Unless this copy has been taken directly from the Trust intranet site (Pandora) there is no assurance that this is the most up to date version

Transcription

1 Policy No: OP71 Version: 4.0 Name of Policy: SMART Time and Attendance System Policy Effective From: 02/03/2017 Date Ratified 07/02/2017 Ratified HR Committee Review Date 01/02/2019 Sponsor Director of Finance and Informatics Expiry Date 06/02/2020 Withdrawn Date Unless this copy has been taken directly from the Trust intranet site (Pandora) there is no assurance that this is the most up to date version This policy supersedes all previous issues. SMART Time and Attendance System Policy v4

2 Version Control Version Release Author/Reviewer Ratified by/authorised by /04/2012 Clare Jones/Brian Nicholson SMART Project Board Date 09/03/2012 Changes (Please identify page no.) /12/2012 Brian Nicholson/Karen Martin SMART Project Board 14/12/2012 4, 5, 6, 7, 8, 10, 11, 12, 13, 14, 15, 16, /12/2016 Karen Martin / Elizabeth Storey JCC 18/11/2016 Full review and update, changes in italics /03/2017 Karen Martin HR Committee 07/02/ , 6.5, 6.7 changes in italics SMART Time and Attendance System Policy v4 2

3 Contents Section Page 1 Introduction Policy scope Aim of policy Duties (roles and responsibilities) Definitions SMART Time & Attendance System Policy Time Recording and Remote Clocking Rest Breaks Minimum Daily Rest Periods Clocking Requirements for Paid Breaks Managing Exceptions Managing Leave (e.g. Annual, Flexi, Study) Absence Management Managing Time Off In Lieu (TOIL)/Rolling Hours Balance Managing Flexi Balances Roster Periods Work Zones Auto-roster Shift Preferences Bank Shifts Study Leave Mandatory Training Training Diversity and inclusion Monitoring compliance with the policy Consultation and review Implementation of policy (including raising awareness) References Associated documentation (policies)...18 SMART Time and Attendance System Policy v4 3

4 OP71: SMART Time & Attendance and erostering Policy 1 Introduction 1.1 This policy outlines the practice and standards required by the Trust in relation to the management of Time & Attendance and erostering using the SMART system. 1.2 The SMART system provides automated time and attendance management with staff rostering and self rostering. The system is being implemented to all staff groups across the organisation both clinical and non clinical. System will help monitor Junior Doctors time and attendance in accordance with the new Junior Doctors Contract. 1.3 There is a two way interface between Employee Staff Record (ESR) and SMART. Details of new starters, leavers and relevant assignment changes are uploaded from ESR to SMART on a daily basis. Pay credit and absence information is then uploaded from SMART to ESR when required for Payroll processing. 1.4 Adherence to this policy will ensure that time and attendance and clinical rostering is managed equitably across the organisation and in accordance with employment legislation, employee terms and conditions, national NHS and local initiatives and policies and the Trust s Vision to be the Best Employer. 1.5 Staff costs of Gateshead Health NHS Foundation Trust account for 70% of its total expenditure and are in the region of 120m per annum. How staff are rostered and their time is managed can have a significant impact on expenditure and consequently it is very important that efficient systems are implemented across the Trust, for all staff, to accurately record their time and attendance. 1.6 This policy sets out Gateshead Health NHS Foundation Trust s standards for the use of the SMART system in accordance with: European Working Time Regulations Agenda for Change Terms and Conditions Medical and Dental Terms and Conditions 1.7 The SMART time and attendance system is a management tool which can also be used to support other existing Trust policies as listed in section This policy sets out Gateshead Health NHS Foundation Trust s standards for the use of the SMART system in support of Improving Working Lives standards. 2 Policy scope 2.1 This policy applies to all members of staff working within Gateshead Health NHS Foundation Trust who are required to use SMART for time and attendance recording and for the production of staff rosters. SMART Time and Attendance System Policy v4 4

