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Payroll Documentation Guidance

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

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

The forms are:

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

Documentation

Temporary Promotion to a Higher Pay Band – Guidance for Managers

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

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

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

Secondments

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

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

Top Tips on using the Policy……..
  • Discussions should take place between employee and current manager before an application for secondment is made.
  • Secondments vary in length but usually last between 3 months and 2 years.
  • A secondment agreement, signed by the relevant parties, should be in place prior to the secondment commencing.
  • Employees and their substantive manager are mutually responsible for ensuring they keep in touch during the secondment.

Clear arrangements for return at the end of secondment should be set out and detailed in the secondment agreement.

Policy
Secondments Guidance

What is a Secondment?

A secondment is a “temporary loan of an employee to another organisation, or to a different part/post of the same organisation, for a specific purpose and for a specific time, to the mutual benefit of employees and NHS Scotland generally.”

Who is entitled to request a Secondment?

All employees within NHSGGC will have equal access to the Secondment Policy in compliance with relevant legislation and no application for secondment will be unreasonably refused.

Are there different types of Secondment?

There are a number of different types of secondment which are as follows:

  • Internal secondment within NHSGGC
  • Internal secondment within NHSScotland
  • External secondment (e.g. to Scottish Government, local authority, trade unions, professional organisations and the voluntary sector).

How do I apply for a Secondment?

Secondment opportunities may arise through a variety of circumstances, but should ordinarily be advertised in line with the normal recruitment process. Employees must ensure that authorisation has been provided by their Accountable Manager prior to accepting a secondment opportunity.

How long can I request a Secondment for?

Secondments vary in length, usually between three months and two years, depending upon the circumstances.

What is a Secondment Agreement?

If the request for secondment has been agreed the approving manager will ensure that, prior to commencement of a secondment, the appropriate secondment agreement has been completed which will take into account the main following points:

  • Clear reasons for the secondment.
  • Clear agreement on the start and finish dates.
  • If employee’s substantive role may be unavailable for their return, then this must be understood and agreed prior to the commencement of the secondment, or at the time of any subsequent proposed extension or at the time of organisational change.
  • That the employee fully understands any terms and conditions implications.
  • Training needs during and following a period of secondment.
  • Arrangements for appraisal/PDP&R completion during the secondment.
  • Relevant statutory requirements for maintenance of professional registration.
  • Arrangements to keep in touch with the Secondee on a regular basis and to consult them on any proposed changes to their substantive post during the term of the secondment.
  • Clear arrangements for return of the Secondee to their substantive post or a suitable alternative.

Please refer to the full Secondment Policy for details on terms and conditions, and roles and responsibilities of a secondment.

Keeping records up to date

We need to know when you’re at work and when you have any type of time off. This is important to make sure we pay you correctly too.

All managers should ensure that SSTS is updated correctly and payroll is informed, where SSTS is not available.

The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need advice on this policy area.

Secondments Tools and Templates

If the request for secondment has been agreed, the approving manager will ensure that, prior to commencement of a secondment, the appropriate secondment agreement has been completed which will take into account the main following points:

  • Clear reasons for the secondment.
  • Clear agreement on the start and finish dates.
  • If employee’s substantive role may be unavailable for their return, then this must be understood and agreed prior to the commencement of the secondment, or at the time of any subsequent proposed extension or at the time of organisational change.
  • That the employee fully understands any terms and conditions implications.
  • Training needs during and following a period of secondment.
  • Arrangements for appraisal/PDP&R completion during the secondment.
  • Relevant statutory requirements for maintenance of professional registration.
  • Arrangements to keep in touch with the Secondee on a regular basis and to consult them on any proposed changes to their substantive post during the term of the secondment.
  • Clear arrangements for return of the Secondee to their substantive post or a suitable alternative.

External secondment agreements can be more complex and therefore if required, managers should seek advice from their local HR Manager.

