PROCEDURE FOR MANAGING WORKFORCE CHANGE

Size: px
Start display at page:

Download "PROCEDURE FOR MANAGING WORKFORCE CHANGE"

Transcription

1 PROCEDURE FOR MANAGING WORKFORCE CHANGE Issued by Department of Human Resources Updated: 06 March 2012

2 CONTENTS Page Section 1: Introduction 2 Section 2: Scope of the Procedure 2 Section 3: Consultation Requirements and Obligations 2 Section 4: Operating the Consultation Process Timescale Stage One Preparing Draft Proposals for Workforce Changes and Starting Consultation on the Proposals Stage Two Subsequent Consultation Meeting Stage Three Final Consultation Meeting Stage Four Assimilation Procedure Establishing Assimilation Categories Assimilation Category Definitions 8 Section 5: Implementation of Assigned Assimilation Categories Right of Appeal Against Assimilation Category Notification of Assimilation Decisions: Category C Posts 10 Section 6: Disputes 10 Appendix A Template Project Plan 11 Appendix B Procedure For Appeals Against Assimilation Category 14 Appendix C Appendix D Managing Workforce Change Process Assimilation Categories for Posts on Teachers Conditions of Service GLOSSARY OF TERMS Remodelling - changes in the way services are delivered Restructuring - changes to organisation structures Funded Vacancy - finance confirmed, vacancy available for assimilation/redeployment Page 1 of 16 Updated: 06 March 2012

3 SECTION 1: INTRODUCTION 1.1. This procedure applies to the management of workforce change through the remodelling and restructuring of services. The need for workforce change can arise for a variety of reasons. New service delivery requirements Need for increased efficiency and effectiveness Declining resources e.g. cuts or redirections in budgets Changes in the way the Council delivers services Changes in legislation or Council policies NB. This Procedure does not cover the consultation requirements where there could be a TUPE transfer and the TUPE (Transfer of Undertaking Protection of Employment) Regulations 2006 will apply Robust workforce planning will be carried out across the Council so that changes and reductions in the workforce are planned in advance to avoid compulsory redundancies wherever possible and to maximise opportunities to retrain and redeploy the Council s employees. Applications for voluntary redundancy, flexible working and other voluntary options will be considered as part of the workforce planning process In all cases where a Manager is embarking upon workforce changes HR advice should be sought. SECTION 2: SCOPE OF THE PROCEDURE 2.1. This procedure applies to the management of workforce change in relation to all employees, including centrally employed teachers, except Chief Executive, Chief Officers, Teachers and non teacher school based employees (as defined in the School Standards and Framework Act 1998 and in any subsequent amendments). The procedure applies to employees who work in schools who are not the responsibility of the governing body e.g. catering and cleaning employees who work for Facilities Management. SECTION 3: CONSULTATION REQUIREMENTS & OBLIGATIONS 3.1. Employees are inevitably affected by any restructuring exercise. Some, but not all, restructures result in a reduction in the number of jobs, and this can lead to the employees who are displaced being redeployed or, in the last resort, being made redundant if they cannot be redeployed. This makes the consultation process fundamentally important and necessary because consultation is: Page 2 of 16 Updated: 06 March 2012

4 A legal requirement if job losses (redundancies) and/or significant changes in job roles and / or significant changes to terms and conditions of employment are contemplated (see paragraph 3.4 below). A key requirement in maintaining good employee relations and a fundamental principle in the operation of the Council s Industrial Relations Framework. Good practice in gaining the understanding, commitment and co-operation of employees The relevant Trade Unions must be involved in joint consultation with a view to reaching agreement, wherever possible, at the earliest practical opportunity about the remodelling of services and proposals for new workforce structures. Detailed information will be shared with the Trade Unions including existing structures, information about posts and employees and proposed new structures, to enable the Trade Union Representatives to assess the full impact of the proposals on all of the employees affected and allow for their full participation in a fair and consistent process This joint consultation must also include ways of mitigating the impact of any job reductions with the aim of minimising the number of redundancies. If the Trade Unions produce alternative proposals they must be responded to outlining the consequences of adopting the alternative proposals and if they are considered impractical to adopt, outline the reasons why If the proposals involve the possible dismissal of 20 or more employees (for this purpose dismissal has a much wider definition and can include changes to job roles, or the alteration of terms and conditions) then there is a specific statutory procedure to follow involving formal consultation with the trade unions. Financial penalties may arise if this is not conducted in line with the obligations in the statutory procedure. HR advice must always be sought, irrespective of the number of possible job reductions in the service area, to consider whether this duty is triggered and the resulting implications for the formal consultation process Assimilation rights will be determined jointly through consultation between Management and the Trade Unions, wherever possible. Consultation will be open, transparent and in good faith with a view to reaching agreement, wherever possible. (The Assimilation Procedure is detailed at paragraph 4.5 on page 6) When undertaking service remodelling & restructuring a sufficiently detailed equality impact assessment must be carried out to establish what the potential impacts of the changes might be upon employees and service users. Consideration of the potential impact upon employees should be based on the workforce profile before and as a result of the service remodelling and restructuring of services. The impact assessment should consider what could be done to mitigate the impact. Consultation must be undertaken with employees and Trades Union representatives, to establish that the projected impact is realistic. The Standard Council Equality Impact Assessment form should be used to undertake the assessment. Page 3 of 16 Updated: 06 March 2012