5 2.2 The policy applies to all members of staff who are recorded on the integrated Human Resources (HR) and Payroll system ESR. 2.3 The policy does not apply to non Gateshead Health NHS Foundation Trust employees working within the Trust: Agency / Consultancy Staff Staff employed by other NHS organisations e.g. visiting consultants. 3 Aim of policy 3.1 This policy provides guidance to ensure that SMART is used accurately, timely, equitably and consistently across the organisation. 3.2 The control of the use of SMART is essential, not only to comply with employment legislation and terms and conditions but as a key means of ensuring standardisation in the application of local personnel policies and the successful reduction of fraud. 3.3 This policy will provide guidance to ensure that staff who are entitled to enhancements & other additional payments over and above basic salary are paid correctly. Also to ensure all absences are recorded and transferred to ESR. 3.4 This policy does not cover basic salary changes and contracted hours normal processes continue. 4 Duties (Roles and responsibilities) Trust Board The Trust Board is responsible for implementing a robust system for recording time and attendance within the organisation. This includes ensuring that electronic systems for managing time and attendance are used equitably, consistently and accurately. Chief Executive The Chief Executive is ultimately responsible for ensuring effective time and attendance management within the organisation and therefore supports the Trust-wide implementation of this policy. Director of Finance & Information The Director of Finance and Information has delegated responsibility for ensuring an effective, robust system is in place for the management of time and attendance within the Trust. Trust Managers / Supervisors / Team Leaders Managers within the Trust are responsible for ensuring the policy is adhered to in respect of themselves and the employees they manage. Trust Managers also have responsibility for ensuring that they and their staff are adequately trained on SMART and manage the system supported by the SMART System Team. Managers are responsible for informing the SMART Team using the request for change (RFC) process regarding New Employees and staff changes (Appendix 2) SMART Time and Attendance System Policy v4 5

6 Any user who requires access to e-hl will complete a SMART System Access document which details the level of access and responsibilities to record absence, manage exceptions and authorisation levels. This is system access is approved by an authorised signatory and all documents are retained by SMART Team. All Staff All staff within Gateshead Health NHS Foundation Trust are responsible for ensuring that the principles outlined within this policy are universally applied. All Staff also have responsibility for ensuring that they are adequately trained on SMART and use the system as directed by the SMART System Team i.e. that SMART accurately reflects employees attendance, work patterns and breaks. SMART System Team The SMART System Team are responsible for the day to day-operational administration and end user support of the SMART Time and Attendance and e-rostering system within the Trust; specifically, user training, system configuration, user communications, data quality and reporting. Responsible for adding new Employees, completing any other staff changes following receipt of RFC documents from Trust Managers/Supervisors/Team Leaders. 5 Definitions 5.1 SMART The system that provides automated time and attendance management with staff rostering and self rostering. 5.2 Time & Attendance Time and Attendance is the process of recording employee arrival and departure times, recording and calculating actual hours worked and maintaining absence information. 5.3 erostering erostering is the electronic planning, creation and management of the clinical offduty. 5.4 Flexi Time Flexi time is a pattern of working that allows flexibility around start and finish times and unpaid break times but with agreed fixed core hours. 5.5 Core Time (Hours) Core times are the periods of a flexible shift pattern when all staff are expected to be at work, unless they are taking authorised leave or sickness/absence. 5.6 TOIL Time off in lieu is accumulated by working hours over and above the contracted hours. 5.7 Fixed shifts Fixed shifts are periods of working where there is no flexibility in start and finish times SMART Time and Attendance System Policy v4 6

