1

Job Evaluation Policy & Procedure

Human Resources Department: November 2013

Revision date: November 2015

2

Job Evaluation Policy & Procedure

Date of issue Approval Next review due date

Reviewers/review team

November 2013

November 2015

Reviewers Name Reviewers Role Review Date

Jenny Porteous HR Director November 2015

Mairi Murray Employee Director November 2015

Distributed to the Following for Information

Name Job title Role and responsibility

Area Partnership Forum Members

Agree policy

Partnership representative

Ensure partnership working

Communications Manager

Staff Notification of new policy

Authors HR

3

INDEX

1. Policy Statement 4 2. Aims and Scope 4 3. Principles 4 4. Job Evaluation Requests by the Manager (New or Revised Posts) 5 5. Job Re-Evaluation Request by the Post-Holder 6 6. Job Matching Panels 6 7. Implementation of Evaluation Decisions 7 8. Right of Appeal 8 9. Dispute Resolution 9

10. Policy Review 9

APPENDICES

1. Flowchart - Development of a new role 2. Flowchart - Role / Job Change 3. Description Template – Non Clinical Roles 4. Description Template – Clinical Roles

5. Person Specification Guidance

6. Job Evaluation Application Form

7. Job Matching Procedure

8. Review and Appeal form (RR1)

4

1. Policy Statement 1.1 The aim of the NHS Western Isles Job Evaluation Policy is to ensure that all jobs

within the remit of Agenda for Change (AfC) are rewarded fairly and consistently. This applies to all posts other than Medical and Dental; Directors and other designated senior manager posts that are remunerated outside of Agenda for Change (AfC).

1.2 All jobs within the NHS Western Isles subject to AfC must have an accurate and

up-to-date job description (i.e. accurately reflects the job being carried out by the post-holder), person specification and Knowledge and Skills Framework (KSF) outline. The appropriate pay band for each job will be determined through submission of the job description and person specification to a panel of trained job matchers/evaluators.

1.3 Requirement for job evaluation see (Appendix 1 and 2) flow chart to support this

policy. 2. Aims and Scope of the Job Evaluation Policy and Procedure 2.1 The key aim of this policy is to underpin the national AfC guidance, ensuring

fairness and consistency of application. 2.2 This policy and procedure aims to ensure that:

When determining the bands of jobs decisions are fair and consistent; The relativities existing between jobs within the NHS Western Isles are

appropriate and managed; There is a sound basis for ensuring that equality is provided for work of

equal value; and Changes of banding are planned and relate to service needs

2.3 The Job Evaluation Policy and Procedure covers the following situations:

Banding of newly created posts; Banding reviews of existing posts initiated by managers; and Banding reviews of existing posts as a result of requests by post-

holder(s). 3. Principles

This policy and procedure is based on the following principles:

3.1 The procedure utilises the national NHS Job Evaluation Scheme, which underpins the principle of equal pay for work of equal value.

3.2 The NHS Western Isles management and staff side are committed to partnership

working in the operation of this policy.

5

3.3 Job descriptions reflect the requirements of the post and not the individual skills

and abilities of the post-holder at any given time. 3.4 Re-evaluation requests should be discussed with the post holder at the time of the

post holder’s annual PDP review. Re-evaluation requests will not be considered within 12 months of a previous job matching or local evaluation review unless the line manager can demonstrate that there is clear evidence of significant changes to the role and responsibilities or a relevant new National Profile is published.

3.5 For all requests for job matching or local evaluation the manager or post-holder must demonstrate the reason for making the request by highlighting the changes of the new job description/person specification.

3.6 The NHS Western Isles management and staff side will endeavor to ensure that

there are sufficient numbers of representatives trained and available to act as job evaluators and job analysts.

3.7 Advice regarding the application of any aspects of this policy document can be sought from the HR Advisors within the NHS Western Isles.

