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Clinical Attachment

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.

Guidance

Clinical placement offer form

Capability

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.

Capability Guidance

General Information

Introduction

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).

General Principals

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

Identifying a Performance Issue

The key questions to determine whether there is a capability issue are:

  • What are the indications that the employee is not meeting the requirements of the job?
  • Are there factual grounds to indicate inadequate performance, such as not meeting objectives or failure to deliver the requirements of the job?

Some of the common indicators may include:-

  • Complaints about, or criticism of, the employee’s work from colleagues, patients or visitors.
  • There may be factual grounds to indicate unsatisfactory performances such as poor results.
  • The manager’s own observations of the employee’s performance may give rise to concerns.
  • The employee requesting help to overcome a problem.

 The main factors that can affect performance include:- 

  • Lack of awareness/understanding of the standards or performance required.
  • ill health
  • Difficulties in personal circumstances
  • Organisational Change
  • Bullying or harassment
  • Inappropriate or ineffective recruitment and selection processes

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).

Informal Guidance

Information Discussion

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.

Informal Meeting

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 standards of performance expected in the role.
  • The particular performance concerns and whether the employee acknowledges and understands that there is a problem. 
  • Possible contributing factors as detailed in Section 3.
  • Possible solutions or a range of solutions
  • Agree a supported improvement plan with specified time limits.

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.

Outcome of Informal Meeting

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 of the issues discussed
  • The agreements reached
  • A copy of the supported improvement plan (if completed)
  • The timescales during which satisfactory improvement is expected to be reached and maintained.
  • The employee should also be advised of the possibility of progression to the formal stages of the policy should there be an inadequate improvement within the agreed timescales.
  • A copy of NHS Greater Glasgow and Clyde’s Capability Policy

 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.

Supported Improvement Plan / Action Plan

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:-

  • The nature and extent of the unsatisfactory performance.
  • The standards of performance required.
  • How reaching and maintaining such standards is expected to be evidenced.
  • Support mechanisms which have been put in place (whether solely for the supported improvement process or as permanent arrangements).
  • Who will be mentoring/supporting the employee?
  • The timescales during which satisfactory improvement is expected to be reached and maintained.

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.

Monitoring and Review

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:-

  • The nature of the performance issue.
  • How long it will take to complete the Supported Improvement Plan.
  • The availability of the Mentor.
  • Any planned periods of annual leave

A similar process for monitoring and review can be adopted for all stages of the Capability Process.

Informal Stage – Interim Review Meeting

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.

Final Informal Review Meeting

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:

  • The objective review of the employee’s progress against the Supported Improvement Plan.
  • Feedback from the employee in terms of their progress and also examples/evidence of those improvements.
  • Discussion and a decision on the next step to be taken.

Possible outcomes will include:

  • The employee has improved their performance and no further action requires to be taken.  Normal supervision and performance management processes will continue.
  • The employee has improved to an extent and the Supported Improvement Plan should be extended to provide the opportunity for further improvement. The amended timescales should be highlighted to the employee, along with the outstanding objectives to be addressed.
  • The employee has been unable to improve their performance in line with the required standard and should progress to the formal stage of the capability process.

Outcome of Final Review Meeting

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:-

  • Details of the issues discussed
  • The employee’s position in terms of completion of the Supported Improvement Plan.
  • The employee should also be advised clearly of the decision taken at the meeting as detailed above.

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.

Formal Stage 1

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:

Arrange Formal Capability Meeting – Stage 1

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 date, time and location of meeting
  • The stage of the Capability Policy being used
  • Clear details of performance concerns
  • All necessary supporting documentation (including details of any informal approach already undertaken)
  • Who will be attending the meeting
  • The employee’s right to be represented
  • An indication of the possible outcomes of the meeting.

The letter should also highlight that the NHS Greater Glasgow and Clyde Capability Policy is available on HR Connect.

Preparation for Formal Capability Meeting – Stage 1

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.

Format of Capability Stage 1 Meeting

The following areas should be discussed and agreed at the meeting:

  • The employee should be told clearly and precisely the areas identified in which there are concerns over their performance and the improvement in work standard which is required.
  • The employee should be given an opportunity to respond to the points made and to explain any difficulties which may be impacting on their performance.
  • There should be a discussion about the ways and means by which the desired improvement may be achieved.
  • A Supported Improvement Plan (detailed at Section 4.3) should be agreed that details the improvement required, what support mechanisms will be introduced to aid this process and realistic timescales should be set.
  • Consideration should also be given as to whether mentoring, training or coaching would be appropriate and included as part of the Supported Improvement Plan.
  • Discuss whether there are any underlying health issues or personal problems that may have affected performance.
  • The date when the employee’s performance will be reviewed again (a formal review meeting should take place mid-way and at the end of the agreed timescale set).
  • Possible outcomes if the required improvement is not achieved within the agreed timescales.