7 5.8 Slip rule Attaching a slip rule to a fixed shift gives start time flexibility, exception will be raised if Employee works over/under contracted shift time. 5.9 Rest breaks European working time regulations state a minimum of 20 minutes unpaid break must be taken if the rostered shift is greater than 6 hours, however the Trust standard is 30 minutes. Where an employee is required to work during any time which is supposed to be rest time e.g. daily or weekly rest periods, then the worker must be allowed to take equivalent periods (the same number of hours lost) as compensatory rest. This compensatory rest should be taken as soon as possible, ideally within 24 hours if service needs permit Exceptions Exceptions are produced by the system to alert Managers if there has been a deviation to either the rostered/flexi shift e-employee e-employee accounts are created for each Employee which is their portal to view their record in SMART. Staff use this access to request annual/flexi leave, request self roster preferences, view rosters, balances, exceptions, pay credits etc. and attach messages to exceptions 5.12 ehl ehl accounts are used by Managers to review /action exceptions and leave requests e.g. (annual, flexi), record sickness absence etc. Ward Managers use ehl to access auto roster to produce the clinical off-duty Rolling Balances Rolling +/- hours balance is calculated on a weekly basis by the SMART system. Rostered shifts are compared with contracted hours and the relevant adjustment is made to each employee s balance to reflect credit/debit balance. Acknowledged exceptions for leaving shift early will result in a debit to the rolling balance Work Zones Arrival - The time prior to the shift start that allows an employee to clock in early without accruing any overtime and assumes the employee is clocking in for a normal shift start. Start Grace - The time, following the normal shift start, where an employee can clock without penalty. Late - The time, following the normal shift start, when late arrival is to be monitored. Early Departure - The time prior to the completion of the normal shift, when early departure is to be monitored. End Grace - The time prior to the completion of the normal shift, where an employee can clock out without penalty. SMART Time and Attendance System Policy v4 7

8 Departure - The time following the completion of the shift that allows an employee to clock out late without accruing any overtime and assumes the employee is clocking out at the normal shift end Young Worker Young worker is defined as an employee who is 15 years of age or over but under 18 years of age. 6 SMART Time & Attendance and erostering 6.1 Time Recording & Remote Clocking Whenever possible, staff should use the biometric hand-readers to record their attendance at work. If staff are unable to use the hand-readers, for example due to a short term injury or ongoing health condition such as arthritis, they can be registered as a special enrolment by a member of the SMART Team and would where possible use their left hand to register time and attendance. In exceptional circumstances where this was not practicable, staff can use a telephone or PC to register their attendance. Staff who regularly work in the community or are not based at a Trust site can use the remote telephone clock-in system (Panztel) by prior arrangement. Staff who are rostered or have a fixed shift pattern can clock in upon arrival (but are not encouraged to) earlier than shift start or out later at clock out. However, the shift will be paid in accordance to shift start times unless additional time/pay is authorised by the Manager in exceptional circumstances. Staff who are on a flexi shift pattern or have a slip rule attached should only clock in to register time and attendance when they are ready to start work. If for any reason a member of staff is unable to use either a hand-reader or Panztel to clock in or out they must inform their Manager / supervisor at the earliest opportunity of the time they arrived or left, where possible using the e-employee messaging functionality. It is then the responsibility of the Manager / supervisor to manually update the employee s attendance on ehl. If a member of staff forgets to clock in or out they must inform their Manager / supervisor at the earliest opportunity of the time they arrived or left, where possible using the e-employee messaging functionality and if practical clock in. It is then the responsibility of the Manager / supervisor to manually update the employee s attendance on ehl. Any deliberate manipulation of the system to misrepresent the true hours worked by yourself or others e.g. persistently failing to use hand readers may be subject to disciplinary action or prosecution. 6.2 Rest Breaks All shifts patterns configured in SMART must conform to Working Time Regulations as documented in Section 27 of the NHS terms and conditions of service handbook (AfC Handbook) and also in accordance to T&C Service Handbook e.g. Medical and Dental. SMART Time and Attendance System Policy v4 8