4. Job Evaluation Requests by the Manager (New or Revised Posts) 4.1 When a request is made by a manager to evaluate a new post or review the

banding of an existing post, they must prepare a job specification; this consists of a job description, person specification, an organisation chart, and a KSF outline. If the post is a review due to changes within the post then all the changes must be clearly highlighted within the job description and should only be made if there is a clear requirement within the service for these changes. The changes should not be as a result of the post holder gaining/developing new knowledge and skills which are not required for service delivery.

4.2 The NHS Western Isles template for job specifications is included as (Appendix 3). The revised job specification should be agreed with the line manager and employee (where in post) and signed and dated by the Departmental Manager prior to submission for matching. It should also be signed and dated by the Chief Executive

4.3 For all new positions created in the NHS Western Isles, after a 6 months ‘bedding in’ period by the post-holder, it is recommended that the line manager undertakes a review of the job specification with the employee. If any changes are made to the job specification the post should then be submitted for job matching, as above, to ensure the banding remains appropriate.

4.4 The completed documents should be submitted to the Human Resources

Department who will confirm that sufficient and detailed information is contained. The HR Advisor will then arrange for a Matching Panel, to be convened, in line with Section 6 of this policy.

6

4.5 A manager recruiting a replacement for a vacant post, which has already been through the job matching or local evaluation does not need to go through these procedures again, unless the job description or person specification has changed. Recruiting managers are encouraged to liaise with their HR Advisors for guidance on this.

5. Job Re-Evaluation Request by the Post-Holder 5.1 The post-holder will need to submit a job specification which consists of a job

description, person specification and an organisation chart. The NHS Western Isles template for job specifications is included as Appendix 3, the person specification is included as Appendix 5 to this policy. A Job Evaluation Application Form (Post-Holder Request) (see Appendix 6), must also be completed to accompany the job specification. Care must be taken to ensure that the requirements submitted are those required to fulfill the role and not those held by the individual member of staff currently in the role. The line manager must confirm their support on the application and the form must be signed and dated by both parties. It should also be signed and dated by the Chief Executive.

5.2 The completed documents should be submitted to the Human Resources

Department who will check the documentation to ensure that sufficient and detailed information is contained.

5.3 Once the documents have been read and any additional information gathered, the

HR Advisor will arrange for a Matching Panel, to be convened, in line with Section 6 of this policy.

5.4 If unsigned requests are received directly from staff they will be returned to the relevant Departmental Manager to discuss further with the member of staff. Both parties should attempt to resolve any dispute arising out of / relating to the job description through negotiation with line manager or at executive level.

5.5 Financial restrictions will not prevent a member of staff from pursuing a request for re-evaluation.

6. Job Matching Panels 6.1 Matching should be carried out by a joint matching panel comprising both

management and staff side representatives. All panel members must have been trained in the NHS Job Evaluation Scheme, which includes an understanding of bias. The members must also be committed to partnership working.

6.2. A panel will consist of four members (with two each from management and staff side), all unrelated to the post(s) being banded i.e. not from the department from where the posts are to be banded. In unforeseen circumstances, i.e. a panel member cancelling at short notice, or the unavailability of one panel member from either side, the panel may proceed with a minimum of 3 members.

7

6.3 The panel will attempt to match the job description to one of the nationally agreed profiles in line with the national guidelines. The Job Matching Procedure is detailed in (Appendix 7) of this policy.

6.4 The job matching panel will match/evaluate all factors of the role. 6.5 The outcomes of the Job Matching Panel may be:

A job description is matched to a National Profile; The job description fails to be matched to a National Profile and will be

subject to the local evaluation procedure; or A hybrid outcome of job matching and local evaluation. The outcome of the hybrid will be as an indicative banding.

6.6 Should the panel feel that they do not have the required information to measure a

factor, they have the ability to gain further clarity about the role from the post-holder/line manager. This information will be confirmed with the Department Manager before being evaluated. Changes following questions which have been raised by the matching panel must be added into the job description. Any other changes to the job description made as a result of this process must be notified to the Chief Executive before a banding decision is made.