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.

Outcome from Capability Formal Stage 1 Meeting

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:

  • Clear details of the performance concerns
  • The improvement(s) required
  • An agreed Supported Improvement Plan to achieve improvement
  • Details of how the plan is going to be monitored, providing dates for review meetings if agreed
  • Confirmation of the timescales
  • Potential outcomes including escalation to Stage 2 of the process.

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.

Monitoring and Reviewing – Formal Stage 1

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.

Formal Stage – Mid-Way Formal Review Meeting

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:

  1. The date, time and location of meeting
  2. Who will be in attendance (the manager may wish to consider asking the mentor to be in attendance if one was identified)
  3. The right to be represented at the meeting
  4. Confirmation that the purpose of the meeting is to review the current Supported Improvement Plan/Action Plan in place and whether any adjustments are required at this point in time

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.

Final Formal Review Meeting – Stage 1

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:

  • The date, time and location of meeting
  • Who will be in attendance (the manager may wish to consider asking the mentor to be in attendance if one was identified)
  • The right to be represented at the meeting
  • Confirmation that the purpose of the meeting is to review the current Supported Improvement Plan/Action Plan.

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 employee has improved their performance and no further action requires to be taken.  Normal supervision and performance management processes will continue.
  • The employee has improved to an extent and the Supported Improvement Plan should be extended to provide the opportunity for further improvement.  The amended timescales should be highlighted to the employee, along with the outstanding objectives to be addressed.
  • The employee has been unable to improve their performance in line with the required standard and should progress to Formal Stage 2 of the capability process.

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:

  • Details of the issues discussed
  • Confirmation of the employee’s position in terms of completion of the Supported Improvement Plan.
  • Details of the outcome – performance has improved, performance has improved to an extent or performance has not improved to the extent required, therefore referred to Stage 2.

 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.

Formal Stage 2

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. 

Arrange Formal Capability Meeting – Stage 2

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 date, time and location of meeting
  • The stage of the Capability Policy being used
  • Clear details of performance concerns
  • All necessary supporting documentation (including details of the full capability process to date)
  • Who will be attending the meeting
  • The employee’s right to be represented
  • An indication of the possible outcomes of the meeting.

The letter should also highlight that the NHS Greater Glasgow and Clyde Capability Policy is available on HR Connect.

Preparation for Formal Capability Meeting – Stage 2

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.

Format of Capability Meeting – Stage 2

The meeting should be chaired by the identified manager and the following areas should be covered at the meeting:

  • The employee should be told clearly and precisely the areas identified in which their performance is still unsatisfactory and the improvement in work standard required
  • Previously identified support measures from Stage 1 should be reviewed and a discussion should take place as to whether they should continue or if any additional measures should be added to the Supported Improvement Plan.
  • The employee should be given an opportunity to respond to the points made and provide any other relevant information.
  • The Supported Improvement Plan should be reviewed and agreed with clear details of the improvement required, what support mechanisms will be introduced to aid this process, and realistic timescales should be set
  • Consideration should also be given as to whether additional mentoring, training or coaching would be appropriate and included as part of the Supported Improvement Plan.
  • Discuss whether there are any underlying health issues or personal problems that may have affected performance
  • The date when the employee’s performance will be reviewed again (a formal review meeting should take place mid-way and at the end of the agreed timescale set)
  • Advise the employee of likely outcomes if they fail to improve to the required standard, including the possibility of disciplinary action and potentially dismissal.

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.

Outcome from Capability Formal Meeting – Stage 2

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:

  • Clear details of the performance concerns
  • The improvement(s) required
  • An agreed Supported Improvement Plan to achieve improvement
  • Details of how the plan is going to be monitored, providing dates for review meetings if agreed
  • Confirmation of the timescales
  • Potential outcome of failing to reach and maintain the required standards, including the potential for referral for consideration under the Board’s Disciplinary Policy.

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.

Monitoring and Reviewing – Formal Stage 2

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.

Formal Stage – Mid-Way Formal Review Meeting

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:

  • The date, time and location of meeting
  • Who will be in attendance (the manager may wish to consider asking the mentor to be in attendance if one was identified)
  • The right to be represented at the meeting
  • Confirmation that the purpose of the meeting is to review the current Supported Improvement Plan/Action Plan in place and whether any adjustments are required at this point in time

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.