9 European working time regulations state a minimum of 20 minutes unpaid break must be taken if the rostered shift is greater than 6 hours, however the Trust standard is 30 minutes. It should be a break taken during working time and therefore should not be taken at the start or end of the day. The Trust considers a worker meal break entitlement to cover this requirement. Young workers are entitled to 30 minutes if working more than 4.5 hours. In exceptional circumstances where a rest break cannot be taken the unused entitlement should be claimed as a period of equivalent compensatory rest. Managers should ensure when managing this exception in SMART that a period of equivalent compensatory rest is provided. Where an employee is required to work during any time which is supposed to be rest time (e.g. daily or weekly rest periods) then the worker must be allowed to take equivalent periods (the same amount of time) of compensatory rest. This compensatory rest should be taken as soon as possible, ideally within 24 hours if service needs permit. Staff who hold the 1200 beep will have assumed unpaid breaks configured into the SMART shift. Staff with assumed breaks do not have to clock out for unpaid breaks. If staff are holding the 1200 Bleep are unable to take the unpaid break SMART will NOT prompt the Manager by raising an exception. It is the responsibility of the member of staff to notify the Manager when this occurs. The Manager must make the equivalent adjustment to the member of staff s TOIL balance. It will be assumed that natural breaks in the shift will occur to ensure that Working Time Regulations are being adhered to. 6.3 Minimum Daily Rest Periods All rosters (off duties) produced in SMART must conform to Working Time Regulations as documented in Section 27 of the NHS terms and conditions of service handbook (AfC Handbook). Employees should normally have a rest period of not less than 11 hours in each 24 hour period. In exceptional circumstances, where this is not practicable because of the contingencies of the service, daily rest may be less than 11 hours. Managers should ensure when managing this exception in SMART that a period of equivalent compensatory rest is provided. 6.4 Clocking Requirements for Unpaid Breaks Flexi Time Staff who work according to agreed Department Trust s flexi time arrangements and are able to take unpaid breaks by agreement in exceptional circumstances of varying length are required to clock out for all unpaid breaks to ensure that the length of time being taken for breaks is accurately recorded. SMART Time and Attendance System Policy v4 9

10 Fixed Shifts Staff who work fixed shifts will have assumed breaks configured into the SMART shift. Staff with assumed breaks do not have to clock out for breaks. It is the line Manager s responsibility to ensure that staff are taking appropriate rest breaks as per working Time Regulations. If staff do not take the scheduled break or take longer than the scheduled assumed break SMART will NOT prompt the Manager by raising an exception. It is the responsibility of the member of staff to notify the line Manager when this occurs. If staff do not take the scheduled break the Manager must make the equivalent adjustment to the member of staff s TOIL balance. If staff take longer than the scheduled break the Manager must make the equivalent deduction from the member of staff s TOIL balance. Fixed Shift Lone Workers In exceptional circumstances, Staff who are lone workers and are unable to take scheduled breaks will not have unpaid breaks configured into the SMART shift. Fixed shift lone workers do not have to clock out for the break. It will be assumed that natural breaks in the shift will occur to ensure that Working Time Regulations are being adhered to Bleep Holders Refer to Section Managing Exceptions Managers / Supervisors / Team Leaders Are responsible for managing exceptions raised in a timely manner to ensure that employee s pay credits, TOIL balances, flexi balances and absences are accurate and up to date. Managers must monitor and act on exceptions and ensure that absences & shift changes are entered in a timely manner, so it is recommended that this is done on a daily basis. In particular all exceptions should be acted upon prior to the published payroll cut off dates to alleviate potential payroll errors (dates can be found on the SMART intranet page). Recommended best practice is to encourage staff to use the messaging facility and only authorise TOIL/Flexi when confident it is for a legitimate reason. Members of Staff Members of staff are responsible for monitoring their own pay credits, TOIL and flexi balances using eemployee and for raising any errors / omissions with their Manager. The messaging facility should be used to do this where ever possible. SMART Time and Attendance System Policy v4 10

11 Members of staff are responsible for notifying their line Manager of any exceptions to their work pattern that will not have automatically raised an exception in SMART using the e-employee messaging functionality (where possible). E.g. fixed shift member of staff with an assumed unpaid break of 30 minutes who has taken 1 hour to attend a personal appointment. Self approval of Exceptions that will generate a payment Staff are not allowed to self-approve any exception that will generate a pay credit, with the limited exception of senior managers who participate in an on call rota. Self approval of other Exceptions Staff band 8a and above can with their line Managers approval manage their own unpaid exceptions. These individuals may devolve this to a member of staff from a lower band where necessary. This may only be for the senior Managers exceptions and not exceptions of any other staff or the individuals themselves. It is the responsibility of the Managers of Band 8a and above to use the reports available in SMART to regularly review the work patterns of those staff to check the devolved responsibilities are being carried out correctly. Delegation Where the management of exceptions needs to be delegated to cover absence, this should be documented on a User Access document. 6.6 Managing Leave (e.g. Annual, Flexi, Study) Managers / Supervisors / Team Leaders Are responsible for acting on all requests for leave in a timely manner. It is recommended that leave requests are monitored and acted upon on a daily basis. When managing requests for leave, the Manager must first consider any TOIL and Flexi time owed to the employee. Ensuring that the correct deduction is made from leave balances where appropriate. For staff groups who do not use eemployee to request leave, managers must follow the agreed local procedure for authorising leave requests and must ensure that SMART is updated accordingly. Responsible for ensuring that annual leave balances are updated as appropriate at the start of the every new leave year. Clinical Managers Managers of clinical staff who are part of a self roster group must make sure that they apply the correct underlying shift for the absence if the absence is for a time period for which the roster is yet to be published. Employees Are responsible for raising all requests for leave on eemployee as per local procedures and protocol. SMART Time and Attendance System Policy v4 11