6.7 A panel decision may be reached through consensus and the record of the outcome noted accordingly.

6.8 If the Matching Panel is unable to match the job to a National Profile then an

‘indicative’ banding will be given in order to allow the post to be advertised, subject to review section 4.2.

7. Implementation of Evaluation Decisions 7.1 Once an evaluation decision has been made the decision should be communicated

to the line manager by the HR Advisor and the appropriate following actions taken: New posts (no current post-holder) - once the evaluation is final, the manager will be required to submit the necessary documents to commence the recruitment process. When the successful candidate has been in post for a minimum of 6 months ‘bedding in’ then the post must be reviewed.

7.2 Reviewed posts (Management & Post-Holder Initiated) – banding remains

unchanged The outcome will be communicated to the member of staff in writing by the HR Advisor advising of their right to Appeal (see below), with a copy to the line manager for the individual(s) personal file.

8

7.3 Reviewed posts (Management & Post-Holder Initiated) – banding increased

The outcome will be communicated to the member of staff in writing or by email the HR Advisor advising of their right to Appeal (see below), with a copy to the line manager for the individual(s) personal file. The line manager will be required to complete a Staff Notification of Change Form to implement the revised banding for that post-holder. The effective date of any re-banding will automatically be the date that the completed Job Evaluation Application Form was received by the HR Department However, should the line manager determine that the revised duties were undertaken from a date different, this date should be indicated on the Staff Change form as the effective date.

7.4. Reviewed posts – banding decreased

Where posts are matched at a lower band the Department Manager needs to liaise with the HR Dept to decide on an appropriate course of action. The Department Manager will be responsible for informing the staff member of the band outcome. The Department Manager may decide to increase the responsibilities of the post to bring it in line with the original banding and in this case the review process will need to be repeated. Once the post has been redesigned and matched against the original banding the post holder may need additional training and support to achieve the required standards. This can be done through a robust appraisal and PDP, in line with a KSF outline. OR Where the Department Manager wishes to continue with the post at the lower banding they will need to follow the NHS Western Isles ‘Organisational Change’ Policy with the individual(s) concerned and should seek the support of their HR Advisor. Staff affected in this way will be subject to pay protection in line with NHS Western Isles current pay protection arrangements.

8. Right of Appeal 8.1 If a post-holder is dissatisfied with their banding outcome and believes that the

original panel was not aware of all the dimensions of their post during the matching or evaluation process the post-holder has the right to request a second evaluation. They must notify their line manager within 10 working days completing a Review Report Form.

The post-holder will be asked to complete a Review Request Form (Appendix 8) to provide evidence of where they disagree with the first evaluation. The Review Request Form must not contradict evidence provided within the original Job Specification.

9

8.2 Upon receipt of the Review Request Form, a Job Matching Appeal Panel will then

be convened; the majority of panel members must be different to the original panel members who evaluated the post. The outcome will be communicated to the post holder.

8.3 The outcome of an appeal panel may be:

To confirm the view of the banding by the original panel; To assign a different banding which may be higher/lower than the

original banding;

8.4 The second panel will follow the same procedure as for the original panel, reviewing all 16 factors.

8.5 The post-holder has no right of appeal beyond the second panel if their appeal is

about the banding outcome. 8.6 In the event that the post-holder can demonstrate that the process was misapplied

they may pursue this through the Board’s Grievance Procedure. 9. Dispute Resolution 9.1 Both parties should attempt to resolve any dispute arising out of/relating to the job description through negotiation with line manager or at executive level. 10. Equalities Act 2010 10.1 A person with a disability or physical or mental impairment will be treated equitably in the process of Job Evaluation under the Equalities Act 2010. 11. Policy Review 11.1 This policy will be reviewed every two years. Other Useful Links: http://www.nhsemployers.org/Aboutus/Publications/Documents/NHS_Job_Evaluation_Handbook_third_edition.pdf

10

Appendix 1

JOB EVALUATION POLICY AND PROCEDURE (with links to workforce planning process)

(Flow chart)

Development of a New Role

Manager defines requirement/reason for role development i.e. skills gap in service

delivery. Identify funding

Include in the service and department workforce plans

Develop Job Description and KSF outline (if Agenda for Change)

Put to A4C for job matching

And evaluation of KSF Outline

Agreement and sign off by the Chief Executive

(Agreement to proceed organisationally.