Final Formal Review Meeting – Stage 2  

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:

  • The date, time and location of meeting
  • Who will be in attendance (the manager may wish to consider asking the mentor to be in attendance if one was identified)
  • The right to be represented at the meeting
  • Confirmation that the purpose of the meeting is to review the current Supported Improvement Plan/Action Plan in place and confirm whether the desired improvement has been achieved or whether further action is required under NHS Greater Glasgow and Clyde’s Disciplinary Policy

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 employee has improved their performance and no further action requires to be taken.  Normal supervision and performance management processes will continue.
  • The employee has improved to an extent and the Supported Improvement Plan should be extended to provide the opportunity for further improvement.  The amended timescales should be highlighted to the employee, along with the outstanding objectives to be addressed.
  • That the necessary improvement has not been achieved therefore the employee will be advised that further action will be required under NHS Greater Glasgow and Clyde Disciplinary Policy and Procedure

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:

  • Details of the issues discussed
  • Confirmation of the employee’s position in terms of completion of the supported improvement plan.
  • Details of the outcome – either performance has improved or performance has not improved so further action is required under the NHS Greater Glasgow and Clyde Disciplinary Policy.

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.

Other Helpful Information

Referral to be Considered under the disciplinary policy and procedure

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:-

  • Background of employment history
  • Initial discussions and concerns
  • Details of the informal process, including support, training, guidance offered and the Supported Improvement Plan agreed.
  • Details of the Stage 1 process, including support, training, guidance offered and the Supported Improvement Plan agreed.
  • Details of the Stage 2 process, including support, training, guidance offered and the Supported Improvement Plan agreed.
  • Any alternative considerations including redeployment to a lower graded post.

Occupational Health

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.

Non-Engagement In the Process

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.

The Use of a Mentor

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.

Documentation & Record Keeping

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.

QuickView

Guidance QuickView

Capability Tools & Templates

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.

Forms

Employment of Statutory Registered Professionals

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.

Top Tips on using the Statutory Registered Professionals Policy…

  1. Newly qualified persons awaiting registration may be initially employed in an appropriate non-registered post, and paid accordingly, until proof of registration is submitted and confirmed.
  2. Managers are responsible for verifying registrations for new staff and for maintaining an accurate record of current registration expiry dates for all their statutory registered employees.
  3. Managers are responsible for advising all their employees, in writing, that their registration is due to expire within the period under review. This applies to employees at work or absent on leave.
  4. It is the employee’s responsibility to maintain registration. Staff that allow their registration to lapse will not be permitted to continue to practice.

Policy

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.

On this page

Partnership Agreement

The Partnership Agreement has been developed jointly by the Board and the Trades Unions and Professional Organisations representing staff.  The Agreement is designed to ensure staff are effectively involved in influencing the shape and implementation of decisions that affect their work, and offer managers the means through which staff views can be considered before taking the decisions for which they are responsible.

 It is recognised that staff, through their recognised trade unions and professional organisations and management are major stakeholders within NHS Greater Glasgow and Clyde and it is therefore in the interests of all stakeholders that these groups work closely together in a partnership process.

 The purpose of this agreement is to provide a framework for partnership working between the Board, trade unions and professional organisations recognised within the NHS at a United Kingdom level, that will secure the best possible measure of cooperation and agreement on matters of mutual concern and which will promote the best interests of the Board and its employees.

The partnership agreement details values, roles and responsibilities and key forums including the Area Partnership Forum, local partnership forums and health and safety forum.

Policy

Facilities Agreement

NHSGGC recognises the mutual benefit to the Board and its employees, of staff representation by recognised Trade Unions/Professional Organisations at individual, departmental, directorate and divisional and corporate levels.

 The Facilities Agreement Policy ensures that recognised trade union representatives of the Board are not unreasonably refused paid time off to carry out duties which are concerned with other functions related or connected with:

  • Terms and conditions of employment, or the physical conditions in which workers are required to work;
  • Engagement or non-engagement, or termination or suspension of employment or the duties of employment, of one or more workers;
  • Allocation of work or the duties of employment as between workers or groups of workers;
  • Matters of discipline;
  • Trade union membership or non-membership;
  • Facilities for officials of Trade Unions;
  • Machinery for negotiation or consultation or partnership working and other procedures.

 The Facilities Agreement Policy sets out guidance on how recognised Trade Unions/Professional Organisations establish with the Board the number of representatives they have within the Board. The Policy also sets out the process for accredited Trade Union Representatives to apply for paid time off to attend any of the duties noted above.

Top Tips on using the Facilities Agreement Policy….