5 SECTION 4: OPERATING THE CONSULTATION PROCESS 4.1. Timescales All parties should seek to conclude the consultation process (Stage 1 4) within an 8 - week timeframe, however this may need to be varied either because of the statutory consultation requirements (see paragraph 3.4 above), because meaningful consultation is continuing or because of the complexity of the change required Stage One Preparing Draft Proposals for Workforce Changes and Starting Consultation on the Proposals Management are responsible for drawing up a written business case for workforce changes including detailed information on the proposals for consultation as follows: i ii iii Draft project plan and timeline for implementing the changes (see Appendix A for an attached template which may be used as a basis for drafting the project plan). Draft proposals for the remodelling/restructuring of the Service including the rationale for the changes, full organisation structure, brief outline of the proposed job profiles/competencies (full Job Profiles should be produced as soon as possible) and any other supporting documentation including appropriate financial information. All documents should be marked as proposals subject to consultation and a document version control process should be set up. The absence of outline job profiles should not delay consultation on the rationale and proposed structure. The following information should also be prepared The existing workforce structure, including funded vacancies List of employees affected List of any employees volunteering for redundancy or other voluntary options iv v Present all the information listed above to the relevant Trade Unions in a OJC Level 1-3 Trade Union Meeting (refer to the Council s Industrial Relations Framework or other consultation constitution) as appropriate. Please seek HR advice regarding at what level it is best handled. Minutes of the meeting must be produced, agreed and signed. Ensure that minutes of all Trade Union meetings accurately reflect the discussion, including giving reasons for any proposals and reasons for acceptance and rejection of any counter proposals. During the consultation process consider and respond to any comments from the trades unions to assist them in better understanding the rationale for the initial proposals. Consider whether any proposals from the Trade Unions contribute to shaping the proposed new organisational structure and consider any counter proposals. Be prepared to consider further alternative proposals throughout the consultation process to see if agreement can be reached. vi If the Trade Unions produce alternative proposals they must be responded to, outlining the consequences of adopting the alternative proposals and if they are considered impractical to adopt, outline the reasons why. Page 4 of 16 Updated: 06 March 2012

6 vii Prepare a timescale for the on going consultation process. Schedule meetings on a weekly / fortnightly basis and agree feedback mechanisms from the Trade Unions to Management and from employees directly themselves. It is appropriate to receive feedback outside of the formal consultation meetings, but this should be discussed and confirmed at the next formal meeting. viii Hold a staff meeting or series of staff meetings immediately or soon after the first trade union consultation meeting, to enable the draft proposals to be presented to employees. Invite relevant trade union representatives to attend. Distribute the proposal documents and explain the proposals in detail. ix x Notify employees of the feedback mechanisms which have been agreed and the key officer(s) who should receive feedback together with any deadlines involved. Comments can be made through meetings or by letter, , etc. Point out that employees can stay behind at the end of the staff meeting(s) and speak to their trade union representatives. Management must ensure that absent employees e.g. due to sickness, maternity, paternity leave, secondment or other absence are fully informed of and consulted about developments that might affect them. A record should be kept of information provided by an trail or requesting confirmation of receipt Stage Two Subsequent Consultation Meeting i ii iii iv v vi Collate feedback from Trades Union Representatives and employees at the initial meeting, summarised where appropriate and any alternatives suggested. Discuss and explore the feedback with the Trade Union Representatives. Be prepared to consider alternative suggestions and make changes to your proposals in response to the feedback, if you think this is reasonable. Some changes may be able to be agreed at this meeting, others may need to be considered further. Consultation must also include ways of avoiding redundancy dismissals, reducing the numbers of employees to be dismissed and mitigating the consequences of the dismissals. This must be balanced against the need to meet the objectives of the proposed changes but if the objectives can be achieved by an alternative method, proper consideration should be given to such counter proposals If necessary, re-circulate any revised proposals for further consultation with timescales for feedback. Confirm with the Trade Unions any outstanding issues that need to be resolved in order to reach an agreement and the timescales for resolution Stage Three Final Consultation Meeting i Discuss and explore feedback on any revisions to the proposals. Provide feedback and detailed explanation of the consequences of adopting alternative proposals, if it has not been possible to include them. Page 5 of 16 Updated: 06 March 2012

