The TURAS Learn platform has a range of resources available. These are designed as easy to use reference guides to KSF and the PDP & Review process.
Two key video resources from this are below. One is for staff on what to expect and how to prepare for annual review meeting and the other one for reviewers on how to prepare for and conduct a review meeting.
The KSF Personal Development Planning and Review Process is an integral part of the wide range of organisational and operational support mechanisms in place for staff throughout their career with NHSGGC.
On commencing with NHSGGC, when changing roles or when returning from an extended period of absence, staff should receive an effective induction to support them in their role. This will enable a Personal Development Plan to be developed to support their initial learning and application in practice and it forms a foundation for the ongoing KSF Personal Development Planning and Review process. Induction Portal
The KSF PDP & Review discussions can also link to the ongoing wellbeing discussions with staff. These well-being check-in’s often focus on how things are going (what is going well/what is been difficult and any supports required moving forward) and as such clearly fit in with the 3 key discussion questions that should frame the KSF PDP & Review. See the Staff Support and Wellbeing pages on HRConnect for further info on staff supports.
The ongoing KSF PDP & Review discussions can also be an opportunity to discuss staffs wider career development and to include planning around this. The Career and Development Planning Framework pages are designed to offer a wide range of information to help plan development activities for staffs current post and prepare for future roles as part of a career pathway.
The Learning, Education and Training Service offers a range of development opportunities for all staff from entry into post and throughout the span of their career. From formal qualifications to learning pathways, we will provide you with practical solutions tailored to your needs. This might be by gaining a work based qualification, attending a classroom session (where appropriate) or via digital learning.
The Learning, Education and Training Catalogue outlines information on the wide range of tutor led and e-Learning courses that are available. Access to digital learning is flexible and resources can be accessed from mobile devices, work or home PCs at any time. You can also get support for learning through the NHSGGC Staff Bursary Scheme.
The Organisational Development Pages also provide information on a range of interventions tools and resources to support ongoing development and learning including leadership development.
Individual professions will also have a range of resources available to support staffs ongoing professional learning and development.
Core Skills Training gives NHSGGC staff the chance to brush up on core writing, reading, number and computing skills used every day. The service is free and confidential. You can get help one-to-one or in a group. You may be referred by your line manager.
Benefits of workplace learning; everyone benefits from more confident and capable staff!
Examples of skills staff have chosen to work on:
Need more info or want to get started? Contact: Library.Network@ggc.scot.nhs.uk
Apart from the bespoke sessions with staff, working on general writing, reading and number skills, Core Skills training supports staff who need help to complete NHS training and study programmes, staff who have been redeployed and staff who are struggling to cope with dyslexia. We have helped Support staff with the written work required for their competency portfolio, working with them to improve spelling and grammar, essay writing and basic computing skills. Core Skills tutors also work alongside clinical staff who run the IV Therapy Education Programme. We help nurses to feel confident about calculations and number work before they sit the formal IV calculations assessment.
We have successfully trained staff in the basics of using a computer and the Internet; skills which have given staff the confidence to go on and tackle other NHS study programmes and on a day-to-day basis have helped staff become more effective at work, at home and in the community.
Need more info or want to get started?
Contact: Library.Network@ggc.scot.nhs.uk
NHSGGC has a commitment to equality, diversity and inclusion and we are continuously working towards building a Better Workplace. The One NHS Family campaign raises awareness of our commitment to acknowledging, supporting and celebrating our diverse workforce.
COVID-19 highlighted the many health and wider inequalities in our society. It became increasingly clear that COVID-19 had a disproportionate impact on many who already face disadvantage. The One NHS Family campaign took coordinated action to support those at risk across our organisation.
We continue to work together to make sure we value and respect colleagues for who they are, and for the unique part they play in our organisation. We are working to embed a ‘zero tolerance’ response to behaviour that contradicts our organisational commitments to equality, diversity and inclusion.
Practical support and activity provided by One NHS Family includes promoting and supporting NHSGGC’s Staff Forums / Network, offering peer support, employee training opportunities and pioneering career development programmes.
NHSGGC is committed to Equality, Diversity and Inclusion. Everyone has a part to play in supporting our culture, acknowledging equality, diversity and inclusion, and building a Fairer Workplace for all.
Our diverse staff group brings a richness of perspectives. It is critical that we treat everyone working for NHSGGC fairly and consistently, with dignity and respect. We will be better supporting our diverse patient community in an environment where diversity valued.
NHSGGC can only be truly inclusive if every single one of us commits and contributes.
