1. Introduction National Agreement Workplace Coach Programme for Delivery & Collection 2014 This document replaces the 2006 National Agreement Induction Training with Coaching Support, for employees in Delivery and Collections. Royal Mail and the CWU are committed to a programme of improved training and support for all employees supported by Workplace Coaches. The business has transformed and modernised in recent years and continues to do so, as such the need to train and equip all of our employees to perform their roles competently is critical. 2. Purpose and Objectives The role of the Workplace Coach will be to welcome and induct new employees and provide coaching and support for existing employees through a consistent national method of training and coaching outlined below. To ensure that all employees continue to be supported to learn and develop in the workplace To improve efficiency and quality standards. To promote customer service and address customer complaints. To improve employee development and morale. To reduce staff turnover and absenteeism. New Entrants Provide all new entrants with Workplace induction from day 2 of employment (See WPC Delivery Guide) Provide training for all new employees before they are asked to perform live work in the operation or any area where they may be required to work. To effectively manage and support new entrants through the agreed induction period. To support new entrants and help them achieve competent levels of performance in all of their operational tasks. Existing Employees To support and coach individuals within units on all training and development requirements to improve performance across the scorecard. (See WPC Delivery Guide) To provide coaching on new products and initiatives ensuring standard operating procedures are introduced and maintained. Training and support as appropriate will also be provided in line with the above for any new initiatives or job changes. Provision of refresher training where required 3. The Role of the Coach in the Workplace Workplace Coaches are a fundamental part of the training and support for all operational employees. It is the intention that every Delivery Unit/Collection hub will provide a Workplace Coach to a ratio of 1:25. Where this is not practicable e.g. in small DOs, small SPDOs or Collection hubs (with less than 25 dedicated staff) the facility of coaching support will be provided from a relevant neighbouring unit or a coach within the unit where collection staff work. The following guidelines should be used when determining the number of required coaches. For units requiring up to 3 coaches there are guidelines for the grey areas, for units with AWD above 90, the 1:25 calculation should apply, since the numbers of coaches should be such that the workload can be covered;
Staff WPC Numbers 0 20 No WPC, support provided by coach from other unit 21-30 1 31 40 Either 1 or 2 determined by workload of the coach(s) 41 60 2 61 69 Either 2 or 3 determined by workload of the coach(s) 70-90 3 91 100 4 101 125 5 126 onwards 25 extra AWD would be required each time to merit another WPC Workplace Coaches will need a number of specific personal qualities and skills to fulfil this role to deliver the above objectives i.e.: A sound knowledge of the operation. Good communication skills, able to influence individuals and teams. An interest in and ability to develop and support people. Be able to demonstrate operational activities effectively. Is very organised, able to prioritise and structure work. The ability to organise/create an environment where coaching can take place. The flexibility to alter pace and style of learning. The ability to monitor the progress of learners. Be able to encourage and motivate employees. Have good analytical skills, able to proactively solve problems. The ability to provide learners with constructive feedback to plan their learning. Have good listening & questioning skills Promote Fairness Dignity & Respect in the workplace. 3.1 Role and Responsibility There are a number of activities that coaches will be required to undertake; With New entrants Ensure all new entrants receive their work area/pipeline familiarisation training In line with the agreed Workplace Induction o Liaise with Managers, the local CWU via weekly resourcing meetings to plan in advance that walks/routes are made available for New Entrants for a period of 6 weeks wherever possible in line with section 3.5. o Demonstrate to New Entrants what needs to be done on the job, with the New Entrant shadowing the coach if necessary. o Help New Entrants to compile the Learning Record with the Manager to identify progress towards achieving competence in all standards. Monitor progress and address issues. o Liaise with managers to enable them to complete trial documentation and assessment of competence of new entrants. o Making themselves available to New Entrants throughout their induction/training periods so support can be given to ensure issues can be quickly addressed. With Existing Employees To Coach and provide additional support to existing employees on an individual/group basis where problems are identified or help requested. (See WPC Delivery & Collection guide for the range of activities.) Provide refresher training where skills/knowledge gaps are identified. Deliver coaching as a result of new products and change programmes. Work closely with Managers and the local CWU to ensure that unit skills registers detail the training and re-training that has been given to employees. Coaches can assist to run WTLL sessions where there is a coaching requirement
