on the start and finish dates.
• If employee’s substantive role may be unavailable for their return, then this must be understood and agreed prior to the commencement of the secondment, or at the time of any subsequent proposed extension or at the time of organisational change.
• That the employee fully understands any terms and conditions implications.
• Training needs during and following a period of secondment.
• Arrangements for appraisal/PDP&R completion during the secondment.
• Relevant statutory requirements for maintenance of professional registration.
• Arrangements to keep in touch with the Secondee on a regular basis and to consult them on any proposed changes to their substantive post during the term of the secondment.
• Clear arrangements for return of the Secondee to their substantive post or a suitable alternative.

External secondment agreements can be more complex and therefore if required, managers should seek advice from their local HR Manager.

Secondment Template Letters

• Internal Secondment Agreement
• Secondment Agreement – To Another Organisation
• Secondment Extension

All submissions for new job roles to be evaluated require to be authorised by the Director/Head of Service and submitted to the Job Evaluation process via their Head of Human Resources.

Submisions must include the following:

1. A completed and authorised submission form
2. The agreed job description to be used in the job matching/evaluation process. 
3. A full organizational chart showing the post to be graded
4. A note of any similar posts in the organization that may be comparators.

A copy of the job description and submission form must be retained by the department for their records.   

All posts change over a period time. For most, the job evaluation outcome will normally not be affected unless there are significant changes. Where a postholder and the manager agree that the demands of the job have or will significantly change then a re-evaluation of the post may require to be carried out.

Submissions must include the following:

1. A completed and authorised submission form
2. The original job description used in the job matching/evaluation process. 
3. A copy of the matched job or evaluation report relating to the original job description and grading outcome
4. The revised job description, clearly showing additions and revisions
5. A full organizational chart showing the post to be graded
6. A note of any similar posts in the organization that may be comparators.

A copy of the job description and submission form must be retained by the department for their records. A copy of the revised job description should be provided to the employee(s) and a copy held in their personal file.

Following the being notified of the matching outcome of a changed job, the post holder may wish to request a review of the outcome. The postholder must discuss the ‘request for a review’ with their line manager. The line manager must support and agree to the ‘request for a review’, in terms of the job description’s content and confirm it is a true, fair and accurate reflection of the job demands. All review documentation, including the Review Submission Form requires to be submitted to the relevant Head of Human Resources for submission within three months of the notified matching outcome.

When job matching and evaluation outcomes are finalised, the NHSGGC Job Evaluation Unit will notify the outcome to the appropriate Head of Human Resources who will then update the manager and confirm the pay band for the post.

The line manager will formally notify the employee(s) and provide a copy of the matched job report and the national profile used to match the post or the evaluation report as appropriate.

Where the pay band has changed, the manager is responsible for notifying payroll and updating EESS to ensure employees are paid correctly.

A copy of the job description, submission form and matched job or evaluated job report must be retained by the department for their records. A copy of the notification to the employee)s) and the job report should be retained in the employee’s personal file.

Further details of the above process are outlined within the NHSGGC Agenda for Change New or Changed Jobs Process.