Recruitment and Selection Procedures

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Recruitment & Selection Procedures
What do I do if…..
...... I want to replace an employee who has resigned?
…… I want to creat e a new post?
…… I need assistance developing/changing a job description and/or person specification?
…… I’m unsure where to advertise my vacancy?
…… I want to advertise out of synch to the advertising schedule?
…… I think the post may require CRB clearance?
…… I’m unsure what selection methods to use in addition to an interview?
…… I need an external interview panel member?
…… a shortlisted candidate cannot attend the interview and asks for it to be re-arranged?
…… I need to appoint the successful can didat e?
…… the successful candidate is a non EEA-citizen?
…… I want to appoint the successful candidate on a higher spinal point than the bottom of the grade?
…… the successful candidate does not start employment?
…… the successful candidate asks if they can claim relocation expenses?
…... the successful candidate wants to work part time or job share?

References
What do I do if……
…… I need to obtain references for a new employee?
…… the most recent employer is not listed as a referee on the successful candidat e’s application form?
…… I’m asked by HR to confirm that I’m happy with a reference received for a new employee?
…… I’m asked to provide a reference for an existing or former employee?

Probation
What do I do if……
…… I have concerns about an employee’s performance during their probation period?
…… I want to extend an employee’s probation period?
…… I want to confirm that an employee has passed their probation period?

Grievance
What do I do if……
…… an employee verbally tells me that they have a grievance or complaint?
…… an employee hands me a written grievance?
…… I’m asked by HR to chair a grievance hearing?
…… an employee raises concerns about another employee's health or behaviour?
…… two employees experience a break down in their working relationship?
…... an employee complains about another employee?

Di scipline
What do I do if……
…… an employee’s behaviour falls below the appropriate standard?
…… I suspect that an employee has committed a disciplinary offenc e?
…… I’m asked by HR to chair a disciplinary hearing?

Apprai sal
What do I do if……
…… I have responsibility to ensure appraisals are undertaken within my School?
…… an employee is absent for the duration of the appraisal cycle e.g. on long term sick?


Sickness Absence
What do I do if……
…… an employee is absent from work due to sickness?
….. an employee is absent from work but they’ve not phoned in sick?
…… an employee doesn’t forward a sick note to cover their absence?
…… an employee has repeated short term absences?
…… an employee is off on long term sick (more than four weeks)?
…… I want to refer an employee to Occupational Health?
…… an employee tells me they wish to use the Staff Counselling Service?
……   an employee phones in sick because their child is sick?
……   an employee has an accident at work?
……   an employee returns to work after an absence?
……   an employee tells me they feel unable to cope with work or home issues or both?

Incapability
What do I do if……
…… an employee’s performance falls below the appropriate standard?
…… the employee’s performance fails to improve?
…… I’m asked by HR to chair an incapability hearing?

Career Break
What do I do if……
…… an employee makes a request for a career break ?
…… I am able to agree to a request?
…… I am unable to agree to a request?
….. an employee ret urns to work after a career break?

Maternity/Paternity
What do I do if……
…… an employee tells me they are pregnant?
…… an employee contacts me during their maternity leave about changing their working hours?
…… an employee returns to work after maternity leave?
…… an employee tells me they wish to take paternity leave?
….. an employee tells me they are adopting a child?

Redeployment
What do I do if……
…… an employee tells me they wish to be redeployed?
…… I am asked to interview an employee from the redeployment register for a post I am due to advertise?
…… I offer the post to an employee from the redeployment register?

Special Leave
What do I do if……
…… an employee asks me for special leave?
…… an employee cannot attend work as they need to care for a dependant?
…… an employee is called for service in the Non -regular forces?
…… an employee asks for more special leave than the HR guidance rec ommends?

Annual & Other Leave
What do I do if……
…… I have a part-time employee and need to calculate their annual leave e ntitlement?
…… I have a new employee who starts during the annual leave year and I need to calculate their
entitlement?
…… an employee is called for Jury Service?
…… a part-time employee asks me what to put on their flexi sheet for a bank holiday?
…… an employee asks if they can carry more than five days over into the new annual leave year?

Variations to contract
What do I do if……
…… an employee asks to vary their working pattern and I agree?
…… I want to vary an employee’s working pattern?
…… I want to vary an employee’s duties?
…… I want to extend a limited term contract?
…… I want to end a limited term contract early?

Honoraria
What do I do if……
…… I want to pay an employee an honorarium?
…… I don’t know what the appropriate honorarium would be?
…… I want to stop an honorarium early?

Development
What do I do if……
…… I need to book a new employee on induction events?
…… I identify development needs for an individual employee or team?
…… an employee asks to attend a UCLan devel opment course?
…… an employee asks for time off work to attend an external cours e?
Recruitment and Selection Procedures

What do I do if……


...... I want to replace an employee who has resigned?

You should first consider whet her you need to replac e the employ ee and if you do, whether the job role is
exactly the same or whether any amendments need to be made. You should then c ontact your Directorate
lead to gain approval to rec ruit. Once you have their approval, it should be forwarded to your HR Manager
along with the job description and person specification, vacancy notification, business case for recruitment
and advert if appropriate. Y our HR Manager will arrange for it to be reviewed by the Recruitment P anel.
Once approved by the panel, the vacancy will be processed and advertised accordingly.

