Policy Title: Agenda for Change Job Evaluation Policy and Procedure. Policy Summary

Transcription

1 Policy Title: Agenda for Change Job Evaluation Policy and Procedure Reference and Version No: HR55 Version 4 Author and Job Title: Roshni Devgan ER Advisor Policy Summary This policy covers the principles and responsibilities for the Agenda for Change Job Evaluation Process. The procedures for the evaluation of new posts and for reviewing existing posts are outlined in the policy. Executive Lead Director of Human Resources and Education Validated By: Policy Review Group Ratified By: Joint Consultative Committee Date Issued: 10 October 2016 Date for Review: 3 August 2019 Related Documents: HR 26 Recruitment and Retention Policy Agenda for Change Terms and Conditions Handbook This Policy is Intended for: All non-medical staff except very senior managers The Trust is committed to the fair treatment of all, regardless of age, colour, disability, ethnicity, gender, gender reassignment, nationality, race, religion or belief, responsibility for dependants, sexual orientation, trade union membership or non membership, working patterns or any other personal characteristic. This policy and procedure will be implemented consistently regardless of any such factors and all will be treated with dignity and respect. To this end, an equality impact assessment has been completed on this policy. 1 of 10 (Date for review 3 August 2019)

2 Contents 1. Introduction 2. Scope of the policy 3 Equality and Diversity Statement 4. Responsibilities 5. The Job Evaluation Process 5.1 Protocol for Job Evaluation New Roles 5.2 Protocol for Job Evaluation Changes to Existing Roles 6 Monitoring/Consistency Checking Appendices Appendix 1 Job Review Request Form 2 of 10 (Date for review 3 August 2019)

3 1. Introduction It is inevitable that in a changing NHS, individual job roles constantly evolve and change. Part of the purpose of the introduction of Agenda for Change was to enable the broad banding of jobs to allow for greater flexibility in roles and responsibilities. On occasion, these changes may lead to a review of the pay band of a post, however, only significant changes to a job are likely to affect the banding through the matching or evaluation process. The purpose of this policy is to outline the steps that should be followed when a post is required to go through the job evaluation process. The policy is designed to ensure that the process is carried out in accordance with the national procedure and in a fair and timely manner. The evaluation process is based primarily on the principle that agreed and up to date job descriptions are developed, prior to the jobs being considered for evaluation. All job descriptions should be submitted in the standard format agreed for the Trust. It is important to ensure that all relevant documentation is presented to the evaluation panel. This includes an up to date agreed job description, person specification and organisation chart for each job to be evaluated. The panel may request further information, where appropriate. 2. Scope of the Policy This policy is applicable to all posts covered by the NHS Terms and Conditions of Service (Agenda for Change). 3. Equality and Diversity Statement is committed to providing equal opportunities in employment practice. The implementation of this procedure will not discriminate directly or indirectly on the grounds of gender, sexual orientation, marital status, caring responsibility, ethnic or national origin, religion, culture, disability, age or trade union membership. 4. Responsibilities Chief Executive The Chief Executive will be ultimately responsible for and fully endorses all points of this policy. Executive Directors To ensure consistent application of the principles and procedures outlined in this policy. To ensure there is a sound business case along with the financial resources to support any requests for re-grading. Managers Banding requests are an area which can create anxiety for staff, therefore it is important that good people management skills are employed across the Trust to avoid staff feeling that their contribution is not being fairly recognised or rewarded. In order to achieve this, the following points should routinely be taken into consideration by line managers: 3 of 10 (Date for review 3 August 2019)

