WorkLifeBalanceNovember2007FINAL2[1][1]

7/28/2019 WorkLifeBalanceNovember2007FINAL2[1][1]

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NHSGREATERGLASGOWANDCLYDENHSGREATERGLASGOWANDCLYDENHSGREATERGLASGOWANDCLYDENHSGREATERGLASGOWANDCLYDE

SUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORK----LIFEBALANCELIFEBALANCELIFEBALANCELIFEBALANCE(FAMILYFRIENDLYPOLICIES)

Thispolicydocumentisalsoavailableinlargeprint,orotheralternativeformats/languagesasrequestedThispolicydocumentisalsoavailableinlargeprint,orotheralternativeformats/languagesasrequestedThispolicydocumentisalsoavailableinlargeprint,orotheralternativeformats/languagesasrequestedThispolicydocumentisalsoavailableinlargeprint,orotheralternativeformats/languagesasrequested....


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1Agreed 8 November 2007 at Dalian House 360 St Vincent Street Glasgow G3 8YZ

with the authority of NHS Greater Glasgow and Clyde Area Partnership Forum.

SUPPSUPPSUPPSUPPORTINGTHEWORKORTINGTHEWORKORTINGTHEWORKORTINGTHEWORK----LIFEBALANCELIFEBALANCELIFEBALANCELIFEBALANCE

CONTENTSCONTENTSCONTENTSCONTENTS PAGEPAGEPAGEPAGE1. INTRODUCTIONINTRODUCTIONINTRODUCTIONINTRODUCTION 2 2. POLICYFRAMEWORKPOLICYFRAMEWORKPOLICYFRAMEWORKPOLICYFRAMEWORK 2 2.1 FlexibleWorkingFlexibleWorkingFlexibleWorkingFlexibleWorking 2 2.2 SpecialLeaveSpecialLeaveSpecialLeaveSpecialLeave 3 2.3 AdverseWeatherAdverseWeatherAdverseWeatherAdverseWeather 3 2.4 ParentalPoliciesParentalPoliciesParentalPoliciesParentalPolicies 4

3. GRIEVANCEPROCEDUREGRIEVANCEPROCEDUREGRIEVANCEPROCEDUREGRIEVANCEPROCEDURE 44. MONITORINGANDMONITORINGANDMONITORINGANDMONITORINGANDREVIEWREVIEWREVIEWREVIEW 5

PROCEDURE,POLICIESANDGUIDANCEPROCEDURE,POLICIESANDGUIDANCEPROCEDURE,POLICIESANDGUIDANCEPROCEDURE,POLICIESANDGUIDANCE(A) FLEXIBLEWORKINGPOLICYFLEXIBLEWORKINGPOLICYFLEXIBLEWORKINGPOLICYFLEXIBLEWORKINGPOLICY A1(B) JOBSHAREPOLICYJOBSHAREPOLICYJOBSHAREPOLICYJOBSHAREPOLICY B1

(C) CAREERBREAKPOLICYCAREERBREAKPOLICYCAREERBREAKPOLICYCAREERBREAKPOLICY C1(D) REDUCEDWORKINGYEARREDUCEDWORKINGYEARREDUCEDWORKINGYEARREDUCEDWORKINGYEARPOLICYPOLICYPOLICYPOLICY D1 (E) HOMEWORKINGPOLICYHOMEWORKINGPOLICYHOMEWORKINGPOLICYHOMEWORKINGPOLICY E1(F) PHASEDRETIRAPHASEDRETIRAPHASEDRETIRAPHASEDRETIRALPOLICYLPOLICYLPOLICYLPOLICY F1(G) SPECIALLEAVEPOLICYSPECIALLEAVEPOLICYSPECIALLEAVEPOLICYSPECIALLEAVEPOLICY G1(H) ADVERSEWEATHERPOLICYADVERSEWEATHERPOLICYADVERSEWEATHERPOLICYADVERSEWEATHERPOLICY H1(I) MATERNITYLEAVEPOLICYMATERNITYLEAVEPOLICYMATERNITYLEAVEPOLICYMATERNITYLEAVEPOLICY I1(J) PATERNITYLEAVEPOLICYPATERNITYLEAVEPOLICYPATERNITYLEAVEPOLICYPATERNITYLEAVEPOLICY J1(K) POLICYONBREASTFEEDINGPOLICYONBREASTFEEDINGPOLICYONBREASTFEEDINGPOLICYONBREASTFEEDING K1(L) PARENTALLEAVEPOLICYPARENTALLEAVEPOLICYPARENTALLEAVEPOLICYPARENTALLEAVEPOLICY L1

(M) ADOPTIONANDFOSTERINGLADOPTIONANDFOSTERINGLADOPTIONANDFOSTERINGLADOPTIONANDFOSTERINGLEAVEPOLICYEAVEPOLICYEAVEPOLICYEAVEPOLICY M1


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SUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORK----LIFEBALANCELIFEBALANCELIFEBALANCELIFEBALANCE(FAMILYFRIENDLYPOLICIES)

1.1.1.1. IntroductionIntroductionIntroductionIntroduction

Greater Glasgow Health Board (NHS Greater Glasgow & Clyde) iscommitted to equal opportunities and the promotion of flexible, employeefriendly, working practices for all employees. By implementing this set ofWork-Lifebalancepolicies,theBoardaimstocreateanenvironmentthatwillallowallemployeestoutilisetheirskills,talentsandexperienceandtherebyallowittobothrecruitandretainawell-motivatedandcommittedworkforce.Throughouttheircareer,individualswillfacedifferingdemandsontheirtimeandenergiesathomeaswellasatwork.Work-lifebalanceisaconcept

thatappliestoallemployees-maleandfemale,full-timeandpart-timewhoareseekingtoachieveabalancebetweenthesedifferingdemands.IntheapplicationofthesePoliciesemployeeshavea right toseekadviceandberepresentedbytheirtradeunion/professionalorganisation.

2.2.2.2.PolicyFrameworkPolicyFrameworkPolicyFrameworkPolicyFramework

The Board seeks to balance the needs of their employees with therequirementsof deliveringhigh qualityservices forpatients. Detailedhere

are a number of policies, agreed between the Board and the recognisedTradeUnions/ProfessionalOrganisations,whichaimtosupportstaffachieveawork-lifebalance.

2.1 FlexibleWorking

Flexibleworkingencompassesarangeofoptionsaslistedbelow:

Flexible working and selfFlexible working and selfFlexible working and selfFlexible working and self----rosteringrosteringrosteringrostering and, where employees canchoosetheirownstartandfinishtimearoundfixedcorehours,oruse periodsofworkofdiffering lengthswithin anagreedoverallperiod, orcompresslongerworkinghours intoashorterworkingweek ((A) Flexible Working Policy appendix A1 page A6 andappendixA2pageA8).

Annualisedhours,Annualisedhours,Annualisedhours,Annualisedhours,whereemployeesworkaspecifiednumberofhours eachyear,with the hours unevenlydistributed throughouttheyear(A)FlexibleWorkingPolicyappendixA3pageA13).


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Job sharingJob sharingJob sharingJob sharing, where two or more employees share theresponsibilitiesofoneormorefull-timeposts,dividingthehours,dutiesandpaybetweenthem((B)JobSharePolicypageB1).

Career break policyCareer breakpolicyCareer break policyCareer breakpolicy, which details provision for employees whowish to have longer periods of time off without giving upemployment((C)CareerBreakPolicypageC1).

Reducedworking yearReduced working yearReducedworking yearReduced working year,wherepeople work during fixedperiodssuchastheschooltermand/orduringschoolhoursbutnotduringschoolholidays((D)ReducedWorkingYearPolicypageD1).

HomeworkingHomeworkingHomeworkingHomeworking,whereemployeesworkfromhomeforallorpartoftheirhours((E)HomeWorkingPolicypageE1).

Phased retiral,Phased retiral,Phased retiral,Phased retiral, where an employee nearing retiral can agree a

scheduleofreducinghours((F)PhasedRetiralPolicyPageF1).2.2 SpecialLeave

NHS conditions of service provide for staff entitlement tocompassionate leave and special leave. The Special Leave Policy((G)pageG1)encompass:

provision to allow a carer to meet their responsibilities for a

relative,partnerordependant;

arrangements for time off when there is for example a seriousillnessordeathofacloserelativeordependant;

arrangementsfortimeoffforessentialcivicandpublicduties;and

arrangements for time off to deal with domestic or unforeseen

crises.

2.3 AdverseWeather

Where employees are unable to report for duty due to adverseweather, short notice annual leave may be granted whereappropriate.


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2.4 ParentalPolicies

Maternity leavepolicyMaternity leavepolicyMaternity leavepolicyMaternity leavepolicy,whichdetailsprovision forantenatal careandmaternityleave((I)MaternityLeavePolicypageI1).

Paternity leavePaternity leavePaternity leavePaternity leave,which detailsprovision for timeoff for antenatal

appointments and paternity leave ((J) Paternity Leave Policy pageJ1).

Breastfeeding policyBreastfeeding policyBreastfeeding policyBreastfeeding policy, which details provision of breastfeedingfacilitiesformothersreturningtowork((K)PolicyonBreastfeedingpageK1).

ParentalleavepolicyParentalleavepolicyParentalleavepolicyParentalleavepolicy,whichdetailsprovisionfortimeoffworktolookafterachildormakearrangementsforachildswelfare((L)ParentalLeavePolicypageL1).

Adoption and fostering guidanceAdoption and fostering guidanceAdoption and fostering guidanceAdoption and fostering guidance, which details provision foremployees whoareadopting or fostering children ((M)AdoptionandFosteringLeavePolicypageM1).

AsanemployertheboardwillseektosupportanyrequestsubmittedunderWorkLifeBalance.Wewillcontinue,wherepossible,toaccommodatethe

employees requests in linewith theconditionsassetout in the individualpolicies3.3.3.3.GrievanceProcedureGrievanceProcedureGrievanceProcedureGrievanceProcedure

AnyemployeeaggrievedbytheoperationoftheWork-LifeBalancePoliciesmaypursue a formal grievance inaccordancewith theBoardsGrievanceandDisputesProcedure.TheexceptionsbeingAdverseWeatherandthoseflexible policies where the appeal procedure applies ((A) Procedure forManagingFlexibleWorkingRequestspageA1,(C)CareerBreakPolicy

pageC1), a formal grievance in thesematterswill be limited to issues ofprocessonly.