12 Employees are also responsible for monitoring any request raised to ensure that they have been approved by their Manager prior to the absence being taken. Employees are responsible for monitoring their leave balances on eemployee. For groups of staff that do not use e-employee to request absence they must follow the agreed local procedure for requesting absence and monitoring balances. 6.7 Absence Management Managers / Supervisors / Team Leaders Are responsible for recording sickness absences on SMART in a timely and accurate manner as per the Supporting and Managing Sickness Absence Policy (PP11). Part Day Absence Management of a part day absence is by authorisation of the absence exception. Full Day Absence Management of a full day absence is by Special Day Booking on the first day of absence, booking is then extended for all subsequent days of absence. Long term Absence Management of long term absence is by extending the period of the Special Day Booking. Managers should ensure that full annual leave balances are carried over on SMART where relevant for members of staff who are on long term absence in accordance with (PP11) Phased Return Dependent on the individual circumstances of each case, phased return will not normally exceed 4-weeks, but a longer period may be recommended by Occupational Health. The employee will receive full pay during the phased return to work programme. The phased return will not therefore be recorded as sickness absence in SMART. For annual leave taken following the agreed period of phased return to work the Manager is responsible for ensuring that the annual leave is booked in SMART in the normal way and balances are debited accordingly. Where an employee reduces the number of hours they work following the agreed period of phased return to work the Manager must contact both HR and the SMART Team as normal to ensure both ESR and shift patterns in SMART are amended accordingly. SMART Time and Attendance System Policy v4 12

13 Clinical Managers Managers of clinical staff who are part of a self roster group must make sure that they apply the correct underlying shift for the period of leave if it is for a time period for which the roster is yet to be published. Absence Reasons Sickness absence reasons MUST always be entered, including the level 2 reason. S99 Sickness-Unknown causes must never be used. Managers are responsible for updating sickness absence reasons if these change during the period of absence. Records are kept in accordance with PP11. Note: when an absence reason is updated it will update the reason for the whole absence and not just from that point onwards. It is the responsibility of the Manager to ensure that the reason is updated appropriately. Employees Are responsible for notifying and updating Managers of sickness absence as per the Supporting and Managing Sickness Absence Policy (PP11). 6.8 Managing Time off in Lieu (TOIL)/Rolling Hours Balance Managers / Supervisors / Team Leaders Are responsible for ensuring that TOIL balances are accurate and up to date by managing exceptions in a timely manner. Managers should clarify the reason for the over working prior to authorising and select the correct TOIL authorisation code. This will ensure that the correct unsocial hours enhancement payment is made in line with AfC if applicable. Managers are responsible for ensuring that TOIL is taken within 3 months where operationally possible. Where this is not possible an agreement should be reached between Manager and Employee to either extend the 3 month period or make payments in accordance with AfC terms and conditions. TOIL can be accrued for time worked in addition to an employee s contracted hours, where the employee s line manager or team leader has agreed with the employee to this work being performed outside the standard hours. In some circumstances TOIL can be paid at the overtime rate, i.e. if requested to work an additional clinical shift/hours in response to service delivery needs. Therefore: TOIL cannot not be accrued for working before/after your shift at your choice. TOIL cannot be accrued where there is a local flexi-time agreement in operation, unless with the prior agreement of the manager or team leader. TOIL should not be accrued where it is your responsibility to manage your own reasonable workload within your contracted hours TOIL should be taken back as soon as practicable after accrual, with the prior agreement of the manager or team leader. SMART Time and Attendance System Policy v4 13