4 Ensure all staff have an up to date, accurate job description which is reviewed in discussion with them Ensure all staff are not routinely expected to perform duties which are beyond their remit and level of remuneration If it becomes necessary to extend an individual s duties and responsibilities, this should not be done unless the manager can justify the reasons for doing so and identifies the funding to support it Managers should not take advantage of an employee s willingness to work beyond their scope of duty on a routine basis. The Trust (overall) has an established level of funding against an established mix of staff. Any enhancement of the overall establishment needs to be funded by appropriate service development funding or internal revision within departments to identify the necessary resources. Human Resources The Human Resources and Workforce department will be responsible for ensuring the implementation of this policy and the associated procedures. Human Resources will also provide support and information to managers and employees on the job evaluation process. Employee Relations will ensure that this document is regularly updated in accordance with any developments in legislation and/or national or local policy. Responsibilities of HR Representatives as a Job Analyst/Evaluator The Workforce Administrator will: Keep an accurate record of all documentation relating to job evaluation. This will be achieved by ensuring that the relevant documents are filed in the AfC Job Outcome files which are held in the HR central library (ordered by staff group). The files contain the JA/JE Outcome Form/CAJE (Computer Assisted Job Evaluation) report, job description and person specification and the organisation chart. Panel members will attend panels as rostered, subject to essential operational demands. Analysts and evaluators must have undertaken the appropriate training to ensure standards are maintained. Job Analysts involved in local evaluations will not be allowed to be a member of the evaluation panel for the same post. Staff Side Representatives Employee Representatives are encouraged to provide support and guidance to their members on the contents of this procedure and to participate in the consultation regarding the review of this document. Responsibilities of Staff Side Representatives as a Job Analyst/Evaluator Panel members will attend panels as rostered, subject to essential operational demands. Analysts and evaluators must have undertaken the appropriate training to ensure standards are maintained. 4 of 10 (Date for review 3 August 2019)

5 Job Analysts involved in local evaluations will not be allowed to be a member of the evaluation panel for the same post. 5. The Job Evaluation Process 5.1 New Roles It is standard job evaluation practice for proposed new jobs to be matched or evaluated as a desktop exercise, in order that a provisional pay band can be determined for recruitment purposes. This exercise should be carried out by experienced panel members with advice from the appropriate manager and/or staff side representatives from the relevant sphere of work. Once the new job has been in operation for a reasonable amount of time (normally 6 months) to allow for the job holder to be in a position to provide comprehensive information relating to the role, then the job holder can trigger a review and the job should be evaluated in accordance with the procedure for new roles. New jobs which are likely to become a common occurrence across the health service in the near future but which do not match any of the published profiles, should be locally evaluated and then referred to the NHS Staff Council for consideration as to whether or not a national profile should be produced. If a national profile is subsequently agreed at a different pay band from the initial local evaluation, then the bandings for the individual concerned will need to be retrospectively adjusted Procedure The manager submits the job description to the Workforce department. The job description will be recorded on a central register (Summary spreadsheet) and allocated a job description reference number. The job will then be allocated to the next available job evaluation panel and the manager informed of the panel date. The panel will consist of at least one staff and one management side representative. All panel representatives must be suitably trained in the AfC evaluation process. A desk top evaluation exercise will be carried out in order to determine a provisional banding and the outcome will be notified to the manager who has requested the evaluation. The manager will then submit the job description along with a business case (as per the vacancy control form) for the job to gain approval for the funding and advertising of the post. This must be approved by the relevant Executive Director. The post will be advertised in accordance with the Trust s recruitment and selection procedure. Once the post holder has been in post for a minimum of 6 months, but no longer than 12 months, they can trigger a formal request for a review of the post by completing the New Job Review Request Form (appendix 1). 5 of 10 (Date for review 3 August 2019)

6 The Review Request Form must be agreed and signed off by the post holder, the line manager and then approved by the relevant Executive Director and the Director of Human Resources and Education/Company Secretary. The completed form should be sent to the relevant HR Manager. The review request must be recorded on the central register and allocated to the next available panel. The job will be reviewed by a panel consisting of suitably trained staff and management representatives (in accordance with national guidelines) with reference to the post holder and their manager as required. The review panel may either: a) confirm the original band b) allocate a different band (which may be higher or lower). c) On an exceptional basis, refer the job for local/hybrid evaluation. Any changes in salary will be effective from the date of appointment. Post holders and managers must be aware that, should the outcome result in a different band, then the Trust may not be able to support a permanent amendment to the banding. In such circumstances, the Executive Director may request that the job description is reviewed and amended to reflect the original banding. The amended job description would then need to be resubmitted to the panel for confirmation of banding. The HR Business Partner/Advisor will be informed of the outcome and will then notify the post holder and their manager of the outcome, no later than 5 working days after the panel has confirmed the banding. The post holder will be given a copy of the outcome detailing the factor levels awarded to the post. The outcome from the panel should be input onto the CAJE system and a printed copy of the CAJE Job Details and Job Report should be filed along with the job description, person specification, organisation chart and panel notes, in the relevant AfC Job Outcome file. The central register (Summary spreadsheet) should be updated with the relevant details. The post holder has no right of appeal beyond the second panel if their complaint relates to the banding outcome. However, in the event that the post holder can demonstrate that the process was misapplied, they may pursue a local grievance about the process but not against the banding decision. Where a grievance is upheld, a potential remedy may be to refer the post to a new panel. 5.2 Changes to Existing Roles Only significant changes are likely to affect the banding of a post. When a job has changed significantly, it should be put through the relevant evaluation process. 6 of 10 (Date for review 3 August 2019)