4.MonitoringMonitoringMonitoringMonitoringandReviewandReviewandReviewandReview

TheapplicationofthesePolicieswillbemonitoredjointlybytheDirectorofHuman Resources and the Area Partnership Forum to ensure equitabletreatmentofallemployees.

TheBoardisrequiredbyLawandundertheEuropeanUnionEmployment

regulations,togathermonitoringinformationrelatingtoethnicity,religionand


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faith, sexual orientation, age, disability and gender for all aspects ofemployeerelations.

Youmaybeasked for information relating totheabovein connectionwiththispolicy.

Youdo nothave to give themonitoring information if youdo notwish to.However, for someof theabove diversitystrands it isa legal requirementthatweaskyouforit,andgoodpracticetoaskformonitoringinformationforalldiversitystrands.

AnyequalitiesmonitoringinformationwillbeheldseparatelyandnotusedtoAnyequalitiesmonitoringinformationwillbeheldseparatelyandnotusedtoAnyequalitiesmonitoringinformationwillbeheldseparatelyandnotusedtoAnyequalitiesmonitoringinformationwillbeheldseparatelyandnotusedtoinformanyproceedingsthatoccurinrelationtothisPolicy.informanyproceedingsthatoccurinrelationtothisPolicy.informanyproceedingsthatoccurinrelationtothisPolicy.informanyproceedingsthatoccurinrelationtothisPolicy.

The operation of these Policies will be regularly reviewed by the AreaPartnershipForumtoensureitscontinuedeffectiveoperation,andformallynolaterthan30thJune2009.


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A1Agreed 8 November 2007 at Dalian House 360 St Vincent Street Glasgow G3 8YZwith the authority of NHS Greater Glasgow and Clyde Area Partnership Forum.

SUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORK----LIFEBALANCELIFEBALANCELIFEBALANCELIFEBALANCE(A)FlexibleWorkingPolicy(A)FlexibleWorkingPolicy(A)FlexibleWorkingPolicy(A)FlexibleWorkingPolicy


Greater Glasgow Health Board (NHS Greater Glasgow & Clyde), being anemployercommittedtotheprinciplesofwork/lifebalance,recognisesthat,asoneof a range of options, Flexible Working arrangements gives employees somediscretion in theirstarting and finishing timeseachday.ThisPolicydetails theprocedure for requesting flexibleworking,and describes three typesof flexibleworking:

Flexi-time;(seeappendixA1) Self-rostering;(seeappendixA2) AnnualisedHours(seeappendixA3)

Othertypesofflexibleworkingthatmaybeused(butnotreferredtointhispolicy)includevoluntaryhoursandthecompressedworkingweek.

2.2.2.2.RighttorequestflexibleworkingRighttorequestflexibleworkingRighttorequestflexibleworkingRighttorequestflexibleworking

AllemployeeswhomeettheeligibilitycriteriaoutlinedinSection2.2belowhavetherighttorequestflexibleworking.

2.1 Scope

Eligibleemployeesareabletorequest:

achangetothehourstheywork; achangetothetimeswhentheyarerequiredtowork;and achangetotheplacetheyarerequiredtowork.

An acceptance of an employees request for flexible working will

result in a permanent change to that employees terms andconditionsofemployment(unlessotherwiseagreed).Theemployeehasnorighttorevertbacktothepreviousworkingpattern.

2.2 Eligibility

Tobeeligibletomakearequest,theemployeemust:

have been continuously employed by the NHS for at least 26weeksatthedateofapplication;


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notbeanagency/bankworker;and not havemade any application to work flexibly under the right

during the previous 12 months. This does not preclude amanager agreeing with an employee that their request can be

sanctioned within that time period in circumstances where therequestwasoriginallyrefused,buttheworkenvironmentcannowsustainthechangerequested.

2.3 Application

Anemployeecanonlymakeoneapplicationforflexibleworkinginany 12-month period from the date on which any previousapplicationwasmade.

AllindividualapplicationsforflexibleworkingmustbemadeontheFlexibleWorkingApplication Formattached atappendix A4.... The completed formshould be submitted to the employees line manager. This applicationshouldbeacknowledgedinwritingbythelinemanager(seeappendixA5).Therearetwoexceptionstothis:theprocedureforwomenreturningfrommaternityleavewhowishtojobshareisdescribedinthejobsharepolicy,and the procedure for introducing annualised hours described within theannualisedhoursguidance.

3.SubmittingaFlexibleWorkingApplicationForm3.SubmittingaFlexibleWorkingApplicationForm3.SubmittingaFlexibleWorkingApplicationForm3.SubmittingaFlexibleWorkingApplicationForm

Thefollowingproceduremustbefollowed:

3.1InitialMeetingThelinemanagerwillholdameetingwiththeemployeetodiscusstheapplicationwithin4weeksofthedateonwhichtheapplicationwasreceived.Where thecircumstanceswarrant it, thisperiodcan

beextendedbymutualagreement.

3.2CommunicationafterInitialMeetingThemanagerwill inform the employee of their decision in writingwithin2weeksofthedateoftheinitialmeeting.

3.3Requestaccepted

If the request is accepted, the line managermust confirm this in

writingtotheemployee,specifyingthenewworkingpatternandthe


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date from which it will take effect. The line manager must alsocompleteaNotificationofChangeFormforPayrollDepartment.

3.4Requestunsuccessful

Non-acceptanceofanapplicationforflexibleworkingcanonlybeforvalid and objective service/operational reasons and the linemanager must, therefore, confirm these reasons in writing to theemployee(seeappendixA6).

The employee should also be provided with details of the formalappealprocedure.

Itmaybepreferable,beforeprogressingtoappeal,forthemanager

and theemployeetoseekadviceonresolving thematter fromanappropriate member of Human Resources and a senior tradeunion/professional organisation representative. This approach willnot preclude the employees right to raise a formal appeal in theeventthattheyconsiderthatthematterhasnotbeensatisfactorilyresolved.

4.4.4.4.AppealProcedureAppealProcedureAppealProcedureAppealProcedure

Employeescan appeal againstthe decision to refuse theirapplication bysubmitting a Notice of Appeal form (appendix A7) to HumanResourceswithintwoweeksof receivingwrittenconfirmationthattheirApplicationforFlexibleWorkinghas not beensuccessful.The notice ofappealmustbedatedandclearlysetoutthegroundsofappeal.4.1 AppealHearing

AhearingwillbeheldtodiscusstheappealwithintwoweeksoftheNotice of Appeal form being received by HumanResources.The

AppealPanelwillconsistofaseniormanager(i.e.ClinicalServiceManager or equivalent) who is at a more senior level than themanager whomade the original decision and Human Resources,neitherofwhomshouldhavebeen involvedinmaking theoriginaldecision.N.B. Ahearingwill not be requiredwhere, within 2weeks of theNotice of Appeal form being received by Human Resources, thematterhasbeensatisfactorilyresolvedinformallyasoutlinedabove.


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4.2 NoticeoftheDecisionThe employee will be informed, in writing, of the outcome of theappealwithin2weeksofthehearing.

Where theappeal isupheld, thenoticeof thedecisionwillspecifythenewagreedworkingpatternandthedateonwhichitwilltakeeffect. The line manager must also complete a Notification ofChangeFormforPayrollDepartment.

Where the appeal is unsuccessful, the notice of the decision willstatethegroundsforthedecisionandanexplanationofthereasonthatthesegroundswerefoundtoapply.

TheAppealPanelmayreferthematterbacktothelinemanagerforreconsiderationifitisfeltthatnewfactorsthatneedtobetakenintoaccounthaveemerged.

4.3 Extensionoftimelimits

Theabovetimescanbeextendedbutonlyifbothpartiesagreeinwritingtoanextension

4.4 Representation

Employees are entitled to be represented by a tradeunion/professional organisation representative (including full-timeTradeUnionOfficers),oraccompaniedbyafellowmemberofstaff,orafriendorrelativenotactinginalegalcapacity,atallstagesoftheprocedure.

4.5 ServiceReasonsforRefusingaRequest

An application can only be refused for valid and objectiveservice/operationalreasonswhereitisconsideredthatachangetotheemployeesworkpatternwould:

createanunacceptableadditionalburdenofcost; haveadetrimentaleffectontheBoardsabilitytomeetaservice

demand;

haveadetrimentalimpactonservicequality; have a detrimental impact on the performance of either the

Serviceortheemployee;


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resultinaninabilityonthepartoftheBoardtore-organisetheworkofotherstaff;

resultinaninabilityonthepartoftheBoardtorecruitadditionalstaff;or

includeperiodswheretherewould,regularly,beinsufficientworkfortheemployeetoundertake.

Inaddition, theremay be occasionswhereplannedorganisationalchanges,orgovernmentlegislation,mightmakeit impracticablefortheBoardtoaccedetoanemployeesrequestforflexibleworking.

4.6 WithdrawalofApplication

The Board will treat an application as withdrawn if the employee

has:

notified their manager in writing that their application is beingwithdrawn;

failed, without reasonable cause, to attend a meeting/AppealHearing convened under the procedure on more than oneoccasion;or

refused,withoutreasonablecause,toprovideinformationwhichthe Board considers necessary to assess whether the

employeesrequesttoworkflexiblyshouldbegrantedThewithdrawaloftheapplicationwillbeconfirmedinwritingtotheemployee.


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Priornoticeoftimeoffinlieuisneededinorderthatstaffinglevelscanbemaintained.

4.4.4.4. RecordofHoursWorkedRecordofHoursWorkedRecordofHoursWorkedRecordofHoursWorked

Each employee will use a form to record the time when starting andleaving work, including lunch breaks. At the end of each day anemployeeshouldenterthetotaltimeworked.

Attheendofeachweek/monthacopyoftheflexirecordingsheetshouldbesubmittedtotheappropriatelinemanagerorothernamedperson.

5.5.5.5. TreatmentofAuthorisedAbsencesTreatmentofAuthorisedAbsencesTreatmentofAuthorisedAbsencesTreatmentofAuthorisedAbsences

Absences through sickness, attendance at courses, annual leaveandotherleaveofabsencewithpaywillberegardedas[xhoursxminutes]perday.Thehoursofauthorisedabsenceshouldbeenteredonreturn.For the purposeof recording, ahalf-daywill be defined as [x hoursxminutes].