When you complete the vacancy notification form you should consider the risk of the post and whether any
specific Occupational Health or SHE action or guidance is needed.




…… I want to create a new post?

You should first consider whether the new post is a necessity. You should then c ontact your Directorate
lead to gain approval to rec ruit. Once you have their approval, it should be forwarded to your HR Manager
along with the job description and person specification, vacancy notification, business case for recruitment
and advert if appropriate. Your HR Manager will arrange for it to be approved by the Rec ruitment Panel.
Once reviewed by the panel, the vacancy will be processed and advertised accordingly. You must consider
whet her the new post is within budget.

When you complete the vacancy notification form you should consider the risk of the post and whether any
specific Occupational Health or SHE action or guidance is needed.




…… I need assi stance developing/changing a job description and/or person specification?

The Job E valuation team can provide you with advice and guidanc e on how to compile or amend job
descriptions and person specifications. They can also a dvis e on the correct grade for the duties you
require. Before recruitment, any amended or new job descriptions must be viewed by the Job E valuation
team.

To     assist  managers       in    compiling   job   descriptions    role    profiles are  available    at
http://www.uclan.ac.uk/information/services/hr/hr_pay_and_grading/ evaluation_grading.php
The profiles are purely illustrative for the purpose of allowing managers and staff to understand what is
expected at different grades and provide broad illustrations of the competencies and experience required.
However, they do reflect the typical level and scope of activities which will be common across a cluster of
jobs at the same grade.




…… I’m unsure where to advertise my vacancy?

The University’s recruitment advertising agency, Euro RS CG Riley (ERR) can provide advice and guidance
on suitable media and internet sites for your vacancy. You should liaise with your HR Advis or i f you require
assistance




…… I want to advertise out of synch to the adverti sing schedule?

The t wo week advertising schedule is in place to minimise the cost of composite adverts and maximise the
effect of adverts. It also provides employees on the redeployment register with the opportunity to apply for
posts before they are advertised. If there is an urgent need to advertise out of synch then you should
discuss this with your HR Offic er.




…… I think the post may require CRB clearance?

There are two levels of CRB check – the standard check and the enhanced check. Standard CRB checks
are required for posts which involve working with children (anyone under the age of 18) or vulnerable
adults. Enhanced CRB checks are required for posts involving a far greater degree of contact with children
or vulnerable adults. Examples include regularly caring for, supervising, t raining or being in sole charge of
such people. This type of check may be used, for example, for staff in the sports centres, nursery or health
facilities.

When completing the Vac ancy Notific ation Form for a new role holder, managers should indicate whether
the successful candidat e will require a Criminal Rec ords Bureau (CRB) check and what level this check
should be: standard or enhanced. Managers should seek advice from HR when required in deciding
whet her a check is required or not and at what level.




…… I’m unsure what selection methods to use in addition to an interview?

Your HR Officer will be able to suggest other selection methods for you. HR can assist with different types
of test or group exercises. You may also wish to consider the use of presentations or group activities.




…… I need an external interview panel member?

HR maintain a central list of all employees who have attended the Recruitment and Selection development
course. You should cont act your HR Advisor for this list and this will greatly assist you in finding an external
panel member.




…… a shortli sted candidate cannot attend the interview and asks for it to be re-arranged?

This decision lies with the Chair of the panel. You do not have to rearrange the interview and this may not
be practical to do so if you have arranged one specific dat e for the panel to convene. However, if you can
convene the panel at an alternative date or time, then you may wish to rearrange. If you do not re-arrange
the interview you may wish to inform the candidate that they will be contacted if you are unable to appoint.




…… I need to appoint the succe ssful candidate?

You     will   find  the     Notification   of      A ppointment   form       on    the    HR      website     at:
http://www.uclan.ac.uk/information/services/hr/ files/notofnewappt.doc

You should agree a start date which is mutually convenient and also provides enough time for pre-
employment checks such as references to be undert aken.

You will need to complete the form and send it to HR along with the application forms of the unsuccessful
candidates and interview notes. Onc e the Notification of Appointment form has been received, an offer
letter will be sent out. Please see the next section if your successful candidate is a non EEA citizen.

Attached to the Notification of Appointment form are the Induction Checkli st and the Probationary Schedule.
These should be completed before the new employee commences employment and discussed with the
employee on their first day. A copy of the Probationary Schedule must be sent to HR.
…… the successful candidate is a non EEA-citizen?

They will need to be issued with a Certificat e of Sponsorship by HR to enable them to apply for ent ry
clearance into the UK and leave to remain. Before a Certificat e of Sponsorship can be issued, several
checks need to be undertaken to ensure that the candidate meets the required number of points under Tier
2 of t he immigration Points B ased System. These include checks on t heir qualifications, level of E nglish
language and funds available to them.




…… I want to appoint the successful candidate on a higher spinal point than the bottom of the
grade?

The candidat e would normally be appointed to the bottom of the grade and then work their way up the
grade through annual incremental progressions. However, the incremental point can be determin ed by the
appointing manager but relevant knowledge, experience, skills and qualities of the employee must be taken
into account and this decision must be able to be justified. Before discussing this with the successful
candidate, you should speak wit h your HR Manager.