Liaise with Managers, the local CWU via weekly resourcing meetings to plan own release and the training requirements of existing employees. Supporting them to achieve the resourcing to workload requirements. Demonstrate all of the other aspects/operational tasks required in delivery & collection Provide advice and guidance to all employees to ensure work follows standard operating procedures. Undertake re training for individuals where they have been away from the job or task for a period of time and job change training for employees who have transferred from other functions/shifts. Coaching short-term resource (i.e. casual/agency staff) where they are required to respond to fluctuating resourcing demands. 3.2 Roles not within their Responsibility There are a number of activities that are not within the role and responsibility of the Coach: Industrial Relations issues and anything linked to the IR Framework. Issues relating to the attendance of employees - Attendance Procedure. Issues relating to the conduct of employees - Conduct Code, including formal counselling. Issues relating to the application of the procedure to address capability NCI. Training of any employee which requires legally accredited trainers to deliver the training. 3.3 Induction Training The workplace induction will be led by the local Manager, supported by the workplace based Coach and CWU representative to welcome people into their new place of work and will cover: Familiarisation with the Workplace and new colleagues A welcome session with the CWU representative to discuss the role of the union and possible recruitment into the CWU Local Health & Safety, SSOW s Standard Operating Procedures Operational & customer service standards for Delivery and/or Collections Outline of the defined training period & completion of learning log 3.4 On the Job Training On the job training will take place during Days 2 4 at the employee s workplace and will be led by the Workplace Coach. The approach is activity based, supported by coaching lessons and will progress at a pace that is in line with the individuals needs therefore it may continue into week 2. The 3 days are intended to build up job specific core skills by demonstration and through shadowing the Coach (or when unavailable by another experienced member of staff who would be eligible for the non-school postal training allowance in line with normal rules) on the delivery that the New Entrant will be due to perform. 3.5 Fixed Walk For a minimum of the next 6 weeks New Entrants will be provided with a fixed duty in order that they can embed their new learning through a fixed walk, this will remain subject to review at Weekly Resourcing Meetings. To facilitate this: Vacant delivery duties at the time will normally be covered by New Entrants. The duties will however still be filled on a permanent basis as per the Way Forward
Agreement/compliant local resourcing practices but the new duty holder will not take up the post until the end of the 6 week training period. Where the only vacancies are leave reserves or floaters a suitable Delivery duty will be identified and discussed locally with the CWU (preferably in advance) to designate a training walk in the unit. This duty can again still be signed for but on the proviso that it is vacated whenever new entrant training is required. The duty holder will have first choice of any other vacant duties during this period. Until such time as the above is in place for a 6 week period the New Entrant will be given additional support i.e. they will receive a day shadowing on the first day of each of the 6 weeks. It should be noted that stability on 1 walk for 6 weeks should always be the principle aim as this alternative will be disadvantageous for the new entrant and may have practical difficulties. 4. Casual/Agency Staff/Christmas Casuals There are set standards of training/support for casual and agency staff. All complete open learning prior to arriving in the unit, this includes health and safety awareness. The Workplace Coach will discuss the learning/induction requirement with the unit manager before they arrive and provide an agreed programme of induction dependent upon the role and duration of tenure of the individual. 