Secondment Template Letters

New and Changed Jobs

New, Changed Job and Reviews

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

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

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

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

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

Job Evaluation Handbook

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

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

National Profiles

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

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

Job Evaluation Group Advice

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

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

New or Changed Jobs, and Notification Process

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

New jobs

All submissions for new job roles to be evaluated require to be authorised by the Director/Head of Service and submitted to the Job Evaluation process via their Head of Human Resources.

Submisions must include the following:

  1. A completed and authorised submission form
  2. The agreed job description to be used in the job matching/evaluation process. 
  3. A full organizational chart showing the post to be graded
  4. A note of any similar posts in the organization that may be comparators.

A copy of the job description and submission form must be retained by the department for their records.   

Changed jobs

All posts change over a period time. For most, the job evaluation outcome will normally not be affected unless there are significant changes. Where a postholder and the manager agree that the demands of the job have or will significantly change then a re-evaluation of the post may require to be carried out.

Submissions must include the following:

  1. A completed and authorised submission form
  2. The original job description used in the job matching/evaluation process. 
  3. A copy of the matched job or evaluation report relating to the original job description and grading outcome
  4. The revised job description, clearly showing additions and revisions
  5. A full organizational chart showing the post to be graded
  6. A note of any similar posts in the organization that may be comparators.

A copy of the job description and submission form must be retained by the department for their records. A copy of the revised job description should be provided to the employee(s) and a copy held in their personal file.

Review

Following the being notified of the matching outcome of a changed job, the post holder may wish to request a review of the outcome. The postholder must discuss the ‘request for a review’ with their line manager. The line manager must support and agree to the ‘request for a review’, in terms of the job description’s content and confirm it is a true, fair and accurate reflection of the job demands. All review documentation, including the Review Submission Form requires to be submitted to the relevant Head of Human Resources for submission within three months of the notified matching outcome.

Notification process

When job matching and evaluation outcomes are finalised, the NHSGGC Job Evaluation Unit will notify the outcome to the appropriate Head of Human Resources who will then update the manager and confirm the pay band for the post.

The line manager will formally notify the employee(s) and provide a copy of the matched job report and the national profile used to match the post or the evaluation report as appropriate.

Where the pay band has changed, the manager is responsible for notifying payroll and updating EESS to ensure employees are paid correctly.

A copy of the job description, submission form and matched job or evaluated job report must be retained by the department for their records. A copy of the notification to the employee)s) and the job report should be retained in the employee’s personal file.

Further details of the above process are outlined within the NHSGGC Agenda for Change New or Changed Jobs Process.

Agenda for Change Job Evaluation Submission Form

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

New or Changed Job Review Submission Form

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

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

Job Description Template

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

Any research taking place in NHS GG&C that doesn’t fit the definition of NHS GG&C Sponsored or Commercially Funded and Sponsored, would be considered to be NHS GG&C Hosted (i.e. All Non Commercial studies that aren’t Sponsored by NHS GG&C).  This includes all studies that are academically led by another health board, trust or academic institution (not NHS GG&C and or the University of Glasgow) 

All multicentre clinical, health and social care Research and Innovation studies in Scotland require to be submitted to the NHS Research Scotland Permissions Coordinating Centre (NRSPCC) at gram.nrspcc@nhs.scot  NRSPCC will upload multicentre studies onto the shared Scottish R&D web based database and make them available to participating Health Boards for review and approval and will ensure single centre studies are available to the relevant R&D office. 

All research teams are encouraged to submit their application for NHS R&D management approval in parallel with their application for an ethics committee opinion, as this will help expedite the R&D management approval process 

To find the appropriate contact in the R&I Hosted Team for your study, please use the Info Path document available here

Contact Details

Study Type

Ionising Radiation for combined review of clinical trial of an investigational medicinal product Ionising Radiation and Devices form for combined review of combined trial of an investigational medicinal product and an investigational medical device Clinical investigation or other study of a medical device Other clinical trial to study a novel intervention or randomised clinical trial to compare interventions in clinical practice.