7 ii Both management and trade unions should seek to discuss and resolve any issues in a positive way in order to move the proposals forward. iii If all matters have been resolved as far as possible, confirm agreement (see 4.4 (iv) below). iv Seeking Agreement The purpose of the consultation process is to try to reach agreement between management and the trade unions, wherever possible, on the new structure and resulting workforce measures. When carrying out a restructure, which may result in redundancies, employment legislation does not require that agreement must be reached with the trade unions but the Council must consult in good faith and in good time with a view to reaching agreement where possible. Both management and the trade unions should seek to resolve any differences in a constructive and positive way. This may involve both sides making compromises in order to move forward. However, it is not essential for all Trade Unions to agree to the new structure. Management may need to take the decision, following a thorough consultation process and attempts to resolve any differences (see Section 6), that the final structure proposals should be implemented Stage Four Assimilation Procedure i ii The purpose of the Assimilation Procedure is to provide a fair, transparent and efficient process for placing existing employees into the new organisation structure, and identifying any displaced employees for redeployment and possible redundancy, should redeployment not be possible. Both management and trade unions have a responsibility to ensure that the Procedure is applied in a fair, transparent and open manner. The Assimilation Procedure involves management representatives and trade union representatives convening a meeting to agree assimilation categories, wherever possible, move employees from the old structure to the new structure, identify any displaced employees and to generally manage the assimilation process, dealing with issues and problems that arise on a joint basis. iii A Joint Management/Trade Union Assimilation Panel should be established to undertake this task and notify the employees affected of the Panel composition. This will consist of a Lead Management Representative, a Human Resources Representative and a Trade Union Representative from 2 of the recognised Trade Unions who represent a majority of the affected employees. The Quorum of the Assimilation Panel will be 3, namely the Lead Management Representative, HR Representative and one Trade Union Representative or their nominated substitute. iv Management will formulate their proposals on Assimilation Categories. Page 6 of 16 Updated: 06 March 2012

8 v Advice must be obtained from HR on those employees on temporary/fixed term contracts or secondment arrangements to ensure that any assimilation rights in such cases are determined correctly. The general rule is as follows:- Secondments Employees on secondment have assimilation rights to their substantive post in their substantive services area. They do not have assimilation rights in the services area/post that they have been seconded to. Fixed Term Contract Employees These employees must be included in the assimilation process like any other employee, however their rights may be determined or affected by the reason for the contract being temporary/fixed term and HR Advice should be sought. vi vii Management will present their proposals on Assimilation Categories at the first Joint Assimilation Panel Meeting and allow Trade Union Representatives to provide initial comments and questions, to facilitate understanding of the proposals. In order to apply the Assimilation Procedure effectively, the following information must be shared with the trade union representatives at the first Assimilation Panel meeting. New structure with proposed Assimilation categories. Template list with details of all current employees with current post titles, grades, contract status, location (as appropriate) and assimilation consideration. List of employees who have expressed interest in voluntary redundancy, reduction in hours or other voluntary options etc. Job descriptions/role profiles and personnel specifications for posts in the old structure, and draft job descriptions/role profiles and personnel specifications for posts in the new structure Establishing Assimilation Categories Employees assimilation rights are determined by examining the following factors:- Comparison of the duties and responsibilities of each post in the new structure compared to those of each employee in their current substantive post (ignoring any temporary promotion or acting responsibilities). Current Tier/level/grade within the relevant part of the organisation Relevant experience, skills and competencies (see paragraph 4.7). The comparison of duties and responsibilities of the new posts in the new structure to current employees in their existing substantive posts should be based upon a significant proportion of duties and responsibilities listed in the new job description being the same as those in the employee s existing substantive post using the assimilation categories detailed below. Page 7 of 16 Updated: 06 March 2012