…… the successful candidate does not start employment?

If t he successful candidate turns down the offer of employment, you may wish to consider if there were any
other appointable candidat es from the selection process. If there was anot her appointable candidate and
the recruitment panel are in agreement, then you may proceed and offer that candidate the post.

If t he successful candidate does not arrive for work on their first day you should inform your HR Advisor.
You will then need to decide on the next step, for example if you wish to readvertise the post.




…… the successful candidate asks if they can claim relocation expense s?

The University’s Relocation Scheme is applicable to all new members of staff, irrespective of grade or staff
group who are appoint ed as a result of advertisement. Up to £2000 can be paid but this is at the dis cretion
of the Head of School/Service/Faculty and Directorate Member. There are eligibility rules and you should
confirm if the employee qualifies b efore entering into discussions. The Relocation Scheme can be found at
http://www.uclan.ac.uk/information/services/hr/relocation.php




…... the succe ssful candidate wants to work part time or job share?

All posts at the University are advertised as being available on a job share or part time basis, unless you
explicitly state otherwise in your Vacancy Notification form. If you do this, there must be a strong business
case to support your decision. The decision to make a post unavailable to part time or job share
applications cannot be made after the post has been advertised.

Candidates should state on their application form if they are applying on a job share/part time basi s. This
can then be taken into consideration during the selection process. If you have two appointable candidat es
who wish to job share then you should appoint both. If the most appointable candidate wishes t o job share
but you do not have a second appointable candidate or one who is willing to job share, then you should
consider whether you will readvertise the remaining fractional post or whether the duties can be undertaken
by the one person.
References

What do I do if……


…… I need to obtain references for a new employee?

All new employees must have a satisfactory reference in place before they begin employment. HR will seek
the reference from the most rec ent employer on behalf of the University and send it to you for approval.




…… the most recent employer is not li sted as a referee on the succe ssful candidate’s application
form?

Upon receipt of the application form and the Notification of Appointment form your HR Advisor will contact
the successful candidate directly to inform them that we mus t take a reference from the most recent
employer. They will gain contact details and approach the referee accordingly.




…… I’m asked by HR to confirm that I’m happy with a reference received for a new employee?

You should read the reference provided an d decide if you have enough information and are satisfied with
that information to confirm the offer of employment. If you are, then you should email y our HR A dvisor and
confirm that you are happy with t he reference. If you feel that the information provid ed is not satisfactory or
there is not enough information t o make a decision, you should discuss this with your HR Advisor. Another
reference can be sought if required.




…… I’m asked to provide a reference for an existing or former employee?

If you receive a request for an employment reference, you are able to complet e this as long as you are the
employee’s line manager or the relevant Dean or Head of Service. There are clear guidelines relating to the
provision of references and these are available at
http://www.uclan.ac.uk/information/services/hr/providing_references.php
Probation

What do I do if……


…… I have concerns about an employee’s performance during their probation period?

For employees who are new to the University or existing employees who are appoint ed t o a different post,
the first period of the appointment is a probationary period which is usually twelve mont hs. A Probation
Schedule should be completed before the new employee commences employment and discussed with the
employee on their first day. A copy of the Probationary Schedule must be sent to HR and replaces the
appraisal during the first year of employment.

During t he probation period the line manager will help t he employ ee become familiar wit h the requirements
of the role. The job description and person specification should form the basis of the performance
assessment.

If at any time during the probationary period you have concerns that the employee’s performance is not
meeting the required standards, you should discuss this with the employee as soon as possible and confirm
it in writing.

It is advisable to discuss any issues or concerns with your HR Officer at an early stage so you ca n be
guided      through    the    process.     The     full   Probation    procedure   is    available   at
http://www.uclan.ac.uk/information/services/hr/probation_procedure.php




…… I want to extend an employee’s probation period?

Your HR Advisor will contact you approximately six months after the employee began employment to
ascertain whether the desired progress is being achieved or whether any further action is being taken. For
a probation period to be extended there must be evidence that the issues have been discussed on an
ongoing basis with the employee and that action plans for improvement have been put in place.




…… I want to confirm that an employee has passed their probation period?

Towards the end of the probationary period, your HR A dvisor will seek final confirmation from you as to
whet her the probation can be c onfirmed. HR will then notify the employee that the probation period has
been successfully completed.
Grievance

What do I do if……


…… an employee verbally tells me that they have a grievance or complaint?

You should ask the employee if they have spoken to the member of staff in question about their concerns
or issues. If they have not and if it is at all possible the n they should try to do so. Sometimes people are not
aware that their behaviour or actions are causing problems.

If they do not wish to speak to the member of staff concerned, then ask the employee what action they
would like you to take. This will provide you with direction on how to progress. It may be that they wish for
you to s peak to the employee and explain their issues. You may do this, but if a formal grievance is
subsequently raised you would not be able to chair the grievance hearing due to this prior involvement.

It may be that the employee simply wishes t o speak to someone and have no action taken. Depending on
the severity of the grievance or complaint, the University may be legally obliged to investigate even if the
employee does not wish to participate.

The employee may wish to consider mediation. This is a process by which an impartial person helps others
to res olve their difficulties. It is voluntary and it c an help to resolve problems. Information about mediation
can be found at
http://www.uclan.ac.uk/information/services/hr/grievance_procedure. php

As a final option, they may wish to formalis e their grievance by raising it in writing.