Disease Area

A & E, Trauma & Emergencies Critical Care Ear, Nose and Throat (ENT) Haematology (Oncology only) Medical Genetics Mental Health (Includes Adolescent Psychiatry, Alcohol/Drugs Misuse, Adult Mental Health, Psychological Medicine/ Clinical Psychology, Family Psychiatry, Forensic Psychiatry and Learning Disability) Neurology (Non Stroke) (Includes Dementia, Parkinson’s Disease, Multiple Sclerosis, Epilepsy, Migraine & Headache) Obstetrics, Gynaecology and Midwifery Oncology Ophthalmology Oral and Dental Health (Includes Oral Medicine, Dentistry/Community Dentistry and Dentistry – Restorative) Pathology.

Hosted Facilitator

Ms Sandi Conway – Research Facilitator
sandi.conway@ggc.scot.nhs.uk
0141 314 0221
Line Manager: Dr George Bakirtzis

Administrative Support 

Ms Natalie Phillips – Research Administrator
Natalie.phillips@ggc.scot.nhs.uk 
0141 314 0216
Line Manager: Dr George Bakirtzis

Ms Oumaima Abakar Ismail – Research Administrator
oumaima.abakarismail@ggc.scot.nhs.uk
0141 314 0217
Line Manager: Mr Ross Nicol

COPY DETAILS BELOW INTO SAME LAYOUT AS ABOVE

Study Type Disease Area Hosted Facilitator Administrative Support 
As above Anaesthetics Cardiology Cardiovascular & Exercise Medicine Dermatology Diabetes Gastroenterology Haematology (Non Oncology) Heath Services and Delivery Research (Includes Biochemistry, Immunology, Clinical and Medical Physics, Radiology, Nuclear Medicine and Homeopathy) Hepatology Infectious Diseases Includes Infectious Diseases, Microbiology, Virology) Metabolic and Endocrine) (Includes Dietetics, Metabolic Disease and Human Nutrition) Orthopaedics Public Health (Includes Occupational Health, Sexual Health, Reproductive Health and Family Planning) Physiotherapy Renal and Urology Rheumatology Respiratory Medicine Stroke Surgery Mrs Karen Puglisevich Chase Research Facilitator  Karen.Chase@ggc.scot.nhs.uk  0141 314 0222 Line Manager: Mr Ross Nicol Ms Oumaima Abakar Ismail Research Administrator oumaima.abakarismail@ggc.scot.nhs.uk  0141 314 0217 Line Manager: Mr Ross Nicol  
Study administering questionnaires/interviews for quantitative analysis, or using mixed quantitative/qualitative methodology Study involving qualitative methods only Study limited to working with human tissue samples (or other biological samples) and data (specific project only) Study limited to working with data (specific project only) Research tissue bank or Research database Patient Information Centres (PIC) Basic Science Study involving procedures with human participants All of the above Ms Rozanne Suarez Senior Research Administrator rozanne.suarez2@ggc.scot.nhs.uk Line Manager: Ms Rebecca Jardine  Mr Euan Rennie  Senior Research Administrator euan.rennie@ggc.scot.nhs.uk Line Manager: Ms Rebecca Jardine    

Informatics Team Contact Information

Mr Graeme Piper – NRS Portfolio Performance Manager
Graeme.piper@ggc.scot.nhs.uk
0141 314 0222

Mr Radek Penar – Research Information Officer
Radoslaw.Penar@ggc.scot.nhs.uk
0141 314 0226
Line Manager: Mr Graeme Piper

Ms Islay Morrison – Research Administrator
islay.morrison2@ggc.scot.n hs.uk
0141 314 0230
Line Manager: Mr Graeme Piper

NHSGGC supports the conduct of high-quality commercially Sponsored and Funded research, which allows patient the opportunity to access novel medicines. NHS GG&C currently has the highest volume of Commercial research in Scotland  

To find the appropriate contact in the R&I Commercial Team for your study, please use the Info Path document available here.  

You can also find contact details for the Commercial Team here 

All multicentre clinical, health and social care Research and Innovation studies in Scotland require to be submitted to the NHS Research Scotland Permissions Coordinating Centre (NRSPCC) at gram.nrspcc@nhs.scot  NRSPCC will upload multicentre studies onto the shared Scottish R&D web based database and make them available to participating Health Boards for review and approval and will ensure single centre studies are available to the relevant R&D office.   

