HR Connect

The NHSGGC Standards of Business Conduct are based around the Standards of Business Conduct for NHS Staff contained in NHS Circular MEL (1994) 48 and updated to reflect the Ethical Standards in Public Life etc (Scotland) Act 2000 and the Bribery Act 2010. The Standards of Business Conduct aim to embed ethical standards into the organisation by ensuring that all staff:

1. Do not seek to advantage or further their private business or other interests, in the course of their official duties.
2. Safeguard the interest of patients at all times;
3. Remain impartial and honest in the conduct of their business;
4. Use the public funds entrusted to them to the best advantage of the service, always ensuring value for money;
5. Do not abuse their official position for personal gain or to benefit their family and/or friends;

The NHS Scotland Workforce Bullying and Harassment Policy provides a process to ensure that concerns about standards of conduct, inappropriate behaviour or wilful misconduct are managed in a fair, consistent and timely manner.

The purpose of this policy is to support dignity and respect at work and to help foster a positive and dignified workplace culture. The policy describes the courses of action open to members of staff who experience unacceptable or inappropriate behaviour but also how, as an organisation we aim to minimise the incidents of such behaviour occurring in the first place.

For all bullying and harassment claims please use the above link to access the policy and extensive supporting documentation including the Workforce Investigation Process. Please also see links to Bullying and Harassment Factsheet and Confidential Contacts.

To obtain HR Support for the Workforce Investigation Process, please complete the Request to Initiate HR Support.

NHS Scotland Workforce policies also provide a guide to supportive conversations and mediation.

Mediation can enable you to improve your working relationship with colleagues and help both parties find the best way forward.

Mediation can be used at any stage of conflict as long as any formal proceedings have been put on hold. Typically it is more effective the earlier on that it is used. However, there may also be situations in which formal proceedings have already taken place where mediation can be invaluable as a way to repair working relationships.

NHSGGC has a comprehensive workforce policy framework designed to protect against bullying and harassment and uphold dignity and respect and the Hate Crime Protocol and Guidance offers support for people who perceive they have been victims or have witnessed a Hate Incident. These tools need to be used and observed incident must be reported to a manager and a Datix report completed. 
 
There’s no room for complacency. If you see it or hear it, please report it, and help make NHSGGC a better place to work for everyone.

The NHS Scotland Workforce Conduct Policy provides a process to ensure that concerns about standards of conduct, inappropriate behaviour or wilful misconduct are managed in a fair, consistent and timely manner. This applies to employees and workers, including back, agency and sessional workers. It does not apply when reviewing the professional conduct or competence of medical or dental staff.

For all conduct cases please use the above link to access the policy and extensive supporting documentation including the Workforce Investigation Process.

To obtain HR Support for the Workforce Investigation Process, please complete the Request to Initiate HR Support.

Guidance and the Referral Pathway flowchart on PVG and the Duty to refer. 

Guidance on PVG and Duty to Refer

PVG Referral Pathway

The PVG referral form can be downloaded via the following link (see ‘How to send a referral’ section):

MyGov Scotland PVG Referral Form

Contact the HR Support and Advice Unit if you require further information or clarification.

The NHS Scotland Workforce Grievance Policy provides a process to ensure that concerns about standards of conduct, inappropriate behaviour or wilful misconduct are managed in a fair, consistent and timely manner.

For all grievance cases please use the above link to access the policy and extensive supporting documentation including the Workforce Investigation Process.

To obtain HR Support for the Workforce Investigation Process, please complete the Request to Initiate HR Support.

The completion of accurate payroll documentation is key to ensuring personal data is robust and up-to-date and all payroll timeframes are adhered to.

The below guidance details each of the payroll forms and what elements are required to be completed by both Manager and Employee.