…… an employee hands me a written grievance?

If an employee puts a grievance down in writing (this includes emails , a written statement and resignation
letter) then the University is obliged to treat it formally. Mediation can still be considered at this stage a s an
alternative. You should contact your HR Officer who will advise on the process and arrange a grievance
hearing or alternatively advise on the mediation process if agreed by all parties.




…… I’m asked by HR to chair a grievance hearing?

Normally it is the employee’s line manager who would chair a grievance hearing but sometimes this is not
appropriate and HR may approach alternative managers. No matter what the circumstance, the chair of the
grievance hearing would always be supported by a repres entative from HR. They will guide you through the
process and advise on your duties and responsibilities as chair.




…… an employee raises concerns about another employee's health or behaviour?

If the concerns appear genuine and are based on actual evid ence/ex amples it is worth engaging HR who
can advise you on how to raise thes e concerns with the employee and refer them to Occupational Health.




…… two employees experience a break down in their working relationship?

In the first instance you should discuss this with your HR Officer. If you feel comfortable it would then be
advis able to speak with the t wo employees separately to try and understand why the working relationship
has broken down and if either of them can suggest how to repair it. You may want to consider facilitating a
conversation bet ween them.

Alternatively, the employees may wish to consider mediation. This is a process by which an impartial
person helps others to resolve their difficulties. Your HR Officer will be able to give more specific advice
and guidance on how to deal with this situation.
…... an employee complains about another employee?

In this situation it is advisable to inform the other employee and ensure that both parties are aware of the
support available to them (couns elling, HR) and encourage the employees to participate in informal or
formal mediation depending on how severe you perceive the situation to be. You should discuss this with
your HR Officer. This may need to be dealt with formally if it becomes a grievance.
Di scipline

What do I do if……


…… an employee’s behaviour falls below the appropriate standard?

The Disciplinary procedure is designed to deal wit h situations where behaviour falls below a n acceptable
standard. Before t he procedure is invoked, discussion between the employee and the line manager should
have taken place with the objective of identifying any matters of concern, possible causes and plans to
rectify them. However where the alleged misconduct is of a serious nature, the line manager should speak
to HR before taking any action.

It is part of day to day activities that line managers offer professional advice and guidance t o staff and that
any concerns relating to conduct and/or behaviour should be dealt with initially in this way . If this fails to
have the desired effect, you should discuss the next step with your HR Officer.




…… I suspect that an employee has committed a disciplinary offence?

Depending on the severity of t he suspected offence, you may choose t o speak with th e employee and deal
with the issue informally or you may choose to speak with your HR Officer who will provide guidance on the
process of a formal investigation.




…… I’m asked by HR to chair a disciplinary hearing?

It would normally be the employee’s line manager who would investigate the alleged disciplinary offence
and mak e a recommendation for the case to be heard at a disciplinary hearing. HR will then approach an
appropriate manager without prior involvement in the case to chair the disciplinary hearing. Other than in
exceptional circumstances, the chair will be senior to the manager who is instigating the hearing. As chair
of the hearing, you will be guided through the process by a HR representative.
Apprai sal

What do I do if……


…… I have responsibility to ensure appraisals are undertaken within my School?

Whilst "appraisal" occurs throughout the year, the annual appraisal interview should take place between
June and September. The reason for this is t hat University objectives are set arou nd late Spring for the
coming year and individual objectives can therefore support and in -put into the achievement of the
University’s plans during the same academic year.

The appraiser is normally the appraisee’s direct line manager so you will need to ensure that the relevant
people are aware of their responsibility within your school and that they have attended either Managing
Performance – A ppraisal or Refresher for Experienced Appraisers.

It may be helpful to schedule appraisals in May to run throug hout t he summer. It may also be helpful to
communicate to staff about the corporate objectives and how the work of the t eam will contribute to their
achievement immediately before the start of the appraisal cycle.

Interim appraisals should take place six months after the initial appraisal.




…… an employee is absent for the duration of the appraisal cycle e.g. on long term sick?

There will be circumstances when it will not be possible to adhere to the appraisal time span, e.g. staff on
secondment abroad, maternity leave etc. and appropriate alternative arrangements should be made.
Sickness Absence

What do I do if……


…… an employee is absent from work due to sickne ss?

If an employee is absent from work due to sickness, they must ring their nominated person as soon as
possible and tell them why they are unable to attend work and when they are likely to return. The
nominated pers on should complete the top pink sheet of the Sickness Absence Report (PS4) and send it to
HR. The employee should keep in regular cont act with their line manager throughout the absence.

If an employee is absent for more t han seven calendar days, they will need to s end a Doctor’s note to their
nominated pers on who should then forward it to HR. A Doctor’s note is needed from the eighth day of
absence until the employee returns to work.




….. an employee is absent from work but they’ve not phoned in sick?

When an employee does not report their absenc e and simply does not arrive for work at the expected time
or day, this is termed “unauthorised abs ence”. It may also occur if an employee has self certified their
sickness for seven days and does not send a Doctor’s note to cover their absence from the eighth day
onwards.