Include in Organisational workforce plan.

Include in prioritisation process)

Remember – new posts should only

be developed if there is a clear service need

Review after 6 months in post (Agenda for Change) to ensure JD

accurately reflects service requirements

11

Appendix 2

Role/Job change

Include in the service and department workforce plans

Make changes to the Job description AND to the KSF Outline (if Agenda for Change)

Put to evaluation panel for matching and recording of the role change.

(Including evaluation of the KSF outline)

Agreement and sign off by the Chief Executive. (Agreement to proceed

organisationally. Include in Organisational workforce plan.

Include in prioritisation process)

Remember – changes can only be made to a job

description if there is a clear service

need Define requirement - reason for JD change – i.e. skills gap in service delivery. Why do we need

changes to this role? No changes to be made to JD if development of

knowledge/skills is not an organisational requirement.

12

Appendix 3

NHS WESTERN ISLES - AGENDA FOR CHANGE

JOB DESCRIPTION – TEMPLATE – Non Clinical Roles

1. JOB IDENTIFICATION

The information required in this section is straightforward and is required primarily for administration. Please complete all sections apart from the jobholder reference and note that the job holder(s) should not be named. Job Title: The title of the post should be representative of the role and may act as a guide; the Matching panel will assess the grade of the post from the information provided in the job description and the person specification. The Title alone will not guarantee a particular A4C grade. Department(s) Job Holder Reference: It is intended that the job descriptions will be anonymous for grading purposes. The HR department will therefore devise a confidential system to link job holders with their job descriptions and will complete the jobholder reference. No of Job Holders: Please identify vacant/currently unfilled posts separately

2. PURPOSE This should provide an accurate, concise statement in one sentence or paragraph of why the job exists. It should allow readers to immediately focus on the job’s overall role in the organisation. The purpose statement should not be a lengthy review of the operation of the post and its problems. It should give a clear response to the question “why does the job exist?” and should seek to reflect the uniqueness of the job’s contribution. For example many different jobs in a finance department would fall within a job purpose statement that said “to assist in the day to day financial management of the organisation”. This would not be so helpful as a statement, which reflected more specifically what the job has to do (e.g. by identifying the particular section in which the job operates, such as debtors or creditors). It is often helpful to complete the remainder of the job description to develop an overall

13

view of it, and them come back to this section to complete it, using the insights gained from the rest of the questionnaire to clarify thoughts on the job’s overall purpose. JOB SUMMARY (Optional) Depending on the complexity of the role it may be helpful to follow the Job Purpose with a Job Summary – it is not essential. The Job Summary may provide a list of the principle duties and responsibilities of the job. The Job Summary should cover the key result areas expected from the post and should be standing features of the job that remain largely unchanged. Each principal duty should be distinct and unambiguous and expressed as objectives of the post rather than detailed working activities.

3. ORGANISATIONAL CHART

The purpose of this section is to establish how the job fits into the rest of the organisation. It should be clear to whom the post holder is responsible and whether they have any other key lines of accountability, e.g. to a professional head.

Please therefore record:

a) the boss’s job; b) job titles of colleagues reporting to the same boss; c) job reporting directly to the post holder.

It is usually best to draw the chart with the boss in the centre at the top, the job in question immediately below with peers on either side. Subordinate jobs should then be shown below. The example below gives a useful style. The names of individual postholders should not be shown on the chart, just job titles.

It is often more convenient to attach a separate sheet with the structure chart, rather than having to incorporate it in the body of the job description. This is perfectly acceptable – simply enter “organisation chart attached” in this section.