The following links offer more information on the Commercial research approval process in NHS GG&C: 

Commercial Team Contact Information

Study Type

All study types

Disease Area

Haematology (Oncology only) Medical Genetics Oncology Pathology

Commercial Co-ordinator

Dr George Bakirtzis – Commercial Research Co-ordinator
George.Bakirtzis@ggc.scot.nhs.uk
0141 314 0225

Administrative Support

Ms Shanice Thomas – Research Administrator
Shanice.Thomas@ggc.scot.nhs.uk
Randdsystems.PF1@ggc.scot.nhs.uk
0141 314 0229
Line Manager: Dr George Bakirtzis

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Study Type Disease Area Commercial Co-ordinator Administrative Support 
All study types Cardiology Cardiovascular & Exercise Medicine Diabetes Gastroenterology Haematology (Non Oncology) Heath Services and Delivery Research (Includes Biochemistry, Immunology, Clinical and Medical Physics, Radiology, Nuclear Medicine and Homeopathy) Haepatology Infectious Diseases (Includes Infectious Diseases, Microbiology, Virology and Bacteriology) Metabolic and Endocrine (Includes Dietetics, Metabolic Disease and Human Nutrition) Orthopaedics Public Health (Includes Occupational Health, Sexual Health and Family Planning) Physiotherapy Renal and Urology Rheumatology Respiratory Medicine Surgery (Includes Burns, Plastic Surgery, Cardiothoracic Surgery and Vascular Surgery) Mr Ross Nicol  Commercial Research Co-ordinator Ross.nicol@ggc.scot.nhs.uk 0141 314 0221 Ms Oumaima Abakar Ismail Research Administrator oumaima.abakarismail@ggc.scot.nhs.uk  0141 314 0217 Line Manager: Mr Ross Nicol   
All study types A&E, Injuries and Emergencies Anaesthetics Critical Care Dermatology Ear, Nose and Throat (ENT) Mental Health (Includes Adolescent Psychiatry, Alcohol/Drugs Misuse, Adult Mental Health, Psychological Medicine/ Clinical Psychology, Family Psychiatry, Forensic Psychiatry and Learning Disability) Neurology (Non Stroke) (Includes Parkinson’s Disease, Multiple Sclerosis, Epilepsy, Migraine & Headache) Paediatrics Obstetrics, Gynaecology and Midwifery Ophthalmology Oral and Dental Health (Includes Oral Medicine, Dentistry/Community Dentistry and Dentistry – Restorative) Stroke Mrs Ruth Pink  Commercial Research Co-ordinator Ruth.pink@ggc.scot.nhs.uk 0141 314 0217 Ms Natalie Phillips  Research Administrator  Natalie.phillips@ggc.scot.nhs.uk 0141 314 0216 Line Manager: Mrs Ruth Pink   

Governance of Commercial Research  

Application Flow 

NHS GG&C has responsibility to ensure that there are appropriate governance arrangements in place for any commercially funded research, thus ensuring that: 

  • The interests and safety of patients enrolled in trials are protected in all eventualities  
  • All trials are fully costed and that the costs are properly recovered 
  • Maximum benefit is provided to the investigator and to the board
  • The interests of both the investigator and the board are protected in the event of Intellectual Property arising out of research 
  • Any external regulatory, ethical and financial approvals are obtained 
  • Any risks (liabilities) are properly considered and minimised 
  • The board presents a thoroughly professional approach in its dealings with industry. 

In order to ensure Governance of commercial projects, all studies must receive Management approval. Only protocols and trials approved by the R&I Management Office will be covered by the appropriate insurance or NHS indemnity arrangements and the Board will not accept liability for any activity that has not been approved. This website contains a practical guide to help you navigate the R&I process and highlights key steps required to get your research project up and running 

Initial R&I Contact and Document Request 

Investigators 

If you have been approached to participate in a commercial research study your first port of call should be your Research Co-ordinator. The Co-ordinator will be able to advise on the steps required to get up and running, and will take over negotiations over fees and contracts with the company concerned. With your help the Co-ordinator should be able to manage the approval process from start to finish. 

