This is a statutory public inquiry set up under the Inquiries Act 2005 to examine the UK’s response to and impact of the Covid-19 pandemic, and learn lessons for the future.
2. What is the Inquiry looking into?
The remit sets out that the Inquiry is to examine, consider and report on preparations and the response to the pandemic in England, Wales, Scotland and Northern Ireland, up to and including the Inquiry’s formal setting-up date, 28 June 2022.
The Terms of Reference of the Inquiry specify its remit and the issues it will be examining in more detail.
3. Who is conducting the UK Covid-19 Inquiry?
Baroness Hallett, who is the Chair of the Inquiry, is responsible for the direction and manner of the Inquiry. She acts in an independent capacity. A Public Inquiry is inquisitorial in nature, not adversarial, so the Chair performs more of an examining role than a judge would in court proceedings.
4. What is a Public Inquiry?
A Public Inquiry is a formal, independent review relating to particular events which have caused or have potential to cause public concern, or where there is public concern that particular events may have occurred. The aim of a Public Inquiry is to help to restore public confidence in systems or services by investigating the facts through consideration of documentary and witness evidence, to determine what happened and help prevent recurrence.
5. What is the outcome of a Public Inquiry?
The outcome of a Public Inquiry is the production by the Chair, with input from the Inquiry Team, of a report which details key findings of fact and makes recommendations for the future. The Chair cannot make any findings of civil or criminal liability, nor can she award any compensation.
6. Is the UK Covid-19 Inquiry directed at my actions?
It is the role of the Inquiry Team to gather evidence from varied sources, including witness evidence from individuals with knowledge of the relevant circumstances.
You may be asked to provide a witness statement to assist the Inquiry Team with its investigations (see Q.14 below). However, the findings and recommendations detailed in the Chair’s report will be directed towards the UK and devolved governments and not at particular individuals.
7. What is the format of the UK Covid-19 Inquiry?
The Chair has decided to divide the investigations into modules, each with a preliminary hearing and full hearing. Active modules are currently:
Resilience and preparedness (1);
Core UK decision-making and political governance (2);
Impact of Covid-19 pandemic on healthcare systems in the 4 nations of the UK (3);
Vaccines and therapeutics (4);
Procurement (5).
Future modules will be announced in due course. For each module evidence including witness statements is requested from Core Participants and heard within the full hearings along with further oral evidence if required.
8. When are the Inquiry Hearings being held?
Module 1 public hearing began 13 June 2023 and concluded after 23 days, with a preliminary hearing 4 October 2022. Module 2 had 3 preliminary hearings over 2022 and 2023 and public hearings began 3 October 2023, continuing over 2023.
Module 2 in addition has Modules 2A, 2B and 2C examining the role of the devolved administrations. Module 2A concerns Scotland and has had 3 preliminary hearings over 2022 and 2023 with public hearings scheduled for January 2024. 2 preliminary hearings for Module 3 have also been held.
Public inquiries are open to the public and the media. Seats should be reserved in advance with a few available on the day. Proceedings are being live-streamed on the Inquiry’s YouTube channel.
11. Can I catch up with the proceedings at a later date?
The hearings will continue to be available to watch on the Inquiry’s YouTube
channel after the hearing. Transcripts of the hearings will also be published daily, unless any contrary order or restriction notice is in place.
12. What did the initial hearing cover?
Module 1 examined preparedness and planning with submissions from
government, public health, professional and campaigning organisations.
Module 2 is currently examining UK government decision making including the perspectives of government members, campaigners and experts.
13. Will I be approached by the Inquiry Team to provide a witness statement?
At present statements have only been supplied from organisations and scrutiny of healthcare has not yet begun.
14. Do I have to provide a witness statement if requested to do so?
Yes. Lady Hallett has powers under the Inquiries Act 2005 to compel a person to give evidence to the Inquiry. If you do not comply with a requirement by the Chair, you may be found to have committed a criminal offence.
As yet no statements have been taken from NHS Scotland staff.