If an employee has an unauthorised absence, in the firs t instance the line manager should attempt to
contact the employee by telephone. If the line manager does not have a telephone number for the
employee, HR should be contacted immediately. If attempts to contact the employee are uns uccessful, the
unauthorised absence should be reported to your HR Officer immediately or if this is not possible, within
three working days. This is to ensure appropriate action can be taken in relation to payroll and the Home
Office (if the employee is a work permit holder).

Your HR Offic er will then begin formal, written communication with the employee. Failure to contact the
University and report absence as per the Sickness Absence Policy may result in disciplinary action.




…… an employee doesn’t forward a sick note to cover their absence?

It is advisable in the first instance to allow the employee a couple of days grace to make a Doctor’s
appointment and s end the Doctor’s note in the post. If a Doctor’s note doesn’t arrive, it is advisable t o ring
the employ ee and explain the proc ess to them. Alternatively, you may wish to send them a copy of the
Sickness Absence Guidance which can be found at
http://www.uclan.ac.uk/information/services/hr/sickness_guidelines.php

You may wish to discuss the matter with your HR Officer.




…… an employee has repeated short term absences?

Where there are frequent short term absences for the same illness, the line manager should speak to the
employee about diagnosis, treatment and future attendance. This could be done either as part of a return to
work meeting or as a separate discussion. You could consider requesting an Occupational Health referral
to investigate whether there may be an underlying medical condition c ausing t he short term abs ences. You
may wish to contact your HR Officer to discuss the issues beforehand.

Further                     advice                     is                  available               at
http://www.uclan.ac.uk/information/services/hr/hr_health_wellbeing/absence_management.php#managers
…… an employee is off on long term si ck (more than four weeks)?

The line manager should maintain contact with the employee during the absence. You should decide how
to do this depending on the needs of the individual and taking int o account any exceptional circumstanc es
and appropriateness. The purpose of keeping in touch is to assess whether the University can assist in any
way in terms of the employee’s recovery and ret urn to work, to keep the employee up to date with
developments at work and to agree a return t o work plan when appropriate to do so. Y ou may find that
arranging a contact plan is useful and will aid communication.




…… I want to refer an employee to Occupational Health?

The University’s Occupational Health provider, Company Health work wit h HR by undertaking management
referrals in line with the Sickness Absence Policy. In order to promote a proactive approach they
encourage managers and HR to refer employees for support with health matters prior t o any absence if at
all possible.

If you feel it appropriate to refer an employee, you should discuss it wit h them in the first instance. You
should then cont act your HR Officer and provide information such as the reason for the referral and what
advic e, guidance or information you hope to receive from the referral. Your HR Officer will then arrange an
appointment, which will be sent directly to the employee, and you will receive a report following the
appointment.

If the employee does not wish to attend Occupational Health then you should discuss this with your HR
Officer.




…… an employee tells me they wish to use the Staff Counselling Service?

The Staff Counselling S ervice is a resource available to all University staff. If an employee would like to
make an introductory appointment to see whether counselling would be helpful to them, they can phone the
confidential phone line on extension 2329. They will need to leave a message on the answerphone with a
number where they can be contacted discreetly. They may also email scounselling@uclan.ac.uk

After the introductory meeting, they may be offered the opportunity of a numbe r of sessions and they can
then expect to be in contact with their counsellor on a regular basis for an hour every one or two weeks.




…… an employee phones in sick because their child is sick?

Sickness payments are made when an employee is unable to attend work due to their own sickness; not
the sickness of a child or other dependant. If an employee needs to take the day off work to care for a child,
partner or parent, then this should be taken as annual leave or flexi leave. If this is not possible t hen special
leave may be taken at the discretion of their line manager and in line with the Special Leave Scheme.




…… an employee has an accident at work?

You must report immediately any serious accidents, incidents, near misses and absences of more th an
three days due to an accident at work to the Safety, Health and Environment Section on extension 2047.
Report forms are available at
http://www.uclan.ac.uk/information/services/fm/safety_and_health/files/110a_University_Accident_Reportin
g_Form.doc
…… an employee returns to work after an absence?

On their return to work, the employ ee must complete the green part o f the PS4 form and give it to their
nominated person who will forward it to HR. If this is not completed HR do not have any way of knowing if
an employee has returned to work and they will remain as “sick” on the payroll which may affect their pay.

Managers should meet briefly with employees as soon as they return from sickness absence. The purpose
of the meeting is to establish that the employee is fit to return to full duties, see if any help is required to
enable a successful return to work and to c heck if the problem is likely to reoccur and if so, to agree
strategies or help to deal wit h it.

You will need to adapt the meeting according to the individual and the nature of the abs ence. Some
meetings will be a short welcome back to work following an una voidable sickness absence, others may be
more complex. A brief note should be made to rec ord that the meeting took place.




…… an employee tells me they feel unable to cope with work or home issue s or both?

You should arrange for time to sit down with the employee away from distractions to give them the
opportunity to discuss what it is they feel unable to cope with. Whether the stress is work related or home
related, it is advisable to look at adjustments to workload, working pattern or hours in order to take any
additional pressure away from t he employee temporarily. It may be advis able to refer t he employ ee to
Occupational Health for support and guidance. You should also inform them of the support the Staff
Counselling service can offer. It is import ant that once any adjustments are made, you review them
regularly to ensure that the arrangements suit both the employee and your team; and also to maintain
regular communication in order to support the employee.