To read more about our first Equality, Diversity and Inclusion Learning Event and our webinar series, please click this link.
To continue to drive Equality, Diversity and Inclusion forward at an organisational level, five key stakeholder groups contribute to the delivery of Equality and Diversity activity:
You can find information on these groups by clicking the buttons below.
We encourage every employee to embrace our organisational values of Care and Compassion; Dignity & Respect, Openness and Transparency and Quality & Teamwork. By embracing our values, we continue Growing our Great Community, where everybody feels supported, valued and part of NHSGGC.
The Equality Act 2010 offers protection towards groups with ‘Protected Characteristics’. The Act explains the nine protected characteristics.
As part of our ongoing committment to Building a Better Workplace and Growing our Great Community, we have a range of commitments and activities currently underway as you will see described below.
More recently, we have launched the new Reasonable Adjustment Guidance to support employees with a disability, health condition or diversity in the workplace, so they can be supported to have a great experience at work.
The calendar has been developed as a resource for staff to demonstrate a visible and supportive role which is committed to respecting and celebrating diverse communities, cultures and faiths. The calendar provides details of the main religious festivals, major national and international days of celebration or memorial which reflect the diverse population of our staff and community.
We focus on the six major world faiths – Buddhism, Christianity, Hinduism, Islam, Judaism, and Sikhism. This does not mean we do not recognise that there are many more faiths equally as important. We also recognise that a large proportion of our NHSGGC community may have no religion or belief.
Did you know you can easily add key events and religious holidays from around the world to your Outlook calendar?
Here’s how:
1. Open your Outlook calendar.
2. Click on “My Calendars” on the left-hand side.
3. Select “Add Calendar” and choose “From Country.”
4. In the search bar, find the country where the event or holiday is widely observed.
5. Select the calendar you wish to add and click “OK.”
Now, you’ll see important dates automatically added to your calendar, helping you be more mindful of diverse cultures.
By embracing these small steps, we can build a more inclusive and respectful work environment for everyone.
If you would like to find out more about dates and events included within this calendar, NHSGGC libraries have a range of books containing relevant information. This resource list will be updated throughout the year.
All new team members or internal staff transfers, working in a Healthcare Support Worker (HCSW) role, are expected to meet the NHS Scotland Healthcare Support Worker Mandatory Induction Standards and HCSW Code of Conduct after 3 months in post (or part-time equivalent up to a maximum of six months).
Together, the induction standards and code of conduct focus on the promotion of patient safety and protection of the public with the aim of ensuring that all HCSWs know what is expected from them early in their employment and that they are able to deliver their role in a competent and professional manner.
The standards reflect many of the areas which a new member of staff can be expected to learn about during an induction period, which will include both corporate and on-the-job induction. They cover vital aspects in both clinical and non-clinical healthcare support worker roles, in relation to protecting the public.
They focus on the basic knowledge and skills required for a new member of staff to work safely and contribute to the delivery of high-quality patient care and services. By working through the standards, new healthcare support workers will actively engage in learning and development in key areas, for example health and safety and confidentiality, which will continue through the NHS Knowledge and Skills Framework.
The new HCSW Workbook offers you guidance on how to use your workbook and suggests examples of evidence that will show how you have met the required standards.
If this is your first post with NHSGGC, your manager will have already received an email from us explaining the induction process and they will be supporting your through all the steps of the induction process. At this stage you will have covered some of the knowledge and tasks that will help you to complete your workbook and your manager will support you through each part of the workbook until you have completed it.
If you are an existing team member and you have recently been successful in gaining another post in the NHS (e.g. promotion/ transfer), the evidence for completing the HCSW Workbook will come from your previous experience and any training that you have undertaken. There may be some questions in the HCSW Workbook that may require you to update your knowledge. You can do this by either completing the appropriate e-module/training or by visiting Step 2 of the induction portal which will contain all the necessary resources/policies which you need to be aware of. Step 2 of the portal is constantly updated to include up to date information on key changes in the organisation.
There is an electronic version of the workbook which will allow you to type directly into it and save it as an electronic file on your personal drive or you may use a paper version which can be printed out and completed on paper. Which ever format you use you will refer to the evidence you have gathered and how this support the parts of the workbook.
The completed workbook must be signed off by your designated reviewer and kept on file. The reviewer may be your line manager, KSF reviewer or another member of staff who has been delegated this task by your departmental manager. Once you have met all of the induction standards and committed to the Code of Conduct, your manager/reviewer will send email confirmation to the HCSW Project Officer. This part of your induction journey will then be complete.