15. As a former NHS employee, do I still have to cooperate with the Inquiry?
Yes. Lady Hallett has powers under the Inquiries Act 2005 to compel any person to give evidence to the Inquiry. If you do not comply with a requirement by the Chair, you may be found to have committed a criminal offence.
As yet no statements have been taken from NHS Scotland staff.
16. What happens next?
Scrutiny of healthcare processes has not yet begun, and no witness statements have been requested from NHS Scotland staff. The following points are therefore based on experiences from other public inquiries.
17. Who can I take with me to a witness interview?
You may have somebody present with you at a witness interview, such as a work colleague, friend, official from your Trade Union or Professional Organisation, or a solicitor from the NHS Central Legal Office’s (“CLO”) dedicated Covid-19 Inquiries team (which is acting for the Scottish territorial and special health boards in the Inquiry). It is recommended that whoever accompanies you is not themselves likely to be asked to provide a statement. The recommendation is that a solicitor from CLO attends with you to provide as full legal support as possible.
18. Can I obtain separate legal representation?
NHSGGC will support you as fully as possible throughout your involvement in the UK Covid-19 Inquiry. However, if you would prefer to be accompanied by an independent solicitor, the Inquiries Act 2005 allows for the possibility of an award of funding for legal representation for witnesses; applications for funding for legal representation must be approved in advance. You should speak with the Inquiry’s witness support team about this.
19. What happens at the witness interview?
There are likely to be two members of the Inquiry team in attendance, who will take your statement, by asking you questions and referring you to documentation for your comment. Giving a witness statement may take some time. The statement takers will allow regular breaks, but you should feel free to ask for breaks whenever you want. If a meeting is likely to last a long time, the interview will be spread over more than one day. Consider making your own notes of the interview; this will help in remembering what was said when you receive the draft statement of your interview.
20. Do I get a chance to see, and make changes to, my statement before it is finalised?
Shortly after your interview, you will receive a draft copy of your witness statement. This must be read thoroughly and any changes, additions or deletions can be made at this stage. You should sign the statement once you are satisfied that it accurately reflects your evidence. You may be asked to provide electronic verification in place of a signature, if the process is taking place remotely. Once the statement is signed, it then becomes your evidence to the Inquiry. If you subsequently wish to say something more, you can make a further statement.
21. Will my witness statement be public and will it attract media interest?
Evidence for hearings is currently published on the Inquiry website several days prior to hearings, so the media will have access to materials before and during each stage of the Inquiry hearings. This could lead to witnesses being quoted in media reports prior to appearing at the Inquiry.
22. Will I be called as a witness at the Inquiry?
Any member of staff who has been interviewed and provided a statement to the Inquiry Team may then be called as a witness at the Inquiry. However, in many cases, a witness’ statement will be sufficient and they will not also be required to give evidence at a hearing.
23. What should I do to prepare before giving evidence to the Inquiry?
If you are called to give evidence, it is important that you prepare for this by:
Reviewing all personal notes and files, as well as the documentation provided to you by the Inquiry Team in advance of giving your witness statement.
Familiarising yourself with the hearing surroundings by viewing information about the venue on the Inquiry website (if required to attend in person).
Being prepared for possible media interest in the lead up to the hearing.
Being aware that you may have to wait at the hearing venue before you are called as a witness.
24. What should I expect when giving evidence to the Inquiry?
When called to give evidence, you must take an oath, or affirm, declaring that you will tell the truth at all times.
You are then likely to be questioned on who you are, your qualifications and experience, and your place of work before going on to the circumstances surrounding the issues under scrutiny at the hearing.
25. What are the key tips to remember when giving evidence?
Listen carefully to the questions you are asked and take time to consider your response. Do not feel pressured to give a “yes” or “no” response and be ready to explain your view. If you can’t remember the date of an event or don’t know the answer to a question, say so – don’t try to guess and do not speculate. If a question has multiple parts, break down your answer. If you are unsure of the question, ask for it to be repeated. Be calm, courteous and honest. Remain objective, and do not get personal. Speak clearly and concisely, and be ready to confirm your evidence from notes taken at the time, or by reference to your witness statement. If your role is a central one, be prepared for a possible lengthy session in the witness box which may last several hours.