The forms are:

• Staff Engagement Form (SEF) – digital SEF should be completed and submitted to the eESS Support Team via the HR Connect Portal
  • Employee completes Sections 1 – 11
  • Employee completes Sections 1 – 11
• Notification of Change (NOC)
  • Manager completes changes via eESS Manager Self Service
• Termination Form
  • Manager completes termination via eESS Manager Self Service
  • End employment termination (where employee only holds one position)
  • Assignment termination (where employee holds multiple positions)

Documentation

• Completion of Payroll Documentation – Employee Guidance
• Completion of Payroll Documentation – Manager Guidance

The Agenda for Change Terms and Conditions Handbook paragraph 6.32 states:

 “Individuals may be moved into a higher pay band where it is necessary to fill a post on a temporary basis when a vacancy is unfilled, but being advertised, or the post is being held open for someone who is due to return, e.g. from long-term sickness absence, maternity leave, or from extended training”.

Please see below Management Guidance for staff who receive a temporary promotion to a higher band:

• Management Guidance

The Secondment Policy is accessible to all employees within NHS Greater Glasgow and Clyde and applies when an employee wishes to undertake a temporary move (secondment) to another organisation, or to a different post within this organisation, for a defined period of time.  There is no automatic right to a secondment, however, no application will be unreasonably refused. 

Secondments offer the opportunity for individuals to develop new skills or enhance existing skills but should also be mutually beneficial to the Organisation.  The policy sets out guidance on types of secondment, suitable opportunities and arrangements as well as defining roles and responsibilities within the secondment process.

New, Changed Job and Reviews

All new jobs must be authorised by the Director/Head of Service and submitted into the Job Evaluation process via the Head of People and Change. If the new post is part of a wider service change, involving more than one post, then all job descriptions established should be submitted.

Posts can change over a period of time but for most the job evaluation outcome will not normally be affected unless there are significant changes. When the duties of a job have changed significantly then this should be addressed through the New and Changed Job process.

When a job has changed significantly the following must be provided:

A revised job description should be submitted and the agreed proposed national profile. · The original job description, CAJE matched job report and national profile;

The changed job submission pro-forma detailing the changes to the skills, responsibilities, effort or environmental aspects of the post.The content of our job descriptions must reflect NHSGGC organisational values and behaviours. 

The Job Evaluation Handbook provides information on the NHS job evaluation scheme, including the background on NHS pay structures prior to Agenda for Change and guidance on how to apply the scheme in practice. The contents of the handbook have been agreed in partnership by the NHS Staff Council.

The Agenda for Change Job Evaluation Handbook can be accessed on the NHS Scotland Management Steering Group website.

The NHS Job Evaluation scheme allows the majority of NHS jobs to be matched to nationally evaluated profiles, based on the information within job descriptions, person specifications and any additional job information.

The profiles also provide a framework to consistency-check local evaluations. For further information please visit the NHS Employers website.

The Job Evaluation Group (JEG) provides information and advice for employers on the implementation of the NHS Job Evaluation scheme.

Further information on JEG can be found on the NHS Employers website.

There is a need for the NHS Job Evaluation Scheme to continue to be used for determining the banding of posts, which will apply to all new posts and posts which have significantly changed since they were last evaluated.

The Agenda for Change Job Evaluation Submission Form must be completed and forwarded to the Head of Human Resources.

The New or Changed Job Review Submission Form must be completed and forwarded to the Head of Human Resources for instances where additional information should be considered within the Job Evaluation Review procedure.

This form should also be completed and forwarded to the Head of Human Resources where employees disagree with the banding outcome for their post, but do not wish to submit any additional information.

All job descriptions submitted for job evaluation must be provided using the Job Description Template. A copy of the JD template with guidance notes on completion is available here.

The Dying to Work Campaign was setup by a trade union member who received a terminal illness diagnosis and went on to try and ensure support for others in the workplace. The name was established by the campaign and supported by the TUC. You can see more of how it came about and those supporting through the link below.