5. Job Changers - Established Employees Job Changers are defined as employees who move from one function to another where different skills are required e.g. from Delivery to Processing. Where this occurs the following minimum standards of training/support will be provided. One day classroom based and two days practical training. (Part-time staff may have their training over their normal days/hours of attendance) 5.1 Established Employees This minimum level of training for job changers may also be provided to established employees who indicate they need further training or where the manager / coach has identified a training need. The requirement for this additional training/assessment of the competency gaps will be decided between the Workplace Coach, Line Manager and the individual. 6. Duty/Operational Arrangements Workplace Coaches will still be required to perform normal operational grade duties when not required for Coaching/Training. They will however be Coaching full-time during Week 1 of a New Entrant being employed and it is recognised that depending on an individual s capability this may on occasion be extended. They will also be a more concentrated need for Coaching when individuals require refresher or new product/initiative training The content of a Coaches normal operational duty will therefore be adjusted/flexed to enable them to have adequate time to be available without difficulty and any adverse effect on service. It is accepted that their Coaching responsibility will always take priority to avoid short term release issues this should be planned as far in advance as possible. Allocation of the WPC workload will be planned in advance between the manager and CWU representative through the weekly resourcing meetings. It is also recognised that there may be times when the Coach will be required to work outside of their normal attendance pattern. Where this occurs and the hours performed exceed their conditioned hours the Coach will be given the choice of overtime or time in lieu. Where there is more than one coach in a unit, the manager with the CWU representative will define the set responsibilities for each coach using this
agreement and the WPC delivery & collection guide for support. Work should be allocated equally amongst the coaches, but may differ in content based on the skills of the Coach and the specific office requirements. This should be reviewed regularly with the Coaches and updated as required. All Coaches will undertake induction training. 7. Training / Development of Workplace Coaches To ensure the correct approach/required training standards are maintained and Coaches themselves are provided with sufficient support, a number of ways of working and engagement sessions will be deployed in line with the below to enable coaches to exchange experiences, work together to solve problems and gain further development: 7.1 Training All newly selected workplace coaches will attend a 3 day workplace coach training course. This course will cover; The role of the WPC Coaching techniques/models Being brilliant at the basics practical application of coaching in a Delivery Office/Collection Hub Coaching products & induction Understanding how people learn Use of facilitation techniques Use of communication skills There will be a pre and post learning measure from the course and each coach will have a development plan to take back to the unit to discuss and progress with their manager. 8. Coaching Network To enable the Workplace Coaches to meet together and discuss common issues and share best practice a quarterly WPC network will be run in each Delivery Sector by the Delivery Sector Manager and the Area Delivery Representative. Dedicated Collection coaches will meet with the collection Manager following the same format. Standard agenda s will be provided along with supporting material to use. This will enable further up skilling of WPC s, the sharing of good practice and provide an opportunity to share with the coaches the challenges faced by the Business and the Sector and to drive combined action from the group to target problems where coaching can assist. These networks will be supported centrally. 9. Coaching Products There will be a range of modular coaching lessons to support the full induction programme and to be used as separate products for existing employees. The Workplace Coaches will access these products via a dedicated WPC SharePoint site either directly or with the support of the unit manager. All products will be sponsored and version controlled so that the WPC have the most up to date and accurate material. The Integrated Delivery Programme Strand - People, Involvement and Training will be able to sponsor new products to support coaches. 10. On-going Development of Coaches All existing Workplace Coaches will attend a 3 day refresher training programme following the same format as the Induction training for new entrants. All Workplace coaches will have a learning plan which they will share with the unit manager who will support access to any formal development identified. The quarterly WPC network sessions will have a standard development slot and material will be supplied to assist the design and success of this session. The Integrated Delivery Programme Strand - People, Involvement and Training, will work in conjunction with relevant parties be able to recommend future development interventions for WPCs.