7 This process is applicable where it is proposed to change the duties of an existing job which may or may not affect the pay band and must be undertaken prior to any changes being implemented. Procedure The manager must submit the job description along with a business case for the job to gain approval for the funding (and advertising if relevant) of any increase in banding of the post (in accordance with the vacancy control process). The manager must highlight the significant changes they have made to the role, within the amended job description. This must be approved by the relevant Executive Director. The manager will then submit the amended job description to the Workforce department along with the signed and coded (for finance purposes) business case and approval. The job description must be recorded on the central register (SUMMARY spreadsheet) and allocated a job description reference number. The job will then be allocated to the next available panel and the manager informed of the panel date. The job will be reviewed by a panel consisting of suitably trained staff and management representatives (in accordance with national guidelines) with reference to the post holder and their manager as required. The review panel may either: a) confirm the original band b) allocate a different band (which may be higher or lower) c) on an exceptional basis, refer the job for local/hybrid evaluation. The HR Business Partner/Advisor will be informed of the outcome of the evaluation panel and will then notify the manager of the evaluated band no later than 5 working days after the panel has confirmed the banding. The manager/post holder will be given a copy of the outcome, detailing the factor levels awarded to the post. Where the original job description applies to more than one person, the amended job description which includes the additional duties must be open to all of those eligible, through an appropriate selection process. The outcome from the panel should be input onto the Computer Aided Job Evaluation (CAJE) system and a printed copy of the Job Details and the relevant Job Report should be filed along with the job description, person specification, organisation chart and panel notes, in the appropriate AfC Job Outcome file. The central register (Summary spreadsheet) should be updated with the relevant details. The post holder has no right of appeal beyond the second panel if their complaint relates to the banding outcome. However, in the event that the post holder can demonstrate that the process was misapplied, they may pursue a 7 of 10 (Date for review 3 August 2019)

8 local grievance about the process but not against the banding decision. Where a grievance is upheld, a potential remedy may be to refer the post to a new panel. 6. Monitoring/Consistency Checking Evaluated posts will be monitored by the use of the Computerised Job Evaluation System (CAJE). All new/amended posts will be input into the system by a member ofthe Workforce department. Regular reports will be run by the system administrator to ensure that outcomes are consistent. 8 of 10 (Date for review 3 August 2019)

9 Job Review Request Form Appendix 1 Name.. (Please Print) Job Title Ward/Dept. Date commenced job.. If you disagree with the level awarded to any factor during the initial evaluation of your post please provide any additional information. For example if you feel that the level of physical skills you require to do your job is greater than that stated at the time of appointment, provide evidence for your view. Do the same for all other factors where you disagree with the level identified on the matching form given to you on appointment. Factor Communication and relationship skills Additional evidence Knowledge, training and experience Analytical and judgement skills Planning and organisational skills Physical skills Responsibility for patient/ client care Responsibility for policy/ service development Responsibility for finance/ physical resources 9 of 10 (Date for review 3 August 2019)

10 Responsibility for human resources Responsibility for information resources Responsibility for research and development Freedom to act Physical effort Mental effort Emotional effort Working conditions Any other comments Signed..... Post holder Signed.. Manager Signed. Executive Director Signed. Director of Human Resources and Education Please return the completed form to: Date. Date. Date. Date.. Human Resources Department, 3rd Floor, North Wing University Hospital of North Tees 10 of 10 (Date for review 3 August 2019)