 The Dying to Work Campaign | Dying to Work

Sadly, some of our staff are diagnosed with a terminal illness during their working lives. It is therefore vital that as an employer we work to try and remove any additional stress and worry.

The Dying to Work Charter was adopted by NHSScotland in March 2021, and endorsed by NHSGGC Chief Executive and Employee Director.  It sets out an agreed way in which our staff will be supported, protected and guided throughout their employment, following a terminal diagnosis.

We will ensure that staff with life-limiting illness are not dismissed because of their condition unless leaving would benefit them, for instance to release a pension. We will provide job and financial security at a time of considerable personal stress and uncertainty and provide support and understanding.

The Charter is about choice. It’s about giving staff options on how they want to proceed at work and also provides guidance for Managers on how they can best support their staff.

NHSGGC Dying to Work Charter

Guidance for Line Managers

This section provides procedure, guidance and associated documentation for injury allowance. Please contact the HR Support and Advice Unit if you wish clarification on this procedure or any further advice.

Procedure

• Injury Allowance Procedure
• Please contact the HR Support and Advice Unit if you wish clarification on this procedure.

Guidance

NHS Greater Glasgow and Clyde staff who are injured or become ill due to their NHS employment may qualify for Injury Allowance if their pay is reduced as a result of their health problems. 

Eligibility is dependent on certain conditions being met.  Details on this and how to apply can be found in the Board’s Injury Allowance Procedure. 

Further information is also available in the Injury Allowance Guidance for Employees.

• Injury Allowance Guidance For Employees

Flowchart

• Flowchart

Tools and Templates

• Injury Allowance Application Form
• Injury Allowance Request Panel Form

NHSGGC are committed to:

• Developing leaders who can meet the challenges we face as an organisation,
• Effectively engage with staff, partners and patients and who have the skills to deliver excellent services.

Management Development provision is available from the Learning and Education Department.

Pilotlight –  helps individuals to apply their professional skills to those who need it, and to grow their own skills as part of a team.

The Resilience and Wellbeing toolkit is designed as a practical resource for you to use in understanding what drives your own well-being at work.

Further development for managers is available via Resilient Leadership – a delivered module designed to help you understand your role in relation to the well-being, resilience, engagement and ultimately performance of your teams.

Our Resilience pages are currently being updated, in the meantime, please speak to your local Organisational Development (OD) Advisor.

Improvement modules and tools

Four videos designed to take you through the use and application of a series of improvement modules/tools, or help you to understand and plan for the reactions of people to change, can be used as individual approaches or in conjunction with each other to support a wider range of activities.  

• Understanding Your Process Through Mapping
• Identifying Process Wastes and Organising the Workplace with 5S
• Delivering the Root Causes of Process Waste 
• Making Improvements with the PDSA Model.

These short videos can be viewed on our Staffnet pages

Leading in changing times

Two videos designed to support you to prepare for and lead others through change.  

• Leading in Changing Times – Managing the Process
• Leading in Changing Times – Managing the Transition

Each video focuses on one tool and can be viewed on our Staffnet pages

Organisational Development – Acute and Corporate Services 

• Douglas Mann: Head of OD – Acute and Corporate Services – douglas.mann@nhs.scot 
• Lisa Donnelly: Senior Business Support Officer, OD – lisa.donnelly4@nhs.scot 
• Julie Pearson: Senior OD Advisor – Clyde Sector and Board Nursing Directorate, Public Health Directorate, Glasgow Centre for Population Health – julie.pearson@nhs.scot
• Paul Cogan: Senior OD Advisor – Estates and Facilities and eHealth Directorates – paul.cogan@nhs.scot
• Joyce Bowes: Senior OD Advisor – Regional Services and Diagnostics Directorates – joyce.bowes@nhs.scot
• Claire Robertson: Senior OD Advisor – Women and Childrens Services and North Sector – claire.robertson22@nhs.scot
• John Scrimgeour: Senior OD Advisor – South Sector and Finance – john.scrimgeour@nhs.scot
• Runima Kakati: OD Programme Manager – runima.kakati5@nhs.scot