In addition you should contact your SHE Advisor t o instigate a Stress Risk Assessment and also discuss
the matter with your HR Officer.
Incapability

What do I do if……


…… an employee’s performance falls below the appropriate standard?

There are some circumstanc es where, for a variety of reas ons, an employee is not capable, or becomes
incapable, of an acceptable level of performance. In these circumstances, the nature and severity of the
issues need t o be clearly identified, discussed and understood as soon as possible and an appropriate
support plan put in place to assist the individual to improve their performance to an acceptable standard
wherever possible.

Before the procedure is invoked, discussion between the employee and the line manager will normally have
taken place with the objective of identifying any matters of concern, the possible causes and any necessary
plan of action to rectify them. At this stage you may wish to discuss the matter with your HR Officer.

The          full         Incapabilty         Procedure            can         be          found           at
http://www.uclan.ac.uk/information/services/hr/inc apability.php




…… the employee’s performance fails to improve?

If informal discussion does not achieve t he required improvement, you should meet with the employee to
agree the reasons why their performance is not meeting the required standards. This should be supported
by clearly demonstrated evidence. You should suggest a support plan lasting for a defined period; the
length of which will vary according to the complexity of the tasks to be achieved and the time which you feel
is required for an improvement to be evidenced. The support plan may include a review of the
appropriateness of the existing workload, temporary reorganisation of tasks or responsibilities, appropriate
training required and observation of good practice. It should also include specific milestones/targets which
have been agreed and the employee’s performanc e will be measured against their ability to meet these.

You should arrange a s eries of structured meetings at appropriate intervals during the defined period of the
support plan at which progress should be discussed and the employee given the opportunity to comment
on and contribute to the development of the support plan. You should make adequate notes of the
discussions and the support plan and make these available to the employee for comment. You should t alk
to your HR Officer for further guidance.




…… I’m asked by HR to chair an incapability hearing?

The hearing is usually chaired by a manager senior to the manager invoking the formal incapability hearing.
As chair of the hearing, you will be guided through the process by a HR representative.
Career Break

What do I do if……


…… an employee makes a request for a ca reer break?

If an employee wishes to request a career break, they should discuss it with you in the first instance. You
should then contact your HR Officer who will arrange a meeting which y ourself, your HR Officer and the
employee will attend. The purpose of the meeting is to document the application, explore the actual needs
of t he employee to ensure that a career break is t he most suitable option and to ensure that the employee
fully understands the nature of the scheme in order to evaluate how appropri ate it may be in the long term.




…… I am able to agree to a request?

If you feel able to agree to the request, you should confirm this to your HR Officer. They will then confirm
the terms of the career break to t he employee in writing. You may also wish t o speak with your HR Officer
regarding arrangements to cover the Career Break.




…… I am unable to agree to a request?

You consider the request in the c ontext of your School, any constraints you are currently under and the
ability to distribute the workload or recruit someone to cover the workload. If you do not feel able to agree to
the request you should contact your HR Officer. You should then explain to the employee why you are
unable to agree.




….. an employee returns to work after a caree r break?

The employee will normally be required t o give three months notice of their intention to return to work. Your
HR Officer can help you facilitate the return to work; the return to work date will be by mutual agreement of
the manager and the employee.
Maternity/Paternity

What do I do if……


…… an employee tells me they are pregnant?

You should advise the employee to contact their HR Advisor who will arrange a maternity meeting. At this
meeting the HR Advis or will discuss subjects such as leave and pay entitlements, time off for antenat al care
and pension contributions. You should ensure that the employee is allowed paid time off in order to keep
appointments for antenatal care.

Further information can be found at:
http://www.uclan.ac.uk/information/services/hr/maternitypaternity_adoption.php#adoption




…… an employee contacts me during their maternity leave about changing their working hours?

If an employee wishes to c hange their working pattern, they should discuss this with you as soon as
possible. All requests for part -time, term-time only or job sharing must be considered carefully. You will
need to consider how the needs of the employee, their colleagues and the School can be balanced. Your
HR Officer will be able to provide further guidance.




…… an employee returns to work after maternity leave?

An employee may return to work anytime after two weeks from the birt h of the baby, by giving eight weeks
written notice.

If an employee does not continue in employment for three months after their maternity leave, they may be
asked to repay 13 weeks half pay. If they reduce their working hours upon their return, to avoid any
repayment they will need to work longer than three mont hs, pro rata to the reduction in hours.




…… an employee tells me they wish to take paternity leave?

Employees are entitled to one weeks paternity leave at full pay. Employees who have been continuously
                                                                                                          th
employed for a period of not less than 26 weeks, ending with the week immediately preceding the 14
week before the Expected Week of Confinement, will be entitled to an additional week. This will be paid at
the standard rate of SMP, or 90% of their average weekly earnings, whichever is the less. If two weeks of
paternity leave are tak en, they must be taken consecutively and must be t aken with 56 days of the birt h.
The employee must contact their HR A dvisor who will provide the employee with a form for complet ion.

Further information can be found at:
http://www.uclan.ac.uk/information/services/hr/maternitypaternity_adoption.php#adoption




….. an employee tells me they are adopting a child?