11. Coaching Allowance 11.1 In recognition of the skills, flexibility and commitment that Coaches will be expected to demonstrate and maintain an allowance will be paid. 11.2 On appointment every Coach will receive a weekly pensionable assigned allowance of 35.06, which will increase in line with future pay settlements. The allowance is paid regardless of the level of coaching activity that they are required to provide. 11.3 The allowance will be increased in line with future Royal Mail pay settlements from April 2014. 11.4 Where an employee decides they do not wish to continue in their coaching role they should inform the manager immediately so that an appropriate replacement can be found. They will however be required to continue until the replacement has been selected and fully trained. 11.5 On return to normal duties the Coaching allowance will cease. 11.6 Where there is clear and substantiated evidence that a WPC is not able or willing to perform the required role. A meeting should be arranged involving the manager, and the WPC to discuss the situation. The WPC will have the option to be accompanied by a union rep or colleague. At this meeting performance concerns will be detailed, this may be where an individual has refused to perform elements of the role or where there are potential capability issues. All parties should agree and document actions to remedy the situation, which should be reviewed after one month. Where support and extra training is required, this should be put in place within the month. Should a WPC not wish to perform the full role after this meeting then notice of removal from the role of WPC should be given. The WPC will have 3 working days to consider their decision before the allowance is formally removed. After that month a second review should take place. Once again the WPC will have the option to be accompanied by a union rep or colleague. If all requirements have been met, then the WPC will continue in the role. If some improvements have been made a decision could be made to extend the review period for a further month. If no improvements have been made consideration should be given to relieve the individual of WPC responsibilities and the allowance removed. Where the decision is to relieve the individual and remove the allowance, the reasons for this should be documented and sent to HR Business Partner for Delivery to independently review the case, alongside the individual and a CWU representative. The review will either agree that the individual will be relieved of WPC responsibility and the allowance removed or recommend additional action to a set timeframe. 12. Communications A joint communication will be included within a national agreed deployment plan prior to the launch. 13. Review The new agreement will be jointly monitored between the national parties including the Integrated Delivery Programme Strand - People, Involvement and Training. There will
also be a formal joint national review following the first 12 months of deployment of the new agreement. Gary Burgess Royal Mail. Bob Gibson CWU Date
WORKPLACE COACHES RECRUITMENT/SELECTION PROCESS The role will be advertised via posters and WTL in each applicable unit. 1.1 Advertisement/Application All OPG employees will be able to apply for these posts but they will need to be experienced professional OPG s and applications will be objectively assessed by a three stage process as detailed below to establish which candidates are suitable. 1.2 Self-assessment Stage 1 Interested employees will complete a self-assessment form (issued by the manager) to help them decide whether they should apply formally, this will be supported by a leaflet detailing the requirements of the role. If they decide to apply they would use the provided email address to register their interest on the IRIS (RM recruitment system) Stage 2 Interested applicants once registered on IRIS will be asked to complete an online WPC questionnaire designed to compare their aptitude against the competence requirements of the WPC role. Applicants successful through the on line process will be put forward for interview. Stage 3 The Line Manager at each workplace providing they are RIT trained (using a set national interview process) will interview the candidate(s) put forward from HR Services. (Ideally 4 candidates will be put forward for each vacancy). At the end of the interview the manager will select the required number of workplace coaches. The Manager will also complete full notes of each interview stating the reason for selection or non-selection. This would be made available on request to candidates. 1.3 Appeals against non selection process There is an appeal process against non-selection and all documentation concerning the selection process will be made available prior to the appeal being held to all relevant parties. Appeals will only be considered on the grounds that the individual believes that they have been unlawfully discriminated against or that there has been a procedural error in the recruitment process. Appeals must be advised within three working days of receipt of the assessment feedback via the individual s line manager. These should be sent to the HRS Regional Resourcing Lead clearly demonstrating the grounds for appeal. When individuals are notified of the decision of the selection process, they must also be informed of the following appeals process: In accordance with our business resourcing policies there is an opportunity to appeal against non-selection. This will only be allowed on the grounds that you believe that you have been unlawfully discriminated against or that there has been a procedural error.
If you wish to appeal against the decision please notify me in writing of your intention, clearly stating the reasons for your appeal, within 3 working days of receiving assessment feedback from the assessors via your line manager. An independent manager, who is not involved in this process, will be appointed and will consider appeals against non-selection. Line Managers of those who have appealed will be advised by the manager hearing the appeal, in writing, of the individual s intention to appeal, the likely timescales and will be informed of the outcome. This is to ensure the line manager is aware of the situation and so that they give/provide advice, guidance and support to the individual. Appeals will also be allowed against non-selection at the application stage where the number of applicants determined that a short listing was required to select those to progress to the interview stage and where an individual was rejected at this stage of the process. Successful appeals against non-selection following the assessment process, will allow the candidate to be considered for the role of Workplace Coach. Where the candidate is still considered not to be the best person for the role, having taken into account the assessment results and the matters raised in the appeal, the individual will remain on their current job.