9 The outcome of the assimilation procedure will be to assign to all posts in the new structure an Assimilation Category A, B or C. It is necessary to establish the level at which an employee works. This is to preserve the employee s status, where possible and to ensure fairness in the Assimilation Procedure. An employee s level within the organisation should be considered in relation to factors such as their job grade and their reporting relationship. An employee may be assimilated to the same level in the new organisation structure as the level they work at in the old structure, but that does not necessarily mean the same grade, as a level may span several grades. An employee may be assimilated at a level below their existing level, but this may only occur if it does not unfairly displace an employee who works at that lower level. Where an employee cannot be assimilated at the current level or to the level below and there are no Category C opportunities to apply for, the employee is displaced and should be considered for redeployment as they are potentially redundant should redeployment not be possible. However, where a level-by-level approach is not necessary, or appropriate, an alternative approach can be determined through consultation between management and trade union representatives, according to the circumstances Assimilation Category Definitions Category A The post(s) is considered to be directly similar in tasks, duties and responsibilities to a post(s) in the previous structure. The grade and reporting relationship may be different, but it is obvious that a postholder(s) can be identified as being available for assimilation to the post(s) on the basis of the key tasks, duties and responsibilities of their former/existing post(s). If there is only one employee identified as available for assimilation that employee should be directly assimilated (slotted in) to the Category A post in the new structure. Where there are more employees available for assimilation than posts (in Category A) in the structure then a limited competition selection process will apply (between the identified candidates for the role). An employee assigned Category A assimilation rights to a post will be slotted in first to the new structure, before any other assimilation rights are considered i.e. employees with Category B assimilation rights. Where there are more employees with Category A assimilation rights than posts then these posts will be restricted to Category A employees for selection processes in the first instance. If there are more posts than employees with Category A assimilation rights, then these posts (after the Category A employees have been slotted in) can be restricted to employees with Category B assimilation rights, please refer to the Category B definition. Page 8 of 16 Updated: 06 March 2012

10 Please Note: An employee assigned with Category A assimilation rights to a post in the new structure cannot have any other assimilation rights to other posts within the organisation structure. Category B The post(s) are considered to have significant elements of the tasks, duties and responsibilities to a post(s) in the previous structure, though the grade and the reporting relationship may be different. There may be one or more employees who can be identified as being available for assimilation to this post(s). Where there are sufficient posts for employees identified as available, assimilate those employees whose key tasks, duties and responsibilities of a former/existing post are broadly similar to the new post. Where there are more employees than posts identified as performing a broadly similar role i.e. the key constituent tasks/duties and responsibilities of a particular post, then a limited competition selection process will apply. In exceptional circumstances, where the new post represents a significant change in duties and responsibilities (e.g. due to increased complexity of the role), then a limited competition selection process to assess suitability may be necessary. Consultation with Senior Management, HR and the trade unions must take place where this is being considered. Category C The post has been created to reflect a new direction or function. N.B. For posts on Teachers Conditions of Service, the assimilation categories in Appendix D must be used and the rest of this procedure applied in accordance with those categories. SECTION 5: IMPLEMENTATION OF ASSIGNED ASSIMILATION CATEGORIES Following the Assimilation Panel Meeting(s), employees will be notified of their proposed assimilation rights. Management must ensure that absent employees e.g. due to sickness, maternity, paternity leave, secondment or other absence are notified. A record should be kept of information provided by an trail or requesting confirmation of receipt Right of Appeal Against Assimilation Category: Employees should be informed of their right of appeal against the assimilation category they have been allocated which can be exercised by writing, setting out the reasons for the appeal, to the Assistant Director within 5 working days of notification of their assimilation rights (this may need to be extended for a short period to allow absent employees to respond). Appeal hearings should be arranged as soon as possible. The Appeal procedure and format of hearing is detailed in Appendix B Notification of Assimilation Decisions: When assimilation categories have been assigned and any relevant appeal hearings completed, the following should then take place:- Page 9 of 16 Updated: 06 March 2012