14 Untaken accrued TOIL should not be carried forward from one month to the next without the prior authorisation of the line manager. Where practicable TOIL should be taken prior to an employee moving to another post in the Trust, and must be taken before leaving the Trust s employment. The Manager should consider the employees TOIL balance when approving annual leave requests. When employees are leaving the Trust, managers should prevent the employee accruing further TOIL during the notice period. The Manager should also ensure that where the leaver has a positive or negative TOIL balance appropriate measures are taken so that the balance is as near to zero as possible on the date of termination. If in exceptional circumstances there is either a positive or negative TOIL balance remaining at the date of termination, the Manager should include this information on the Leaver Form or if this form has already been submitted to Workforce and Payroll Teams, confirm the balance to be paid or deducted in an to payroll@ghnt.nhs.uk as outlined in the leaver procedure checklist Managers should also consider the TOIL balances of existing staff members prior to booking any Bank Shifts. Employees Employees leaving a current post should avoid accruing further TOIL during the notice period. The employee is responsible for ensuring that any positive or negative TOIL balance is as near to zero as possible on the date of termination. Rolling Balances Because of the nature of roster production and shift patterns it is possible and acceptable for employees to not work their contracted hours every week. Managers / Supervisors / Team Leaders It is the Manager s responsibility to monitor the rolling balance. An employee s rolling balance should never exceed 12 hours or the employees maximum shift length (whichever is the shortest). The Manager should regularly review rolling balance against the employees TOIL balance and make appropriate adjustments as necessary. Managers should ensure that additional shifts are regularly allocated to reduce the rolling hour s deficit. The Manager should review rolling hours balances prior to requesting Bank Shifts 6.9 Managing Flexi Balances Flexi balances should be managed in line with local flexi policies and procedures. When employees are leaving the Trust, managers should prevent the employee accruing further Flexi time during the notice period. The Manager should also SMART Time and Attendance System Policy v4 14

15 ensure that where the leaver has a positive or negative Flexi balance appropriate measures are taken so that the balance is as near to zero as possible on the date of termination. If in exceptional circumstances there is either a positive or negative Flexi balance remaining at the date of termination, the Manager should include this information on the Leaver Form or if this form has already been submitted to Workforce and Payroll Teams, confirm the balance to be paid or deducted in an to payroll@ghnt.nhs.uk as outlined in the leaver procedure checklist 6.10 Roster Periods Roster periods are set at 6 weeks across the Trust. Staff can specify their shift preferences up to 12 weeks in advance of the roster period. Roster periods including picking and freeze periods are available on the intranet Work Zones SMART standard configuration comes with NHS Core Work Zones which apply Trust wide. These are currently set as follows: Arrival = 44 minutes Start Grace = 15 minutes Late = 15 minutes Early Departure = 15 minutes End Grace = 15 minutes Departure = 15 minutes 6.12 Auto-roster Shift Preferences Core Clinical Staff Full-time Staff can request 1 strong preference per week that can be either days off or shifts or a mixture. In addition, they can also have one normal preference shift per week. This is pro-rata for part time staff as per the table below. Part Time Staff Strong/normal requests are pro rata for part time staff depending on what contracted hours are worked: Contracted Hours Preferences 34.5 to 37.5hrs 6 strong 6 normal 30 to 34hrs 5 strong 5 normal 23 to 29.5hrs 5 strong 4 normal 22.5hrs and under 3 strong 3 normal Pro rata preferences will be configured into the auto-roster for wards / Departments, it is the Managers responsibility to inform the SMART System Administrator if their contracted hours change using the RFC process. SMART Time and Attendance System Policy v4 15