6.6.6.6. LeaveLeaveLeaveLeave

Forannual,compassionate,sickleaveetc,timewillbecreditedontherecordsheetonthebasisofonefulldayorhalfdayoftheworkingweek.

7.7.7.7. OvertimeOvertimeOvertimeOvertime

Employeeswhoarerequiredbytheirmanagertoworkmorethantheirfulltimehours(orthefulltimeequivalentforpart-timeemployees)willbeentitledtoovertimerates.Anytimeoffinlieuresultingfromovertimenottakenafter threemonthsshouldbepaidasovertime, in linewithNHStermsandconditionsofservice.

8.8.8.8. EarningsEarningsEarningsEarningsAnyintentiontoalterpaythroughtheintroductionofflexi-timeshouldbenegotiatedthroughthenormalchannels,toavoidrejectionofasystemthatwouldsuitbothemployeesandtheService.

9.9.9.9. PartPartPartPart----timeEmployeestimeEmployeestimeEmployeestimeEmployees

Thisagreementwillalsoapplytopart-timeemployeeswiththerelevantchangestoworktimes.


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AppendixA2AppendixA2AppendixA2AppendixA2SelfSelfSelfSelf----rosteringrosteringrosteringrostering 1.1.1.1. DefinitionDefinitionDefinitionDefinition

Team-basedself-rosteringisabottomupapproachtoschedulingwork,giving employeesmorecontrolover thepatternof theirworkingweek.Parametersaresetbyagreeing inadvancethe levelsof staffandskillmix requiredhour-by-hour throughout theworkingday.Employees putforwardthetimestheywouldliketoworkandtimestheywouldliketoprotectaway fromwork.This information is thenusedto compileshiftpatternsthatmatchindividualpreferencesascloselyaspossible,whilstmaintaining agreed levels of cover at all times. There may be norequirementforemployeestoworktheir'contractedhours'onaweekly

or indeed monthly basis. Self-rostering programmes can enableemployees to 'bank' hours worked over or under contractual hours.Hourscanthenbetakenbackorextrahoursborrowedasdictatedbythepersonalcircumstancesofemployees.Self-rosteringcanlenditselftoallemployeegroupswithintheNHS,andworksbestinalargemixedteamwherethereareavarietyofpersonalcircumstancesamongemployees,anddifferentpreferencesaboutworkpatterns.

2.2.2.2. BenefitsofteamBenefitsofteamBenefitsofteamBenefitsofteam----basedselfbasedselfbasedselfbasedself----rosteringrosteringrosteringrostering

Benefitsforemployeesinclude:

morecontrolovertheschedulingoftheirownworkinglives; astrongervoiceintheplanningofteamactivity; previously unrecorded extra time at work is noted and

carriedforwardina"timebank";

linkingstartand finish timesmoreefficiently to travelandfamilycarearrangements;

optingforfewer,longershiftswhereappropriate(withintherequirementsoftheWorkingTimeRegulations);

being able toattendappointments without losing awholeshift;and

more discretion to be at work for significant events inpatientcare.

BenefitsfortheServiceinclude:

potentialconflictsandtensionsovershiftallocationmaybediffused;


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abettermatchbetweenstaffinglevelsanddeliveryofcare; developmentofstrongerteamspirit; an opportunity to review the match between employee

resources/care needs, and the potential for new care

initiatives, such as evening and weekend clinics, extratheatresessionsetc;

improved retention of employees (once employees haveworkedinaself-rosterenvironment,veryfewwanttogiveitup);and

reducedrelianceonagency/bankemployees.Benefitsforpatientsandusersinclude:

bettermotivatedemployeesensuringbetterqualityofcare; moreeffectiveuse of finite staff resources todelivermore

care;

improvedaccesstocarethroughextendedworkpatterns.3.3.3.3. ImplementationGuidelinesImplementationGuidelinesImplementationGuidelinesImplementationGuidelines

Thereisnosinglewaytostructureaprojecttointroduceself-rosteringthatwillprovesuccessfulforall.However,thefollowingcriticalsuccessfactorshavebeenidentified:

Asktheteam

Thefirststepistoassessthesupportoftheemployeegroupforteam-based self-rostering. Although there are benefits to theserviceinimplementingasuccessfulscheme,itsfirstpurposeistogiveemployeesmorecontroloverwhentheywork.Theremaybedifferences of opinion among existing employees about howdesirable this is. But the scheme's impact on future recruitmentandretentionshouldalsobeconsidered.

Explorethekeyquestions

Indiscussionswithemployeesthefollowingquestionsmayassistshapingthewayforward:

Wouldemployeesvaluemoreflexibilityintheirworkinglives? Will therebeanyeffectonthedelivery/continuityofpatient

careandhowcanagaininqualityofcarebeensured?


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Will it help to retain existing employees and recruit newemployees?

Will it reduce absences and the need for bank or agencyemployees?

Willitbefairtoall? Coulditimpactonequalopportunities(diversity)policy? Willacomputersystemberequiredorwillamanualsystem

work?

Willitaffectovertimeorunsocialhoursearnings? Howwillhandoversbemanagedwhentherearen'tclearshift

changes? Settheparameters Before a team-based self-rostering scheme can be introduced,

principlesandparametersmustbeagreed.Thesewillinclude:

agreeingminimumandmaximumstafflevelsforeachhouroftheday;

agreeingskillandgradehourbyhour; agreeing"veto"hoursandany"core"hours; thepreferencesforhours tobeworkedbyeachmemberof

theteam;

protected timeperiods for eachmember of the teamwhentheyspecificallydonotwanttowork;and

agreedlimitsastohowmuchtimeowedortimeowingcanaccruetoeachteammember.

4.4.4.4. CompareagreedstaffinglevelswithactualestablishmentCompareagreedstaffinglevelswithactualestablishmentCompareagreedstaffinglevelswithactualestablishmentCompareagreedstaffinglevelswithactualestablishment

Isthereamatchbetweenrequiredstaffinglevelsandstaffavailable?Ifthere is a mismatch, what steps can be taken to correct it, within

availableresources?5.5.5.5. SelectSelectSelectSelectanoperatingsystemanoperatingsystemanoperatingsystemanoperatingsystem

Theoperatingsystemthatprocessesemployeesrequestsandproducestherostersisakeyelement.Thiscanbedonemanuallywithpencilledpreferences input to a shift chart and then confirmed in ink. Variouscomputer systems will automatically process the information fromemployeestoproducerecommendedrosters.


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However,computerprogramsmaybedifficulttoprogramwherecomplexskillmixeshavetobeachieved,andrequirebasickeyboardskillsfromemployees.Some formof manual system isprobablydesirable in theearlyphasesofimplementation,andforsmallerorlesscomplexteams.

Questionstoconsiderare:

Areallteammemberscomfortablewithusingacomputerkeyboard? Ifnot,whatsupportortrainingcanbegiven? Wherethecomputercouldbesitedtogiveallteammembersaccess? Will it be possible to integrate the computer system into existing

organisationalITsystems?

IsITsupportavailable? Whowillberesponsibleforputtinginthetimeittakestopreparea

rostermanuallyfrominformationsupplied?6.6.6.6. TrialthesystemTrialthesystemTrialthesystemTrialthesystem

A time-limited trial will give team members a taste of self-rostering.Evidence suggests that three months is the minimum period for theeffecttobeassessed;sixmonthswillprovideabetterpictureofhowwellitworks.

Allmembersoftheteamshouldbegiventheopportunitytoexpresstheirviewsduringthistrial.Attheendofthisperiod,theeffectoftheschemecanbeassessed:

Whatisthegeneralteamview? Whathasbeenemployeesuptakeofthescheme? Havepatientsexpressedviews? Are any individuals unhappy with the scheme and, if so, for what

reasons?

Howhastheservicebeenaffected?

Itmaybeappropriatetotrialtheschemewitha"teamwithintheteam",but it should be large enough to make the trial a valid basis forassessment.

7.7.7.7. ImplementandmonitorImplementandmonitorImplementandmonitorImplementandmonitor

Giventhatproblemsidentifiedinthetrialcanberesolved,theschemecan be carried forward,but it will be important to continue tomonitor

employees attitudes to its operation. Do team members want it to


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continue?Havepatientsortheservicebeenaffected?Aremodificationsneeded?Communicatetheinitiativetootherteams,ifitissuccessful.

Self-rosteringwillworkeffectivelywherethesefactorsarepresent:

effectiveteamworking; sensitivity to individuals'workingtime requirementswithinthe team;

and

managerswithgoodleadershipskills.8.8.8.8. EarningsEarningsEarningsEarnings

Any intention to alter pay through changing shift patterns should benegotiatedthroughthenormalchannels,toavoidrejectionofasystem

thatwouldsuitbothemployeesandtheservice.Increasedflexibilitymaytakesomeemployeesintoperiodsthatattractenhancedpayments.

Somegroupshavenotworkedunsocialhoursinthepastandthereforenot attracted additional payments, for example therapists. Increasingflexibility for thosegroups raises the issue ofwhether such additionalpayments should be made. If so, the pay budget could increasesignificantly.

9999.TrainingTrainingTrainingTrainingTheremaybeaneed for training formanagersandemployees in thefollowingareas:

anunderstanding of the concepts and cultural changes involved inself-rostering;and

techniquesformanagerstoassessthescopeforflexibilitybalancedwith the preferences of individual employees within the agreedparameters.

Each initiativewillneedtoconsiderhowtoprovidetraining intheself-rosteringsystemandwhoshouldprovideit.ThestartingpointshouldbetocontacttheLearning&EducationTeam.


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AppendixA3AppendixA3AppendixA3AppendixA3

AnnualisedHoursAnnualisedHoursAnnualisedHoursAnnualisedHours

1.1.1.1.IntroductionIntroductionIntroductionIntroductionAnnual hours systems provide a way of organising working time bycontractingwithemployees toworkan agreed numberofhoursper yearrather than a standard number each week. The actual number of hoursworked by an employee during the week will then be "flexed" to matchworkloadrequirements.Aswellashoursbeingvariedweektoweek,theymay also be varied seasonally and/or according to fluctuationof servicedemands.Annualisedhoursareusedtomatchemployeeattendancetotheperiodswhentheyaremostneededbyservices.