Don’t forget, your workbook provides a great place to store all the activities you have undertaken in your first weeks in NHS Greater Glasgow and Clyde. You may choose to come back to your workbook at a later date when you are preparing for your first annual personal development planning and review meeting. This meeting is with your manager/ reviewer and will reflect on your first year in post, identify what you have achieved in your role so far and plan for your next year looking at your objectives and personal development plan. The workbook may help you to look back at the initial tasks and training you undertook as your started out in your new role.
As a Health Care Support Worker, you know from your HCSW Induction Standards workbook that you play a vital role in:
What you do has a big impact on the quality of healthcare for people who use our services. The NHS Scotland Health Care Support Worker Code of Conduct is necessary because the work you do as a member of the healthcare team is very important. The Code is a list of statements that set the standard for how you should work on a day-to-day basis.
The Code is here to help you, your employer and the patients and the public you work with. It is based on the basic principle of protecting the public, and mirrors what is required of all the ‘regulated’ healthcare professionals you may work alongside.
Once you have signed up to the Code your manager/reviewer will discuss this with you and check your understanding. This will form part of the completion of your workbook.
If you do not have access to a computer , a hard copy can be downloaded. Click here to access the full version of the NHS Scotland Health Care Support Worker Code of Conduct.
A range of support material is available to support managers (reviewers) through the mandatory induction standards and in understanding and committing to the Code of Conduct. These have been developed by NHS Education for Scotland in partnership with all NHS boards.
A summary of the key documents and a link are provided below:
The Framework for Learning and Review has been developed to promote a consistent approach to supporting new healthcare support workers meet the standards. This framework document alongside the new HCSW Workbook and Reviewer Guidance are the core documents which should be used by reviewers and new healthcare support workers to guide and record achievement of meeting the Induction Standards. It provides an explanation of the criteria within each standard, outlines how staff demonstrate meeting the standard, where the required knowledge may come from and an indication of the evidence required.
The Guidance for Reviewers document explains the background to the Mandatory Induction Standards and sets out the role of the reviewer in more detail. Reviewers play a vital role in making sure that new staff members know what is expected of them in the first three months of employment. Reviewers should introduce the Induction Standards as part the overall induction activity and explain how the evidence that the Standards have been met will fit into the KSF development review process.
‘Social media’ refers to websites and networks where users share photos, videos, opinions, or reviews. Blogs, YouTube, Facebook and Twitter are all examples. Social media offers opportunities for us to engage with patients and communities.
The misuse of social networks carries significant reputational, technical and legal risks. This policy is to provide clear advice and guidance to employees on the use of social media in a professional capacity.
The policy sets out a process for the limited and authorised use of social media for professional purposes. This is to allow the organisation to realise the benefits of social media whilst ensuring we assess and manage the risks.
You can obtain a word version of the associated application forms using the link below:
Corporate Use of Social Media Policy – Word version application forms
We recognise that many employees take part in social networking sites outside of work hours. In the majority of cases this is uncomplicated and trouble-free.
The intention of this policy is not to interfere with an employee’s personal life. Yet there are potential risks/nuisances associated with the use of social media. Risks which individuals may not even be aware of. Erosion of the boundary between work-life and home-life can have a negative effect on the relationship between an individual and their employer.
We need to provide our staff with clear guidelines on what is and what is not considered to be appropriate personal use of social media. This is to safeguard the reputations of individuals and the organisation.
NHSGGC recognises that many employees participate in social networking sites outside of work hours. In the majority of cases this is uncomplicated and trouble-free. The intention of this policy is not to interfere with an employee’s personal life however there are potential risks/nuisances associated with the use of social media; risks which individuals may not even be aware of.
The term ‘social media’ is used to describe on-line technologies and practices that are used to share information, knowledge and opinions. Social media services and tools can involve a combination of technology, telecommunications and some form of online social interaction and can use a variety of different formats, e.g. text, images, video and audio. It includes social networking (e.g. Facebook, MySpace, Bebo and Linkedin), blogging applications (e.g. Twitter, Blackberry Instant Messaging, Blogger and WordPress), multimedia sharing and networking applications (e.g. YouTube, Flickr and Skype), information sharing sites (e.g. Wikipedia), review and opinion sites (e.g. Google Answers and Yahoo! Answers), forums (e.g. Mumsnet, Digital Spy and iVillage), dating sites and personal web pages. This list is not exhaustive.
