SECONDMENT POLICY AND PROCEDURE

Version 1.0

Document control summary

Title Secondment Policy and Procedure

Purpose of document To provide managers and staff with the process and terms to be followed when a member of staff is to be

seconded to another unit within or outside of the Trust and accepting secondee’s into the Trust

Electronic file reference (author)

a:/secondment policy

Electronic file reference (network or intranet)

Status Draft 1

Version No. 1.0

Date of this draft 9th March 2006

Author(s) Helen Cunningham, Deputy Director of HR Rachel Barratt, HR Manager

Circulated to

Approved by (Names, titles and date)

Next Review Date

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1.0 Introduction East London & The City Mental Health NHS Trust is continually reviewing how it can develop and enhance the skills of its employees. We know that our people make the difference between an excellent and a failing service. The Trust aims not only to retain its employees but also to develop their competencies to enable us to provide a professional service to our clients. It is not always possible to fully develop an individuals skills and competencies within their normal place of work. We therefore see secondment (internal & external) as one of a range of tools which will enable us to achieve this aim and also enhance organisational development and provide the individual with valuable experience. 2.0 Policy Statement The Trust is committed to offering its employees the opportunity to develop and enhance their skills in a variety of ways. The secondment policy enables staff to experience different ways of working whilst still retaining job security. 3.0 Eligibility The Secondment Policy applies to all substantive staff employed by East London and the City Mental Health NHS Trust who are on a permanent contract. The Trust actively encourages individuals to have opportunities to undertake secondments and will aim to ensure that all staff who wish to undertake a secondment will have the appropriate support in doing so. However, release of an individual by their line manager to undertake a secondment must be weighed up against the needs of the service and in some instances an individuals secondment to another post may not be possible. 4.0 The Aim of Secondment The aim of secondment is to encourage and develop employees by providing them with the opportunity to consolidate existing skills and experiences or to gain further skills, experience, knowledge and abilities that may not exist within their current post. It is also a means by which the organisation can use individuals skills most effectively by assigning appropriately qualified and experienced staff to key areas, such as special projects, which require specific skills. Exposure to development opportunities will enable individuals to develop the skills, experience, knowledge and confidence needed for promotion and appointment to other posts within the Trust.

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By creating partnerships with external organisations, secondment offers the possibility of “seconding in” a diverse range of individuals with different experience which will benefit the Trust. It also provides the host manager of the Trust or an external organisation with an already skilled and experienced member of staff on a short term basis. Secondment is a positive way of motivating people and increasing work satisfaction which can also encourage employee retention. 5.0 Quick Guide to Secondments

• Managers should be clear about why they are seconding and what the benefits are for the service and organisation, the host, and the individual secondee. These reasons should be developmental and must be related to wider corporate goals and in particular, human resource development plans.

• The secondment policy defines what forms of secondment can be

undertaken, their cost, who will pay, and the roles and responsibilities of everyone involved. Any individual seeking to use secondment should consider these points before undertaking a secondment arrangement.

• Before committing themselves to a secondment, secondees should be

briefed comprehensively on what may be involved throughout the secondment process – preferably by others who have shared a similar experience.

• The basic principles of good recruitment apply to selection for

secondment:

• A job description which describes the demand of the assignment must be written.

- An employee specification must be prepared

- Professional selection techniques should be used

• A KSF outline must be prepared for the post

• Terms and conditions, including timescales, roles and responsibilities, should be agreed by all parties at the outset and confirmed in writing.

• Secondments will usually last between 2 months to 1 year. • Secondees should have induction, training, staff development reviews and

appraisals, as other employees.

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• Regular contact with the secondee should be maintained through personal and written communications, invitations to meetings and similar means. Counselling and support should be available to help overcome potential culture shock.

• The return to the organisation must be planned well in advance by all

parties, with particular attention by the seconding manager on how to make the best use of the skills acquired on secondment.

• Secondees should be debriefed / asked to report on their assignment and

given appropriate recognition. • Good communication between all parties is essential including between

those in the seconding arrangement. 6.0 Benefits of Secondments

For the Individual

For the Organisation

• The opportunity to identify and develop personal development needs.

• Promoting a positive image of the Trust.

• The opportunity to plan or change a career path.

• Developing competencies the organisation needs.

• A programme of “on the job training” (which is both enriching and motivational).

• Developing a confident workforce.

• An opportunity for employees to gain experience in another service or organisation.

• The development of a more flexible and adaptable workforce.

• An opportunity to network with other organisations or services.