16 Employee It is the employee s responsibility to monitor their own rolling hours balance. They are responsible for bringing to their Manager s attention regular increases to this balance or when the balance exceeds 12 hours or their maximum shift length (whichever is the shortest). They should also bring any regular shortfall of hours worked to their Managers attention at their earliest convenience and be prepared to negotiate some means of payback to cover the shortfall which can be back dated to include a period of time inclusive of, but not exceeding their first recorded date on SMART. Employees will be aware there will be an expectation to work additional shifts to reduce this balance Bank Shifts Prior to requesting Bank Shifts, following the normal procedure, Ward Manager s should consider existing staff s TOIL and rolling balances Study Leave Managers should ensure when study leave is applied that they use the correct Special Day Booking as listed below and apply the correct underlying shift where relevant to ensure the rolling hours balance is maintained correctly: Internal Training essential to the role External Training essential to the role Development non essential to the role zstudy Leave should not be selected 6.15 Mandatory Training 7 Training Managers should ensure when Mandatory Training is applied that they use the Special Day Booking Internal Training and the relevant underlying shift, regardless of the employees contracted hours is applied as per Education Training and Development Policy PP29. e-employee elearning (captivate demonstrations) located on the SMART page of the Trust intranet, one for self rostering (Wards) and the other fixed shifts/flexi workers. Additional small group and out of hours training is available for employees who require additional support. e- Employee should be covered as part of local induction policy. Hand Reader Supervisor Training Person(s) nominated by the department are trained how to register staff and other hand reader supervisors on the hand reader. Hand reader supervisors then continue to register new employees. SMART Time and Attendance System Policy v4 16

17 ehl Fixed Shifts/Flexi Bespoke training scenarios relevant to the department are created for each ehl Manager using staff from their staff group. Training sessions last approximately 2.5 hours and are delivered in small groups or on a one-to-one basis. Captivate demonstrations are also available on the SMART webpage to support initial end user training. ehl Self Roster Groups Bespoke training scenarios relevant to the department are created for each ehl Manager using staff from other ward areas. Training sessions are delivered in small groups or on a one-to-one basis. Captivate demonstrations are also available on the SMART webpage to support initial end user training Auto Roster Self Roster Groups Ward Managers and / or nominated staff are trained to use the auto roster system. Ongoing support is provided as necessary. 8 Diversity and Inclusion The Trust is committed to ensuring that, as far as is reasonably practicable, the way we provide services to the public and the way we treat staff reflects their individual needs and does not unlawfully discriminate against individuals or groups on the grounds of any protected characteristic (Equality Act 2010). This policy aims to uphold the right of all staff to be treated fairly and consistently and adopts a human rights approach. This policy has been appropriately assessed. 9 Monitoring compliance with the policy Monitoring compliance with this policy will be the responsibility of the Director of Finance and Informatics, although on a day to day basis the SMART System Team will monitor the use of the system. Standard / Process / Issue Time Recording & Remote clocking Rest Breaks & Rest Periods Managing exceptions Managing Leave Absence management TOIL / Flexi / Rolling Balances Monitoring and audit Method By Frequency Monitoring clocking to identify SMART Team Ongoing pattern of non hand reader or non remote clocking Ensure configured shifts confirm SMART Team Ongoing to working time regulations Monitor exceptions are being SMART Team Ongoing managed in a timely manner Monitor absence requests are SMART Team Ongoing being managed in a timely manner Ensure absence is managed SMART Team / Ongoing accurately and in a timely Payroll manner Monitoring balances are SMART Team Ongoing appropriately managed SMART Time and Attendance System Policy v4 17

18 10 Consultation and review This policy has been reviewed and amended by SMART System Manager and Payroll/Employee Services Manager, in consultation with JCC Policy Sub-Group. 11 Implementation of policy (including raising awareness) This policy will be circulated by the Trust Secretary as detailed in OP27 Policy for the development, management and authorisation of policies. Awareness will also be raised through the Manager s Bulletin, QE Weekly and other standard communication. 12 References AfC Terms and conditions. Medical and Dental terms and conditions Local flexi policies Local On Call agreement PP11 Supporting and Managing Sickness Absence Policy PP29 Education Training and Development Policy PP34 Working Time Regulations 13 Associated documentation PP09 Authorisation of Leave Policy PP18 Flexible Working Policy PP14 Equal Opportunities in Employment PP24 Family Leave Policy PP36 Anti-Fraud, Bribery and Corruption Policy System Specific Security Policy (SSSP) Business Continuity Plan (BCP) SMART Time and Attendance System Policy v4 18