If there are any unusual organisational relationships which need to be explained or emphasised, this should also be done in this section.

14

4. SCOPE AND RANGE This should provide an insight into the job and the context within which it works. It is not necessary or helpful to include a long list of statistics that relate to the job, but the section should provide core information along the lines indicated below. For managerial and supervisory jobs:

a) capital and revenue budgets – when quoting figures, it is important to show only figures on which jobholders’ activities have some impact;

b) staff numbers – show the total number of subordinates who report to

the job whether direct or through intermediate supervisors/managers. It is helpful to have a breakdown of grade, group and/or function for those jobs where large numbers of staff are involved;

c) other statistics – total annual payroll for staff reporting to the job may

be helpful, as may a number of other statistics. This should, however, be restricted to those which are strictly relevant to the job.

For non-supervisory and non-managerial jobs: Any information which helps understanding of the range and scope of the job and/or the department in which it works should be included (e.g. provides housekeeping service to three wards, number of invoices processed per month, number of admissions processed per week, etc). 5. MAIN DUTIES/RESPONSIBILITIES This is the most important part of the job description. It should contain a summary of the

colleaguecolleague this job

LineManager

colleague

subordinatesubordinate subordinate subordinate

colleague

15

main duties and responsibilities of the job. For managerial and other senior positions this is best expressed in terms of the key results or outputs of the job, rather than a long and detailed list of tasks. For other posts, it is acceptable to set out the actual duties. There is no one right way of completing this section for every job, but the aim should be to emphasise what responsibilities and duties are expected of the job, rather than how they are carried out. Where possible, an approximate percentage of time spent on each main duty should be indicated. Where it is a clear job requirement to periodically take charge of a work section, ward or department, the details of that requirement should be described, including the regularity and frequency

6. SYSTEMS AND EQUIPMENT This section should describe any machinery and/or equipment used in the job, or to which the job otherwise relates (e.g. for maintenance). This could range from sophisticated medical equipment, to computers, to domestic cleaning machinery. Where not obvious, a brief description should be given of the use of the equipment in the job. Any computer software packages used in the job should also be described here. This section should also describe any systems that the post works with or contributes to, for example in relation to information management. This may range from keeping simple manual records to working with complex computer databases. The nature of the job’s role in relation to the system should be described (e.g. security, processing and generating information; creation, updating and maintenance of information databases or systems) and the degree to which it is shared with others. An example for a manager might be completion of timesheets and forwarding them to the salaries department 7. DECISIONS AND JUDGEMENTS Most jobs operate within defined procedures, plans, budgets, programmes, etc. In some jobs the day to day work is very clearly assigned by a manager or supervisor, whereas in other cases, particularly in professional and managerial jobs, the jobholder is expected to anticipate problems or needs and get on with resolving them without being asked, eg developing managerial policies and procedures, patient diagnosis or planning care. However, even many task-focused jobs will still have some degree of discretion. For example this may simply be the order in which tasks are carried out. In this section please describe:

The frequency and nature of supervision of the job.

16

The areas of discretion. Typical judgements made in the course of the job.

8. COMMUNICATIONS AND RELATIONSHIPS This section should specify the various types of people either inside or outside the organisation that the job needs to have contact with (excluding immediate boss and subordinates). Examples may include patients, visitors, clients, work colleagues in other departments or organisations. Unless obvious, it should also describe the type of communication and its purpose and explain why there is a need to maintain such contacts. Information on whether there is a requirement for the post holder to motivate, negotiate, persuade, make presentations, train others, empathise, communicate unpleasant news sensitively or provide counselling and re assurance should also be provided. This section should also be used to describe any emotionally demanding aspects of the job (e.g. dealing with bereaved relatives) 9. PHYSICAL DEMANDS OF THE JOB This section should describe the nature, level, frequency and duration of the physical effort (sustained effort at a similar level or sudden explosive effort) required for the job. It takes account of any circumstances that may affect the degree of effort required, such as working in an awkward position or confined space. The physical skills required in the job should also be described (e.g. requirements for speed and accuracy, keyboard and driving skills, manual handling skills.) 10. STANDARD ELEMENTS These are sections that will be generic and included in every job description and will include confidentiality, health and safety and avoiding discrimination. Example sections are noted below: Confidentiality This involves taking the necessary precautions when transmitting information only disclosing it to those who have the right and the need to know it.