• Improved employee morale.

• An experience of different organisational cultures and a different way of working.

• Links with other organisations

• Secondment can be viewed as a positive outcome of the Staff Development Review process. It is also an important element of our commitment to “lifelong

• The acquisition of management, business and professional skills.

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learning” and our wish to become a “learning organisation”.

• Increase the retention of staff.

• Importing best practice.

7.0 Definition of Secondment A secondment is defined as: ‘The temporary transfer of an employee to another post, service or organisation for a specific purpose and period of time to the mutual benefit of all parties.

8.0 Types of Secondments Secondments can be either internal (within the Trust) or external (with another Trust or organisation) and can be project based or a study visit and can be for a short term or part time period. They can last for a matter of days or up to two or three years. Internal secondments An internal secondment is the temporary transfer of an employee to another post or service within the Trust. This is a valuable way of providing developmental opportunities whilst still retaining the individual within the Trust. It is also an effective way of resourcing short term internal assignments. External Secondments An external secondment is the temporary transfer of an employee to another NHS Trust or organisation outside of the management of the Trust. Usually, within the terms of an external secondment agreement the Trust:

• Will continue to be the ‘employer’ whilst the organisation to which the employee has been seconded will become the ‘host organisation’.

• May continue to pay the employees salary (this will usually be reimbursed by the ‘host organisation’).

• Will ensure that the employee retains all their existing terms and conditions including continuous service entitlements and any incremental pay rises.

• Will allow the employee to return to their substantive post when the secondment draws to an end or a post similar in grade or duties.

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• Will ensure that the secondee is kept informed of any structural changes or developments that may arise during the secondment that may affect the secondee.

7.0 Seconding Employees Within The Trust Where service managers implement a secondment scheme the recruitment and selection policy and procedure should be applied at all times. This will ensure equality of treatment and accessibility of the scheme to all interested parties. The secondment period will not normally last beyond one year. If the secondment is extended beyond one year or is advertised for a longer period than one year thought should be given to whether the post may be needed on a permanent basis. Should the secondment be extended beyond one year and there is no need for the post to be advertised on a permanent basis it is essential that an appropriate review is carried out to ensure that the secondment is continuing to achieve what it was originally set out to achieve. The scheme must not be used as a means of seconding out “problem” employees. The Trust has existing policies to address such issues. Please refer to the Trust’s Capability Policy and Procedure and the Disciplinary Policy and Procedure for further guidance in this area. The following process is suggested when seconding an employee within the Trust: • Identify posts which can be targeted for secondment and the duration of

secondment period.

• Advertise the secondment opportunities using the internal vacancy feature of the NHS job’s website and stating the secondment criteria.

• Ask interested people to complete an application form or statement outlining their skills and abilities.

• Ensure that the Trusts Recruitment and Selection Procedure is followed throughout the recruitment and selection stages.

• Ensure that all relevant parties are kept involved and informed throughout

the secondment process including Human Resources and the manager of the individual being seconded.

Please note: If at the end of the secondment period there is a need to establish the post as a permanent position and the seconded employee would like to take up this position on a permanent basis the post should be advertised under the Trust’s Recruitment and Selection Procedure clearly

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stating that this is a permanent post. The secondee would then need to apply for this position following the Trust’s usual recruitment and selection procedures. 8.0 Seconding Employees to Develop Skills Identified By The Staff

Development Review and Appraisal: On conducting an individuals Staff Development Review and appraisal and establishing a Personal Development Plan for them, skills and abilities to be achieved or developed may be identified that cannot be obtained within the current role or Department. If this is the case a secondment opportunity to another post may assist the individual in gaining these further skills and abilities. The following should be considered when seconding an individual to gain skills and abilities that link in with their Staff Development Review and appraisal and Personal Development Plan:

• Ensure the individual has a KSF outline for the post they are being seconded into and the requirement to develop skills identified should be detailed in this outline.

• Determine whether or not these skills can be developed internally within

the same service area. • Determine whether these skills can be developed in other service areas

within the Trust or whether an external organisation can best fulfil these development objectives.

• Establish if there is a suitable post for secondment that may assist the

individual in developing the skills and abilities required to meet the objectives laid down in the appraisal and PDP.

• Highlight the possible position for secondment to the individual concerned

• If the individual is successful in appointment to the secondment position

communicate and work with the Host Manager on the skills and abilities identified as a part of the individuals Personal development Plan.