Do:
Be fully familiar with the issues in the topic under discussion
Give detailed and relevant answers
Say if you cannot remember
Be alert and astute to the atmosphere in the venue
Direct your answers to the Chair, even though counsel to the Inquiry is asking the questions: the Chair is the decision maker
Be clear in what you say and speak loudly enough for the Chair and Counsel to the Inquiry to hear you
Be ready and willing to expand and explain your answers if requested
Be ready and willing to see the argument in opposing views but be firm and clear about your own evidence
Be prepared for delays
Be aware that this is a formal proceeding and dress appropriately
Try to remain calm
Try to avoid appearing defensive
Stick to the facts – don’t make assumptions about what other people did or did not do
Try to avoid jargon, medical or hospital language that others may not understand
Try not to:
React emotionally
Be arrogant, impatient, aggressive, rude, argumentative or appear patronising
26. What happens if I am approached by a journalist?
Should you be approached by a journalist there is no obligation for you to make comment. The media may also take photographs of witnesses arriving at or departing from the Inquiry.
The NHSGGC Communications team is on hand to advise and support you if you are in any doubt about what to do if contacted by the press. They can be contacted by telephone, 0141 201 4429, or email, pressoffice@ggc.scot.nhs.uk, 24/7.
27. Is there anyone at NHSGGC I can talk to about my participation in the Inquiry?
Yes. NHSGGC is fully committed to providing support to all staff who may be involved in the UK Covid-19 Inquiry. NHSGGC Legal Office operates a “Witness Service” that offers support and guidance to all witnesses asked to give evidence at a hearing. The service they can provide which would be helpful to any NHS staff member if required is:
Practical help
Information on Inquiry procedures
Guidance regarding further support
A listening ear for anxieties/concerns
If you would like support from this service generally, or if you are invited to give a statement / evidence, please contact Rachel McGowan, 07583 121674 or rachel.mcgowan@ggc.scot.nhs.uk
Additionally, the NHS Central Legal Office (“CLO”) is acting for the Scottish territorial and special health boards in the Inquiry. The CLO has a dedicated Covid-19 Inquiries team which is working alongside the Witness Service and can provide you with as full legal support as required, including accompanying you, if requested, to any witness interview meeting.
Of course, you may also seek support and advice from your Trade Union or Professional Organisation.
28. Am I obliged to provide a precognition to the CLO if requested to do so?
A precognition is an informal statement, used for internal purposes only, and not for wider disclosure, and is covered by legal privilege. The CLO might suggest that they take a precognition from you as part of its fact-finding phase. While you are not obliged to provide such a statement to the CLO, we would strongly advise you to do so: this process assists with building your own picture of the events to which you can speak; and if called by the Inquiry to give evidence, you must do so, so having taken the preparatory step of assimilating your recollection of matters in advance of that more formal process is hugely beneficial.
29. Will what I say to a CLO solicitor be in the public domain?
No. Any conversation you may have with a member of the CLO team is confidential and is covered by legal professional privilege, whereby written or oral confidential communications between a lawyer and a client are protected for the purpose of giving or receiving legal advice.
30. Is there anyone on the Inquiry Team I can speak to for support?
As yet no statements have been taken from NHS Scotland staff.
31. What if the material is sensitive, contains personal data or is legally privileged?
There are protocols in place to deal with the provision of sensitive or legally privileged material, including an application by the CLO to the Inquiry Team for an order for redaction (obscuring parts of text) or restriction of the publication of the material.
32. If asked to provide certain documentation relating to the issues set out in the Terms of Reference by a solicitor from the CLO, should I do so?