Fluctuationsinhoursworkedmaybepredictableornotreflectingtheoftenuncertain patterns of demand for services such as in an acute hospital.Annualisedhoursworkingcanofferaflexibleandefficientwayofdeployingstaffbymatching staffing levelsmorecloselywithvariances inworkload.Foremployees,annualisedhoursworkingoffersgreaterflexibilityandtheopportunitytobettermanageworkinghourstoallowemployeestotailorthetimetheyspendatworkandathome.FortheBoard,intime,annualisedhoursmayleadtoreductionsinstaffingcoststhroughefficientallocationofstaffinglevelsandthereductionofovertimecostsoruseofagencyorbankemployees.

Undermoretraditionalworkingarrangements,thedemandforservicesmayresult in overtime or premium rates of pay at busy times or overstaffingwhendemandislow.Withannualisedhours,ayearlyemployeescheduleisdrawnup inadvanceso thatemployeesknowwhentheyareexpected toworkonaregularbasis.

2.2.2.2.BenefitsofannualisedhourssystemsBenefitsofannualisedhourssystemsBenefitsofannualisedhourssystemsBenefitsofannualisedhourssystems

2.1 Flexibilityandemployeeandemployersatisfaction

Thisisoneoftheprimaryreasonsforimplementinganannualisedhourssystem. For employees, annualised hours working can offer theopportunitytobettermeetthedemandsofworkinglifewithtimeathomebetter matched to individual need. The ability to vary hours of workacrosstheday,week,monthoryearmeansthatemployersareabletomatchworkloadwithstaffavailability.


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2.2 Staffing/workloadmatching

Significant amounts of employee time can be lost as a result ofmismatchesbetweenrequiredand actualstaffing.Traditional9-5work

patternsorrosterarrangementswhichmayhaverostersdrawnuponemonthinadvancemaynotmatchservicedemandsonaweekly,monthlyor annual basis. On wards, staffing rostersmay have to be changedfrequently in order to cope with unpredictable and fluctuating patientneeds, resulting in disruption to employees and considerable nursingandmanagementtimespentonre-arranging rostersand trying to findbankoragencystaff.

Mismatches of employee time to service demands tend to be lesspronouncedinwardsorareaswherepatientorservicedemandscanbe

predicted reasonably accurately, for example, in orthopaedics wheregenerallyitisknowninadvancehowmanypatientswouldbebookedinfortreatmentssuchashipreplacements.Itishowevermoredifficulttopredictwhat demandswill be placed on, for example,maternityunits.Fluctuations in patient intake may lead to high fluctuations in overallworkloadofwardstaffwheretheproblemofmismatchbetweenstaffingandworkloadishighlyevident.Difficultiesofmismatchesofemployeetimetoworkloadaremorewidespreadthansolelyinwardsettingsandannualised hours working may be beneficial in support services,administrationandotherclinicaldisciplines.

2.3 Reductioninuseofbankoragencystaff

Healthserviceemployers frequentlyhavetoapproachbankoragencystafftofillstaffinggapsforalltypesofclinicians.Whilebankoragencystaff may offer relatively low costs, labour efficiency and the lack ofsicknessabsenceproblems,otherproblemswhichmaybemajor,maybeexperienced.Examplesof theseare thatbankoragencystaffmaynotbeavailablewhenrequiredeitherbecausetheyarenotqualifiedto

workintheareaofneedorbecausetheyarealreadyworkingelsewhereor for other employers.Developing amore flexibleapproach, such asannualisedhourssystems,allowsrosteringwhichismoreresponsivetopatientneedsandenables flexible deploymentofexistingexperiencedstaff to enable short-term fluctuations in activity to be serviced bymeetingpeakandtroughsinworkload.


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2.4 Reductionofovertimeandon-callcosts

Whereon-callsystemsareoperated,theymaybescheduledtoofarinadvance topredict fluctuations inservicedemandsandmay not allow

sufficientflexibilityinmeetingpeaksofneed.Thiscanresultinresourcesbeingwastedand extracostsbeing incurredwhenemployeesarenotneeded or having insufficient staff on-call at times when there is anurgent needfor them.Staffcostsmaybebettercontrolledthrough theflexibility offered by annualised hours working by reducing the costimpactofstaff deploymentdecisionsparticularlythose associatedwith"inappropriate"useofbankoragencystaff,overtimeandtimeowedtoexistingstaff.

2.5 Effectivepatientcare

Evidencefromtheprivatesectorsuggeststhatproductivityisbetterandperformancemoreeffective.For theNHS theuse ofannualisedhourscould improve the effectiveness of patient care and increase patientsatisfaction by ensuring that appropriately qualified employees andservicesareavailablewhenpatientswantandneedthemandthatthoseemployees have higher satisfaction in meeting the needs of thosepatientsasaresultofbeingabletobettermeettheirownneedstohaveanadequatework/lifebalance.

2.6 Organisationalchange

Annualised hours systems are sufficiently flexible to accommodatechanges in working times and arrangements, and may be effectivelyintroducedtoredesignedandreconfiguredservicesaswellastoexistingservices,bringingbenefitstobothemployeesandpatients.Thesystemmaybeusefulwhereanoverallreductionofstaffingisrequired.

2.7 ReductionsinabsenteeismIt has been documented that lower absenteeism and sickness haveresulted due to improved flexibility for employees, affording them theopportunitytobettermatchtheirhoursworked/offtotheirhomeneeds.

2.8 Simplifiedpayadministration

Staffarepaidthesamemonthlysalarythroughouttheyearregardlessoftheexactnumberofhourstheyworkeachmonth.


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3.3.3.3.DrawbacksofannualisedhoursworkingDrawbacksofannualisedhoursworkingDrawbacksofannualisedhoursworkingDrawbacksofannualisedhoursworking3.1 Developmentofanannualisedhourssystem

Thediversityofapproachwhichcomeswithincreasedflexibilitymeansthatitisunlikelythatanyonemodelofannualisedhoursworkingcanbeofferedasablueprint.Employees,theirrepresentativesandmanagersinany oneareaororganisationwill haveto identify thebestsolutions totheirownstaffingrequirementsandtailorthedesignoftheirannualisedhourssystemaccordingly.Itisunlikelythereforetoofferan"offtheshelf"policyforflexibleworking.

3.2 Removalofovertimepayments

Theremovalofovertimepaymentsmaymeanacutintotalpayforthoseemployees that depend heavily on overtime working. Although somestaffmayearn less,mostemployersconsolidatethevalueofovertimepayments and other enhanced payments into the annual salary (see"Implementation" at section 4 below). In addition formanyemployeesannualisedhoursworkingoffersthesecurityofaguaranteedamountofsalary, reduced working hours, pre-set holidays and sensible breaksbetweenthehoursworked.

3.3 Developingthesystem

Developing the system requires accuracy and significant effort. Veryaccurate work scheduling is essential as absenteeism could lead todifficultiesinservicedelivery.Therefore,adequateassessmentsneedtobe made before implementation of a scheme, of workflows, demandpatternsandefficiency.

3.4 Staff,colleagueandmanagerperceptions

Employeeswhodonotfullyunderstandtheconceptofannualisedhoursmayhavesomesuspicionoftheschemeandforthoseparticipatinginit.Tothisenditisessentialthatadequatebriefingsessionsanddocumentsare provided to employees, representatives and managers explainingthepurposeandworkingofthescheme.

4.4.4.4. ImplementationImplementationImplementationImplementation

Annualisedhoursworkingcanbeausefulmechanismwhere:

staffinglevelsdonotmatchthelevelofpatientactivityanddependency;


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thereareunforeseenpeaksinworkload; sicknessabsencecoverhastobeprovidedatshortnotice; employees are frequently asked toworkextra shifts or hoursat short

notice;

bankoragencystaffarerequiredtoprovidecover;or employeesfromotherservicesareneededto"helpout".

Annualisedhoursworkingmaybeappropriateinarangeofothersettingsbuttheabovecircumstancesdescribewhereanannualisedhourssystemmay bringgreatestbenefit tobothemployeesandmanagers inprovidingservices. The above circumstances can lead to uncertainty and informalflexibleworking for employees, increased costsand decreasedquality ofpatientcare.

4.1 Startingtheproject

4.1.1 Partnership

It is essential that plans to introduce annualised hoursworking are developed in conjunction with tradeunion/professional organisation representatives from theearliestpossiblestages.Pilotareasfortheintroductionofthesystem should be identified and full briefings given to

employeesandmanagers onwhat the system involves, thebenefits,drawbacksandanticipatedoutcomes.Fullemployeeparticipation should be encouraged. Once pilot areas areidentifiedasubstantialdatagatheringandanalysisexerciseisrequired.

4.1.2 Gatheringdata

Informationonbothpatients/serviceactivityandworkforceisrequiredtoallowthedesignoftheannualisedhourssystem.

In terms of workforce, it will be necessary to collateinformationonanannualbasistoassesshowmanystaffareinpost; how theyaredeployed; assess useofbank/agencyemployees; turnover; current shift patterns and rotas;absenceratesandpatterns;andemployeecosts.If the example of a ward setting is used as the serviceprovision unit, the information onpatients that is requiredismonthly bed state over the period of a year; admissionspatterns; discharge patterns; total patient days; numbers ofdaycases;andpatientdependencylevels.


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4.1.3 Analysingdata

To assess whether or not annualised hours would be

appropriate, data should be checked to seewhether or notthere are peaks and troughs in activity; against thefluctuationsofservicedemandovera24hourperiod/serviceprovision time; the extent to which there are high levels ofemergenciesandwhentheyoccur;whetherornotthereareseasonal variations in activity/demand; and the extent towhichemployeecostsmaybeunpredictable.Thedataconsideredagainstthesefactorswillhelptoinformastowhetherornottheexistingsystemofstaffallocationis

working well and supports decision making as to the needanddesirabilityofproceedingtodevelopanannualisedhourssystem.

Fromanemployeeperspective,anannualisedhourscontractmayberequestedbyonlyoneortwostaffforwhomsuchasystemwouldprovidetheopportunitytohaveabetterwork-life balance. Operating the system for small numbers ofpeople within a service area has been proven effectiveprovided the analysis of service demands has beenundertakentoinformthedesignoftheworkingpattern.