Any employee who adopts a child as t he primary carer will have entitlements to adoption leave and pay
which “mirror” those applying to maternity leave and pay. The employee should inform you in writing of their
intention to take adoption leave and pay as early as possible. The employee should have an informal
discussion with their HR Officer at the earliest opportunity.
Redeployment

What do I do if……


…… an employee tells me they wish to be redeployed?

There are several reasons for consideration of redeployment which are outlined in the Redeployment
policy. You should discuss the employees request wit h your HR Officer who will provide guidance on the
policy.

The Redeployment policy can be found at:
http://www.uclan.ac.uk/information/services/hr/redeployment.php




…… I am asked to interview an employee from the redeployment register for a post I am due to
advertise?

Employees on the redeployment register are given the opportunity to apply for posts before they are
advertised. If an employee raises interest in a post you are advertising, you will be asked by HR to interview
the employee before considering any other candidates.

As the redeployment process can be a stressful one for the individual concerned, the interview process is
tailored to minimise t hat stress. The interview would normally be attended by the recruiting manager and a
HR Officer. The purpose of the interview is to determine if the employee can fulfil the requirements of the
role to the expected level within a reasonable amount of time with support and development. The HR
Officer in attendance will guide you through the decision making proc ess.




…… I offer the post to an employee from the redeployment register?

You should complete a Notification of Appointment form                       which    can    be   found    at:
http://www.uclan.ac.uk/information/services/hr/ files/notofnewappt.doc

You may need to negotiate with t he employee’s current department regarding their notice period to agree a
start date.
Special Leave

What do I do if……


…… an employee asks me for special leave?

Special leave with pay will normally be agreed by line managers up to and not exceeding six days in any
one leave year and up to and not exceeding 2 mont hs without pay in any one leave year. S pecial leave
should only be considered if the employee is unable to take annual lea ve or flexi.

Further information can be found at:
http://www.uclan.ac.uk/information/services/hr/special_leave.php




…… an employee cannot attend work as they need to ca re for a dependant?

Illness of a partner, parent or child is covered by the special leave scheme but is at the discretion of the line
manager. The employee should not complete a sickness absence form as they are not sick. If you feel
unable to grant special leave, they may choose to use annual leave or take a days unpaid leave.




…… an employee is called for service in the Non-regular force s?


Managers are recommended to give sympathetic consideration to requests for time off to undertake duty
with the non-regular forces. The amount of leave to be granted should not exceed the minimum required for
attendance at annual camp which is two weeks per y ear i.e. a maximum of ten working days. The granting
of leave should always be subject to the needs of your School. Employees who request such leave must
give as much advance notice as possible to their line manager.

Further information can be found at:
http://www.uclan.ac.uk/information/services/hr/special_leave.php




…… an employee asks for more special leave than the HR guidance recommends?

You should consider the employee’s request in the cont ext of the needs of your School, their c olleagues
and workload, taking into account the circumstances of the request. Any decision would be at the line
manager’s discretion. You may wish to discuss this with your HR Officer in terms of precedents that may
have been previously set. You may be able to meet the employ ee half way, for example the period of leave
could be covered partially by annual leave and partially by special leave.
Annual & Other Leave

What do I do if……


…… I have a part-time employee and need to calculate their annual leave entitlement?

Information on how to calculate annual leave entitlements can be found at:
http://www.uclan.ac.uk/information/services/hr/leave_entitlements.php

An academic employ ee accrues up to three days annual leave per month. For a part-time employee, you
should multiply t hree by their fractional FTE. This will give you t heir monthly leave accrual. A support
employee accrues 2.5 days annual leave per mont h.




…… I have a new employee who starts during the annual leave year and I need to calculate their
entitlement?

Information on how to calculate annual leave entitlements can be found at:
http://www.uclan.ac.uk/inform ation/services/hr/leave_entitlements.php

The leave entitlement for part of a month depends on how many days the employee works within the
month.




…… an employee is called for Jury Service?

If an employee is called for Jury Service, they should info rm their line manager immediately so that
arrangements for cover can be considered. In exceptional circumstances, the line manager can ask the
employee to ask the court to defer t he Jury Service and in this instanc e, you would need to provide a letter
of support. The court decides whether Jury Service can be deferred and, if so, will notify the employee of
their revised date.

Further information is available at:
http://www.uclan.ac.uk/information/services/hr/ Jury_service.php




…… a part-time employee asks me what to put on their flexi sheet for a bank holiday?

Whether or not an employ ee would normally work on a day on which a Bank Holiday falls, they are entitled
to record a pro-rata entitlement for that day. For example, if the employee works on a 0.5 basis, their
entitlement will be half of a full time equivalents entitlement i.e. half of 7 hours and 15 minutes which equals
3 hours and 38 minutes. They should therefore rec ord 3 hours and 38 minutes on t heir flexi sheet for a
Bank Holiday.

Further information can be found at:
http://www.uclan.ac.uk/information/services/hr/ files/parttimersflexi.doc




…… an employee asks if they can carry more than five days over into the new annual leave year?

Cont ractually employees are only allowed to carry five days annual leave over into the new annual leave
year. However, in exceptional circumstances you may choose to allow a request. You should take into
account any precedents previously set within your School and whether this may set any which may be
difficult to deal with in the future.
Variations to Contract

What do I do if……


…… an employee asks to vary their working pattern and I agree?