• Establish who will conduct the Staff Development Review and Appraisal

whilst the individual is fulfilling the seconded position • Staff Development appraisal and personal development planning are

confidential processes. Therefore managers must ensure staff agree or volunteer for secondment placement.

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9.0 Secondments With Other Organisations: Secondment opportunities to other organisations will wherever appropriate be circulated throughout the Trust using the Trust-wide email system. Before contacting a host organisation managers should first establish by liasing with other service areas, whether a member of the Trust staff has already been seconded to the scheme. Where service areas are experiencing major problems with host organisations, this should be communicated to Human Resources.

10.0 Managing The Secondment Process It is the responsibility of the individual service manager to manage the secondment process within the framework provided by Human Resources. This is because: • Individual service managers know what competencies they require to run

their operation. By undertaking performance appraisal, managers are able to identify the gap between the skills required to deliver an effective service and the skills of their employees.

• Service managers will have the responsibility of identifying a range of jobs

suitable for secondment.

• Managers are in a better position to develop individual training plans for each member of staff in line with their staff development review/appraisal system.

• From this process managers are better able to identify which employee will

benefit from a secondment programme.

• Service managers can plan, control and monitor the progress of secondees.

• Managers can budget for the secondment programme.

• Managers should be able to develop a good relationship with host

organisations which are closely related to their business.

• Managers can determine how they manage the process and who within their organisation will take responsibility for the scheme within the framework.

• Service areas are best placed to determine timescales for placing

secondees.

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11.0 Ensuring Maximum Benefit From A Secondment: To ensure that maximum benefit is achieved from the secondment all parties involved should:

• Agree learning objectives. These should be agreed between the individual, the line manager and the host manager. A written record should be kept.

• Agree areas of work and levels of responsibility.

• Ensure that there are clear channels of communication between all

parties. • Determine duration of secondment • Ensure there is suitable induction process. • Agree terms and conditions of employment. • Agree when reviews will be undertaken to ensure development needs are

being met.

• Ensure that 1:1’s or supervision is carried out by the manager in the host organisation.

• Ensure that if the secondment period is to be extended beyond the original

agreed timeframe that an appropriate review of the secondment and surrounding factors is carried out.

• Ensure the secondee is aware that they have the right to return to their

permanent job, or to a job with similar responsibilities, when the secondment ends / if the secondment does not work out. This should be in writing.

• Agree what resources will be available to the secondee.

12.0 Establishing Ground Rules:

It is imperative that all parties involved agree procedures for dealing with confidentiality and conflicts of interest. Secondees should also ensure that they conduct themselves in line with standards set out by the host organisation and

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follow company policies and directives. However, they will still be bound by the Trusts terms and conditions of employment.

13.0 Contact During Secondment: It is important that the secondees line manager maintains regular contact with the secondee and the Trust’s service manager or the host manager/organisation. The frequency of contact will depend on the duration of the secondment. The following guidelines may be useful: • Inviting the secondee back to quarterly meetings at the original place of

work. • Agreeing that the secondee submit regular reports detailing how they are

meeting the objectives set.

• Providing the secondee with a contact list of other staff who are currently out on secondment as a means of seeking support and guidance.

• Arrange meetings for all current secondees to compare notes and raise

any concerns or issues.

• Circulate internal newsletters etc. 14.0 Staff Development Review and Appraisal During Secondment: Where secondments will last more than a year, prior to the placement of the secondee, the seconding department must visit the host organisation to speak to the host line manager to: • Explain the NHS Staff Development Review and appraisal system. If

seconded to another NHS Trust the NHS Staff Development Review and Appraisal process should already apply. For an individual who has been seconded outside of the organisation the home manager should try to establish if the Trust’s documentation on Staff Development Review and Appraisal and process involved can still be applied. If this isn’t possible the home manager should try to ensure that the appraisal process used at the host organisation and information obtained throughout this process can be linked into the Trust’s procedures.

• Provide a KSF Outline for the post.

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• Explain that if a ‘gateway’ review is due during the secondment period that the manager and individual should refer to the Gateway Policy.

• Discuss the completion of the appraisal documentation with the host.

• Establish whether the host department has the structure and potential to undertake Staff Development Review and Appraisal.