4.2 Designingthesystem

It is recommended that annualised hours working systems areintroducedonapilotbasisinasimpleorsmallnumberofsitesandthatclearevaluationcriterionareagreedattheoutset.Asteeringorevaluationgroupmaybeusefulandthisshouldbeconstitutedonapartnership basis. Pilots areasmay have only a small number of

employeesonannualisedhourscontractsandneednotnecessarilyinvolvewholeteams.Itisessentialthatemployeesandtheirrepresentativesareinvolvedinworkingoutthedetailsofthesysteminordertocapitaliseontheirknowledge and experience and to gain ownership andunderstandingofthesystem.


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4.2.1 Calculatinghourstobeworked

Annualised hours contracts are equally appropriate for allgradesofstaffwishingtoworkfull-timeandpart-timehours.

A full-timenurse, for example, wouldbecontracted towork1955hoursonanannualisedhourscontract(basedona37.5hourfull-timeworkingweekfornurses).Thisnumberofhourswill include annual leave and public holiday allocationappropriatetothatemployee.

Maximum and minimum working hours per week are alsoagreed within the 48 hours (set by the Working TimeRegulations) as the norm for amaximum length ofworking

weekandaminimumtobeagreedinlinewithserviceneeds.

Overthecourseofayearthenumberofhoursworkedoverallmay vary by plus orminusan agreed number of hours, forexample, 30 hours, which can be carried over to the nextyear.Employeesandmanagersrecordthenumberofhoursworkedbyeachmemberofstaffandthecumulativetotalsareregularlymonitoredtoensuretheaccountwillbekeptwithintheprescribedlimitsattheendoftheyear.

4.2.2 On/offdutyandon-call

Employee rotas should be planned to match servicedemands/patient need in line with the analysis undertaken.Where an employee wishes to take time off when they arescheduledtowork,theymustnegotiatetimeswithcolleaguesbyagreeingtoswapshiftswiththem.Workschedulesincludeanon-callrosterwhereappropriate.

Employees on-callmay needonly tobecontactable, ratherthanbeathome,andcreditforon-calldutyshouldbegiveninaccordancewiththeappropriateNHStermsandconditionsofservice. While off duty and on-call requests should be metafter the needs of the service, as much choice and self-rostering of on-call as well as normal working, should begiven.


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4.2.3 Standdownarrangements

Guidelinesneed to bedeveloped appropriate to the servicearea to provide for standing down of employees where

demand is low.Arrangements for howcredit is to be givenshould be included in the guidelines for example, if anemployee has worked two hours of their shift and is thenstooddown,theycouldbegivencreditforonehour(i.e.threehoursintotal).Thereisnobenefittostandingstaffdownlessthantwohoursbeforetheendoftheirshift,astheywouldstillbeentitledtoanhourscredit.

4.2.4 Salaryarrangements

Where annualised hours systems have been implemented,arrangements for calculation of enhanced payments (forexample15%ofsalary)areconsolidatedintobasesalary.Allsucharrangementsmustbeinkeepingwithcurrenttermsandconditionsofemployment.Thetotalsalarythenbecomestheannual salary for the employee and is paid in 12 equalmonthly payments. Anothermechanism that is used is thattheenhancementsarepulledinto"flexibilitypayments"whichare paid as an additional allowance to basic pay. Inexceptional circumstances and in the interests of servicedelivery, an employeemay agreewith theirmanager to bepaidanadditionalamountattheircurrentrateofpayinordertobuybackhoursfortheirannualisedhoursschedule.Thismaybewhereanemployeehashadtoworkinexcessoftheirusual contract due to unforeseen circumstances in theirserviceareaand itmay bepreferable tocarrying forward asurplusofhoursworked.

4.2.5 Sicknessabsence

Various arrangements are possible under annualised hourssystemsrangingfromrequiringstaffto"makeup"losthoursthroughsicknessuptoacertaincut-offpointtopayingallsickpayatbasicrateofpay.Examplesinclude:

whereanemployeeisrosteredtoworkbutareillorabsentwithout complying with normal procedures, they are paidforthehoursbutarerequiredtoworkthehourslost;

whereemployeesarerosteredtoworkandcomplywiththeusualprocedures,theyreceivedpaymentbutarerequired


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to subsequently work the number of hours they wereabsentuptoamaximumof10continuousdaysperperiodofabsence;and

for longer termabsencesof10daysormore,annualisedhoursrecordingissuspendedandpaymentismadeonthebasisofsickpay.

4.2.6 Contractsofemployment

Anannualisedhourscontractshould includeconfirmationofthe duration of the pilot, and confirm the fact that anemployeesparticipation in theannualisedhourssystemandthe individuals right to revert to their original terms andconditions isvoluntary. It should alsooutlinebasic pay and

flexibilitypaymentswhere thereare any, detail a facility forbuying back hours, where such a facility has been agreed,and include any revised sick pay arrangements. Flexibleworking conditions should also be detailed includingarrangementsforon-callandstanddownandshiftworkingondays/nights.

5.5.5.5.EvaluationEvaluationEvaluationEvaluation

Ongoingevaluationof thepilotinorder toeffectivelymanage the systemwill be required. In addition, evaluation of employees and managersexperiencesandoftheeffectivenessofthesystemshouldbeundertakeninordertoinformrevisionstothesystemwherenecessary.Evaluationcriteriashould be established at the outset of a pilot and could includeassessments of the effectiveness of communication of the scheme, theeffectivenessofthepartnershipapproach,thedifficultiesandopportunitiesexperienced in running the scheme, the extent to which gaps betweenstaffing and workload have narrowed, including pressures on staff, theeffectivenessandqualityofpatientcare, financial performance, theneed

forbank/agencystaff.


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FlexibleWorkingApplicationFormFlexibleWorkingApplicationFormFlexibleWorkingApplicationFormFlexibleWorkingApplicationForm

1111 PersonalDetailsPersonalDetailsPersonalDetailsPersonalDetails NameNameNameName JobtitleJobtitleJobtitleJobtitle PayrollnumberPayrollnumberPayrollnumberPayrollnumber Department/WardDepartment/WardDepartment/WardDepartment/Ward BaseBaseBaseBase Directorate/PartnershipDirectorate/PartnershipDirectorate/PartnershipDirectorate/Partnership2222 Describeyourcurrentworkingpatternbelow,i.e.days/nights/hoursDescribeyourcurrentworkingpatternbelow,i.e.days/nights/hoursDescribeyourcurrentworkingpatternbelow,i.e.days/nights/hoursDescribeyourcurrentworkingpatternbelow,i.e.days/nights/hours

/timesworked:/timesworked:/timesworked:/timesworked:

3333 Describetheworkingpatternyouwishtoworkinfuturebelow,i.e.Describetheworkingpatternyouwishtoworkinfuturebelow,i.e.Describetheworkingpatternyouwishtoworkinfuturebelow,i.e.Describetheworkingpatternyouwishtoworkinfuturebelow,i.e. days/nightsdays/nightsdays/nightsdays/nights/hours/timesworked:/hours/timesworked:/hours/timesworked:/hours/timesworked:

4444 Iwouldlikethisworkingpatterntostartfrom:Iwouldlikethisworkingpatterntostartfrom:Iwouldlikethisworkingpatterntostartfrom:Iwouldlikethisworkingpatterntostartfrom:


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5555 ImpactofthenewworkingpatternImpactofthenewworkingpatternImpactofthenewworkingpatternImpactofthenewworkingpattern

PleasegivedetailsofhowyouthinktherequestedworkpatternwillPleasegivedetailsofhowyouthinktherequestedworkpatternwillPleasegivedetailsofhowyouthinktherequestedworkpatternwillPleasegivedetailsofhowyouthinktherequestedworkpatternwillaffectthedepartmentaffectthedepartmentaffectthedepartmentaffectthedepartment

6666 AccommodatingthenewworkpatternAccommodatingthenewworkpatternAccommodatingthenewworkpatternAccommodatingthenewworkpatternHowdoHowdoHowdoHowdoyouthinkthiscanbemanaged/resolved?youthinkthiscanbemanaged/resolved?youthinkthiscanbemanaged/resolved?youthinkthiscanbemanaged/resolved?

I hereby apply to work a flexible working pattern that is different from mycurrentworkpatternandconfirmthatImeetthefollowingeligibilitycriteria:

IhavebeencontinuouslyemployedbytheNHSforatleast26weeksatthedateofapplication;and

Iamnotanagencyworker;and I have not made another application to work flexibly during the past 12

months;or

Ihavemadeotherapplicationstoworkflexiblyduringthepast12months,butcircumstanceshavechangedwhichIhavedetailedin5above.

ApplicantsApplicantsApplicantsApplicantssignaturesignaturesignaturesignature

DateDateDateDate


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ConfirmationofreceiptofaFlexibleWorkingApplicationFormConfirmationofreceiptofaFlexibleWorkingApplicationFormConfirmationofreceiptofaFlexibleWorkingApplicationFormConfirmationofreceiptofaFlexibleWorkingApplicationForm(Tobecompletedbythelinemanagerandreturnedtotheemployee)

DearIconfirmreceiptofyourcompletedFlexibleWorkingApplicationFormdated___________________.

Iwillarrangeameetingwithyouwithin4weeksofyourapplicationinordertodiscussitwithyou.Inthemeantimeyoumaywishtoconsiderwhetheryouwishtobeaccompaniedatthatmeetingbyatradeunion/professionalorganisationrepresentative,acolleagueorafriend/relativenotactinginalegalcapacity.Pleaseletmeknowassoonaspossible,ifyouwillbeaccompaniedinorderthatIcanincludeyourrepresentativeinthearrangementsforthemeeting.Yourssincerely


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ConfirmationthataFlexibleWorkingapplicationhasbeenunsuccessfulConfirmationthataFlexibleWorkingapplicationhasbeenunsuccessfulConfirmationthataFlexibleWorkingapplicationhasbeenunsuccessfulConfirmationthataFlexibleWorkingapplicationhasbeenunsuccessful(Tobecompletedbythelinemanagerandreturnedtotheemployee)

DearFollowingourmeetingon___________________atwhichwediscussedyourapplicationforflexibleworking,IhavenowconsideredyourapplicationandregretthatIamunabletoaccommodateyourrequestforthefollowingservice/operationalreason(s):_______________________________________________________________

_______________________________________________________________This(these)reason(s)applyinthecircumstancesbecause:[Thelinemanagershouldalsoexplainherewhyanyotherpatternsthatmayhavebeendiscussedatthemeetingwereappropriate.]YouhavearightofappealagainstthisdecisionbycompletingtheattachedFlexibleWorkingAppealForm,clearlystatingyourgroundsofappealandsendingthisto___________________(name)HeadofHumanResourcesat___________________(address).ReceiptofyourAppealFormwillbeacknowledgedinwritingandahearingtoconsideryourappealwillbeheldwithintwoweeksofthereceiptoftheform.Youwillbenotifiedoftheoutcomeofyourappealwithintwoweeksofthe

hearing.