11 i Direct Assimilations: Inform those employees who have directly been assimilated into post in the new structure and confirm in writing. ii iii Selection Processes: Where a selection process is required to assimilate employees into post / posts this will be put in place as soon as practicable. This will normally be undertaken by limited competition selection interview which must be relevant and appropriate to the post being selected for, but there may be circumstances where other selection processes may be more appropriate. It may be appropriate to use other methods of selection to a limited competition selection interview process or a combination of the two. The use of a redundancy selection matrix could be considered but will depend on whether the new job to be selected for is the same/similar to the existing job and whether there are significant numbers available for selection. It is not appropriate where the job or the competencies/skills required have been changed sufficiently to warrant the need for a selection interview to assess suitability. If the use of a redundancy selection matrix is being considered, prior consultation must take place with Human Resources and the trade unions with a view to reaching agreement, where possible, on the criteria and mode of operation, should this method be determined appropriate Category C Posts: Identify any Category C posts available and employees available to be considered for them normally within the service first, then within the department. Careful consideration needs to be given on those employees eligible to be considered for Category C posts, (including employees on the Corporate Redeployment Register) especially where the post represents a promotion opportunity. Irrespective of the number of candidates available for any Category C post, arrangements will be put in place as soon as practicable for a selection process to be undertaken to assess employee(s) suitability for the post. If none of the candidates satisfy the requirements of the selection process then no appointment should be made. If no appointment is made. The vacancy becomes available for corporate redeployment Notify employees who have been assimilated and make arrangements for them to receive the appropriate contractual documentation Displaced Employees: Notify displaced employees for whom the Council s redeployment procedures will be followed. Provide them with a copy of the Employees Guidance on the Redeployment process document. 6.0 Disputes If a dispute arises which cannot be resolved at the level where consultation is currently taking place then efforts must be made to resolve the dispute in accordance with the principles for dispute resolution set out in the Industrial Relations Framework. Page 10 of 16 Updated: 06 March 2012

12 Page 11 of 16 Updated: 06 March 2012

13 PROJECT PLAN FOR MANAGING WORKFORCE CHANGE Appendix A Department Service Document Control Version 1 Circulation Date Author 1. Establish timeline for implementing workforce changes (all parties should seek to conclude the consultation All parties should seek to conclude the consultation process (Stage 1 4) within an 8 - week timeframe, however this may need to be varied either because of the statutory consultation requirements (see paragraph 3.4 above), because meaningful consultation is continuing or because of the complexity of the change required.... Task Actions and Outstanding Issues Date for Completion Status / Progress Responsible Officer 2. Stage 1 Formulate and communicate proposals please see Appendix C Managing Workforce Change Process Flowchart Task Actions and Outstanding Issues Date for Completion Prepare rationale for proposed workforce changes and supporting documentation, organisation structures, current and proposed. List of any employees volunteering for redundancy and other voluntary options. Prepare Job Profiles / Competencies Page 12 of 16 Updated: 06 March 2012 Status / Progress Responsible Officer

14 for roles affected Carry out an equality impact assessment of the initial proposals. Present the information to the Trades Unions and explain the proposals in detail and answer questions. Agree a timescale for the consultation process and schedule meetings. Agree feedback mechanisms to management. 3. Stage 2 - Subsequent Consultation Meeting Collate all feedback, discuss & explore. Task Actions and Outstanding Issues Date for Completion Consider alternative suggestions and respond, outline the consequences of adopting any alternative proposals and if they are considered impractical to adopt outline the reasons why. Confirm any outstanding issues. 4. Stage 3 - Final Consultation Meeting Task Actions and Outstanding Issues Date for Completion Discuss and explore feedback including any revisions or alternatives to proposals. Seek to jointly resolve issues in a constructive and positive way to reach Status / Progress Status / Progress Responsible Officer Responsible Officer Page 13 of 16 Updated: 06 March 2012

15 agreement, wherever possible. If all matters have been resolved as far as possible, proceed to assimilation stage Stage 4 - Assimilation Procedure Set up Joint Trade Union / Management Assimilation Panel. Task Actions and Outstanding Issues Date for Completion Management table assimilation category proposals and seek to reach agreement, wherever possible. Notify employees of assimilation categories. Confirm category A and B direct assimilations or arrange limited competition selection processes. Establish process for communicating the draft proposals and workforce changes to staff. Schedule meetings Prepare communication document Status / Progress Responsible Officer Page 14 of 16 Updated: 06 March 2012