Yes. The CLO is supporting NHSGGC in the information-gathering stage of Inquiry preparations. Part of that exercise comprises a review of documentation and an assessment of its relevance to the Inquiry’s Terms of Reference and to the specific Requests for Information which the Inquiry Team has made. The provision of any documentation to the CLO does not mean that there will be automatic onward provision of this documentation to the Inquiry Team.
Subject to certain exceptions, should any material be considered to be relevant to these Requests, there is a legal obligation for this to be provided by NHSGGC, or the CLO on its behalf, to the Inquiry Team.
33. I have heard that there is also a Police investigation, is that correct?
There is an ongoing investigation by the Crown Office and Procurator Fiscal Service, supported by Police Scotland, into certain deaths associated with Covid-19. Please see the Scottish Covid Inquiry FAQs document for more about this.
Why It’s Important
Staff engagement is a critical factor that can significantly improve the success and impact of your team. This webpage provides essential information on why staff engagement is important and some practical resources for managers to draw on to make this real in your team.
Benefits of Staff Engagement
Engaged employees tend to be more motivated and committed to their work. When employees are engaged, they are more likely to put in discretionary effort, go above and beyond their job responsibilities, and find innovative solutions to challenges. This increased productivity can lead to better overall performance and improved bottom-line results for your organisation.
Staff engagement plays a vital role in reducing turnover rates. Engaged employees feel a stronger sense of loyalty and connection to the organisation. They are more likely to stay with the company for the long term, reducing recruitment and training costs associated with high turnover. Additionally, a stable workforce leads to greater continuity, knowledge retention, and a stronger team dynamic.
Improve Organisational Culture: Staff engagement contributes to a positive organisational culture. When employees feel valued, respected, and involved, it creates a supportive work environment where collaboration, trust, and open communication thrive. This positive culture promotes teamwork, employee satisfaction, and a sense of belonging, leading to higher morale and overall well-being within the workplace.
Enhance the Patient Experience: Engaged employees have a direct impact on the experience of our patients, customers and others we provide services to. When employees are enthusiastic about their work and genuinely care about the success of the organisation, it reflects in their interactions with patients and other end users. Engaged staff members are more likely to deliver exceptional service and build stronger relationships. On that basis, good staff engagement is a great way to bring the NHSGGC values to life with your team.
Foster Innovation: A culture of staff engagement fosters creativity and innovation. Engaged employees feel empowered to share their ideas, provide feedback, and contribute to problem-solving. By encouraging and valuing employee input, managers can tap into a diverse range of perspectives and harness the collective intelligence of the team. This collaborative environment nurtures innovation and continuous improvement.
Staff engagement is a crucial element for any successful organisation. By prioritising staff engagement, managers can unlock numerous benefits such as increased productivity, improved retention rates, a positive organisational culture, enhanced customer satisfaction, and a fostered environment for innovation. Remember, engaged employees are more likely to go the extra mile and contribute to the overall success and growth of the company.
Current Staff Engagement Resources and Frameworks
Understanding what is in place currently, and what you, as managers, already do to engage your team, is the first step. The information below showcases a few examples of the tools already available to you:
Below, we’ve outlined further resources, guidance and practical support, which will help you to create a more engaged, motivated, and person-centred team that will ultimately drive forward a positive staff experience.
Further Resources
For further resources on staff engagement, we recommend exploring the following links: –
Internal Resources
Managers’ Guide
Click here to view our “Equality Law: A Manager’s Guide to Getting it Right” document.
Personal Development Planning and Review
Click here to view information relating to Personal Development Planning and Review.
iMatter: Staff Experience Success Stories
Click here to view the Staff Experience Success Stories page which provide examples of how action planning discussions can influence improvement going forward.
How to Run Engaging Improvement Sessions
Click here to view our iMatter page, where you can access information for action planning as a team and as a line manager.
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External guidance/information
Jos de Jong: The power of staff engagement
In this talk, Jos de Jong shares his insights on how to create engagement with staff. He talks about the importance of creating a sense of purpose, providing opportunities for growth, and building trust.