Yourssincerely


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FlexibleWorkingAppealFormFlexibleWorkingAppealFormFlexibleWorkingAppealFormFlexibleWorkingAppealForm

1111 PersonalDetailsPersonalDetailsPersonalDetailsPersonalDetails NameNameNameName JobTitleJobTitleJobTitleJobTitle PayrollPayrollPayrollPayroll

No.No.No.No. DepartmentDepartmentDepartmentDepartment

LocationLocationLocationLocation 2222 IwishtoappealagainstthedecisionnottoallowmyapplicationforIwishtoappealagainstthedecisionnottoallowmyapplicationforIwishtoappealagainstthedecisionnottoallowmyapplicationforIwishtoappealagainstthedecisionnottoallowmyapplicationfor

flexibleworkiflexibleworkiflexibleworkiflexibleworking.Iamappealingonthefollowinggrounds:ng.Iamappealingonthefollowinggrounds:ng.Iamappealingonthefollowinggrounds:ng.Iamappealingonthefollowinggrounds:

Pleasecontinueonaseparatesheetifnecessary.

ApplicantsApplicantsApplicantsApplicantssignaturesignaturesignaturesignature

DateDateDateDate


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ConfirmationofAppealConfirmationofAppealConfirmationofAppealConfirmationofAppeal

(TobecompletedbyHumanResourcesandreturnedtotheemployee)

DearIconfirmthatIhavereceivedyourAppealForminrespectofthedecisionnottoallowyourrequestforflexibleworkingon___________________.Iwillbearrangingahearingtodiscussyourappealwithintwoweeksofthe

abovedate.Inthemeantimeyoumaywishtoconsiderwhetheryouwishtobeaccompanied at that meeting by a trade union/professional organisationrepresentative,afriend/relativenotactinginalegalcapacity.Pleaseletmeknowassoonaspossible,ifyouwillbeaccompaniedsothatIcanincludeyourrepresentativeinthearrangementsforthemeeting.Yourssincerely


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B1Agreed 8 November 2007 at Dalian House 360 St Vincent Street Glasgow G3 8YZwith the authority of NHS Greater Glasgow and Clyde Area Partnership Forum.

SUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORK----LIFEBALANCELIFEBALANCELIFEBALANCELIFEBALANCE(B)JobSharePolicy(B)JobSharePolicy(B)JobSharePolicy(B)JobSharePolicy


Greater Glasgow Health Board (NHS Greater Glasgow & Clyde) iscommitted to equal opportunities and the promotion of flexible, employeefriendly,workingpracticesforallemployees.Byimplementingthisjobsharepolicy,theBoardaimstocreateanenvironmentthatwillallowallemployeesto utilise their skills, talents and experience and thereby allow it to bothrecruitandretainawell-motivatedandcommittedworkforce.

This Board will actively promote job sharing by ensuring that all jobadvertisements state that applications will be welcomed from candidates

seekingajobshareopportunity.

Job sharing represents anopportunity for employees towork fewer hourswhilemaintainingtheircareerprospectsandpersonaldevelopment.

Jobshareisdesignedtoincreasethevarietyandseniorityofworkavailableto thosenotseeking full-timeemployment,without reducing thenumberoffull-timejobsintheorganisationalstructure.Itisintendedto:

increasethepooloflabourfromwhichtheBoardcandrawstaff; increaseemploymentopportunitiesforpeoplecommittedtocaringfor

children,partners,orotherrelatives;

make it easier for employees returning frommaternity leave tocopewith career and family, thus retaining the benefits of their skills andexperience;

enable existing employees to reduce working hours (e.g. forpersonal/domesticreasons;asapre-retirementoptionetc);

improvepossibilitiesofcareerdevelopmentforpeoplewhodonotworkfulltime;

allow employees to broaden their experience and increase jobsatisfaction byundertaking a wider range of responsibilities atwork;and

allowemployeestopursueoutsideinterests.

2.2.2.2. HowJobShareMightAriseHowJobShareMightAriseHowJobShareMightAriseHowJobShareMightArise

Jobsharingcanbeintroducedintoapostinanumberofways:


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An existingemployee formally applying tomanagement for a job sharearrangementtobeagreedinrespectoftheposttheyoccupy.

Aninternalapplicationbeingmadebyanemployeetoshareapost.

Ajointinternalapplicationbeingmadebytwoormoreexistingemployeesasaunittoshareapost. Anexternalapplicationbeingmadebyacandidatetojobshareapost. Ajointexternalapplicationbeingmadebytwoormorecandidatesasa

unittojobshareapost.

Two or more separate applications being made, whether internal orexternal,whichcanbematchedtogethertoformajobshareunit.

3.3.3.3. GeneralPrinciplesGeneralPrinciplesGeneralPrinciplesGeneralPrinciples

3.1Eligibility

Theopportunitytorequestajobshareisopentoallemployees,aswellastoprospectiveemployees,irrespectiveofthegradeorlevelofthepost.

3.2SharingofDuties

The sharingof the dutiesand responsibilities ofapostmay take

severalforms.Theaiminallcasesistoensurethemostefficientmeansofoperation.Divisionofdutiesmaybeintoprojects,tasks,andclientsormerelytime,asthecasemaybe.

Greatcareshouldbetakennottoconfuseworkingarrangementswith the job description.Althoughthe dutiesmay bedivided, theoverall responsibilitymustbe shared.One partner shouldnot beabletomonopolisethemostprestigiousareasofwork.

Thepartnersshouldalwaysbeinapositiontoclaimthatatsome

timeeachhadfulfilledthedutiesandresponsibilitiesofthewholepost.

Hours should be organised to suit both the service and theemployees.However, it isunderstood that the hours/days/weeksagreedwitheitherjobsharershouldalwaysbesuchthatshouldapartvacancyoccur,theworkingarrangementtobeadvertisedwillformasufficientlyviablepackagetoattractnewapplicants.

3.3WomenReturningFromMaternityLeave


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Womenreturningfrommaternityleaveparticularlybenefitfromjobsharing. It may enable them to adjust their work patterns to theirchanginglifestylecircumstancesfollowingthebirthofthebaby(s).ItwillmeanthattheBoardwillretaintheirservicesandtheskillsthat

mayotherwisebelost.Forthoseemployeeswhoareonmaternityleaveandwhowishtojobsharethefollowingprocedureapplies.

Anemployeeshouldnotifytheirmanagerinwritingattheearliestopportunity (but at least twomonths prior to the return toworkdate) given notice of their wish to job share. This notificationrequirement must be made clear to the employee before shecommencesmaternityleave.

Ifthejobisfelttobeunsuitableforjobsharingthemanagerwillseektofindanagreedalternativejobshare.Twomonthspriortoreturning from paid maternity leave the employee will receivecopiesof theorganisations JobsBulletin and can apply for jobsharevacancies.

PendingreturnfromMaternityLeavetheemployeemaywishtoconsidertheuseofunpaidmaternityleavetoallowthemanagermoretimetofindasuitablejobshare.Therequirementtoreturnforthreemonthstoretainmaternitypayappliesequallytowomen

returning from maternity leave on a job share basis and willcommenceatthedateofreturn.

4.4.4.4. TermsandConditionsTermsandConditionsTermsandConditionsTermsandConditionsThegeneralspiritandintentionoftheschemeisthatalltermsandconditionsofserviceshouldbeapplicabletojobsharersonapro-ratabasis.

4.1Contractofemployment

Each partner to a job share will hold an individual contract ofemployment. The postholders job title will be that given to theestablishedpostwiththeendorsement(jobshare)forexample:MedicalSecretary(jobshare).Thehourstobeworkedwillbeindividuallystatedforeachpartnertothejobshare.


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4.2RateofPay

Payratewillbepro-ratatothesalarygradeforthenumberofhoursworked.Commencingsalaryandincrementswillbedeterminedin

accordancewithNHStermsandconditions.4.3AnnualLeave

The standard annual leave entitlement under NHS terms andconditions of service will apply pro-rata to the number ofhours/daysworked.

4.4PublicandExtraStatutoryHolidays

Publicandstatutoryholidayswillbeagreedbetweenthejobsharepartnersandtheirlinemanagertoensurethatapro-ratadivisionismaintainedandlegislativeentitlementshonoured.

4.5SickPay

Job sharers shall have applied to them the provisions of theappropriate NHS terms and conditions of service pro-rata to thenumberofhoursworked.

4.6MaternityLeave

Job sharers shall be entitled to the appropriate NHS terms andconditionsrelatingtomaternityleave.Paymentwillbeappliedonapro-ratabasis.

4.7Changeover/OverlapArrangements

Wherecontinuityisregardedasanessentialrequirementofthejob

share, such arrangements must be achieved within the normalestablishedtotalhours,subjecttomanagementdiscretion.

4.8CarAllowances

Entitlementtocarallowanceswillbedeterminedaccordingtothenatureofthepost.Fullentitlementwillbepayabletoeachcaruser.


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4.9CarLeasing

IndividualjobsharerswhoareeligiblecanapplyforacarundertheBoardsleasingscheme.

4.10 Superannuation

All job sharers will be able to join the NHS SuperannuationScheme.However, because job sharersare on reduced pay thisalsomeansthattheywillpaylessintothefundandinturnwillgetlowerpensionbenefitsfortheperiodofthejobshare.Jobssharersshould consult the Scottish Public Pensions Agency to discusstheirparticularcircumstances.

4.11 Overtime

Overtime will be payable if an individual job sharer worksmorethan the full time hours per week for the post (followingmanagementapproval).