16 PROCEDURE FOR APPEALS AGAINST ASSIMILATION CATEGORY APPENDIX B An appeal against an assimilation category will be considered by a Panel consisting of 2 Officers of appropriate seniority (1 of whom should be from Human Resources) and 1 Trade Union Representative (the quorum will be 3) none of whom will have been involved in agreeing the assimilation category being appealed. Employees have the right to be represented at the hearing by a Trade Union Representative or fellow employee. This Panel will be chaired by the more senior of the 2 Officers. The format of the hearing will be as follows: i. The Appellant will be asked to state the grounds of his/her appeal. ii. iii. iv. Management s representative will be given the opportunity to ask relevant questions. Management s representative will be asked to state the grounds on which their decision was based. The Appellant will be given the opportunity to ask relevant questions. v. The Panel will ask any questions they may have of both parties. vi. vii. Both parties will be asked to withdraw to enable the Panel to reach a decision. Both parties will be notified of the Panel s decision as soon as possible (normally within 24 hours). The decision will be confirmed in writing within 5 days. This is the final level of appeal. Page 15 of 16 Updated: 06 March 2012

17 APPENDIX C Managing Workforce Change Process Flowchart (This process can only commence when CX/CMT have approved structures for consultation) Stage 1 - Formulate & Communicate Proposals Draft project plan including implementation timeline, rationale for the changes & supporting documentation, organisation structure proposals, brief outline of the new Job Profiles (full Job Profiles should be produced as soon as possible). Also produce existing structure, list of employees affected, list of any employees volunteering for redundancy & other voluntary options. Carry out an Equality Impact Assessment of the initial proposals. Present the information to the Trades Unions and explain the proposals in detail and answer questions. Agree a timescale for the consultation process and schedule meetings. Agree feedback mechanisms to management. Hold a staff meeting(s), inviting Trades Union Representatives. Distribute proposal documents and explain proposals in detail answering any questions. This consultation process does not cover TUPE Transfers. If the proposals involve the potential for a TUPE Transfer, consult your BRM/HR Adviser. Stage 2 - Subsequent Consultation Meeting Collate all feedback, discuss & explore. Consider alternative suggestions and respond, outline the consequences of adopting any alternative proposals and if they are considered impractical to adopt outline the reasons why. Confirm any outstanding issues. Additional Consultation and Dispute Resolution as necessary Stage 3 - Final Consultation Meeting Discuss and explore feedback including any revisions or alternatives to proposals. Seek to jointly resolve issues in a constructive and positive way to reach agreement, wherever possible. If all matters have been resolved as far as possible, proceed to assimilation stage 4. Stage 4 - Assimilation Procedure Set up Joint Trade Union/Management Assimilation Panel. Management table assimilation category proposals and seek to reach agreement, wherever possible. Notify employees of assimilation categories. Confirm category A and B direct assimilations or arrange limited competition selection processes. Arrange Appeal Hearings Redeployment Process Page 16 of 16 Updated: 06 March 2012

18 APPENDIX D ASSIMILATION CATEGORIES FOR POSTS ON TEACHERS CONDITIONS OF SERVICE Category A The job(s) is considered to be directly similar in tasks, duties and responsibilities to a post(s) in the previous structure. The grade and reporting relationship may be different, but it is obvious that a postholder(s) can be identified as being available for assimilation to the post(s) on the basis of the key tasks, duties and responsibilities of the former post. The only course of action is for the member of staff to be directly assimilated (slotted in) to the new structure. Where there are more members of staff available for assimilation than (Category A) in the new structure and all such members of staff (assimilees) are considered suitable then a limited competition selection procedure will apply. Category B The job(s) is considered to be broadly similar in tasks, duties and responsibilities to a post(s) in the previous structure, though the grade and reporting relationship may be different. There may be one or more members of staff who can be identified as being available for assimilation to this post(s). The course of action is to assimilate (slot in) the member(s) of staff whose present key tasks, duties and responsibilities are most similar to the new job, or where there is more than one member of staff who is available for a particular post, to have a limited competition selection procedure. Category C The job(s) is now changed in emphasis by task, duty, responsibility or grade from a job or jobs in the previous structure (e.g. by attachment of extra responsibilities, mergers, change in emphasis, reallocation of duties). The course of action is as follows: a) Where only one member of staff is identified as being suitable on the basis of his/her key task, duties and responsibilities of a former post to be assimilated directly. b) Where more than one member of staff can be identified as performing part of the constituent tasks/duties and responsibilities, then limited competition should take place and particular members of staff identified as available for selection. c) Where no member of staff is available, this post becomes open to other members of staff elsewhere who are affected by structural changes. Category D The job(s) has been created to reflect a new direction or function. The course of action is as follows: Internal advertising indicating the key requirements of the post. Every possible consideration to be given to those members of staff who are displaced/affected from elsewhere with suitable experience, qualifications and abilities. A selection procedure will be undertaken. Page 17 of 16 Updated: 06 March 2012