Companies 

If you would like to run a study within NHS GG&C please contact the relevant Research Co-ordinator who will be able to advise on the best way to submit an R&I application. 

Documents 

In order to gain R&I approval as quickly as possible, we advise that you submit to R&I as early as possible. We are happy to receive documents as they become available, this will allow us to look at your application and progress quickly. The very minimum we require to start our process is a copy of the protocol and proposed budget.  

Engage Support Departments 

Once we have identified what support departments will be involved in the study we can contact the relevant personnel for confirmation of costs and approval for research to be conducted within the department 

Project Costing 

Once a copy of the protocol has been submitted to R&I the Research Co-ordinator can begin costing the project. Costs associated with a research project are calculated on the staff time required and on the allocated price for procedures. The Research Co-ordinator will usually work closely with the research team to ensure that time required to complete the study is accurately captured. The project costing is then sent to R&I finance and the investigator for approval. If required, the Research Co-ordinator can negotiate fees with the commercial company 

Commercial Contracts and Agreements 

Before any commercial study can proceed within NHS GG&C a written agreement between the Board and the commercial company should be signed by both parties. Contracts should only be negotiated by Research Co-ordinators and are signed by an R&I director. The agreement should define the following:  

  • Scope of work
  • Acceptable payment arrangements 
  • Important issues such as the right to publish results 
  • Protection of confidential information 
  • Indemnification of third parties.    

To help facilitate timely completion of the appropriate contractual documentation, the Association of British Pharmaceutical Industry (ABPI) and the Department of Health have developed, and published, a model Clinical Trials Agreement (mCTA) as a standard contractual framework for commercial trials involving NHS patients. To incorporate slight differences in Scottish Law and policy, a revised mCTA for use in Scotland has been developed. All legal agreements between the Board and commercial companies should be governed by the laws of Scotland.  

The Sponsor is the individual, or organisation (or group of individuals or organisations) that takes on responsibility for confirming there are proper arrangements to initiate, manage, monitor and finance a study. For any research that takes place in the context of the NHS in Scotland, there must be a Sponsor. Normally, the Sponsor will be one of the organisations taking the lead for particular aspects of the arrangements for the study. The sponsor may be the Chief Investigator’s employing organisation, the lead organisation providing healthcare, or the main funder.

R&I Management Approval is no longer provided by the Glasgow Sponsored Team, this is now provided by another R&I Systems Team member, independently of the Sponsor Co-ordinator

The Sponsor Team provide information and support to researchers from study inception right up to the point of issuing R&I Management Approval.  The Sponsor Team can offer guidance in the following areas: 

  • Study Planning and Design
  • Grant applications and study costings
  • Any required study specific permissions and approvals (e.g. Ethics Approval, MHRA etc.)
  • Study set-up support (e.g. making contact with appropriate support departments such as R&I Pharmacy and Imaging)
  • Study documentation development (including study protocol, patient information and consent forms etc.)
  • Sponsor confirmation and assistance with any contracts and/or agreements

If you wish NHSGGC to Sponsor your study (or Co-Sponsor with the University of Glasgow), you should contact the R&I Sponsor Team as early as possible. 

Sponsor Team Contacts

Sponsor Co-ordinator: Position Vacant (please contact Kirsty Theron) (for ALL Oncology and CRUK co-ordinated Oncology studies)

Networks: Cancer; NRS Non- Malignant Haematology

  • Haematology
  • Ophthalmology
  • Oncology

—————————————————————————————————————————————————————–

Sponsor Co-ordinator: Dr Alison Hamilton (Line Manager – Dr Melissa Robert)

Networks / Speciality Group: Stroke; NRS Renal Speciality Group; Cardiovascular;

  • Renal and Urology
  • Cardiology (Colin Berry and John McMurray team led)
  • Cardiovascular & Exercise Medicine
  • Metabolic and Endocrine (Includes Dietetics, Metabolic Disease and Human Nutrition)
  • Stroke