17

All personal health information is held under strict legal and ethical obligations of confidentiality. NHS Staff must follow guidance (NHS Code of Practice on Protecting Patient Confidentiality) before disclosing any patient information. All staff must respect confidentiality of all matters that they may learn relating to their employment, other members of staff, patients and their families. Health and Safety: Assist in maintaining own and others’ health, safety and security.

This involves:

a) Complying with Board health and safety policies, procedures and participating in mandatory training.

b) Maintaining a safe working environment and reporting any issues of concern as appropriate.

NHS Western Isles attaches the greatest importance to the health and safety of its employees. It is the Board policy to do all that is reasonable to prevent personal injury and hazard to health by protecting staff and others including the public from foreseeable hazards compatible with the provision of proper services to patients. The Board expects its entire staff to take reasonable care of their own health and safety and that of others who may be affected by their acts or omissions at work. More detailed information is given in departmental safety policies where appropriate. Ensure own actions support equality, diversity and rights.

This involves:

(a) Acting in ways consistent with the Board’s policies and procedures.

(b) Treating those you come into contact with equitably and with respect.

(c) Recognising the need for aids or adaptations

18

JOB DESCRIPTION AGREEMENT

I, (Print Name)…………………………………………………….. confirm that the job description(s) /person specification(s) attached have been discussed with me and are an accurate and up-to-date account of the duties and responsibilities and skills/qualifications required to undertake the post. Job Holder’s Signature: Date: Head of Department Signature: Date: Chief Executive Signature: Date:

19

Appendix 4

NHS WESTERN ISLES - AGENDA FOR CHANGE

JOB DESCRIPTION – TEMPLATE – Clinical Roles

3. JOB IDENTIFICATION

The job description for a post, supported by a Person Specification, will be the main source of information used by the matching panel to match and grade the post. This document should provide clear, accurate and current information about the role and responsibilities of the post and the knowledge, skills and experience required to adequately perform the duties expected. Please complete all sections apart from the jobholder reference and note that the job holder(s) should not be named. Job Title: The title of the post should be representative of the role and may act as a guide; the Matching panel will assess the grade of the post from the information provided in the job description and the person specification. The Title alone will not guarantee a particular A4C grade. Department(s): Job Holder Reference: It is intended that the job descriptions will be anonymous for grading purposes. The HR department will therefore devise a confidential system to link job holders with their job descriptions and will complete the jobholder reference. No of Job Holders:

20

Please identify vacant/currently unfilled posts separately.

4. PURPOSE

The job purpose should be a summary describing the primary functions and scope of the job, identifying its key roles and responsibilities (in most posts this will comprise no more that four separate functions or expected outcomes). It should be very short and be no longer that 4 to 8 sentences – between 50 to hundred words. The job purpose should answer the question ‘why does the post exist?’ JOB SUMMARY (Optional) Depending on the complexity of the role it may be helpful to follow the Job Purpose with a Job Summary – it is not essential. The Job Summary may provide a list of the principle duties and responsibilities of the job. The Job Summary should cover the key result areas expected from the post and should be standing features of the job that remain largely unchanged. Each principal duty should be distinct and unambiguous and expressed as objectives of the post rather than detailed working activities.