You should complete a Variation to Contract form and send it to your Directorate lead for approval. Once
you have this approval and you must send it to your HR Manager. If the variation is for longer than three
months your HR Manager will then arrange for it to be reviewed by the Rec ruitment Panel. Once approved
by the panel, the variation will be processed accordingly.

The form can be found at:
http://www.uclan.ac.uk/information/services/hr/ files/ variationcont ract.doc




…… I want to vary an employee’s working pattern?

You should discuss the matter with the employee concerned and provide them with the opportunity to
consider your proposal. It may help if y ou can explain the business reasons why you feel the c hange is
necessary.

If the employee is happy with the proposed arrangement, then you should complete a Variation to Contract
form and follow the process described above.

If the employee does not agree, it may be worthwhile exploring other options with them which they may be
more agreeable to. Your HR Officer will be able to provide further guidance on how to progress.




…… I want to vary an employee’s duties?

If the propos ed changes are minor, you should discuss the matter with the employee conc erned and
provide them with the opportunity to consider your proposal. It may help if you can explain the business
reasons why you feel the change is necessary.

If the proposed changes may affect the grade of the post, you should seek assistance from the Job
E valuation team before speaking with the employee. To guide you, role profiles are available at:

http://www.uclan.ac.uk/information/services/hr/hr_pay_and_grading/ evaluation_grading.php

If the employee is happy with the proposed change in their job description, you must send a copy to your
HR A dvisor. They will send a copy to the employee asking them to sign and return one copy to signify their
acceptance of the change in duties.

If the employee does not agree, it may be worthwhile exploring other options with them which they may be
more agreeable to. Your HR Officer will be able to provide further guidance on how to progress.




…… I want to extend a limited term contract?

You should complete a Variation to Contract form and send it to your Directorate lead for approval. Once
you have this approval and you must send it to your HR Manager. If the extension is for longer than three
months your HR Manager will then arrange for it to be reviewed by the Rec ruitment Panel. Once approved
by the panel, the variation will be processed accordingly.

The form can be found at:
http://www.uclan.ac.uk/information/services/hr/ files/ variationcont ract.doc
…… I want to end a limited term contract early?

This can be a complicated area of employment law and you should initially speak wit h your HR Manager for
guidance.
Honoraria

What do I do if……


…… I want to pay an employee an honorarium?

An honorarium can be paid to a member of staff who has been covering the full duties of a higher graded
post, in response to a request by their line manager for four weeks or more for any reason ot her than
annual leave.

In addition, an honorarium c an be paid in exceptional circumstances to an employee who has been
covering part of the duties of a higher graded post, in response to a request by their line manager for an
extended period. This would normally be for a period of eight weeks or more.

You should discuss the need to cover duties at a higher grade with your HR Officer. You should do t his
before speaking with the employee concerned.

Further information about the process can be found at:
http://www.uclan.ac.uk/information/services/hr/hr_pay_and_grading/ honoraria.php




…… I don’t know what the appropriate honorarium would be?

Where an employee is covering the full duties of a higher graded post in accordance wit h the policy, they
should be paid at the lowest salary p oint of the grade for the post being covered. The monthly difference
between this and their substantive salary will be paid on a monthly basis.

In t he exceptional circumstance that an honorarium is to be paid to a member of staff who has been
covering part duties of a higher graded post in accordance with the policy, you should request an evaluation
of the additional duties from the Job E valuation team. Y ou will then be provided with a recommendation of
the amount to be paid in respect of the honorarium.




…… I want to stop an honorarium early?

The honorarium form contains bot h a start and end date but if you need t o stop the honorarium early,
please contact your HR Officer as soon as possible.
Development

What do I do if……


…… I need to book a new employee on induction events?

All new employees must attend the mandatory induction event, “Y ou in UCLan”. There is also an induction
checklist which will help you identify further essential workshops whic h staff must attend as part of the
probationary period

Induction checklist
http://www.uclan.ac.uk/information/services/hr/hr_development_events/files/checklist.doc

The link to book an employee on this event is:
http://www.uclan.ac.uk/information/services/hr/hr_development_events/you_uclan.php

Details of other induction events can be found at:
http://www.uclan.ac.uk/information/services/hr/hr_development_events/files/checklist.doc




…… I identify development needs for an individual employee or team?

The development team offer a wide range of development opportunities from Leadership and Management
development to generic skills development opportunities. These are mainly run at no cost to staff. In
addition, the team can facilitate group an d team development using either internal or external professional
facilitators where appropriate. Further information can be found at:

http://www.uclan.ac.uk/information/services/hr/hr_development_events/development_events.php

You may wish to contact the development team who will be able to provide further advic e and guidance on
appropriate development opport unities.




…… an employee asks to attend a UCLan development course?

You should consider if the course is relevant to their pers onal and/or professional development. If so, they
can book the course by following the links on the main HR web site.




…… an employee asks for time off work to a ttend an external course?

You need t o consider whether or not you are able to cover the time off and provide the support required for
the duration of the course. Y ou should also t ake into consideration the relevance of the course to the
employee’s individual professional development and any precedents set previously in the team.

				
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