4.12 Training

Job sharers shall have access to training opportunities on thesame basis as full-time employees with respect to day releasequalificationcourses(e.g.ifacourserequiresfulldayrelease,halfadayshallthenbecreditedtoworkingtimeandhalfadayshallbetakeninthejobsharersowntime).

Inrespectofworkrelatedtrainingcourses,jobsharerswillbepaidonlywhereattendancecoincideswiththeirnormalworkinghours.However,wheretrainingtakesplaceonadaywhenasharerdoesnotnormallyworktheyshouldbeallowedtimeoffinlieu.

4.13 NoticePeriodsNormalnoticeperiodswillapply.

5.5.5.5. SelectionProcedureSelectionProcedureSelectionProcedureSelectionProcedure

Whereajobsharerequestisapproved,thepostholderwillcontinueatfulltimehoursuntilajobsharepartnerisfound.Ifajobshareappointmenttothepartvacancycannotbemadewithinthreemonthsfromthedayofthefirstadvertisement, the post holder will remain at full time and the job share

cannotbeprogressed.Underthesecircumstances,fullconsultationwilltake


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placewith the jobsharer andhis/her trade union/professional organisationrepresentative and attempts will be made to redeploy the remaining jobsharerintoanothersuitablepost.

Whereajobshareisapproved,itwillbetheresponsibilityofthoseinvolvedintheselectionprocesstoensurethattheskillsandtheexperienceoftheprospectivejobsharersaresufficienttoundertakethefulldutiesofthepost,asdetailedinthepersonspecification.Eachjobshareapplicantwillberequiredtocompleteanapplicationformforthe post and each shortlisted candidate will be interviewed separately inaccordancewithnormalrecruitmentpractice.Whereappropriate,accordingtothenatureofthepost,jobsharersseekinga

partner through advertisement will be given the opportunity to meetshortlistedapplicantsbeforetheinterview.Thiswillinnowayconstitutepartoftherecruitmentprocess.Job sharers shall be treated in the same way as full-time employees inrelationtopromotionalopportunities.

6.6.6.6. Termination/ResignationTermination/ResignationTermination/ResignationTermination/Resignation

Intheeventoftheresignationofonejobsharepartner,thevacancyshallnotbeadvertiseduntilthe remainingsharershavebeenofferedtheopportunitytotakeuptheremaininghours.

7.7.7.7. WorkingArrangementsWorkingArrangementsWorkingArrangementsWorkingArrangementsTherearevariousways inwhich theworkingweekmaybedivided for jobsharers.Possibleoptionsincludeworkingonahalf-daybasis,ahalfweeklybasisoralternatingdays.Asfaraspossible,workinghoursmustbeagreedbyjobsharersand linemanagement. Innormal circumstances jobsharers

willnotberequiredtocovertheirpartnersabsences,thoughtheymayopttodosoinspecificinstances.The working patterns of job sharers shall not be altered without fullconsultationandafterattemptshavebeenmadetoreachagreement.

8.8.8.8. IndividualResponsibilityIndividualResponsibilityIndividualResponsibilityIndividualResponsibilityEachjobsharerisresponsibleindividuallyforthesatisfactoryperformanceofhis/herownduties.Theyarenotresponsiblefortheirpartnersconductand


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capabilityand,forthepurposesofthedisciplinaryandgrievanceprocedures,jobsharerswillbetreatedindividually.

9.9.9.9.

Monitoring,ReviewandEvaluationMonitoring,ReviewandEvaluationMonitoring,ReviewandEvaluationMonitoring,ReviewandEvaluation

The application of this Policy will be monitored jointly by the Director ofHuman Resources and the Area Partnership Forum to ensure equitabletreatmentofallemployees.TheBoardis requiredbyLawandunder theEuropeanUnionEmploymentregulations,togathermonitoringinformationrelatingtoethnicity,religionandfaith, sexual orientation, age, disability and gender for all aspects ofemployeerelations.

Youmaybe asked for information relating totheaboveinconnectionwiththispolicy.You do not have to give themonitoring information if you do notwish to.However, for someof the above diversity strands it isa legal requirementthatweaskyouforit,andgoodpracticetoaskformonitoringinformationforalldiversitystrands.

AnyequalitiesmonitoringinformationwillbeheldseparatelyandnotusedtoAnyequalitiesmonitoringinformationwillbeheldseparatelyandnotusedtoAnyequalitiesmonitoringinformationwillbeheldseparatelyandnotusedtoAnyequalitiesmonitoringinformationwillbeheldseparatelyandnotusedtoinformanyproceedingsthatoccurinreinformanyproceedingsthatoccurinreinformanyproceedingsthatoccurinreinformanyproceedingsthatoccurinrelationtothisPolicy.lationtothisPolicy.lationtothisPolicy.lationtothisPolicy.The operation of this Policy will be regularly reviewed by the AreaPartnershipForumtoensureitscontinuedeffectiveoperation,andformallynolaterthan30thJune2009.


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C1Agreed 8 November 2007 at Dalian House 360 St Vincent Street Glasgow G3 8YZwith the authority of NHS Greater Glasgow and Clyde Area Partnership Forum.

SUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORK----LIFEBALANCELIFEBALANCELIFEBALANCELIFEBALANCE(C)CareerBreakPolicy(C)CareerBreakPolicy(C)CareerBreakPolicy(C)CareerBreakPolicy


Greater Glasgow Health Board (NHS Greater Glasgow & Clyde) iscommitted to equal opportunities and the promotion of flexible,employee friendly working practices for all employees. Byimplementing this career break policy the Board aims to create anenvironment thatwillallowallemployees toutilisetheirskills, talentsand expertise and thereby allow it to both recruit and retain awell-motivatedandcommittedworkforce.

The purpose of the career break policy is to allow employees anopportunityto leave theiremploymentona long-termbasis (normally

between six months to five years), mainly to undertake furthereducation or to fulfil domestic commitments. The policy will enableemployeestokeepuptodateduringtheircareerbreakandhelpthemreturntoworkattheendofthebreak.

Arrangements for those participating inVoluntaryServicesOverseas(VSO) or equivalent are different and will be applied as set out inHDL(2006)8.

2.2.2.2.DefinitionDefinitionDefinitionDefinitionAcareer break is special leavewithout pay foraspecifiedperiod oftime.

3.3.3.3.PurposePurposePurposePurpose

Thepolicyisdesignedforemployeeswhoarecurrentlypreventedfromremaining in fullorpart timeworkbutwhowould like to restartworkwhencircumstancesmakethispossible(e.g.afteracourseoffurther

education, bringing up children or having cared for a dependantrelative).Acareerbreakwillnotbeallowedforthepurposeoftakingupalternativeemployment.

4.4.4.4.EligibilityEligibilityEligibilityEligibility

Allemployeesmusthavealeast12monthsservicewiththeNHStobeeligibletotakeacareerbreak.

Someexamplesofwhereapplicationscouldapplyareinthecontextof:


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caringforadependantrelative; continuingchildcarefollowingaperiodofmaternityleave;or undergoingfurthereducationandtrainingofbenefittotheService.

Eachapplicationwillbeconsideredonthemeritsoftheindividualcase

nd,wherepossible,adecisionmadewithin2weeksfollowingreceiptofan application. Full details should be provided in writing to theemployee if an application has been rejected or delayed, clearlyexplainingthereasonsfordoingso.

5.5.5.5.DurationofCareerBreakDurationofCareerBreakDurationofCareerBreakDurationofCareerBreak

Themaximum period for a career break is five years. An employeemay,however,makeanumberofbreaksthroughouttheiremploymentwiththeBoardprovidedthatthetotalperiodsofabsencedonotexceedfiveyears.Anewapplicationmustbemadeforeachbreakrequested.

6.6.6.6.ApplicationProcedureApplicationProcedureApplicationProcedureApplicationProcedure

Employeeswhowishtoapply for theSchemeshalldiscuss thematterinitiallywiththeirlinemanager.

Applicationsshouldthenbemadeinwriting.Applicationsshouldbe made at least three months before starting the proposed

break,although inexceptionalcircumstancesmanagementmaywaivethis.

If approved, the employee shall be issued with appropriatedocumentationbyHumanResourcesthatrequiresanagreementtoabidebythetermsandconditionsofthecareerbreak.

Managerswillbe remindedbyHumanResourcesat theendofeach financial year of their need to ensure that staff on careerbreaks have complied with the minimum two weeks workrequirement.

All documentation in relation to the policy is available fromHumanResources.

7.7.7.7.EmployeeCommitmentEmployeeCommitmentEmployeeCommitmentEmployeeCommitment

7.1 Employees are expected to fulfil the following requirementswhileonacareerbreak.Thepurposeofthisistomaintaintheir

skills; knowledge and expertise toenable a smooth transition


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backtowork.Inparticulars/heisrequiredto:makethemselvesavailable to undertake a minimum of two weeks paidemployment per annum, as agreed with their Head ofDepartment.

Thismayinclude:

attendinganyseminarsormeetingstowhichtheyareinvitedbytheBoard;

maintaining professional membership or state registration(e.gNursing&MidwiferyCouncil)wherethisisrequiredforemploymentpurposes

keepingknowledgeupdatedbyreadingrelevantprofessionaljournals and attendingprofessional meetings, journal clubsetc;and

attendingaminimumnumberoftrainingsessions,asagreedwith the Head of Department to update and refresh theirknowledgeandskills.

7.2Employees who participate in the scheme will be obliged to

advisetheirmanagerofanychangesincircumstances,suchas

homeaddress.

7.3 If the career break lasts for more than one year, employeesmustnotifytheirmanageroftheirintentiontocontinuethebreakatleastthreemonthspriortotheendofeachyear.

8.8.8.8.ManagementCommitmentManagementCommitmentManagementCommitmentManagementCommitment

8.1TheBoardiscommittedtoensuringthat,asfarasisreasonablypracticable, employees on a career break shall be offered

priority consideration for any post at the same grade andundertaking thesametypeofworkasthatundertakenpriortothe career break. Employees will be entitled to refuse up tothreeoffersafterwhichtheorganisationisundernoobligationtomakeanyfurtheroff

8.2The Boardwill guarantee to provide career break participants

withatleasttwoweekspaidemploymentperyear(prorataforshorter breaks) in order to keep abreast with changes and


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developmentsintheservice.Thismayincludetrainingcoursesandprofessionalupdating.