  1. Recognised Trade Union/Professional Organisations must establish with the Board the number of its representatives in each department/occupational group and the location and members for which each representative will be responsible.
  2. The appropriate Head of HR/ Head of People and Change should be notified within 4 weeks in writing when trade union/professional organisation representatives are appointed, resign or leave the employment of the board.
  3. Trade union/professional organisation representatives and officials granted time off will suffer no detriment and will be entitled to protection on the basis as outlined in the Board’s Managing Workforce Change Policy. Likewise they will be entitled to training to continue their professional development and maintain their registration.
  4. Requests for time off for trade union duties or activities should be made to the Departmental Manager or a recognised deputy or senior manager in the department using a Facilities Request Form (see appendix 2 of the policy).
  5. In the event that management are unable to authorise the leave, reasons will be recorded on the Facilities Time Request Form.

Agreement

Forms

This form should be used, in line with the Facilities Agreement, for the request of facilities time by a staff representative who does not have agreed secured time or where a request is for time that is additional to the secured time of a staff representative

On this page

Fair Warning

Information about FairWarning is available on StaffNet at:

http://www.staffnet.ggc.scot.nhs.uk/Corporate%20Services/eHealth/InfoGovIndex/Pages/FairWarning.aspx 

Staff Privacy Notice

As part of our requirements under Data Protection legislation, we have published a Staff Privacy Notice.  By issuing this privacy notice, we demonstrate our commitment to openness and accountability.

The Privacy Notice lets you know what information the Board collects about you, how it is used, including who we may share it with.

We recognise the need to treat staff’s personal and sensitive data in a fair and lawful manner.  No personal information held by us will be processed unless the requirements for fair and lawful processing can be met.

We have produced a summary of the staff privacy notice, together with a more detailed notice.  Both documents can be accessed below.

If you have any questions about this please email us at: Data.protection@ggc.scot.nhs.uk

Working in a virtual environment, such as MS Teams, presents challenges and opportunities. If you are thinking about using a virtual environment for education and training (along with other methods) then these resources will help:

Where do I start with MS Teams?

There is no substitute to hands-on experience, so do your best to get familiar and confident with using MS Teams. Initially this will be in virtual meetings and individual chats. You will probably start to share documents on screen and share files, create teams and channels. 

  1. Your first resource is the ‘Help’ feature built in to MS Teams. It provides a range of short videos demonstrating the main features of the platform. This Microsoft support site also provides a wide range of videos detailing various Teams functions.
  2. NHSGGC e-Health run regular virtual training sessions.
  3. This ‘Getting started with Teams’ guide produced by NES introduces MS Teams in the context of Office 365 and signposts a range of very useful hints and tips around the general use of the platform.
  4. NES has also provided these guides and resources, focusing on the use of MS Teams for training purposes, which includes an introduction to MS Teams, a guide to transferring face to face training online as well as dates of facilitation training sessions.
Guidance on facilitating virtual events

The following resources provide valuable guidance, hints and tips on running virtual events:

  1. Online Engagement: A guide to creating and running virtual meetings and events (published by the National Co-ordinating Centre for Public Engagement) offers succinct yet rich guidance.
  2. Guidance for delivering Virtual Events; detailed guide produced by Microsoft.
  3. Facilitating Virtually by Ken Blanchard provides a detailed and extensive guide to delivering a virtual session.

Guidance and instruction

In addition to the MS Teams introduction and the basic principles set out above the following provides detailed guidance and instruction on how to use some of the key functions of MS Teams. The key is preparation, practice and knowing what you want to do and why. Provide clear instructions to delegates and take time to practice so that you are comfortable with the process.

Please note:

  • MS Teams is updated regularly by Microsoft. This means that some functions may change over time.
  • Slightly different versions of MS Teams have been made available so people may not have straightforward access to some of the features outlined below.
Arranging a Session
  • The development of comprehensive joining instructions is essential to ensure meeting material is provided in good time and to encourage delegates to check that they will be able to access the platform. This should include information about recording of the session (if required).
  • This series of short instructional videos takes you through the basics of using teams including, an introduction to teams and channels, setting up a session (using a channel), working with files, starting chats and calls, managing meetings.
Etiquette and Housekeeping
  • Encourage delegates to call in at least five minutes before the session. You should be there at least 15 minutes before to check everything is in place and to welcome the delegates. If it is a large scale event, and you cannot personally welcome everyone, then sharing a welcome slide with some course information can reassure delegates that they have called in to the correct session.
  • This sample housekeeping document can be used (and amended) to reflect session-specific requirements and includes guidance on the using mute, hand raising and chat functions.
Sharing Your Screen
Using Polls and Questionnaires

Here is how to conduct a quick poll, useful for single questions and can be repeated during a session.

Using the Breakout Rooms in MS Teams

A breakout rooms feature has recently been added to MS Teams.

This is a live recording of an actual breakout room training session (around 55 mins). This means that you will experience the session just as the original delegates did and it contains a lot of valuable information. There is a section of silence (between 17 and 23 mins approx) as all the teams are in there breakout rooms. When the audio is picked up again further guidance and hints and tips are detailed.