3. ORGANISATIONAL CHART

The purpose of this section is to establish how the job fits into the rest of the organisation. It should be clear to whom the post holder is responsible and whether they have any other key lines of accountability, e.g. to a professional head. Please therefore record: d) the boss’s job; e) job titles of colleagues reporting to the same boss; f) job reporting directly to the post holder. It is usually best to draw the chart with the boss in the centre at the top, the job in question immediately below with peers on either side. Subordinate jobs should then be shown below. The example below gives a useful style. The names of individual postholders should not be shown on the chart, just job titles. It is often more convenient to attach a separate sheet with the structure chart, rather than having to incorporate it in the body of the job description. This is perfectly acceptable – simply enter “organisation chart attached” in this section. If there are any unusual organisational relationships which need to be explained or emphasised, this should also be done in this section.

21

4. MAIN DUTIES AND RESPONSIBILITIES OF THE POST The job description should list the specific duties of the post set out under sub-headings, which reflect the main areas of the postholder’s responsibilities. Examples of what the headings may comprise are:

Clinical e.g. To be professionally and legally accountable and responsible for all aspects of own work, including management of patients in your care. Professional e.g. To communicate complex patient-related information effectively to ensure

collaborative working with clinic’s multi-disciplinary teams.

Education and Research Organisational e.g. organising and delivering training.

Communication This section takes into account skills such as motivating, negotiating, persuading, making

presentations, training others, communicating unpleasant news and maintaining

colleaguecolleague this job

LineManager

colleague

subordinatesubordinate subordinate subordinate

colleague

22

relationships and gaining co-operation of others.

Managerial e.g. participating in working groups developing standards and policy.

It is helpful to breakdown into main areas of responsibility of the post, list key tasks of the post and outcomes expected of the post. It is important when drawing up the list to ensure the following:

it includes only the work required for the post to achieve the main purpose of the job

the list does not include any additional work that is not required for the post it includes any additional work that is required for the post that is not included in

the current job description the list is accurate and a fair and up-to-date description of what the post holder

does. It is important not to undersell the role or to exclude key aspects of work – this can often be the case if the postholder regards work they do routinely as not important enough to include

use the factor plan headings as a guide to what to include. Where possible, an approximate percentage of time spent on each main duty should be indicated. Where it is a clear job requirement to periodically take charge of a work section, ward or department, the details of that requirement should be described, including the regularity and frequency 5. SUPPORTING EVIDENCE

Physical Demands of the Job

This section should describe the nature, level, frequency and duration of the physical effort (sustained effort at a similar level or sudden explosive effort) required for the job. It takes account of any circumstances that may affect the degree of effort required, such as working in an awkward position or confined space. The physical skills required in the job should also be described (e.g. requirements for speed and accuracy, keyboard and driving skills, manual handling skills).

23

Mental Effort This section should describe the nature, level, frequency and duration of mental effort required for the job. For example, concentration, responding to unpredictable work patternsinterruptions and the need to meet deadlines.

Emotional Effort

This section should describe the nature, level, frequency and duration of mental effort required to undertake clinical and non-clinical duties that are generally considered distressing and/or emotionally demanding.

Working Conditions

This section should describe the nature, level, frequency and duration of demands arising from inevitably adverse environmental conditions. These may include inclement weather, extreme heat/cold, smells, noise and fumes. In addition hazards, which are unavoidable (even with the strictest health and safety controls) such as road traffic accidents, spills of harmful chemicals, aggressive behaviour of patients, relatives and carers. 6. STANDARD ELEMENTS These are sections that will be generic and included in every job description and will includconfidentiality, health and safety and avoiding discrimination. Example sections are notebelow: Confidentiality This involves taking the necessary precautions when transmitting information only disclosing it to those who have the right and the need to know it. All personal health information is held under strict legal and ethical obligations of confidentiality. NHS Staff must follow guidance (NHS Code of Practice on Protecting Patient Confidentiality) before disclosing any patient information. All staff must respect confidentiality of all matters that they may learn relating to their employment, other members of staff, patients and their families.

24

Health and Safety: Assist in maintaining own and others’ health, safety and security.

This involves:

b) Complying with Board health and safety policies, procedures and participating in madatory training.

c) Maintaining a safe working environment and reporting any issues of concern as appropriate.