Dan Ariely: What makes us feel good about our work?
In this talk, Dan Ariely argues that people thrive more from a sense of purpose and progress than from happiness. He shares insights on how leaders can create an environment where workers care about what they do and feel cared about in return. Click the link below to view the talk.
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:
Do not seek to advantage or further their private business or other interests, in the course of their official duties.
Safeguard the interest of patients at all times;
Remain impartial and honest in the conduct of their business;
Use the public funds entrusted to them to the best advantage of the service, always ensuring value for money;
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.
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.
Bullying and Harassment FAQs
What does the Bullying and Harassment policy mean for me?
Everyone has a role to play to ensure we have workplaces where we treat each other with dignity and respect. You should use the launch of this new policy to speak with your colleagues and line manager about the way you work together; to discuss whether people are clear about what is acceptable or not acceptable, including the way you speak to each other, and how you deal with issues. If you have encountered disrespectful behaviour from a colleague, use the new policy to have the confidence to speak up and give feedback.
What resources are available for me to develop confidence and skills to have a difficult conversation or give feedback?
You can build this into your PDP discussion with your Line Manager and get support for this. There are resources available on Staffnet, FTFT online under ‘Our culture’, in particular Hints and Tips for Giving Feedback. You could discuss with a Learning & Education Advisor or an Organisational Development Advisor to see what development options may be available to you. You can also contact the free and confidential Employee Counselling Service if you need advice about tackling a difficult issue that you are experiencing.
What is disrespectful behaviour?
Disrespectful behaviour is defined as “Rude or discourteous behaviour that causes the receiver to feel belittled or insulted or to have their reputation damaged. If left unchecked it creates an uncomfortable or even hostile work environment and could develop into bullying and harassment. Examples include use of demeaning or offensive language, shouting, openly disregarding other’s views, frequent interrupting, being deceptive or manipulative, gossiping behind another’s back (including online), being disruptive or not making a full contribution in the workplace to the detriment of colleagues”.
How is disrespectful behaviour different from bullying and harassment?
Disrespectful behaviour refers to rude or discourteous behaviour that occurs more randomly where the target is not specifically sought out to be the focus of repeated behaviour. Disrespectful behaviour can even be unintentional, hence the reason that it’s better handled one to one between yourselves or locally by your Line Manager.
Bullying is deliberate and repeated targeting of an individual over a period of time.
Harassment is defined legally as unwanted conduct related to a protected characteristic, for example a persons sex, race or sexual orientation, and may either be persistent or an isolated incident.
Allegations of bullying or harassment should be taken directly to your Line Manager (if the issue involves your Line Manager then their Manager should be approached). Such allegations are viewed extremely seriously and will be thoroughly investigated, potentially leading to disciplinary action against the individual(s) involved.
How do I know that there won’t be repercussions from raising concerns about disrespectful behaviour?
If you have taken the step to discuss the issue one to one with the colleague and the situation remains unsatisfactory or becomes worse, then you must discuss the issue with your Line Manager (or the next-in-line manager if the issue involves your immediate Line Manager). The Bullying and Harassment policy formalises a manager’s obligation to listen, discuss and explore the nature of such an issue with you and the need to take steps to resolve it.
If you experience any negative repercussions for raising the issue, this may be deemed to be victimisation. This is defined as detriment suffered by a member of staff as a result of issues or allegations they have raised in good faith, or because they have participated in an associated process, for example as a witness. This is viewed extremely seriously, leading to disciplinary action against the individual if there is evidence of this.
What is Mediation and how might it help if I seem to be having an unfixable issue with a colleague.
Mediation is where an impartial third party, the mediator, helps two or more people in dispute to attempt to reach an agreement. Any agreement comes from those in dispute, not from the mediator. The mediator is not there to judge, to say one person is right and the other wrong, or to tell those involved in the mediation what they should do. The mediator is in charge of the process of seeking to resolve the problem but not in charge of the outcome. In this regard Mediation can be an extremely helpful process, but it is not the first resort. You should always try to first resolve difficulties with a colleague on a one to one basis or by allowing your manager to attempt resolution. If this fails then your Line Manager can arrange for mediation via your local HR Advisor.