—————————————————————————————————————————————————————–

Sponsor Co-ordinator: Dr Maureen Travers (Line Manager – Dr Melissa Robert)

Networks: Dental; NRS Oral & Dental Specialty Group; ENTCardiovascular DiabetesMusculoskeletal Health

  • Anaesthetics
  • Dermatology
  • Diabetes
  • Ear, Nose and Throat (ENT)
  • Gastroenterology
  • Medical Genetics 
  • Oral and Dental Health* (Includes Oral Medicine, Dentistry/Community Dentistry, Restorative Dentistry and Paediatric Dentistry)
  • Orthopaedics
  • Public Health (Includes Occupational Health, Sexual Health, Reproductive Health and Family Planning)
  • Rheumatology
  • Respiratory Medicine

—————————————————————————————————————————————————————–

Sponsor Co-ordinator: Mrs Louise Ner (Line Manager – Dr Melissa Robert)

Networks: NRS Trauma and Emergencies; Infectious Diseases; Mental Health; Children’s Research Network;

  • A & E, Trauma and Emergencies
  • Critical Care
  • Heath Services and Delivery Research (Includes Biochemistry, Immunology, Clinical and Medical Physics, Radiology, Nuclear Medicine and Homeopathy)
  • Haepatology
  • Infectious Diseases (Includes Infectious Diseases, Microbiology, Virology and Bacteriology)
  • Mental Health (Includes Adolescent Psychiatry, Alcohol/Drugs Misuse, Adult Mental Health, Psychological Medicine/ Clinical Psychology, Family Psychiatry, Forensic Psychiatry and Learning Disability)
  • Neurology (Non Stroke) (Includes Dementia, Parkinson’s Disease, Multiple Sclerosis, Epilepsy, Migraine & Headache)
  • Obstetrics, Gynaecology and Midwifery
  • Paediatrics and Neonatal
  • Physiotherapy
  • Surgery (Includes Burns, Plastic Surgery, Cardiothoracic Surgery and Vascular Surgery)

—————————————————————————————————————————————————————–

Based on disease area for:

  • Palliative Care

—————————————————————————————————————————————————————–

Low Risk Non Commercial NHSGGC Sponsored

Research Facilitator: Mr Adam Wade (Line Manager – Dr Maureen Travers)

We have deemed “low risk” studies to be all Study Types from the IRAS Form that are: 

  1. Study administering questionnaires/interviews for quantitative analysis, or using mixed quantitative/qualitative methodology
  2. Study involving qualitative methods only
  3. Study limited to working with human tissue samples (or other biological samples) and data (specific project only)
  4. Study limited to working with data (specific project only)
  5. Research tissue bank or Research database
  6. Patient Information Centres (PIC)
  7. Basic Science Study involving procedures with human participants

As the busiest R&I office in Scotland, the NHSGGC R&I Team received in excess of 640 new research applications in 2024 and have approximately 1000 studies ongoing at any one time.

There are 3 teams working within the Systems Team structure:

On this page

Dying to Work Charter

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

 The Dying to Work Campaign | Dying to Work

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

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

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

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

NHSGGC Dying to Work Charter

Guidance for Line Managers

Injury Allowance Procedure and Guidance

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

Procedure

Guidance

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

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

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

Flowchart

Tools and Templates

Organisational Development (OD) and its associated activities are undertaken by every manager across NHS Greater Glasgow and Clyde, the OD Team is here to provide focused support and expertise to:

  • Design, implement, monitor and evaluate leadership, individual, team, cultural and improvement activities
  • Provide an aligned resource to locally support senior managers and their teams
  • Facilitate directorate and professional teams to develop and improve how they work to deliver excellent service and patient centred care
  • Provide expertise on OD approaches, tools, models and interventions.

For further information and to answer any questions, please contact your Organisational Development (OD) Advisor.

