The policies below are a combination of HR and more general policies which affect the workforce. Should you have any queries about these policies, please contact your manager, local HR team or local trade union representative.
- HR Generalist – Employee Relations (Attendance Management, Disciplinary, Capability, Grievance, Dignity at Work), Work Life Balance (Maternity Leave, Paternity leave, Adoption/Fostering, Leave, Code of Conduct, Professional Registration, Staff Uniform and Dress etc;
- Health and Safety – Moving and Handling, Radiation etc;
- Medical and Dental – Medical Re-validation and Appraisal etc;
- Staff Governance – iMatter, Staff Governance Committee etc.
Links to HR policies, Health & Safety policies, guidance documents and their associated forms can be found via the the sections below.
Workforce Planning is best described as:
“Getting the right people with the right skills and competences in the right place at the right time to deliver services that provide the best possible patient care, within a budget that you can afford.”
In practice this involves the following:
- Designing your future workforce – Understanding what the workforce needs to look like to meet service need and influencing this process by ensuring that workforce considerations are part of the service and financial planning process.
- Developing your future workforce – Through recruitment, retention, education commissioning and staff development.
- Delivering your future workforce – By understanding the management actions that will be necessary to ensure your workforce plans is delivered and that all your staff, service partners and stakeholders are engaged in the process.
NHSGGC Workforce Plan (2022-2025)
Each year NHSGGC is required by the Scottish Government to develop and publish a workforce plan which sets out the strategic direction for workforce development and the resulting changes to our workforce over the next year and beyond.
The NHSGGC Workforce Plan is developed using the NHS Scotland six steps methodology and the NHS Careers Framework. Both of these workforce models enable us to take a coherent view of the workforce across all job families and sub-groups. The Career Framework in particular is a useful tool for modelling and implementing workforce change and we are promoting and encouraging the use of this tool in NHSGGC.
Local workforce planning activity is managed within the Acute Services Division and within the Health and Social Care Partnerships (HSCPs). In addition, there are workforce plans which focus on cross sector issues and plans based on service delivery models.
The workforce implications of service change and redesign are also set out in NHSGGC’s financial and service plans at Board and Divisional/HSCP level. These workforce implications highlight any planned recruitment activity and are further analysed in the project implementation documents (PIDs) which are prepared to support any significant service change and which set out the financial, workforce and equality impacts of any proposed changes.
All of the above workforce information is analysed and summarised by the workforce planners in order to develop the annual NHSGGC Workforce Plan.
NHSGGC Medical Workforce Plans
The three Workforce Plans focus on Medical and Dental workforce issues and will form part of an overarching plan which will include other elements of the Acute workforce including Nursing and Midwifery, Allied Health Professionals and all other NHS staff groups. Significant work has already been undertaken in Nursing and Midwifery in identifying the workforce challenges with further work for AHP staff and non-clinical roles underway. All workforce plans will form part of a comprehensive Board Workforce Plan and link to National workforce plans.
The Acute Services Medical Workforce Plan describes the current medical workforce challenges facing the Acute Division in delivering clinical services in 2017/2018. The plan takes into consideration key Acute Strategy documents including the Acute Division Delivery Plan and Strategy for Acute Services.
The Mental Health Services Medical Workforce Plan provides a summary of the workforce data across Mental Health services within Partnerships. The document references the Royal College of Psychiatrists recommendations for a standard workforce model, which has been developed and applied for Medical Staffing, and this work is the first step in being able to develop such a model within NHSGGC. NB – a link will be added to access the plan on publication (Autumn 2017)
The Oral Health (Dentist) Workforce Plan focuses on the need to support our current workforce to meet future service needs. The workforce plan contains a series of actions designed to initiate the changes required to create a workforce with the capacity and capabilities required to meet future needs. The workforce plan focuses on Dentists working within Acute Secondary Care Dental Services and the Public Dental Service (PDS) i.e. direct employees of the Board. NB – a link will be added to access the plan on publication (Autumn 2017)
While each of the plans reflects the specific needs of the service area they cover some of the common themes include:
- Medical staff recruitment and retention
- Creating a stable medical workforce by reducing medical locum usage;
- Developing the current and future medical workforce ensuring access to clinical skills, training and leadership development for clinical leaders;
- Improving medical workforce productivity through application of the allocate job planning tool and review of EPAs across the Acute Division;
- The ageing medical workforce and the impact of this changing demographic for the future medical workforce;
- Shared Services and how this will impact on the future Medical Workforce.