Hate Crime
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.
Conduct
Policy and Supporting Documentation
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.
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.
The Human Resources Support and Advice Unit (HRSAU) provides a ‘one team’ approach to provide support for managers and employees across NHS Greater Glasgow and Clyde. This helps focus resources to where they are needed most. Using a tiered approach to dealing with Human Resources enquiries and issues allows us to provide a tailored service, whether these are routine or more complex. To help us deliver this type of service we have made significant improvements to the IT support available both to you and to our own staff.
Further information regarding HR Support and Advice Unit can be found within our Service Directory.
HR Connect
HR Connect has been designed to allow managers and employees to get the information, guidance, or documentation they need on a self-service basis immediately and on a 24/7 basis. HR Connect is a ‘cloud based’ website and can be accessed out-with NHS Greater Glasgow and Clyde.
A “One Stop Shop” to provide immediate 24/7 access, advice and guidance for NHS Greater Glasgow and Clyde managers and employees.
Access information quickly and easily by clicking on the section that you need assistance with, i.e. all Human Resources & Organisational Development Policies, procedures, templates and forms.
If you have a question relating to policy, terms and conditions or anything else HR related please select ‘HR Enquiry’.
If you are a manager of NHSGGC staff and would like to request HR support for casework, in accordance with a HR policy and procedure, then please select ‘Request for HR Support’. A Manager Support Information pack has been created which details what would be supported by HR and our internal processes.
Please ensure that you add the link to your Favourites for easy access.
User videos have also been created in order to provide a clear demonstration of how to log an enquiry or request for HR support (case management). The videos can made full screen by clicking on the ‘Fullscreen’ arrows at the bottom right of the video.
HRSAU Phone Line
If your enquiry is urgent or you would prefer to talk to one of the HR Assistants please contact us by telephone 0141 278 2700 option 2. The team are available at the following times:
Monday – 9.00am until 4.00pm
Tuesday – 9.00am until 4.00pm
Wednesday – 9.00am until 4.00pm
Thursday – 12.00pm until 4.00pm
Friday – 9.00am until 4.00pm
Human Resources Support and Advice Unit (HRSAU) launched a telephone line to provide additional help to any staff member wishing to raise concerns about Bullying or Harassment. This helpline will ensure that, as well as staff receiving advice on the HR policy and processes, there will also be dedicated support provided and sign-posting to other support services that staff can be directed to during what can be a difficult time. The Bullying and Harassment factsheet can be found here. You can access the new helpline by calling 0141 201 8545, Monday, Tuesday, Wednesday and Friday from 9am to 4pm and Thursday’s between 12.00pm to 4pm.
For any assistance with salary or tax enquiries or access to the e-Payroll system, please contact the Payroll Department directly. Staff members can locate their designated Payroll Officer’s contact details on their payslips. Alternatively, the Payroll Team can be contacted on 0141 278 2903 or Payroll.Supportteam@ggc.scot.nhs.uk, quoting your payroll number or National Insurance number.
Where to Find Us?
HR Support and Advice Unit Admin Building, Gartnavel Royal Hospital, 1055 Great Western Road, Glasgow, G12 0XH
NHS Scotland Workforce Policies are single, standardised policies to be used consistently and seamlessly across the NHS in Scotland.
Each workforce policy comes with extensive support to ensure the consistent application of the policies across all of NHS Scotland. These supporting documents form part of the standard for workforce policies that apply to all NHS Scotland employees.
The Once for Scotland Workforce policies are person-centred and will be applied using the NHS Scotland values:
care and compassion
dignity and respect
openness, honesty and responsibility
quality and teamwork.