Boardwide Leadership Provision

NHSGGC are committed to:

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

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

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

Resilience and Wellbeing Toolkit

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

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

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

Change and Improvement

Improvement modules and tools

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

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

These short videos can be viewed on our Staffnet pages

Leading in changing times

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

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

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

Meet the OD Team

Organisational Development – Acute and Corporate Services 

Organisational Development – Partnerships

Civility Saves Lives

Civility Saves Lives (CSL)

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

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

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

NHS Scotland National Leadership Provision

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

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

Other programmes and resources can be accessed using TURAS Learn. 

Career and Development Planning

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

  • Preparing for a development discussion 
  • Developing Your Career Plan

Preparing for Development Discussions

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

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

Developing A Career Plan

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

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

Further Information

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

People Management Guide

A wide range of information and resources are available for staff and managers on the Menopause including

  • What to expect,
  • Available treatments,
  • Where to get support and help,
  • Coping with the Menopause at work.   

eESS Support – FAQs

What should I do if I don’t receive my username and password?

Please contact the eESS Support Team via the HR Connect Portal

Your details will be resent to you so please ensure you have sufficient space in your mailbox to receive new emails. Please keep these details safe for future use.

How do I access eESS?

You can access eESS from this link

 Alternatively, access eESS via your ‘favourites’ menu on your Internet Explorer toolbar (just as you would access SSTS). Select favourites > GGC Shortcuts > Admin > eESS

How do I access eESS if I do not have a GGC email account?

For those staff who don’t have e-mail accounts, there will be no immediate change for you – your manager will be able to assist with the transactions on your behalf as they currently do. Considerations are ongoing with regards to future access for all staff.  

For non NHS managers who manage NHS staff and will need access to eESS, this will be available in due course; however, we will provide further information on how the transactions will work to ensure that these are processed accordingly.

What do I do if I have forgotten my user ID or password?

Passwords on eESS are reset via a link sent by email. Click on the log-in assistance button on the log-in page and follow the instructions given.

What is a Proxy User?

In line with local arrangements there may be requirements to setup Proxy Users across NHS Greater Glasgow and Clyde for Manager Self Service. A proxy user is someone who will transact self-service functions on behalf of:

  • A line manager
  • Peer employees
  • Via self-service-based access.

Proxy for Manager Self Service must be specifically requested via the HR Connect Portal. The Proxy User Briefing document (which can be found within the portal) outlines the process for doing this and details the governance rules associated with Proxy Users.

How can I set up a Proxy User?

If you want to nominate a Proxy User to input transactions on your behalf, please complete the form at the end of the Proxy User Briefing document (which can be found within the portal) and return this via the HR Connect Portal Please note that for audit purposes, we require a “physical” signature rather than an electronic signature.

My annual leave entitlement is incorrect, how can this be amended?

If you’re annual leave entitlements is incorrect then please discuss this with your line manager who should arrange to update SSTS and then this will feed through to eESS.

Are New Start Engagement Forms still to be completed?

Yes, these should still be completed to engage a new start on to eESS and Payroll systems. Digital forms can be completed and submitted via the HR Connect Portal or paper copies can be sent to eESS Support Team, 2nd Floor, West Glasgow Ambulatory Care Hospital, Glasgow

Are Notifications of Change and Termination Forms still to be completed?

No, any changes or terminations should now be processed under manager self service.

(A notification of change letter still requires to be sent from the manager to employee)

Remember you can access step by steps guides and video tutorials on the eESS National website

Previous service

The eESS Support Team is aware that some employee’s previous service is not recorded on eESS. A process is currently being developed for this to be accurately recorded. Employees can detail any previous NHS service through ‘Previous NHS/ Reckonable Service’ via Employee Self Service SOP on the eESS National website

 For any employees who do not have access to eESS then their manager can record this on their behalf via Manager Self Service SOP on the eESS National website 

Hierarchy changes

If you notice that you have staff wrongly assigned to you please contact the eESS Team via the HR Connect Portal as soon as possible, confirming the correct line manager if known (Name, eESS ID or payroll number required).

If you are contacting the eESS Support Team to advise that there are staff missing from your hierarchy then please confirm the employees name and eESS ID or payroll number.