The NHS Scotland Workforce Planning Community
The NHS Scotland Workforce Planning Community Website was established in 2015 for use by the NHS Scotland Workforce Planning and Human Resources community; however it also contains information which may be useful to:-
- NHS staff who are not operational workforce planners but need to be aware of the importance of workforce planning their own services to meet the workforce, service and financial challenges of the future.
- Ad-hoc visitors from partner agencies who want to obtain information on workforce planning in NHS Scotland.
The site has been designed to allow visitors to quickly access information on workforce planning. Most of the site is open and you do not have to be a member of the Community to access information; however access is restricted to certain pages which are appropriate for NHS Scotland National Workforce Planning Forum members only (this may restrict some search functionality).
Using this site will allow you to:-
- Identify workforce planning contacts in each of the NHS Scotland Territorial and Special Health Boards and access workforce planning documents.
- Understand background information on workforce planning and how it integrates into service delivery and financial planning.
- Understand the context in which workforce planning sits within overall NHS Scotland.
- Obtain additional information on the Skills for Health “Six Steps Methodology to Integrated Workforce Planning” (which is used across NHS Scotland) and how it can be best utilised as part of a workforce planning process.
- Develop an awareness of the importance of good workforce data and information to inform the planning process.
- Secure details of and links to recent workforce planning activities within NHS Job Families and Care Groups.
- Understand how to access a variety of support tools and useful links.
The 6 Steps Methodology to Integrated Workforce Planning
The “Six Steps Methodology to Integrated Workforce Planning” has been designed by Skills for Health as a practical approach to planning that ensures you have a workforce of the right size with the right skills and competences.
The Six Steps methodology is used by the NHS across all four countries in the United Kingdom and is also used by a number of social care providers.
Use of the Six Steps methodology within NHS Scotland was noted in the revised workforce planning guidance published in CEL 32 (2011). The Methodology identifies those elements that should be in any workforce plan, taking into account the current and future demand for services, the local demographic situation and the impact on other services, while working to within you define budget. Using the Six Steps provides you with a tool which will:
- Establish a systematic practical approach that supports the delivery of quality patient care, productivity and efficiency
- Ensure closer integration between NHS Boards and social care providers in planning the wider workforce.
- Identify the key learning and educational needs of the existing and future workforce, the evidence of which will inform national education and training requirements
- Ensure that in developing workforce plans they support corporate goals and objectives
- Ensure that workforce planning decisions taken are sustainable and realistic
- a scalable approach, from small wards plans to large organisations
The Six Steps are:
- Step 1: Defining the plan
- Step 2: Mapping service change
- Step 3: Defining the required workforce
- Step 4: Understanding workforce availability
- Step 5: Planning to deliver the required workforce
- Step 6: Implement, monitoring and refresh.
NHS Scotland Workforce Planning Guidance
Revised Workforce Planning Guidance was issued to all NHSScotland organisations in December 2011 to provide Boards with a consistent framework to support evidence based workforce planning.
The guidance is designed to support and assist those responsible for leading on workforce planning, in particular the development of workforce plans at service, NHS Board and regional level.
The National Health and Social Care Workforce Plan
Published in June 2017 the 2017/18 National Health and Social Care Workforce Plan (Part 1) covers NHS Scotland and:
- Aims to support NHS Scotland organisations, including independent NHS contractors in the community, to identify, develop, retain and support the workforce they need to deliver safe and sustainable services to Scotland’s people;
- Will enable NHS Scotland organisations to work together over time to broaden this aim in order to help deliver a whole system approach to health and social care;
- Provides an overview of the current NHS Scotland workforce and an assessment of what it could look like in the future;
- Sets out how improved workforce planning can benefit NHS Scotland services at national, regional and local levels.