Phase 1 – Workforce Policies Programme
The seven policies below form phase 1 of the Workforce Policies Programme and apply to all NHS employees in Scotland. Further policies will become available in later phases. Areas not addressed by these policies, will continue to be covered by the current workforce policies within NHSGGC.
Attendance
Bullying and Harassment
Capability
Conduct
Grievance
Whistleblowing
Workforce Policies Investigation Process
Phase 2 – Workforce Policies Programme – live from 1st November 2023
On 29th June 2023, The Scottish Workforce and Staff Governance Committee (SWAG) formally approved the 11 policies refreshed under Supporting Work Life Balance. This comprises the following workforce policies which will be active from 1st November 2023 and replace any relevant existing NHS Greater Glasgow and Clyde policies:
• Flexible Work Location
• Flexible Work Pattern
• Retirement
• Career Break
• Special Leave
• Maternity
• New Parent Support
• Shared Maternity and Shared Adoption
• Parental Leave
• Breastfeeding
• Adoption, Fostering and Kinship
Each of the above policy has been extensively reviewed and a summary of any key changes are detailed in OFS Phase 2 Key Changes
Drop in sessions have been arranged for anyone who has any questions regarding the Phase 2 policies. These will take place via MS Teams and can be accessed via the links below. We would encourage that managers review the policies initially and attend one of the sessions below if there are any questions.
An awareness event for NHS staff – delivered by Deafblind Scotland
This discussion and learning event is designed to give an understanding of deafblindness and of the communication and support needs of deafblind people. The session will give focus to the experiences of patients using healthcare services and how to reduce barriers within NHS appointments.
The event also offers the opportunity to learn about the communication needs of deafblind people and to practice some basic deafblind manual communication skills.
The session will be facilitated by a trainer from Deafblind Scotland who has learned experience as a person with dual sensory loss.
Click on the link to book a place for your preferred date.
Arranging face-to-face training
As an alternative, there are a limited number of face-to face sessions available.
If you would like to arrange a tailored session within your workplace or for your team, then contact Martin Patterson from the Equality and Human Rights Team for more information and to discuss any requirements you might have for this training.
Temporary Promotion to a Higher Pay Band – Guidance for Managers
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:
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.
Top Tips on using the Policy……..
Discussions should take place between employee and current manager before an application for secondment is made.
Secondments vary in length but usually last between 3 months and 2 years.
A secondment agreement, signed by the relevant parties, should be in place prior to the secondment commencing.
Employees and their substantive manager are mutually responsible for ensuring they keep in touch during the secondment.
Clear arrangements for return at the end of secondment should be set out and detailed in the secondment agreement.
A secondment is a “temporary loan of an employee to another organisation, or to a different part/post of the same organisation, for a specific purpose and for a specific time, to the mutual benefit of employees and NHS Scotland generally.”
Who is entitled to request a Secondment?
All employees within NHSGGC will have equal access to the Secondment Policy in compliance with relevant legislation and no application for secondment will be unreasonably refused.
Are there different types of Secondment?
There are a number of different types of secondment which are as follows:
Internal secondment within NHSGGC
Internal secondment within NHSScotland
External secondment (e.g. to Scottish Government, local authority, trade unions, professional organisations and the voluntary sector).
How do I apply for a Secondment?
Secondment opportunities may arise through a variety of circumstances, but should ordinarily be advertised in line with the normal recruitment process. Employees must ensure that authorisation has been provided by their Accountable Manager prior to accepting a secondment opportunity.
How long can I request a Secondment for?
Secondments vary in length, usually between three months and two years, depending upon the circumstances.
What is a Secondment Agreement?
If the request for secondment has been agreed the approving manager will ensure that, prior to commencement of a secondment, the appropriate secondment agreement has been completed which will take into account the main following points:
Clear reasons for the secondment.
Clear agreement on the start and finish dates.
If employee’s substantive role may be unavailable for their return, then this must be understood and agreed prior to the commencement of the secondment, or at the time of any subsequent proposed extension or at the time of organisational change.
That the employee fully understands any terms and conditions implications.