Terminations/assignment terminations

If a manager tries to terminate an employee who has more than one post they will receive an error message asking them to contact HR. Where an employee has more than one post the eESS Support Team will check whether the post being terminated is set as the primary role, and is so will change this and confirm to the manager once this has been completed.

In order for the manager to progress with a termination for an employee has more than one assignment they should follow the relevant Standard Operating Procedure

Please note that for Terminating an assignment there is two steps to this process as detailed in the above Standard Operating Procedure. If only one of the steps is completed this will not progress to Payroll and thus the termination will not be actioned.

If an employee only has one post with NHSGGC then the Standard Operating Procedure for Terminations should be followed: 

Internal transfer of staff

To change an employee to a different department the cost code needs to be updated in ‘Change Job and Terms’, above the department heading there is red bold text advising the user that the cost code also needs to be updated in ‘Change Cost Centre’ and it is detailed within the Standard Operating Procedure (SOP). However, managers have only been updating either ‘Change Job and Terms’ or ‘Change Cost Centre’ rather than updating both. Please ensure that both ‘Change Job and Terms’ or ‘Change Cost Centre’ are updated which are separate functions under Manager Self Service.

If you are trying to complete a transaction to move an employee from one department to another or to change their banding and the ‘position’ field defaults to blank and you cannot choose any options it is likely that a new position requires to be created. This can be done by the eESS Support Team. Therefore, please contact the eESS Support Team providing the following information:

Cost code (if changing), job title, job family (i.e. nursing, admin etc) band (if changing) and location (if changing).

Once the new position has been set up the eESS Support Team will confirm the new details for the manager to enter the transaction on ‘Change Job and Terms’ via Manager Self Service.

Change job and terms: Use of temporary notes

A number of managers had advised that they had made changes on an employee’s eESS record, which their manager (Manager 2) had approved and therefore belief that an employee’s information has been changed and will be processed by Payroll. However, the ‘Temporary Change Notes’ does not form part of the Payroll Interface and therefore these notes are not received by Payroll. The only way to make a change on eESS that will progress to Payroll is to make amendments to the employee’s eESS record by following the appropriate Standard Operating Procedure.

Medical and dental

It was apparent that managers are unclear when completing transactions under Medical and Dental particularly relating to updating EPA details. As a result, NHSGGC had requested to the eESS National Team that the Standard Operating Procedure was revised and made more user friendly.

Therefore, a new Standard Operating Procedure has now been finalised.

Fixed term contract extensions

If an employee’s fixed term contact is to be extended then please contact eESS Support Team via the HR Connect Portal for this to be updated on the employee’s record confirming the new date the contract is to be extended to. When you are contacting eESS Support Team please provide the employees name and eESS ID

Change of contractual status

If an employee’s contractual status is changing, i.e. from fixed term to permanent, then please contact eESS Support Team via the HR Connect Portal for this to be updated on the employee’s record confirming the date from this changing. When you are contacting eESS Support Team please provide the employees name and eESS ID.

How to delegate worklist notifications

If you are going on leave and want to nominate a colleague to manage transactions in your absence you can set this up in Vacation Rules on your home screen. This needs to be a colleague who reports directly to someone who is a Band 7 or above, in order to meet Standing Financial Instructions (SFI). For further information please refer to NHSGGC : Manager Self Service

If a manager is off sick, the eESS Support Team will need to temporarily amend the hierarchy in the manager’s absence. Once the manager has resumed to work, then the eESS Support Team can be contacted to change to remove the temporary hierarchy changes.

It is important to ensure that no transactions are actioned until the hierarchy has been temporarily changed. If an employee/ manager 1 has already submitted the change job terms /termination transaction above (so it is sitting with the manager 1 or 2 who is off sick) they will need to delete it from the system. The eESS Support Team will then amend the hierarchy and the employee/ manager 1 can re-submit the transaction.

Resources

Additional Help and Support

Help and support to various end users will come in a number of different forms:

1) eESS Team via the HR Connect Portal

2) Manager Self Service LearnPro Module. Access LearnPro using the following link: LearnPro Login Page 

Login to LearnPro using your Username and Password, then search for “eEES” under the Specialist Subjects tab.