Part 1 of the Plan has made workforce planning recommendations specific to NHS Scotland.
Parts 2 (Social Care) and 3 (GP supplement) of this Plan (to be published in late 2017, early 2018) will recommend actions for different parts of the system and will be undertaken using a phased approach, reflecting on-going discussions between NHS Scotland, local authorities, primary care, professional and regulatory bodies, trade unions, Integration Joint Boards and the third and independent sector.
Staff in Post Trends
Starter and Leavers Trends
Absence % Trends
Turnover % Trends
Maternity Leave
Additional Staffing
Workforce Analytics provides workforce statistics for both internal and external use. The information they supply is used throughout the organisation and is provided externally to the Scottish Government and in response to Freedom of Information requests.
Workforce Analytics also maintains and supports NHS Greater Glasgow and Clyde’s HR system, which is accessed by over 600 staff to obtain personnel, recruitment and training information across the organisation. In addition the team are involved in supporting the implementation of the new national Electronic Employee Support System (eESS).
Most of Workforce Analytics monthly reports are circulated either through MicroStrategy or SharePoint. Should you require access or wish to discuss any of our reports, please contact: workforce.information@ggc.scot.nhs.uk
The Trade Union (Facility Time Publication Requirements) Regulations 2017 require public sector employers to publish information relating to facility time taken by union representatives within their organisation. The reporting period runs from 1 April to 31 March and reports require to be published by 31 July each year.
NHSScotland’s Information Services Division (ISD) provides health information, health intelligence, statistical services and advice that support the NHS in progressing quality improvement in health and care and facilitates robust planning and decision making.
In order to support this work ISD collects a variety of information on staff employed in NHS Scotland. This information is used by ISD and NHS Boards to support local, regional and national workforce planning.
The latest National Statistics publication of Workforce Information can be accessed using this link and provides data at national and board level under the following headings
- All staff in post
- Vacancy numbers for nursing and midwifery, allied health professions, consultants and pharmacy staff
- Staff Turnover
- Nursery and midwifery student intakes, students in training and progression rates
- Clinical nurse specialists
- Consultant contract
- Dental workforce
More Information
Contact Us
Workforce Analytics Team
eESS Technical Team
eESS Support Team
Workforce Forms Guidelines
There is a range of guidance available to help managers provide the workforce information that is required for good staff governance.
The information provided will be recorded into HR, Payroll and finance systems in line with Data protection guidelines.
Please note the following link is available internally only via Staffnet.
Strategic Influencing
Influence is Critical
Being able to influence effectively at all levels across the organisation in a way that builds relationships for today and for tomorrow is a critical leadership skill.
Being able to influence effectively supports NHS Greater Glasgow and Clyde to fulfill our purpose, develop our culture and capability and to work efficiently with other agencies.
We have developed learning videos to offer some simple tools and approaches to develop your influencing skills.
- Behavioural Styles
- Mapping Best Practice
- Principles of Power
- Stakeholder Influencing Process
- Stakeholder Mapping Process.
To view these videos, please visit our Staffnet pages.
Further development in the form of a one day Strategic Influencing Skills workshop and access to one-to-one Influencing Coaching sessions may be available – please discuss with your OD Advisor and line manager.
Online Leadership Sessions
Short, focused sessions can be a useful way of learning about new ways of thinking or good practice from others without undertaking a longer development programme.
Our online leadership sessions focus on specific leadership topics or skills and are designed to offer a “taster” or introduction rather than deep knowledge or learning.
Online leadership sessions are aimed at mid/senior level or those who have completed a longitudinal leadership programme. Places are allocated on a first come first served basis.
2024 Calendar
Everything offered by OD aims to be inclusive for all staff. Please email lisa.donnelly@ggc.scot.nhs.uk or your local OD Advisor, if we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Coaching
Coaching is a person centred, future focussed and positive development approach.
It is increasingly used in all business settings, including the Health Service across Scotland. It has been shown to be a cost-effective and holistic approach to improving both individual and organisational performance.
In our Board, coaching interventions are always linked to organisational objectives whilst recognising the need for individuals to have support and challenge as part of the coaching process. Coaching is always a confidential and supportive intervention. It is well recognised that when managers take a coaching approach with staff that engagement, motivation and productivity can increase.
The Board has a small bank of professional trained coaches who are able to provide a coaching service. To access this coaching service you need to discuss your needs with your line manager in the first instance.
Executive Coaching
Executive coaching is a structured development approach where coach and ‘coachee’ undertake a series of one to one meetings to oversee a process of personal development.
Meetings are confidential and a coach will never share any details of what is discussed (unless helpful to the process and by agreement).
A register of approved executive coaches who have been chosen for their experience and results at this level is now in place and held by the Heads of OD.
Approved coaches have experience in different organisational settings, are professionally accredited and licensed to use a range of psychometrics and 360 tools if applicable.
Coaching activity will be time bound, regularly reviewed against objectives and evaluated by OD both at the individual level and as an overall provision in the organisation.
Further Information
To discuss whether coaching is the right option for you, or for further information please contact your OD Advisor.
Everything offered by OD aims to be inclusive for all staff. If we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Leading Effective Teams
Teams are the vehicle that brings the skills, knowledge and experience of individuals together to enable NHS Greater Glasgow and Clyde be a highly effective organisation.
The Affina Team Journey provides a proactive approach for implementing and maintaining effective team working across the whole organisation and between organisations. Both underpin and reflect our organisational value “we work as one team”.
The Affina Team Journey is a unique step-by-step interactive programme, providing easy-to-use diagnostic tools for assessing a team’s performance, and tools to develop team effectiveness in the areas identified in research as essential for team success.
For further information contact your OD Advisor.
Everything offered by OD aims to be inclusive for all staff. If we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Medical Management Programme
Introduction letter from Dr Jennifer Armstrong, Board Medical Director
Dear Colleague,
I am pleased to make you aware of and fully support you to take part in the Medical Management Development Programme in NHSGGC. This new initiative has been created to address the succession planning and development needs of doctors in leadership positions across primary, secondary and mental health care. As you know, these roles are critical for shaping clinical and service change across the Board, for the effective leadership and management of the medical workforce and ultimately for the delivery of high quality patient care. The programme aims to support your development in the skills and knowledge required in these roles and it also contributes to your continuous professional development.
There are 8 modules in the programme, all delivered three times a year in a published schedule across the calendar year. This gives you flexible options for attendance and completion of the programme over 12 months. There will also be opportunities for coaching and mentoring support and further learning.
If you are keen to advance your career in Medical Management or anticipate that you will be asked to fulfil such a position in the future please take full advantage of this important development opportunity.
Many thanks,
Dr Jennifer Armstrong, Board Medical Director
Information on all modules is available in our programme descriptor
PAGE AND MODULES BEING UPDATED.
Medical Management Programme Materials and Pre-Reading
Slides and pre-reading for each module (where available) are available on our Staffnet page
Everything offered by OD aims to be inclusive for all staff. If we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Leadership Lift Foundations
The North, South and Clyde Sectors and Womens and Childrens Services have joined forces to collaborate on a pilot leadership programme called Leadership Lift Foundations (LLF).
Leadership Lift Foundations is a leadership development journey that focuses on practical application and group mentoring support alongside leadership and management theory. The desired outcome is that, as a leader, you feel proactively supported in your leadership role.
The programme runs over a 4 month period in short, bite sized sessions and starts with completion of a self-assessment questionnaire from which you will receive a leadership profile report, a profile debrief and a development planning session to enhance and align with your existing Personal Development Plan (PDP).
It includes leadership modules and modules related to operational management, including group mentoring and learning sessions aimed at reflecting and embedding lessons from the leadership and management modules which you complete and involves discussing practical application and case examples with experienced leaders to ensure the transfer and practical application of learning as well as expand your circle and network of support.
The programme will run collaboratively across GGC so that learning can be shared across and create opportunities for cross collaboration and networking, so you will get to meet other leaders from across the organisation.
To complete the programme will require approximately 14 days of your time over 4 months, at an average of 2 hours a week. All sessions will be virtual using MS Teams.
For more information contact Claire.robertson@ggc.scot.nhs.uk for North Sector and Women and Childrens Services and Julie.pearson@ggc.scot.nhs.uk for Clyde Sector.
Ready To Lead
Enhancing leadership capacity and capability at every level of the organisation is crucial to meeting our organisational goals and achieving our outcomes.
Ready to Lead has been designed to support frontline leaders develop critical skills and competencies to support their leadership role within NHS Greater Glasgow and Clyde.
Descriptors for each module are in the Programme Information Pack
Leading Effective Teams
The key objective of this module is to enable team leaders facilitate the development of their team towards high performance. A range of tools and techniques will be covered to support individuals develop the skills and confidence to most effectively develop their teams.
Leading Continuous Improvement
Designed to provide delegates with a deeper understanding of improvement and redesign and will cover a range of tools and techniques, and support delegates to undertake their individual improvement projects.
Emotional Intelligence
Designed to support delegates to become more aware of the impact of the role that emotions play in personal effectiveness and in building and maintaining professional relationships.
Enabling Conversations
This module further embeds the principles of Emotional Intelligence specifically around developing approaches and skills to support productive conversations which achieve positive outcomes.
Leading With The Brain in Mind
The key objectives of this module are for participants to understand new thinking on how the brain functions. They will get insight into their own brain’s capacities to enable them to manage themselves more effectively as well as brain training to improve individual functioning. Brain drivers are examined and explored to lead to better interactions and management of self and others.
There are also examples of Participant Improvement Projects to view.
Contact your local OD Advisor for more information.
Everything offered by OD aims to be inclusive for all staff. If we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Participant Improvement Projects
All participants are expected to complete an improvement project as part of Ready to Lead. The programme is designed to ensure everyone undertakes “Understanding Continuous Improvement” as their first module to provide a series of tools and approaches they can use to take their project forward.
Below are examples of projects previous Ready to Lead graduates have delivered. You may find these helpful as you firm up your project content and outcomes. We encourage you to make contact with anyone who has delivered or is delivering a project similar to your own to learn from their experience or approach.
- Orthopaedic Outpatients
- Referral Criteria
- Amalgamation of Out of Hours District Nursing Services
- Development of EPR
- Improving Communication
Find out more information on improvement activities carried out in Regional Services Theatres. These were not actioned as part of Ready to Lead but are excellent examples of how improvement activities can be successfully undertaken.
Theatres Improvement Projects
The following documents offer information on the improvement approach taken by the Regional Services Theatre team, highlighting the problems before action was taken and the outcomes achieved as a result of improvements made.
Mentoring Information
Thank you for supporting the NHS Greater Glasgow and Clyde COVID-19 Vaccination Programme, one of the Health Board’s largest vaccination programmes ever undertaken.
NHSGGC have received thousands of applications from individuals who are interested in becoming COVID-19 Vaccinators or COVID-19 Healthcare Support Worker Vaccinators. Applications for new individuals are currently suspended whilst the existing applications are processed.
Any future opportunities will be advertised on the NHS Scotland Recruitment website. Be sure to sign up for job alerts on the NHS Scotland Recruitment to receive notifications when NHS Greater Glasgow and Clyde are accepting more applications for COVID-19 Vaccinators or COVID-19 Healthcare Support Worker Vaccinators.
COVID-19 Vaccinator Eligibility
COVID-19 Vaccinators
To work as a COVID-19 Vaccinator, you must hold current registration in one of the eligible occupations:
- Nursing & Midwifery Council (NMC) – all occupations.
- General Medical Council (GMC) – all levels (excluding FY1 doctors).
- General Dental Council (GDC) – Dentist, Dental Hygienist, Dental Therapist.
- Health and Care Professions Council (HCPC) – Chiropodist / Podiatrist, Dietitian, Occupational Therapist, Orthoptist, Paramedic, Physiotherapist, Prosthetists / Orthotist, Radiographer, Speech and Language Therapist.
- General Pharmaceutical Council (GPhC) – Pharmacist.
- General Optical Council (GOC) – Optometrist.
CVOVID-19 Healthcare Support Worker Vaccinators
If you do not hold a current registration in one of the occupations listed above, you may be eligible to apply to work as a COVID-19 Healthcare Support Worker Vaccinator.
Rates of Reimbursement
COVID-19 Vaccinators
The rates of pay are guided by the Scottish Government. As of 04 March 2022, they are as follows:
- All COVID-19 Vaccinators, regardless of profession or experience, will be reimbursed on the Band 5 Agenda for Change payscale.
COVID-19 Healthcare Support Worker Vaccinators
All COVID-19 Vaccinator Healthcare Support Workers, regardless of profession or experience, will be reimbursed on the Band 3 Agenda for Change payscale.
Training Requirements
In conjunction with the Scottish Government, NHS Education for Scotland (NES) and pharmaceutical organisations, a wealth of training has been developed in a short space of time, in order to keep yourself and our patients safe. NHS Greater Glasgow and Clyde have developed a training schedule in which all COVID-19 Vaccinators and COVID-19 Healthcare Support Workers must demonstrate competence in.
The training schedule will be updated, as new vaccines are developed and the vaccination programme evolves.
As part of the COVID-vaccinator recruitment process, you will be asked to confirm (and provide evidence, where possible) that you meet the NHS Greater Glasgow and Clyde COVID-19 Vaccinator or COVID-19 Healthcare Support Worker Vaccinator training schedule.
Please note: Due to the sheer volume of applications received, there may be a delay in receiving your practical / induction training session. The NHS Greater Glasgow and Clyde Staff Bank are arranging training shifts as soon as spaces become available. We would like to thank you for your patience during this time.
Key Documents
Authorisation
Stage 1 Authorisation
All vacancies within NHS Greater Glasgow and Clyde (including vacancies within the Health and Social Care Partnerships).
The Vacancy Request Form must be authorised and signed by:
- Hiring Manager
- Head of Finance
- Service Director or Chief Officer
Stage 2 Authorisation
Some posts will require additional authorisation from senior officers within the Board. Please use the drop-down sections below to ascertain whether the vacancy requires additional (stage 2) authorisation.
Administrative services
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Allied Health Professions
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Executive Level
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Health Science Services
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Medical and Dental
Consultant (replacement) positions
In addition to the stage 1 approval process, these vacancies will require authorisation from the Chief of Medicine within the relevant area.
Senior Medical positions and new Consultant posts
In addition to the stage 1 approval process, any new proposed: Consultant-level posts, Lead Clinician, Clinical Director, or Chiefs of Medicine posts will require authorisation from the NHSGGC Deputy Medical Director (Dr Scott Davidson).
The Vacancy Request Form (and accompanying documents) must be emailed to the Recruitment Service: Recruitment.Vacancies@ggc.scot.nhs.uk for authorisation.
Other Medical and Dental positions
No additional approval is required.
Medical and Dental Support
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Nursing and Midwifery
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from:
- The Chief Nurse (or equivalent) within the relevant area; and
- The NHSGGC Nursing Director Professor Angela Wallace. The Vacancy Request Form (and accompanying documents) must be emailed to: angela.wallace@ggc.scot.nhs.uk for the Nursing Director’s consideration; and
- The NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority I addition to the Board’s Chief Executive.
Replacement posts: Band 6 and Band 7
In addition to the stage 1 approval process, these vacancies will require authorisation from the Chief Nurse (or equivalent) within the relevant area.
Replacement posts: Band 2 – Band 5
No additional approval is required.
Personal and Social Care
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Senior Managers
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Support Services
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Therapeutic Services
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Your application form will play a key part in deciding whether you will be short listed for interview for the post you apply for. It is important that you take the time to complete it as fully and as accurately as possible.
Please read the guidance notes in the candidate information pack for the job carefully before you start. You should also read the Job Description/Person Specification for the post that you are applying for.
Before you submit your application please check that all of the relevant parts of the NHS Scotland Application form have been completed.
Application Form – Personal Details and Criminal Convictions Declaration
This section provides our Recruitment team with contact details and confirms your eligibility to work in the UK and requires the declaration of any criminal convictions for posts exempt from the Rehabilitation of Offenders Act.
Data Protection
Any data about you will be held in completely secure conditions, with access restricted to only those involved in the administration of the post have applied for.
Your Equalities Opportunities Monitoring information will not be accessible to anyone involved in the shortlisting/interview process.
It will be understood that by submitting the application form you are giving your consent to the processing of your data in the ways described above.
Eligibility
It a criminal offence for any employer to hire a new employee whose immigration status prevents him or her from legally working in the UK.
This applies to all types of NHS employment, including part-time, temporary or bank posts. All applicants, regardless of nationality, will be asked to produce evidence of eligibility to work in the UK and these will be verified at interview and again should you be successful for a post. More information about immigration and the sponsorship process can be found at the UK Government website.
Application Form – Employment Details
You must give us details of your current or most recent employer.
Please provide details of previous employment including part-time, temporary, clinical attachments, honorary posts or voluntary work.
Qualifications and Training Details
Please provide details of all relevant education, qualifications & training courses. You should expect to provide copies of relevant qualifications in the event that you are offered a post.
Assessment Form A – Questions
Applicants who can demonstrate that they possess the knowledge, skills, experience, and clinical competencies required for the job give themselves the best opportunity of being shortlisted and selected for interview.
Make sure you review the job description/person specification for the post that you are applying for as that will detail the skills, abilities, clinical competencies and experience required for the post.
It is important to provide evidence that you can meet each of the requirements in the job description/person specification, by giving specific examples of what you have done and how you believe you meet each requirement. Remember the person reviewing your application form won’t be able to second guess your skills and experience unless you outline it. Unless you provide evidence that you possess all the requirements, supported by relevant examples, you may not be included in the shortlist.
Your application will be considered by a Clinician(s), who will decide who to select for interview on the basis of the essential criteria for the post. It is important, therefore, that you work on your application to ensure it reflects the job description and the recruitment advertisement.
Remember to be accurate and honest when you complete your application as the information you provide will be verified at various stages of our recruitment and selection process.
Referees
If you are shortlisted for interview, our Medical Recruitment Team will contact your referees. Satisfactory references must be received to an acceptable standard before any new employee can commence employment. If you are in employment, or have been in employment, please make sure that at least one of the referees you nominate includes your present or most recent employer and should be your Line Manager/Educational Supervisor/Clinical Lead. We do not accept referees from family members or friends.
Please ensure you provide accurate contact details including an e-mail address for your referees and most importantly don’t forget to get their permission to be contacted by us.
The Selection Process & Shortlisting Stage
Upon submission of your application, you will receive a notification that it has been received and awaits the process of shortlisting. Shortly thereafter, you will either be invited to select an interview slot or, if you have been unsuccessful at the shortlisting stage, you will be notified by email that your application has failed shortlisting.
Interview Stage
If you are selected for interview, you will be asked to attend a panel interview either in person or via Microsoft Teams. In addition to a set of interview questions, candidates may be asked to deliver a presentation, or provide a response to a clinical scenario. Candidates will be advised in advance of the interview what they will be expected to do on the day, so will have time to prepare.
You will be asked to bring the following original documents to interview: Passport, biometric card (where appropriate,) Medical Degree Certificate, GMC Certificate or letter, and 2 utility bills to confirm your address.
Equal Opportunities and Equality Monitoring
NHS Greater Glasgow and Clyde’s staff are our most valuable resource. By ensuring we have good recruitment practice that will make a significant contribution to ensuring we promotes a culture of person-centred care, placing the patient at the heart of everything we do.
We are committed to attracting the highest calibre of job applicants through a fair and consistent recruitment process, treating all our candidates fairly to ensure we recruit the best person for each vacancy.
We endeavour to ensure we do not discriminate during any stage of the recruitment process and in particular comply with the Equality Act 2010 which makes it illegal to discriminate against protected characteristics i.e. age, disability, sex, gender reassignment, marriage or civil partnership, pregnancy and maternity, race, religion or belief, sexual orientation.
We are required to gather data for both applicants and employees to ensure that our policy on Equality and Diversity is effective and meets statutory requirements. All applicants are therefore required to provide the information requested in the Application Form’s Declarations section – this information is not made available to the shortlister(s). .
Finally we hope you find the guidance we have provided useful and we wish you good luck if you decide to apply for a post at NHS Greater Glasgow and Clyde.
NHS Greater Glasgow and Clyde participates in 2 schemes aimed at supporting the employment and career development of disabled people :
Job Interview Guarantee (JIG) scheme means that if a candidate declares a disability , and meet the minimum/essential criteria outlined within the Person Specification for the post then they will be guaranteed an interview.
Job Centre Plus Two Ticks symbol: the two ticks scheme is a recognition given to NHS Greater Glasgow and Clyde by Jobcentre Plus because we have agreed to take action to meet five commitments regarding the employment, retention, training and career development of disabled employees. It is represented by the two ticks disability symbol (displayed right) that participating organisations in the UK are authorised to display. As a symbol user, an interview is guaranteed to any candidate with a disability whose application meets all of the minimum/essential criteria for the post.
Pre-Employment Checks
Disclosure of Criminal Convictions
- Rehabilitation of Offenders Act 1974 (Exclusions and Exceptions) (Scotland) Order 2013
- The Protection of Vulnerable Groups (Scotland Act ) 2007 The 1997 Police Act
Criminal Convictions – Rehabilitation of Offenders Act 1974
NHS Scotland is exempt from the 1974 Rehabilitation of Offenders Act (Exclusions & Exceptions) (Scotland) Amendment Order 2015. This means that unless stated in the job description, person specification or application pack, you must tell us about any previous unspent convictions along with only those spent convictions that relate to Disclosure Scotland’s ‘Offences which must always be disclosed’ list. If you are offered employment, any failure to disclose such convictions could result in withdrawal of the offer of employment dismissal or disciplinary action. Any information you give will be considered only in relation to the post for which the application you submit refers to.
Information will be verified by Disclosure Scotland for relevant posts.
Please note; you are not required to tell us about any previous spent convictions that relate to Disclosure Scotland’s ‘Offences which are disclosed subject to the rules’ list.
Please refer to Disclosure Scotland’s website for further guidance and details on the two lists relating to spent convictions.
Certificate of Good Standing
If you have been living out with the UK for a period of more than a year within the last 5 years, you will require to submit a Certificate of Good Standing from the police authority in that country.
General Medical Council (GMC)
To be eligible to practice medicine in the UK, you will require a licence to practice through the General Medical Council. If you are applying for a substantive Consultant post, you will require to be on the specialist register for your particular specialty. You can find out more on the GMC and specialist registration website.
Revalidation
All doctors who do not have a National Training Number require to undergo revalidation, this includes all non-training career grade doctors in secondary care who have a substantive, locum or honorary contract with NHS Greater Glasgow and Clyde. It does not include doctors in training (including Foundation Year trainees, Specialty Registrars, Core Trainees and those who hold Locum Appointment for Training posts), for whom NHS Education for Scotland (NES) is the body responsible for revalidation.
NHS Greater Glasgow and Clyde Responsible Officers are as follows:
Responsible Officer: Dr Jennifer Armstrong, Medical Director
Please note: General Practitioners (GPs) who carry out the majority of their clinical work within Secondary Care should undertake a single appraisal within Secondary Care, which also covers their Primary Care practice. All GPs are required to work an average of fifty sessions per year to demonstrate that they are maintaining their clinical skills.
If you have a specific query or question regarding Medical Revalidation or Appraisal please email medical.revalidation@ggc.scot.nhs.ukand a member of the Medical Staffing Team will get back to you.
Doctors in training with queries regarding revalidation should contact NES for clarification: trainingcontacts@nes.scot.nhs.uk.
Consultant Posts: Certificate of Completion of Training – Criteria for Interview
To be interviewed for a substantive Consultant post, those trained in the UK should have evidence of higher specialist training leading to CCT and be within 6 months of confirmed entry from date of interview or have been awarded Specialist Registration via the Certificate of Eligibility for Specialist Registration (CESR) . Non-UK applicants must demonstrate equivalent training.
Criteria before taking up post
Before commencement in a Consultant post you require to be on the GMC Specialist Register for the relevant Specialty or the GDC Specialist List for the relevant Specialty.