Where difficulties are perceived, the seconding department may have to complete the report themselves asking the host department for comments or a narrative assessment. 15.0 If The Secondment Does Not Work: The aim is to plan and organise all secondments so that they will be successful. However managers should make prior provision to deal with any issues which may arise. The manager should also think through possible early return if a secondment doesn’t work out. The seconding department will undertake a review, with the secondee and the host to identify any issues or concerns and take action to improve the situation. Where no positive improvement can be made, arrangements should be made to terminate the arrangement in a positive way for both the secondee and the host organisation. Individuals should not be blamed if the secondment does not work out. A problem solving approach should be applied. Once the secondee returns to their permanent post, new objectives and targets should be agreed. 16.0 The End Of The Secondment Period: To ensure smooth transition back to the Trust, the seconding departments must ensure that secondees are made aware of any changes in the organisation that may have taken place throughout the course of the secondment period. In addition, the secondee must report back any developments they have gained as a part of the secondment. This can be achieved by: • Arranging regular meetings with the line manager and colleagues. • Meeting before the secondment ends to programme the individual’s return.

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• Ensuring the employee completes a report or a learning log which details their experiences, the benefits of the secondment to themselves and the organisation, and how they are likely to apply their learning on their return.

• Set and agree targets taking into account the skills developed. • Determine the effects of the secondees return on existing staff. • Providing the seconded employee with an induction back into the

workplace 17.0 Monitoring And Evaluating Of The Secondment Scheme: At the commencement of the secondment all parties should understand and agree on the reasons for the secondment. Clear objectives make it easier to measure the success of the secondment at the end. The secondee and the host manager should be informed that they will need to provide feedback. This is essential in terms of evaluating the effectiveness of the secondment to: • Identify the benefits to the individual, the Trust and to the host

organisation, where applicable.

• Learn from mistakes.

• Build in links which have been established.

Where external placements have occurred the feedback mechanism should be through formal reports at agreed intervals with the line manager.

18.0 Conditions Of Service Pay: Arrangements for resourcing secondments vary due to the variety of ways that secondments are arranged. It will be necessary for service areas to clarify and negotiate any agreements prior to the start of the secondment period. It will be the responsibility of the home manager to complete the change form for the seconding employee. Secondment Internal To The Organisation:

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• Where individuals are seconded to slightly lower posts, pay levels and

other terms and conditions may be protected during the course of the secondment.

• Where individuals are seconded to higher level roles, they will receive the

higher rate for the role they are undertaking on a temporary basis during the secondment period.

Secondment External To The Organisation:

• Prior to the start of secondment the seconding organisation must agree who will be responsible for the secondees terms and conditions of employment in relation to pay, annual leave, car mileage and any incidental expenses which a secondee may incur during the period of secondment.

• Managers must ensure that secondees are not unfairly under

compensated for the period of time that they are away from the Trust. Where the host organisation is not prepared to pay these costs, but the secondment is seen as an important career development opportunity, provision should be made from within the service area.

19.0 Expenses And Car Allowances: The seconding department should agree with the host department who will have responsibility for any expenses incurred. Normally, where secondment is for less than three months, casual and essential car allowance will continue to apply as for the candidates permanent position. Conditions for lease car users during period of secondments will be the same. However, it must be agreed who will pay the employer subsidy. 20.0 Travel Expenses: Reimbursement of travelling expenses should only be made if the difference from the secondees normal place of work to that of the host organisation is excessive. It is not necessary to reimburse normal travel costs to and from work. Leave Entitlement: Where employees are seconded to external organisations, the secondees line manager should agree terms and conditions which ensure that:

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• Annual leave entitlement will usually remain unchanged where the level of the post remains the same during the period of secondment. This will need to be negotiated.

• Where individuals are seconded to higher level posts their annual leave entitlement should reflect the level of the posts.

21.0 Booking Of Annual Leave: The secondee has a responsibility for notifying both their line manager and the host manager of any pre-arranged leave which may affect the secondment programme. Resignation During Secondment: Secondees wishing to terminate their employment with their employer i.e. East London & The City Mental Health NHS Trust during the period of secondment, should give notice as required by their permanent contract of employment.

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Appendix A

Guidelines For The “Home” Line Manager The manager in the home department of the secondee, has an important role in the overall success of the secondment, both for the secondee and for the staff in thier team who will be covering the secondees work in his / her absence. The following can be used as guidance:

• Secondees should be willing volunteers who actively wish to pursue an opportunity to develop. They should be ready to adapt to a different environment and demand and not feel they have been “forced” into the secondment. This should emerge from the Staff Development Review.

• The home manager should be supportive and demonstrate commitment to

the secondment – it may cause difficulties for them, they should bare in mind that it may have required the secondee to take considerable personal risk.

• The home manager must discuss and agree learning objectives with the

secondee so that they can offer suitable support during and after the secondment. The secondee should record these in a learning contract, and also keep a learning log during the secondment.