As a general rule, NHSGGC employees are not allowed access to social media sites such as Facebook and Twitter on the NHSGGC network unless authorised for business purposes (see Policy on Corporate Use of Social Media). Where employees bring their own personal mobile devices into the workplace, they must limit their use of these devices in relation to personal use of social media to official rest breaks, such as lunch-times.
All employees are responsible for any information they make available on-line whether this was posted during work hours, during breaks or when not at work. The Board considers employees to be responsible and accountable for information contained on their social networking page or blog.
Employees need to be aware of what is posted/uploaded to sites they control and that they would be expected to manage any inappropriate material responsibly.
Employees must not…
Any breaches of this policy may be subject to the Board’s Disciplinary Policy and other associated policies such as Dignity at Work. (In applying these policies full use will be made of the supportive improvement provisions of the Disciplinary Policy.)
That if they disclose the name of the Board as their employer, they should make it clear when publishing their opinions on-line, that these are their own personal views and that they do not represent the views of NHSGGC.
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.
NHSGGC recognises that employees who work together may be in, or form, personal or family relationships with colleagues.
This guidance has been developed to protect the integrity and welfare of employees, managers and the organisation in any such circumstances. The guidance must be applied in conjunction with appropriate professional guidelines and codes of conduct and relevant NHS Greater Glasgow and Clyde workforce policies e.g. Dignity at Work and the Staff Code of Conduct.
The policy applies to all staff employed by NHS Greater Glasgow and Clyde (NHSGGC), students attached to NHSGGC services and any contracted workers.
The staff uniform and dress policy provides health care workers and managers with information regarding the standard of dress and appearance required by NHSGGC.
The Job Share policy will be actively promoted by the Board with the aim of creating an environment that will utilise an employee’s skills, talent and experience thereby giving the opportunity to both recruit and retain a well-motivated as well as committed workforce.
Job share represents an opportunity for employees to work fewer hours while maintaining their career prospects and personal development. Job share is designed to increase the variety and seniority of work available to those not seeking full-time employment.
If you have any questions in relation to this policy please contact the HR Support and Advice Unit.
Job sharing represents an opportunity for employees to work fewer hours while maintaining their career prospects and personal development.
Job share is designed to increase the variety and seniority of work available to those not seeking full-time employment, without reducing the number of full-time jobs in the organisational structure.
The opportunity to request a job share is open to all employees, as well as to prospective employees, irrespective of the band or level of the post.
Job sharing can be introduced into a post in a number of ways:
The sharing of the duties and responsibilities of a post may take several forms. The aim in all cases is to ensure the most efficient means of operation. Division of duties may be into projects, tasks, and clients or merely time, as the case may be.
The partners should always be in a position to claim that at some time each had fulfilled the duties and responsibilities of the whole post.
Each job sharer is responsible individually for the satisfactory performance of his/her own duties.
Yes, employees returning from maternity or adoption leave particularly benefit from job sharing.
For those employees who are on maternity or adoption leave and who wish to job share the following procedure applies:
Please refer to the full Job Share Policy for details on terms and conditions and for information on working arrangements.
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.
The Equal Pay Statement was agreed in partnership, and outlines NHS Greater Glasgow and Clyde’s support for the principle of equal opportunities in employment.
NHSGGC is committed to the principles of equality of opportunity in employment and believes that staff should receive equal pay for the same or broadly similar work, or work rated as equivalent and for work of equal value,
regardless of their age, disability, ethnicity or race, gender reassignment, marital or civil partnership status, pregnancy, political beliefs, religion or belief, sex or sexual orientation.
NHSGGC recognises that in order to achieve equal pay for employees doing the same or broadly similar work, work rated as equivalent, or work of equal value, it should operate pay systems which are transparent, based on objective criteria and free from unlawful bias.
NHS Greater Glasgow and Clyde’s vision is to be a just and inclusive organisation in which everyone who receives services or works for us has the opportunity to fulfil their potential.
This cannot be achieved if there is prejudice, discrimination, alienation, or social exclusion. Services need to be accessible, appropriate and sensitive to the needs of all service users. No-one should be excluded or experience particular difficulty in accessing and effectively using our services due to their age, disability, gender reassignment, marriage/civil partnership, pregnancy/maternity, race/ethnicity, religion or belief, sex or sexual orientation.
As an Equal Opportunities employer we strive to have staff with the right skills to deliver equitable and quality services. We are committed to ensuring that our employees are not discriminated against and are appropriately supported in the workplace.
NHSGGC is committed to developing an organisational culture that promotes Equality and Diversity.
NHSGGC is committed to meeting the needs of its diverse workforce. The Gender-Based Violence Policy is aimed at ensuring staff at all levels in the organisation are safe to disclose their experiences of abuse in order to access support and increase safety for themselves and others.
Board Gender-Based Violence Policy
The Policy is supported by guidance for managers.
If you have any questions in relation to this policy please contact the HR Support and Advice Unit.
Our policy includes a guidance section that can help you to manage these difficult conversations.
Board Gender Based Violence Manager Guidance
The term ‘gender based violence’ covers a number of different types of abuse. GBV includes domestic abuse, sexual harassment and sexual assault.
Although primarily experienced by women, the policy recognises that men too can experience abuse.
An employee might speak to a colleague, their manager, one of our HR team or Occupational Health and disclose abuse. At all times, the support and advice offered will be non-judgemental and sensitive to the employee’s needs.
An employee who is experiencing abuse (e.g. psychological abuse, threats, stalking, harassment) may have an urgent need for a workplace risk assessment and safety planning to assess potential risks.
While the primary purpose of the policy is to outline the support available to employees who are experiencing abuse, the policy also provides advice and guidance on dealing with perpetrators of gender based violence.
On this page
Medical Staffing Guide to Clinical Attachments/Observership guidance and associated documentation.
Individuals who are interested in applying for a Clinical Placement within NHS Greater Glasgow and Clyde must submit a formal application via the NHS Scotland Recruitment website. Direct applications and speculative enquiries will not be accepted.
All employees are required to perform the duties of their post to an acceptable standard. The NHS Scotland Workforce Capability Policy policy is designed to deal with those cases where the employee is lacking in some area of knowledge, skill or ability resulting in them being unable to carry out the required duties to an acceptable standard. This policy enables those staff to be provided with the support, encouragement guidance and training required to improve their work performance.
Please contact the HR Support and Advice Unit if you wish clarification on the application of this policy.
The Capability Policy is designed to deal with those cases where the employee is lacking in some area of knowledge, skill or ability resulting in a failure to be able to carry out the required duties to an acceptable standard. The expectation is that where this standard is not met, this will be addressed through a supportive, two way framework where employees will be offered support, encouragement, guidance and training to improve their work performance.
The policy should not be applied in the issues of conduct and a distinction must be drawn between a genuine lack of capability and unsatisfactory performance that is attributable to a wilful refusal on the part of the employee to perform to the standards of which they are capable. This should be dealt with under the Board’s Disciplinary Procedures.
This policy should not be applied in the cases of issues of capability related to ill health impacting on attendance. However, it does apply in the case of issues of capability related to ill health where such issues impact on performance (as opposed to attendance).
All employees must be made aware of the standards of performance required and of the need to perform acceptably to such standards.
Issues of capability must be addressed at the earliest opportunity and (except in more serious cases) on an informal basis in the first instance before resorting to the formal procedures.
Issues of capability must be addressed fairly, consistently and confidentially, irrespective of the position/level within the Board of employees with whom such matters arise.
A failure to deal with such concerns may adversely affect colleagues and standards of patient care and ultimately the efficiency and quality of the service.
Issues of capability must be addressed in a supportive manner with every opportunity to improve within the current role being offered, and where such improvement is not achievable and sustainable, considering exploration of suitable alternative employment opportunities. Termination of employment on the grounds of capability must only be a last resort
A combination of more than one of the above factors.
On the basis of the issues or concerns identified, it may be necessary to put in place additional supervision in order to mitigate risk, whilst any necessary investigation is undertaken and in advance of agreeing a supported improvement plan. It may ultimately be necessary to place an employee on a short period of paid leave until such times as a supported improvement plan can be agreed and implemented.
This should be as a last alternative and for as short a period as possible, all effort being made to identify alternatives which will allow the employee to remain at work (through the use of alternative duties or additional supervision).
Prior to any consideration in terms of the Capability Policy, early intervention is encouraged when poor performance is identified, enabling a supportive approach to be taken. This can involve short informal discussions between the manager and employee to discuss shortfalls in performance as they arise, identifying solutions and support to ensure that the employee is provided with every opportunity to improve their performance.
Early intervention should ensure that every effort is made to assist the employee and encourage their improvement.
Where a potential performance/capability issue is identified, the manager should arrange to meet with the member of staff (verbally) for an informal, private one to one discussion, offering advice and guidance on expected future performance and to support the employee in achieving the required standards. The employee should be clear on the purpose of the meeting and the issues to be discussed.
Whilst there is no requirement to have a staff side representative in attendance at this informal stage, the employee should be provided with adequate notice to allow them to arrange a representative if they so wish.
The key issues to be discussed at this meeting should be:-
The discussion requires to be sensitively handled, free from interruptions in an atmosphere of trust and open discussion. Employees must be encouraged to be entirely open and honest in exploring these issues. Managers must bear in mind that the aim is to assist the employee to improve their work performance to an acceptable standard.
It is imperative that the problem(s), as perceived by the manager and employee, are fully explored and established and the issues are understood by all.
The outcome of the meeting should be confirmed by the manager in writing to the employee, normally within 5 working days, and should include the following:-
Two copies of the letter should be issued to the employee, along with an acknowledgement slip. The employee should sign and return the acknowledgement slip along with one copy of the letter, to be retained in their personal file. They should retain the other copy for their own information.
A key outcome of the informal discussion, either during the meeting or after the meeting, should be the development of an appropriate plan to support the individual in improving their performance.
The Supported Improvement Plan should contain the following:-
It may be necessary during a Supported Improvement Plan to amend the employee’s duties to enable a focus on certain duties or to ensure a greater degree of supervision. However, it should be made clear that successful completion of the Supported Improvement Plan will require the employee to reach and maintain the required standards across their full range of work duties and without the need for an increased level of supervision. Any supports identified as ‘reasonable adjustments’ under the Equalities Act should be identified as sustainable during the course of the employee’s employment as appropriate.
The Supported Improvement Plan should be signed and dated by the manager and employee to confirm their agreement. However, a failure by the employee to agree the contents of the plan does not prevent its implementation.
The mentor/manager should meet with the employee, at least on a weekly basis, during the period of supported improvement in order to discuss progress and provide any additional support. The Monitoring Framework documentation provides appropriate mechanism to facilitate this process.
These meetings, including the details discussed and any additional support provided should be clearly documented in the log within the Monitoring Framework and should be signed by both the mentor/manager and the employee.
NOTE: The template provided for the Supported Improvement Plan/Action Plan can be used at all stages of the Capability Process.
The timescales for monitoring and review would normally be agreed to take place over a four to twelve week period. The length of this will depend on a number of variable factors and these must be fully considered before determining the timescales:-
A similar process for monitoring and review can be adopted for all stages of the Capability Process.
It may also be appropriate to consider a Mid-Review meeting to take place during the Supported Improvement Plan. This will provide a defined period for the manager and employee to review and discuss progress, make any amendments to the plan, introduce additional support and potentially consider the extension of the timescales if appropriate.
The final review meeting will take place on completion of the agreed timescale and the employee should be verbally notified of the date and time of the meeting and should be clear on the matters to be discussed.
The following areas should be discussed:
Possible outcomes will include:
The outcome of the meeting should be confirmed by the manager in writing to the employee, normally within 5 working days, and should include the following details:-
Two copies of the letter should be issued to the employee, along with an acknowledgement slip. The employee should sign and return the acknowledgement slip along with one copy of the letter, to be retained in their personal file. They should retain the other copy for their own information.
Escalation to Formal Stage 1 will take place when the informal stage has not resulted in the required improvement in performance despite having being given initial, informal guidance and support. This stage may also be used in more serious circumstances when a more formal approach is required.
Matters should not be progressed to the formal stages if it is established that the employee has not had the necessary training, guidance and support required to undertake the job.
The process for undertaking Formal Stage 1 of the Capability Policy is noted below:
A meeting will be arranged with the employee and at least five working days’ notice should be provided of the meeting.
The letter inviting the employee to the meeting should include the following information:
The letter should also highlight that the NHS Greater Glasgow and Clyde Capability Policy is available on HR Connect.
Preparation is crucial to a successful capability meeting, including gathering all relevant information and documentation relating to the areas of the employee’s work performance that require improvement. It may also be helpful to consider how these areas of concern relate to the employee’s Knowledge & Skills Framework outline for the post they are undertaking and how these may be addressed.
The following areas should be discussed and agreed at the meeting:
As with the Informal Stage Meeting, the discussion requires to be sensitively handled, free from interruptions in an atmosphere of trust and open discussion. Employees must be encouraged to be entirely open and honest in exploring these issues. Managers must bear in mind that that the aim is to assist the employee to improve their work performance to an acceptable standard.
It is imperative that the problem(s), as perceived by the manager and employee, are fully explored and established and the issues are understood by all.
The outcome from this meeting should be formally recorded in a letter to the employee within 5 working days of the meeting including a copy of the agreed action plan, either signed at the meeting or to be signed.
The letter will include the following:
Two copies of the letter should be issued to the employee, along with an acknowledgement slip. The employee should sign and return the acknowledgement slip along with one copy of the letter, to be retained in their personal file. They should retain the other copy for their own information.
The timescales for the process of monitoring and review can vary from case to case, but in all formal cases it is important to arrange a mid-way formal meeting to review and assess the progress of the employee at an early stage.
The employee should be formally invited to this meeting and provided with at least 5 working days’ notice.
The letter should include the following information:
At this meeting the manager should review the employee’s performance to date and constructive feedback should be given. The employee will also be provided with the opportunity to give feedback on the benefits of any support mechanisms provided. Management and the employee should consider whether any further supports or adjustments are required to be made to the Supported Improvement Plan/Action Plan. It should be reiterated to the employee what the next steps may be if they do not meet all objectives within their agreed Supported Improvement Plan/Action Plan at the end of their review period.
The outcome from the Formal Mid-way Review Meeting should be formally recorded in a letter to the employee within 5 working days of the meeting.
A letter should be sent to the employee formally inviting them to this meeting and providing at least 5 working days’ notice.
The letter should include the following information:
At the Final Capability Formal Stage 1 Review Meeting the manager is required to identify whether the desired improvement has been achieved by the employee. The manager will review the Supported Improvement Plan/Action Plan and consider the information provided by the mentor (if one had been identified) and feedback from the employee to allow them to make this decision.
At this meeting the employee will then be advised of the following potential outcomes:
The outcome from the Final Capability Formal Stage 1 Review Meeting should be formally recorded in a letter to the employee within 5 working days of the meeting.
The letter should include the following:
Two copies of the letter should be issued to the employee, along with an acknowledgement slip. The employee should sign and return the acknowledgement slip along with one copy of the letter, to be retained in their personal file. They should retain the other copy for their own information.
Please note that if the outcome is that the necessary improvement has been achieved, then the manager should ensure that all capability documentation is removed from the employee’s file 6 months after the date of the outcome letter as long as there have been no further cause for concerns. It is best practice for the manager to inform the employee when such paperwork has been removed.
Formal Stage 2 of the capability process should be used if the desired improvement has not been achieved by the employee at Formal Stage 1. This stage can also be used where evidence exists that there is a genuine factor which renders an employee incapable of carrying out their current role, and all parties are in agreement that redeployment is the only option.
Escalation to Formal Stage 2 will take place when Formal Stage 1 has not resulted in the required improvement in performance despite having been given guidance and support. This stage may also be used in more serious circumstances when a more formal approach is required.
A meeting will be arranged with the employee and at least five working days’ notice should be provided of the meeting.
The letter inviting the employee to the meeting should include the following information:
The letter should also highlight that the NHS Greater Glasgow and Clyde Capability Policy is available on HR Connect.
Preparation is crucial to a successful capability meeting, including gathering all relevant information and documentation relating to the areas of the employee’s work performance that require improvement. It may also be helpful to consider how these areas of concern relate to the employee’s Knowledge & Skills Framework outline for the post they are undertaking and how these may be addressed.
The meeting should be chaired by the identified manager and the following areas should be covered at the meeting:
The discussion requires to be sensitively handled, free from interruptions in an atmosphere of trust and open discussion. Employees must be encouraged to be entirely open and honest in exploring these issues. Managers must bear in mind that that the aim is to assist the employee to improve their work performance to an acceptable standard.
It is imperative that the problem(s), as perceived by the manager and employee, are fully explored and established and the issues are understood by all.
The outcome from this meeting should be formally recorded in a letter to the employee within 5 working days of the meeting including a copy of the agreed action plan, either signed at the meeting or to be signed.
The letter will include the following:
Two copies of the letter should be issued to the employee, along with an acknowledgement slip. The employee should sign and return the acknowledgement slip along with one copy of the letter, to be retained in their personal file. They should retain the other copy for their own information.
The timescales for the process of monitoring and review can vary from case to case, but in all formal cases it is important to arrange a mid-way formal meeting to review and assess the progress of the employee at an early stage.
The employee should be formally invited to this meeting and provided with at least 5 working days’ notice.
The letter should include the following information:
At this meeting the manager should review the employee’s performance to date and constructive feedback should be given. The employee will also be provided with the opportunity to give feedback on the benefits of any support mechanisms provided. Management and the employee should consider whether any further supports or adjustments are required to be made to the Supported Improvement Plan/Action Plan. It should be reiterated to the employee what the next steps may be if they do not meet all objectives within their agreed Supported Improvement Plan/Action Plan at the end of their review period.
The outcome from the Formal Mid-way Review Meeting should be formally recorded in a letter to the employee within 5 working days of the meeting.
A letter should be sent out to the employee inviting them into the above meeting. The employee should be given at least 5 working days’ notice.
The invite letter should include the following information:
At this meeting the manager is required to identify whether the desired improvement has been achieved by the employee. The manager will review the Supported Improvement Plan/Action Plan and consider the information provided by the mentor (if one had been identified) and feedback from the employee to allow them to make this decision.
The employee will then be advised of the following potential outcomes:
The outcome from the Final Capability Formal Stage 2 Review Meeting should be formally recorded in a letter to the employee within 5 working days of the meeting.
The letter should include the following:
Two copies of the letter should be issued to the employee, along with an acknowledgement slip. The employee should sign and return the acknowledgement slip along with one copy of the letter, to be retained in their personal file. They should retain the other copy for their own information.
Please note that if the outcome is that the necessary improvement has been achieved, then the manager should ensure that all capability documentation is removed from the employee’s file 6 months after the date of the outcome letter as long as there have been no further cause for concerns. It is best practice for the manager to inform the employee when such paperwork has been removed.
A management statement of case should be prepared, summarising the full details of the employee’s progress through the informal and formal Capability process. This should include:-
At any point during the process where an employee discloses a health issue that may impact on their performance, the employee must be referred to the Occupational Health Department. Managers are advised to suspend the process whilst waiting for a response from Occupational Health, which should assist in determining the most appropriate way to move forward.
It would also be normal practice for any employee commencing long term sickness during the capability process to be referred to Occupational Health. The Capability Process is likely to be adjourned during the absence and recommence when the employee resumes to their normal contractual hours.
The Capability Process should be a supportive two way process, aimed at supporting the employee to develop and improve to attain the required standards of performance.
However, if the employee is repeatedly unable or unwilling to attend meetings then due consideration of all of the facts in relation to this matter should be considered. These should include:-
– Normal processes for failing to attend meetings.
– The seriousness of the issue being considered.
– The employee’s general work record, work experience, position and length of service.
– Medical opinion on whether the employee is fit to attend.
On the basis of these considerations, it should be determined whether it is reasonable to proceed in the employee’s absence based on the information available.
Continued failure by the employee to accept the issues raised and to fully engage in the Capability process may also result in the matter being considered as a Conduct issue and progressed through the Disciplinary Policy and Procedure.
It can be beneficial to nominate a mentor to assist and support the employee throughout the Supported Improvement Plan. It would be expected that the mentor will be a member of staff with significant experience and understanding of the areas of improvement identified in the Supported Improvement Plan.
The mentor should meet with the employee on a regular basis throughout the Supported Improvement Plan, at least on a weekly basis, during the period of supported improvement in order to discuss progress and provide any additional support.
These meetings should be open and honest discussions reviewing the employee’s progress and should be clearly documented in the log within the Supported Improvement Plan, including details of the employee’s progress, areas which continue to require improvement and any additional support or assistance offered.
These logs should be signed by both the mentor and the employee after each meeting.
It is imperative that all discussions in relation to performance issues are clearly documented, including initial discussions during the process of Supported Improvement, highlighting the areas of improvement and the support and assistance offered.
Clear and concise documentation is also an integral part of the informal and formal process and use of the standard documentation within this guidance should assist in ensuring that appropriate documentation is utilised.
A suite of templates letter have been developed to support the effective application of the Employment Capability Policy. These have been drafted to cover a range of scenarios. If managers are in any doubt in which template(s) to use please contact Human Resources – HR Connect>HRSAU.
The Employment of Statutory Registered Professionals Policy applies to all individuals who are employed within NHS Greater Glasgow and Clyde. It is a condition of employment with the Board that individuals must be registered with the relevant regulator in order to practice in a specific profession.
The purpose of the policy is to protect the public who come into contact with the Board by ensuring that all staff in statutory registered professions employed by NHS Greater Glasgow and Clyde fulfil the appropriate registration requirements to practice.
The policy provides a framework applicable across NHS Greater Glasgow and Clyde which ensures that all staff in statutory registered professions are currently registered with the relevant regulator.
The purpose of this document is to provide a framework across NHS Greater Glasgow and Clyde which ensures that all staff in statutory registered professions are currently registered with the relevant regulator.