Organisational Development – Partnerships

• Alix Malcolm : Head of Organisational Development – Partnerships – Alix.Malcolm@ggc.scot.nhs.uk
• Debbie Conlon: OD Team Administrator – debbie.conlon2@ggc.scot.nhs.uk 
• Carrie Fivey: Senior OD Advisor, Glasgow City HSCP – carrie.fivey@ggc.scot.nhs.uk
• Janice Turnbull: Senior OD Advisor, Renfrewshire HSCP – janice.turnbull@ggc.scot.nhs.uk
• Claire Campbell: Senior OD Advisor, Glasgow City HSCP – Claire.Campbell2@ggc.scot.nhs.uk
• Josephine Dick: Senior OD Advisor, Glasgow City HSCP – Josephine.Dick@ggc.scot.nhs.uk
• Moira Wilson: Senior OD Advisor, West Dunbartonshire HSCP – moira.wilson2@ggc.scot.nhs.uk
• Ashleigh Voigt – Organisational Change and Development Manager – Ashleigh.Voigt@ggc.scot.nhs.uk
• Lisa Walsh – Senior OD Advisor, East Dunbartonshire HSCP – lisa.walsh2@ggc.scot.nhs.uk

Civility Saves Lives (CSL)

The aim of the Civility Saves Lives (CSL) campaign is to create, enable and maintain positive workplace relationships and environments where the culture is improved by promoting the value of civil, caring and compassionate interactions, raising awareness of unprofessional and unproductive behaviours, and understanding the negative impact that rudeness (incivility) can have.

Part of our Civility Saves Lives planned approach in NHSGGC is the practice of using trained ‘Civility Leads’ (CL) to be able to listen to and support members of staff who have been affected by specific incidents of rudeness or uncivil behaviour by another member of staff and to help them to work out the steps to resolve issues in a positive way. Civility Leads are trusted colleagues nominated by staff themselves in many departments/ services.

You can contact your local Organisational Development Advisor to discuss or find out a bit more or visit our Sharepoint where you can see the list of groups, contacts, Leads, and watch information videos and download copies of posters.

• ProjectLift 
• TURAS Learn

To access programmes such as Leading for the Future (LFTF), Scottish Coaching and Leading for Improvement Programme (SCLIP), Scottish Improvement Leader Programme (ScIL) please visit TURAS Learn. 

Visit ProjectLift for access to the Leadership Self Assessment Questionnaire (SAQ) and learning resources.  

Other programmes and resources can be accessed using TURAS Learn. 

This section is designed to offer you information to help to plan development activities for your current post and prepare for future roles as part of a career pathway:

• Preparing for a development discussion 
• Developing Your Career Plan

Preparing for Development Discussions

Having effective development and career planning conversations are an essential part of creating a workforce skilled to deliver our services, teams who are continually learning and improving and individuals who are focused and engaged.

It is important to find time to plan and prepare for your development meetings.

• Guidance for managers preparing to have a discussion with an employee
• Meeting the requirements of equality legislation in Integrated Succession, Career and Development Planning – further information to support managers
• Guidance for employees preparing to have a discussion with their manager
• Giving and receiving feedback – information and tips to support effective feedback.

Developing A Career Plan

Having a career plan helps us to clarify our short and long term learning objectives, how we will achieve these and the time we need to do this. A career plan is essentially a route map of development activities designed to take us to where we would like to be.

Regular review of our plan lets us see the progress we are making, build and adapt our development towards different roles or opportunities and continue the journey to our ideal job.

• Guidance on creating a career plan.
• You can now access and complete the Project Lift Self Assessment Readiness Questionnaire via Turas. This will give you a comprehensive report of your strengths and areas for development to inform your career plan.
• Information and tools on career planning.

Further Information

Please contact anyone from the HR and OD team to help with any questions.