• The home manager should complete the change/leaver for as necessary

for the seconding employee. • The home manager should ensure that a process exists for keeping the

secondee in touch with the department to keep him / her up to date with policy development, structural changes, promotion opportunities and to discuss the progress of the secondment and ensure the return to the department happens positively and productively. This process could take the form of periodic meetings or informal get togethers.

• The home manager may need to identify potential development

opportunities for remaining staff who could take on some of the work / responsibilities usually carried by the secondee.

• The home manager should consider the secondees return to the

department with care and:

- Plan well in advance, in consultation with colleagues and with the secondee. Ensure thought has been given to how the returning secondee will fit back into the department and what their induction back into the department will consist of.

- Any update on training received or development obtained.

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- Ask the secondee to report back on their experience, agreement should be obtained on how their new knowledge and experience can be built into the work they will now take up (this approach may also avoid the difficulty of having to pull back work from those who have covered during the secondees absence).

• Ensure that a suitable alternative post has been identified and offered to

the secondee on his/her return to the department in the event of the secondees post being changed or discounted during the secondment period, as a result of reorganisation or re-structure in the home department.

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Appendix B

Guidelines For the “Host” Line Manager The “host” line manager has a responsibility to both the department / organisation as well as to the secondee. They should ensure that the secondment is successful in terms of meeting work objectives and learning needs. Consideration should be given to the impact of the secondment on existing staff – how it might affect them, what possible responses / reactions might be expected. To ensure a positive and productive experience for all concerned, the ‘host’ manager should discuss the purpose of the secondment with departmental staff, giving them the opportunity for input into how it might work, what their expectations are. The ‘host’ manager should: • Ensure that practical needs are addressed – e.g. desk, phone, PC access,

email etc.

• Be quite clear to the secondee about the reporting structure and who is ultimately responsible for them or is supervising their work.

• Ensure that if there are clear differences between the “home” department

and the ‘host’ department/organisation in relation to expectations around working practice, standards, behaviour e.t.c that this is clearly communicated to the secondee.

• Arrange induction, possibly to include preliminary visits before the

secondment starts. Induction should be from day one, including general information about the department, specific information about secondment work / project, meeting new colleagues and gaining a broad picture of their work.

• Ensure 1:1’s or supervision is carried out.

• Discuss learning objectives and an appropriate programme of work with

the secondee.

• Arrange review sessions regularly during the secondment to ensure rigorous monitoring and evaluation.

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Appendix C

Guidelines For the Secondee A secondment should provide a valuable learning experience and boost development. The secondee will benefit most if they are well prepared and committed to the experience. They will need to be adaptable to the possible differences in service / organisational culture and working demands / methods. The secondee will be responsible for their own learning, and they will need to be prepared to manage the expectations that the secondment may create. Plenty of thought needs to go into the decision and the planning, to ensure the success of the secondment for all concerned. The secondee should: • Establish in the first instance if their current line manage has the capacity

to allow them to apply for and take up the secondment opportunity • Be clear about what they hope to learn from a secondment and what kind

of work or project will meet their learning needs.

• Make decisions about what arrangements would best suit them – job shadowing, job swap, part time / full time secondment.

• Consider whether job shadowing might give a useful first introduction to a

possible secondment.

• Consider practical arrangements before accepting a secondment opportunity – long journey to work, holiday arrangements.

• Be clear about how the secondment is being paid for.

• Discuss action learning and work / project objectives with the host line

manager.

• Discuss any possible differences in ways of working, any “unwritten” expectations or rules or differences in organisational culture that may impact on the secondment.

• Agree “keeping in touch” arrangements with the home line manager and

colleagues, although care should be taken not to remain too involved and feel as though they have two jobs!

• Set time aside at regular intervals during the secondment to note

experiences and learning.

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• Clarify the expected end date of the secondment with both host and home line managers.

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Appendix D

Learning Contract 1. Learning Objectives

Discuss which areas you feel you want to develop during your secondment. Set particular objectives for yourself.

A: Personal (what skills and behaviours) B: Technical (what methods, techniques) C: Knowledge (what specialist knowledge or information do I hope to gain,

what KSF dimensions are they linked to). D: Application (in what areas of my job / service will I be able to apply this on

my return?)

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2. Support – What will the line manager in the new organisation do

to support this development. Date: ……………………. Signed: ………………………………… Secondee: Date: ……………………. Signed: ………………………………… Home Manager:

Date: ……………………. Signed: ………………………………… Host Manager: