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.
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….
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.
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.
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.
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).
In the event that management are unable to authorise the leave, reasons will be recorded on the Facilities Time Request Form.
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
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.
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.
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.
NHSGGC e-Health run regular virtual training sessions.
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.
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:
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.
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.
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:
Turas Learn; offers a wide range of resources covering clinical and non-clinical roles.
The Knowledge Network; huge amount of information with access to numerous libraries and databases. (In some cases you may require and Athens account. You can register here if you do not have an account).
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
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
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
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 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.
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.
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.
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:
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.
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
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.
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.
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.
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).
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.
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.
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.
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.
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.
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:
Our purpose is to provide direction and focus for the development of qualification and vocational training frameworks across Greater Glasgow and Clyde. As you might expect in an organisation as large as NHSGGC a wide range of learning and education opportunities are available.
It is our job to:
Identify and manage the qualification activity within Greater Glasgow and Clyde ensuring that appropriate linkages are made across disciplines and functions
Work with internal and external partners to develop and provide individual qualification pathways which will address service learning needs and create new opportunities for groups of employees and individuals
Develop knowledge and expertise in the principles and applications of national frameworks such as the KSF, SCQF and the NHS Career Framework ensuring that Greater Glasgow and Clyde is able to exploit the full potential of such developments
To lead and manage the provision of Scottish Vocational Qualifications (SVQs) in Greater Glasgow and Clyde ensuring robust processes are in place to successfully offer a wide range of vocational qualifications to our employees.
Explanation of Levels
SVQs are offered across 5 levels:
The Scottish Credit Qualifications Framework (SCQF) has been developed to help Employers and Learners understand how qualifications relate to each other and to other forms of learning. SQA has developed an interactive framework to visualise this. A full explanation of all qualifications are shown on the SCQF Framework.
Level 2 (SCQF Level 5/6)
For a level 2 SVQ, candidates have to be able to show that they are competent in a range of varied activities, in a variety of contexts.
Some of the activities will be complex, and the person will have some individual responsibility or autonomy. The job may also involve collaboration with others, perhaps through membership of a work group or team.
Level 3 (SCQF Level 7)
At this level, candidates have to perform a broad range of activities in a variety of contexts, most of which are complex and non-routine.
They will usually be working with considerable responsibility and autonomy, and may have control or guidance of others.
Level 4 (SCQF Level 9)
Level 4 SVQs involve a broad range of complex, technical or professional work activities. They will be performed in a wide variety of contexts and with a substantial degree of personal responsibility and autonomy. People doing these SVQs will often be responsible for the work of others and for allocating resources.
The decision to apply for a vocational learning programme may be identified for staff either by the individual or by Service Managers.
Criteria
This may be as a result of one or more of the following criteria:
Links to Service Needs, Redesign or Workforce Plans
Identified at PDP Review
Other e.g. (Role Development).
In all cases PDPs should indicate the required learning need.
Determining the correct SVQ award and level
Informal discussions may be required to determine the correct SVQ award & level. Application forms are then completed and forwarded to the SVQ Centre. Further discussions may be required with Managers regarding delivery options and possible funding implications/cost. Assessment is generally provided internally (using assessors from within the organisation) or in some cases externally (using assessors contracted to an FE college or external provider). The NHSGGC SVQ Centre has a limited resource and can offer a number of SVQ programmes annually which will be funded corporately, assessed and quality assured directly from the Centre. Intakes will take place around September and March of each year. Priority will be given to the applications depending on the need for staff to undertake a vocational qualification.
The SVQ Centre manages the Vocational Learning provision for NHSGGC, including quality assurance, any relevant internal verification and appropriate administration.
Service Level Agreement (SLA)
A Service Level Agreement (SLA) may require to be drawn up between the service area and the SVQ Centre. This agreement will confirm how the required underpinning Knowledge and Understanding for candidates will be met.
Sessions, workshops and tutorials
Introductory workshops/planning sessions for candidates will be arranged. This will include training on the e-portfolio system ‘Proof Positive’ if necessary.
These sessions will be followed by individual tutorials arranged with the candidate and the assessor.
Assessments and certificates
Assessor judges and assesses candidate competence against the standards and advises on how to cover gaps
Assessor accredits SVQ units individually until full SVQ achieved
Certificate is then issued by awarding body.
What NHSGGC can offer
NHSGGC SVQ Centre has approval to offer various S/NVQs across these areas:
HealthCare Support
Business and Administration
Learning and Development
Social Services and Healthcare Management.
Update to Management SVQs
Due to operational reasons the SVQ Team have taken the decision to temporarily withdraw the Management SVQs from our portfolio of Qualifications. As soon as we are in a position to deliver this qualification we will update this site. If you have any question regarding this, please contact Brian Keogh, Senior Learning and Education Advisor either by email (brian.keogh@ggc.scot.nhs.uk) or call 07834 228 569.
Applying for an SVQ
Complete section one of the application form. All questions must be completed. Once you reach the end of this section you should click the save and continue later button. This will now ask you to enter an email address, enter your line managers email address. This will email your completed application directly to your line manager.
Please inform your line manager that they must complete all of section two on the application form and click the submit button. Once both sections are fully completed your application will be held on our waiting list and once an assessor becomes available they will contact you directly to arrange an induction workshop. If you have an queries regarding your application please contact:
Please use the HR Self-Service Portal for your request and ensure that you add the link to your Favourites for easy access.
Managers have an important part to play in the NHSGGC SVQ Programme. As a manager, the following information should give you a brief insight into your role in helping to make the scheme a success for candidates and the organisation as well as being a useful tool for yourself.
If you have identified that SVQs may be useful as a development tool within your area please contact the SVQ Centre on 0141 278 2700 and choose option 3 for guidance as to how to proceed.
Why are Managers important in the SVQ process?
The manager is responsible for individual PDPs and their unit or departmental training plan. It is the manager who prioritises learning and education activity in line with organisational and individual needs. Managers are responsible for the budget for learning, education and training including possible funding associated with SVQs. Managers require to support candidates with regards to allocating and agreeing time for the candidate to prepare for assessment visits/activities.
Staff will see you as a leader
You can:
Positively support the development of staff in line with service requirements and workforce planning
Authorise and support their applications
Help them achieve their awards by giving ongoing training, encouragement and support
Provide opportunities to gather evidence
Give everyone fair and equal access to the programme.
You can also help in the evaluation of the SVQ programme by giving feedback on how the scheme helped you / your workplace and how it could be improved.
What can you do to support candidates?
You can:
Provide them with witness testimonies or statements about the work they do and the way they do it
Provide them with development opportunities, which fit in with their SVQ
Show an interest in their progress
Carry out observations of them at work and provide witness testimonies of this – also very useful at appraisal times
Identify and agree underpinning Knowledge and Understanding training needs in line with the national standards requirements
Introduce yourself to the candidate’s assessor and consider attending their initial workshop if you feel it would be helpful in understanding the process
Accommodate candidate’s requests for preparation time for assessor appointments
Familiarise yourself with the SVQ your candidate is doing by talking to them and their assessor about it or looking at the standards themselves
Consider undertaking a management or related vocational qualification yourself
You may also wish to consider facilitating a member of staff in becoming a workplace assessor and thereby supporting colleagues through the SVQ process.
What can you expect from the candidate?
The candidate should:
Tell you about their SVQ and discuss their progress with you
Consult with you regarding assessment preparation time to gather evidence for their next assessor visit
By undertaking SVQs, show increased understanding and confidence in their ability to do their job.
What can you expect from the assessor?
The assessor will be one of the following:
A qualified member of the SVQ Centre team, trained workplace assessor from within your own service area or another service area (subject to negotiation with the appropriate manager in that area)
An external assessor from an outside training provider.
The assessor should:
Contact candidates regularly (usually monthly visits are arranged)
Provide progress reports and update you on your candidate’s progress
Provide you with a contact phone number / email address and give you all the help and advice they can when and if you need it
Give advice on any agreements in place with regards to SVQs.
So what’s in it for you?
You can use SVQs as an excellent staff development tool e.g. for PDP’s / KSF Reviews to help the candidate at appraisal time
Your staff may learn new skills and be interested in having work delegated to them
Your staff will be more motivated and will be looking for opportunities to achieve their award
You can use SVQs to ensure that your staff have the competences necessary for current and future service delivery.