8.3Amonthlyinformationpackwillbemadeavailabletostaffona

career break advising of any relevant changes in serviceconditions,etc.

9.9.9.9.ReturntoWorkReturntoWorkReturntoWorkReturntoWork

9.1Whilenoguaranteeofareturntoaparticularpostcanbegiven,everyeffortwillbemadetoplaceindividualsinpostsofsimilargradeandresponsibilitytothatheldpriortothebreak,andwilltakeintoaccounttheemployeesexperience,achievementsandqualifications.

9.2Threemonthsnoticeofan intention toreturntoworkmustbe

giventothelinemanagerconcerned.DuringthisperiodHumanResourceswillsendcopiesoftheinternalvacanciesbulletintoparticipantsinthescheme.

9.3 If,beforestartingacareerbreak,anemployeeworksinapart

time/job sharearrangement everyeffort willbemade toallowthe employee to return on that basis. However, there is no

guaranteethatthiswillalwaysbepossible.9.4To ease the transition back to work the employee may be

allowed to return to work on apart-time basis for up to threemonthsbefore returning to fullduties.Thismustbediscussedand agreed with the manager at the time of notifying theemployeeswishtoreturntowork.

10.10.10.10. TermsandConditionsofServiceTermsandConditionsofServiceTermsandConditionsofServiceTermsandConditionsofService

10.1 GeneralConditions10.1.1 A period of absence on a career break shall not be

regardedasabreakinserviceforNHScontinuousservicepurposes, although the break will not itself count asreckonable service.For the purposes of the EmploymentRightsAct 1996 (as amended) the periodofabsencewillnotberegardedascontinuousservice.


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10.1.2 Asanemployeehascontinuousemploymentwhilstonacareer break, any entitlements accrued prior to the breakwillnotbelost.

10.2 Superannuation

10.2.1Maintenanceofsuperannuationcontributionswhileonacareerbreakisonlypossibleforemployeeswhoaretakinga break of one year, or less. As the career breakconstitutes continuous service, superannuationcontributions will be maintained for those on a CareerBreakoflessthanoneyear.

10.2.2Forthoseemployeeswhotakeacareerbreakoflonger

than one year, superannuation contributions will only be

deductedinrespectofthetwoweeksperannum(orpro-rated period) that they undertake paid work for theorganisation.Thiswillensurethattheyremainmembersofthe superannuation scheme during the course of theircareerbreakandwillbeeligibleforbenefits.

10.2.3When anemployee returns towork following acareer

break, their superannuation contributions for the unpaidperiod will be deducted from subsequent pay over a

corresponding period. Any tax rebate to which theemployeeisentitledasaresultoftheircareerbreakmaybeusedtooffsetsuperannuationarrears.

10.3 LeaseCarsAn employeewho is providedwith a leasecarwill be required toreturn the car to the Car Leasing Section for the period of theircareerbreakifithasascheduleddurationofover12months.

However,asthefullleasingcostofthevehiclewillbebornebytheemployeeifitisretainedduringacareerbreak,theyareadvisedtodiscussthematterwithamemberoftheCarLeasingTeampriortoembarkinguponsuchabreak.

Intheeventofaleasevehiclebeingreturned,aterminationfeemayapply.


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10.4 OrganisationalChangeTheOrganisationalChangepolicywill apply equally toemployeesonCareerBreakand,consequently,where redeploymentattemptsare unsuccessful normal redundancy procedures will apply.

Redundancypayments willbecalculated inaccordancewithNHSTermsandConditions.

10.5 SickLeaveEmployeeson a career break arenot entitled to receive sick payexcept during the two weeks of paid employment that they arerequiredtoundertakeeachyear.

10.6 AnnualLeaveEmployeesonacareerbreakwillonlyaccrueannualleaveforanypaidemploymentcarriedoutfortheBoardduringtheircareerbreak(asdescribedat7.1).

10.7 MaternityAmember of staffwho discovers that she is pregnant during thecourse of a Career Break should seek advice from Payroll

Departmentat theearliestopportunity toensure thatshe receivesappropriatematernitybenefits.11.11.11.11. Monitoring,ReviewandEvaluationMonitoring,ReviewandEvaluationMonitoring,ReviewandEvaluationMonitoring,ReviewandEvaluation

TheapplicationofthisPolicywillbemonitoredjointlybytheDirectorof Human Resources and the Area Partnership Forum to ensureequitabletreatmentofallemployees.

The Board is required by Law and under the European Union

Employmentregulations,togathermonitoringinformationrelatingtoethnicity, religion and faith, sexual orientation, age, disability andgenderforallaspectsofemployeerelations.You may be asked for information relating to the above inconnectionwiththispolicy.

Youdonothavetogivethemonitoringinformationifyoudonotwishto. However, forsome of theabovediversity strands it is a legalrequirement that we ask you for it, and good practice to ask formonitoringinformationforalldiversitystrands.


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AnyequalitiesmonitoringinformatioAnyequalitiesmonitoringinformatioAnyequalitiesmonitoringinformatioAnyequalitiesmonitoringinformationwillbeheldseparatelyandnotnwillbeheldseparatelyandnotnwillbeheldseparatelyandnotnwillbeheldseparatelyandnotusedtoinformanyproceedingsthatoccurinrelationtothisPolicy.usedtoinformanyproceedingsthatoccurinrelationtothisPolicy.usedtoinformanyproceedingsthatoccurinrelationtothisPolicy.usedtoinformanyproceedingsthatoccurinrelationtothisPolicy.

TheoperationofthisPolicywillberegularlyreviewedby theArea

PartnershipForumtoensureitscontinuedeffectiveoperation,andformallynolaterthan30thJune2009.


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D1Agreed 8 November 2007 at Dalian House 360 St Vincent Street Glasgow G3 8YZ


SUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORKSUPPORTINGTHEWORK----LIFEBALANCELIFEBALANCELIFEBALANCELIFEBALANCE(D)ReducedWorkingYearPolicyD)ReducedWorkingYearPolicyD)ReducedWorkingYearPolicyD)ReducedWorkingYearPolicy


Greater Glasgow Health Board (NHS Greater Glasgow & Clyde) iscommitted to equal opportunities and the promotion of flexibleemployee-friendlyworkingpracticesforitsentirestaff.Byimplementingthis policy we hope to create an environment that will allow allemployees toutilise theirskills, talentsandexperiences and therebyallowustobothrecruitandretainawell-motivatedandcommittedstaff.

2.2.2.2.DefinitionDefinitionDefinitionDefinition

Flexible working in the form of a reduced working year can take anumberofforms.Oneofthemostcommonexamples isthatof term-time working, which is a formal agreement whereby the duties andresponsibilities ofapost arecarriedout (either full-time orpart-time)during school terms. It allows employees to remain on a permanentcontract and gives them unpaid leave during school holidays. Thesalaryofthepostisreducedproportionatelytothehoursworkedbythepost-holder. These principles would apply regardless of whether areducedworkingyearcontractisexplicitlylinkedtoschooltermsornot.

A reduced working year represents an opportunity for employees toworkduringcertainagreedperiodsoftheyearwhilemaintainingtheircareerprospectsandpersonaldevelopment.

3.3.3.3.OperationofthePolicyOperationofthePolicyOperationofthePolicyOperationofthePolicy

Anapplicationtorequestareducedworkingyearcontractisopentoall

employeesaswellasprospectiveemployees,nomatterwhatlevelintheorganisation.Wherepostsarenotconsideredtobesuitableforareducedworkingyearcontract,a fullexplanationwillbegivenbythelinemanager.

Employees on reduced year contracts are expected to take theircontractual entitlement to paid annual leave during pre-arrangedperiods of leave (such as the school holidays). Subject to localagreement, amaximum of five days contractual paid leavemay be


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heldtobetakenwithpriornoticeat timesoutwithholidayperiods forneedswhichmayarisefromtimetotime.

Eachemployeemust agreewith theirmanager howmuchadditionalunpaid leave is required tocover the leaveperiod andwhenexactlypaidleavewillbe taken.Thesearrangementsshouldbemadeatthestartofthereducedworkingyearagreement.

4.4.4.4.CalculationofPayCalculationofPayCalculationofPayCalculationofPay

Thereare two optionsavailable for paymentofemployeeswhowork

reduced working year contracts. Option 1 allows for twelve equalpaymentsovertheyeartobemadeusingaformulatodeductmoniesdueforunpaidleave.Option2makespaymentstostaffonthebasisofwhattheyactuallyworkanddeductionsforperiodsofunpaidleave.

4.1 Option1

Onceanemployee has agreedwith theirmanagerhowmuchunpaid leave will be taken their paid annual leave allocation(thiswillincludepublicholidaysdueonaproratabasis)willberecalculated. This calculation will take account of the unpaidperiodofleave(noannualleavewillbeaccruedduringunpaidleave).

Followingthiscalculationtheannualsalarywillbecalculatedonapro-ratabasisfortheperiodofpaidemployment.Thisfigurewillthenbepaidintwelveequalpaymentsthroughouttheyear.

4.2 Option2222

Once an employee has agreed with their line manager howmuchunpaid leavewill be takenandwhen, the linemanagermust informpayroll. The necessary deductions to pay for theperiodsofunpaidleavewillbemadethemonththeyoccur.


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5.5.5.5.MonitoringandMonitoringandMonitoringandMonitoringandReviewReviewReviewReview

TheapplicationofthisPolicywillbemonitoredjointlybytheDirectorofHumanResourcesandtheAreaPartnershipForumtoensureequitabletreatmentofallemployees.

The Board is required by Law and under the European UnionEmployment regulations, to gathermonitoring information relating toethnicity, religion and faith, sexual orientation, age, disability andgenderforallaspectsofemployeerelations.

Youmaybeaskedforinformationrelatingtotheaboveinconnection

withthispolicy.

Youdonothavetogivethemonitoringinformationifyoudonotwishto. However, for some of the above diversity strands it is a legalrequirement that we ask you for it, and good practice to ask formonitoringinformationforalldiversitystrands.

Any equalitiesmonitoring informationwill beheldseparately and notAny equalitiesmonitoring informationwill be heldseparatelyand notAny equalitiesmonitoring informationwill beheldseparately and notAny equalitiesmonitori

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