Training needs during and following a period of secondment.
Arrangements for appraisal/PDP&R completion during the secondment.
Relevant statutory requirements for maintenance of professional registration.
Arrangements to keep in touch with the Secondee on a regular basis and to consult them on any proposed changes to their substantive post during the term of the secondment.
Clear arrangements for return of the Secondee to their substantive post or a suitable alternative.
Please refer to the full Secondment Policy for details on terms and conditions, and roles and responsibilities of a secondment.
Keeping records up to date
We need to know when you’re at work and when you have any type of time off. This is important to make sure we pay you correctly too.
All managers should ensure that SSTS is updated correctly and payroll is informed, where SSTS is not available.
The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need advice on this policy area.
Secondments Tools and Templates
If the request for secondment has been agreed, the approving manager will ensure that, prior to commencement of a secondment, the appropriate secondment agreement has been completed which will take into account the main following points:
Clear reasons for the secondment.
Clear agreement on the start and finish dates.
If employee’s substantive role may be unavailable for their return, then this must be understood and agreed prior to the commencement of the secondment, or at the time of any subsequent proposed extension or at the time of organisational change.
That the employee fully understands any terms and conditions implications.
Training needs during and following a period of secondment.
Arrangements for appraisal/PDP&R completion during the secondment.
Relevant statutory requirements for maintenance of professional registration.
Arrangements to keep in touch with the Secondee on a regular basis and to consult them on any proposed changes to their substantive post during the term of the secondment.
Clear arrangements for return of the Secondee to their substantive post or a suitable alternative.
External secondment agreements can be more complex and therefore if required, managers should seek advice from their local HR Manager.
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.
Job Evaluation Handbook
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.
National Profiles
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.
Job Evaluation Group Advice
The Job Evaluation Group (JEG) provides information and advice for employers on the implementation of the NHS Job Evaluation scheme.
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.
New jobs
All submissions for new job roles to be evaluated require to be authorised by the Director/Head of Service and submitted to the Job Evaluation process via their Head of Human Resources.
The agreed job description to be used in the job matching/evaluation process.
A full organizational chart showing the post to be graded
A note of any similar posts in the organization that may be comparators.
A copy of the job description and submission form must be retained by the department for their records.
Changed jobs
All posts change over a period time. For most, the job evaluation outcome will normally not be affected unless there are significant changes. Where a postholder and the manager agree that the demands of the job have or will significantly change then a re-evaluation of the post may require to be carried out.
The original job description used in the job matching/evaluation process.
A copy of the matched job or evaluation report relating to the original job description and grading outcome
The revised job description, clearly showing additions and revisions
A full organizational chart showing the post to be graded
A note of any similar posts in the organization that may be comparators.
A copy of the job description and submission form must be retained by the department for their records. A copy of the revised job description should be provided to the employee(s) and a copy held in their personal file.
Review
Following the being notified of the matching outcome of a changed job, the post holder may wish to request a review of the outcome. The postholder must discuss the ‘request for a review’ with their line manager. The line manager must support and agree to the ‘request for a review’, in terms of the job description’s content and confirm it is a true, fair and accurate reflection of the job demands. All review documentation, including the Review Submission Form requires to be submitted to the relevant Head of Human Resources for submission within three months of the notified matching outcome.
Notification process
When job matching and evaluation outcomes are finalised, the NHSGGC Job Evaluation Unit will notify the outcome to the appropriate Head of Human Resources who will then update the manager and confirm the pay band for the post.
The line manager will formally notify the employee(s) and provide a copy of the matched job report and the national profile used to match the post or the evaluation report as appropriate.
Where the pay band has changed, the manager is responsible for notifying payroll and updating EESS to ensure employees are paid correctly.
A copy of the job description, submission form and matched job or evaluated job report must be retained by the department for their records. A copy of the notification to the employee)s) and the job report should be retained in the employee’s personal file.
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.
Job Description Template
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.
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.
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.
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.