Please note that this video will not play in Internet Explorer.

These shorter videos cover the same material but they merely introduce the feature and offer brief demonstrations. 

We strongly advise that before using breakout rooms you should test and rehearse your session so that you are comfortable using the feature. This will also ensure you have a clear purpose for using breakout rooms in your session.

Information Governance

MS Teams is now widely in use across the Board for meetings and communication between services and other users. It is important that all staff adhere to Information Governance and Data Protection obligations when using Teams.

Short information Governance guide to using Teams

If you have any Information Governance enquiries relating to Teams or any other data protection matters please email: data.protection@ggc.scot.nhs.uk.

Recording Attendance

You can download a list of attendees, during and also after the session.

Web-based resources play a vital part in supporting learning and development. Key features include:

  • Provision of up-to-date information, although this has to be monitored and maintained
  • Tailored information e.g. specific staff groups, particular purpose, at set times
  • Variety of mechanisms e.g. video, audio, written, pictures, diagrams
  • Scope for some interactivity such as questionnaires and feedback but this is not usually ‘live’
  • Ability to access content on people’s own devices – particularly useful with increasing smartphone app development.

Further Information

Examples

The following examples demonstrate a variety of ways in which resources can be presented on-line.

Create your own

This essential NHSGGC Training and Guide offers, how you can get started with creating your own web pages or YouTube videos.

 You can also contact the Learning and Education Service for initial advice and guidance.

Remember, if you are thinking about creating resources, you will need to consider:

  • What is their purpose?
  • How will they fit with other interventions?
Existing Resources

A huge amount of really valuable material already exists and it is always worth doing a little research before thinking about developing new resources. Here are a few that you should know about:

The Learning and e-Support team supports, develops and delivers relevant on line and computer based learning opportunities for all staff employed in NHS Greater Glasgow and Clyde.

Our purpose is to widen access to learning content for staff either through signposting staff to current on line content on our digital learning management system, LearnPro, or by working with internal subject matter experts to create customised courses which will support work based learning.

Online learning topic areas include Statutory and Mandatory courses, Personal and Management Development courses and courses which provide support for the Core KSF Dimensions, Induction and ECDL training and testing. 

Contact Information
  • Please use the HR Self-Service Portal for your request and ensure that you add the link to your Favourites for easy access.
  • Telephone: 0141 278 2700 Option 3
Forgotten passwords and log in details reset

If someone has forgotten their password for TURAS Appraisal or Learn Pro and need it reset, then they can do this quickly and easily themselves, without any need to contact the L&E support team, simply follow the steps below:  

Learnpro

  1. Click on the Forgotten password link

2- A box will appear below the forgotton password link for an email address to be added and send button clicked

3- A reset link will be emailed to email added above for the password to be reset

TURAS Appraisal

  1. Click on the ‘Forgot your password?’ link.

2- Add email address and click ‘Send verification code’

3- A code will then be emailed to the address you gave.   Please leave the TURAS page opened until the code arrives, then copy and past it into the ‘Verification code’ section and click ‘Verify code’ and then ‘Continue’.

4- This then allows the password to be reset

Another route which includes work experience are programmes that will support the development of pathways into employment for 16-24 year old. These programmes are in partnership with NHSGGC services and external stakeholders, with provision for under represented groups with specific barriers to employment.

The format of these programmes are a combination of classroom based sessions and work placements which together with tutor support aim to provide young people with the confidence and basic skills and knowledge to make successful applications for entry level posts in NHSGGC.

Access to Initiatives

Entry to these programmes are made through partner agencies and not directly through NHSGGC.

Further information regarding the next scheduled session will appear on this webpage.

NHSGGC recognises that there is a lack of awareness of the range of jobs and careers available within the organisation, and of the pathways into these. 

Up to date, accurate careers information is essential in supporting young people to make informed choices about what kind of career path is best suited to them, which college and university programmes will support their transition into employment and to highlight other pathways into successful NHS careers.

The Employability Service works with a range of partners to highlight the opportunities available. This includes schools, colleges, universities, training providers, community organisations, Jobcentre Plus and many more.

Current activity in this area

  • Programme of schools engagement
  • Attendance at careers event
  • Provision of on line resources via NHSGGC website and linking with key partner agencies
  • Ongoing management and development of the schools work experience programme.

 You can also find information on the wide range of NHS Careers at the NHS Scotland Careers Website

Visit NHS Careers


Induction is the process we use to welcome all new colleagues to NHS Greater Glasgow and Clyde. It can also be used when our team members transfer to a different role within our organisation or return after an extended period of absence such as maternity leave or secondment. An effective induction process should provide a variety of benefits and support our aim of delivering high quality patient care and the efficient delivery of services.  

We are encouraging new employees to complete core statutory and mandatory training prior to commencement. Managers have a vital role in supporting compliance by completing this LearnPro Account Creation Form at the same time as you submit the proforma template issued by recruitment, which triggers the offer letter. 

Duration of induction process

An induction process that supports colleagues must be completed by 3 months after the start date of a new role or up to a maximum of 6 months, if working part time.

NHSGGC Induction Model

NHS Greater Glasgow and Clyde has developed a six step model to support the induction process. Each step is outlined in the boxes below and provides information and resources to plan progression through a positive induction journey. 

The NHSGGC Induction Checklist can be used electronically or in a paper format and will support the conversation between you and your new start as you work together to plan their personal induction journey.

All steps, with the exception of Step 4, apply to all new staff regardless of their role in our organisation.

If your new team member requires literacy/numeracy support to complete their induction programme, please click here to access additional support.

As a manager it is your responsibility to sign off on your new start’s induction. If you require an extension to the induction period, please contact the team on induction@ggc.scot.nhs.uk.

Manager support

As an additional support to the resources outlined within the Induction Portal, a tutor led course is offered to managers and supervisors who are responsible for leading induction locally and supporting new colleagues, particularly those colleagues in a HCSW role. Details are noted here – Induction Training.

Dealing with press enquiries

The Corporate Communications team have developed a microsite giving advice and guidance to managers regarding media enquiries.  

Induction steps

Step 1 – Organisational welcome

Welcome to NHS Greater Glasgow and Clyde. It is key that we are all committed to the core NHS values of: Care and Compassion – Dignity and Respect – Openness, Honesty, Responsibility, Quality and Teamwork – and we use these values to guide us in all that we do.

NHS Greater Glasgow and Clyde is a great organisation with a huge pool of terrific talent. We are committed to equality and diversity – to a zero tolerance toward racism, sexism and homophobia.

We have access to some of the finest facilities and resources in the country but it is the values and attitudes we demonstrate as individuals that make the biggest difference to patients and their families.

These key messages are important for new colleagues joining our organisation – but I also believe it is important that we all remind ourselves of the opportunities we have to impact very positively on the lives of thousands of patients and their families no matter what job we do as part of NHSGGC.

Click here to watch our organisational welcome video and join me as I show you our achievements and how you can support us in taking forward patient care.

Jane Grant, Chief Executive, NHS Greater Glasgow and Clyde

Our organisational purpose (Mission Statement)

To deliver effective and high quality health services, to act to improve the health of our population and to do everything we can to address the wider social detriments of health which cause health inequalities. 

Below are some of the frequently asked “big facts” about NHSGGC

  • We are the largest Health Board in the UK covering a geographical area stretching from East Dunbartonshire to Inverclyde
  • We deliver services in 25 hospitals, 10 specialist units, 60 health centres and clinics 
  • We cover a core population of approx 1.2million and provide specialist services to more than half the country’s population
  • We have a total annual budget of £2.6 billion
  • We employ 44,000 staff
  • We are investing more than £1billion to build four new hospitals.

This induction portal is an essential part of your journey as a new colleague, ensuring that you are well informed and provided with the necessary information you need to carry out your role within NHSGGC.

As you progress through the portal, you will be guided through your induction journey by your line manager.

Step 2 – Departmental orientation

Joining a new organisation, or department, can raise a lot of questions for you. Some questions will relate to the domestic arrangements of your role and others will link to the policies and procedures that you will be expected to follow in your new role. This section provides support to work through the range of information that you will be presented with in your initial weeks with us. 

The NHSGGC Induction Checklist  can be used electronically or in a paper format and will support the conversation between you and your manager as you work together to plan your personal induction journey.

Employee Voice –  Speak Up!

We support our staff to speak up and feel that their voice can be heard. There are a number of ways any staff member can do this including through your line manager, human resources or through Confidential Contacts. You can find a list of all the different Speak Up services and support on our Intranet.

In particular, if you identify any issues that relate to patient safety, you can raise this with your line manager. If you would rather do this confidentially, you can use our Whistleblowing service. If you raise an issue via Whistleblowing, this will be kept entirely confidential. You can access advice on Whistleblowing via our Confidential Contacts who offer a safe space for colleagues to discuss their concerns confidentially and be signposted to the appropriate next steps for help if required.  The new National Whistleblowing Standards for the NHS in Scotland came into force in 2021 and apply to anyone working to deliver NHS services. It’s important that you know what options you have to raise a concern in confidence and in a protected way.

We work in partnership with a number of Trade Unions and professional organisations who represent employees and will support you if you want to raise issues or make a formal complaint. You can find a list of those organisations on our intranet. You can also join one of our staff led equalities groups, who advocate on behalf of staff with disabilities, BME staff and LGBTQ+ Staff. You can find contact details and more information about them on HR Connect.

Supplementary information to guide your discussion together can be found below and your manager will guide you to the appropriate information for your role.

The Staff Health Strategy Mental Health and Wellbeing Group are very keen to highlight and support the messages contained in this ‘Going Home Checklist’.

At this difficult time when we are so focussed on the wellbeing of our patients, it is also important to support and look after each other. 

Please take a moment or two to consider these messages and pass this on to all colleagues.

Step 3 – Statutory and Mandatory training

At this step of the Induction process, your manager will direct you to the Statutory and Mandatory training modules that all colleagues in NHSGGC must complete. 

These modules are:

  • GGC001  Fire Safety                              
  • GGC002  Health and Safety, An Introduction        
  • GGC003  Reducing Risks of Violence & Aggression                        
  • GGC004  Equality and Human Rights
  • GGC005  Manual Handling Theory
  • GGC006  Public Protection – (Adult Support & Protection and Child Protection)
  • GGC007  Standard Infection Control Precautions
  • GGC008  Security and Threat
  • GGC009  Safe Information Handling (Information Governance).

Review period 

All staff must successfully complete the modules noted above every 3 years, with the exception of Fire Safety. All staff are now required to complete the General Awareness Fire Safety Training module annually. In addition to this, all Ward based staff must complete face to face evacuation training annually. 

You will find the full supporting information on Statutory and Mandatory training at the following link which may be helpful to discuss with your line manager: All NHSGGC Staff.

Access to Learning

Our Statutory and Mandatory training modules for new and existing NHSGGC staff are available on our online learning platform, Learnpro. This can be accessed via LearnPro.

As a new member of staff you should have received a LearnPro log-in request prior to commencement (via the email address you provided to Recruitment Services). This will have allowed you to complete core statutory and mandatory training prior to commencement. 

You may need to periodically update your account and to help with this you can read our guide on how to maintain and update your LearnPro account. 

Role Specific Training

In addition to the training identified above that is for all NHSGGC staff, you may also be required to complete additional mandatory training for your role. This could be training agreed locally in your area and may be a blend of online and classroom training. Your manager or supervisor may discuss this with you at Step 6, if this is relevant to your role.

If you are a new people manager, supervisor or team leader, please discuss your people management responsibilities with your manager and ask for help and support. Also, you have to complete the New People Managers and Supervisors Induction Pathway within Step 6 – Professional and Role Specific Induction.

Support 

If you have any difficulty in accessing our online learning modules please contact colleagues at LE Support or by calling 0141 278 2700, option 3.

Step 4 – Health Care Support Worker induction standards and code of conduct

Are you a Health Care Support Worker (HCSW)?

Statutory regulation means professional registration with one of the recognised regulatory bodies within the National Health Service. These are:

  • General Medical Council
  • Nursing and Midwifery Council
  • Health and Care Professions Council
  • General Dental Council
  • General Pharmaceutical Council,
  • General Optical Council,
  • General Osteopathic Council.

If you do belong to one of the above professional regulatory bodies, you are not defined as as a HCSW and you can now progress to Step 5 in your induction journey. 

You do not need to take any action outlined in this section. This is because you will have already agreed to a Code of Conduct set out by the regulatory body you belong to and this will govern the behaviours that the regulatory body expects you to display within your role. You may also have to participate in regular CPD and/ or revalidation activity which will ask you to produce evidence against competencies set by the regulatory body.

Is there anyone else excluded from the HCSW process?

In addition to registered healthcare professionals, the HCSW Workbook and Code of Conduct do not apply to unpaid volunteers, staff working under certain specific contractual arrangements or to staff who have a pay banding 8B or above. However these colleagues will still have to complete an induction journey based on the previous steps in the Induction Portal and worked with their manager to sign off their induction programme.

I don’t belong to any of these groups – what do I need to do?

If your role is not currently regulated by any of the professional bodies or other categories above, then you are identified as a Health Care Support Worker. 

The term “Healthcare Support Worker” or HCSW can be misleading as most people believe it to only apply to people who work within a clinical environment. The term HCSW covers a very wide range of roles, both clinical and non-clinical. 

Examples of Health Care Support Worker roles within NHSGGC

As a HCSW, you will need to complete the HCSW Workbook and also sign up to the HCSW Code of Conduct. The HCSW Workbook contains a series of questions which you must answer. These questions are based on a set of mandatory induction standards which have been set out by the Scottish Government. The HCSW Code of Conduct contains a set of behaviours, competencies which you should demonstrate on a day to day basis in your role. Both these elements need to be completed as part of your induction.

Quality Assurance

To ensure consistency and to improve compliance we may ask to see completed workbook(s). These will be chosen at random.

Step 4 – Health Care Support Worker Induction Standards And Code Of Conduct Webpage
Step 5 – Induction sign off

To ensure that your induction journey is complete you should meet with your manager or supervisor and check that the following parts of the process are now signed off and achieved:

  1. Make sure you have completed all sections of the Induction check-list, including dates of achievement and you have ticked the box for each section. 
  2. If you are a Health Care Support Worker, ensure that your HCSW workbook is completed, reviewed and signed off and you have read and understood the HCSW Code of Conduct
  3. Your manager or supervisor will complete the new online form to tell us that your induction has been completed. 

When you meet with your manager or supervisor to complete your induction journey, remember that this is an opportunity to discuss any areas of your role that you may be unsure of and to cover your personal development plan that will support your ongoing development in NHSGGC.

If you require any professional or role specific training, your manager may now direct you to Step 6.

Step 6 – Professional & role specific induction

Administration Induction

Registered Nurses – Acute Services

Registered Nurses – Partnerships

Health Care Support Worker Acute Services

Health Care Support Worker – Partnerships

More information on GG&C Partnerships

More information on City Partnerships

Facilities Staff

This workbook has been designed for all new staff working in Soft Facilities Services and enables employees to demonstrate and evidence the skills required to achieve the Healthcare Support Worker (HCSW) Induction Standards.

The staff groups who will be using this work book are from the Domestic, Catering, Security, Linen, Portering and Transport Services and the Estates areas. It can also cover other roles such as sewing room, warehousing, gardeners etc. For these job roles, it is expected that the Post-holder completes all core Dimensions and the Reviewer/Line Manager selects applicable Performance Criteria in addition.

Staff working in Soft Facilities Management (FM) roles are defined as HCSW’s because they are either:

• responsible for maintaining premises or equipment used by patients;

• involved in the preparation and delivery of goods or services to service users.

This evidence based workbook contains a record of progress and provides testimonial evidence which can be used as part of employees Personal Development Review.

Junior Doctors

For more information contact Kenny Tracey: kenny.tracey@ggc.scot.nhs.uk

New Manager Pathway

Pharmacy & Prescribing Support Unit

Prison Healthcare

Public Health/Health Improvement

For more information and resources go to the Public Health Workforce Development Hub SharePoint site and submit an access request.

Attendance Management

Supporting staff is a key part of the manager’s job and this module offers guidance and support on issues relating to promoting employee health and attendance. The main aspects of attendance management including roles and responsibilities, policy framework, reporting procedures and sources of advice and support will be covered.

Managing Employee Conduct, Grievances, Behaviours and Capability

Supporting staff is a key part of the manager’s job and this module offers guidance and support on issues relating to conduct and behaviours at work. The main aspects of addressing conduct/behaviour concerns including roles and responsibilities, policy framework and sources of advice and support will be covered.

Recruitment and Selection

This module is designed to provide a practical guide to help all NHSGGC Managers to recruit fairly, lawfully and effectively, by gaining an understanding of the key stages in the recruitment and selection process, offer best practice, guidance and outline the interactions necessary with the NHS Scotland Recruitment System (Job Train).

Managing Difficult Conversations

As a manager you sometimes need to address issues with staff and peers. These conversations can be challenging. This module will help you plan and prepare for these difficult conversations.

Induction Training for Supervisors and Managers

This training provides all the necessary information that supervisors/managers need when inducting new members of staff to their team. This includes the Health Care Support Worker induction standards and code of conduct to help ensure safe, effective and person centred care for all patients and service users.

Developing Your Staff (Meaningful Reviews)

Supporting the development of your staff is an essential part of your role. It ensures that your team members develop their competence and confidence in order to provide the best possible service. This module explores underpinning values and tools and techniques to support continuing development.

Mental Health and Stress Awareness

Supporting staff is a key part of the manager’s job, and this module offers guidance and support on issues relating to promoting employee health and attendance. This module has a particular focus on supporting staff with mental health and/or stress issues including use of the Stress Risk Assessment Tool.

Sexual Harassment

Supporting staff is a key part of the manager’s job, and this module offers guidance and support on issues relating to harassment at work. The main aspects of addressing harassment concerns including roles and responsibilities, policy framework and sources of advice and support will be covered.

Equality, Diversity and Inclusion

This course is designed to help our senior and middle people managers to promote and achieve the highest ED&I standards and getting the best performance from their teams by valuing diversity across the workforce.

To check the course details and book a place click on the following links:

Last updated; 25/11/2024