NHS Western Isles attaches the greatest importance to the health and safety of its employeesIt is the Board policy to do all that is reasonable to prevent personal injury and hazard to healtby protecting staff and others including the public from foreseeable hazards compatible with the provision of proper services to patients. The Board expects its entire staff to take reasonable care of their own health and safety and that of others who may be affected by theiacts or omissions at work. More detailed information is given in departmental safety policies where appropriate. Ensure own actions support equality, diversity and rights.

This involves:

(c) Acting in ways consistent with the Board’s policies and procedures.

(d) Treating those you come into contact with equitably and with respect.

(c) Recognising the need for aids or adaptations.

Date:

25

JOB DESCRIPTION AGREEMENT I, (Print Name)…………………………………………………….. confirm that the job description(s) /person specification(s) attached have been discussed with me and are an accurate and up-to-date account of the duties and responsibilities and skills/qualifications required to undertake the post. Job Holder’s Signature: …………………………………………………………………………… Head of Department Signature: ……………………………………………………………………………. Chief Executive Signature: …………………………………………………………………………….

Date:

26

Appendix 5

NHS WESTERN ISLES - PERSON SPECIFICATION GUIDANCE

Job Title: Should be same as Job Description Department: Should be blank for matching purposes Location: Should be blank for matching purposes The purpose of a Person Specification is to describe the requirements a jobholder

needs to be able to perform the job satisfactorily and will form the basis for the selection of the most suitable person to fill the job. Care must be taken when preparing a Person Specification to ensure that the list of competencies required does not lead to unlawful discrimination against potential employees.

When drawing up a Person Specification you should be clear how each requirement

will be assessed during the selection process – by asking questions, by reference to an application form, by taking up references, observing their behaviour or by set a task or test to assess knowledge or ability.

If a requirement cannot be assessed in some way, it should not be part of the person

specification.

FACTOR

ESSENTIAL

DESIRABLE

EXPERIENCE

Relevant experience for the post. For example, previous jobs, unpaid

work experience, life experience, etc.

QUALIFICATIONS TRAINING RESEARCH PUBLICATIONS

Highest level of education required

for the post or specific exams, certificates, degrees, diplomas OR

ask for skills or knowledge represented by the qualification

rather than asking for the qualification itself.

KNOWLEDGE AND SKILLS

For example, languages, knowledge in specialist fields required for the

job, specific skill or knowledge requirements such as basic

knowledge of ?

DISPOSITION

27

OTHER

This could include physical attributes, social activities, leisure activities,

personal circumstances

Appendix 6

Job Evaluation Application Form

(Post-Holder Request)

Post-Holder Initiating

the Job Evaluation

Name Job Title Work Address

Contact No Current Banding Date of Appointment to current band

Department

Manager

Name Job Title Work Address

Contact no Relevent Executive

Director Agreement

Name Signature Date

To be completed by the HR dept – A4C Date Request received by the HR dept – A4C

Date of Matching Panel Date of Notification of Banding Outcome

Comments:

28

Appendix 7 Job Matching Procedure For each job, the matching panel should:

Identify possible profile matches, using the (computerised or paper-based) profile index and profile titles (there are unlikely to be more than 3 possible matches).

Read the job description, person specification and any other job information and the selected national profiles. Identify what appears to be the nearest profile to match first. This must be from the same occupational grouping* as the job to be matched.

Compare the profile job statements with the job description, person specification

and any other available information, including that provided orally by job group advisers/representatives, for the job to be matched. The available information about the job duties must be consistent with the profile job statement and from the same occupational grouping*. If this is not the case, the match should be aborted, another profile sought from the same occupational group or, if no suitable profile is available, the job sent for local evaluation. If the job duties do broadly match, complete the job statement box on the computerised matching form.

On a factor-by-factor basis, complete the matching form boxes with information

about the job to be matched from the job description or other sources, which may include verbal information from the group advisers/ representatives. Refer to the profiles for the types of information required.

For each factor, compare the information on the form with that in the selected

profile and determine whether they match. The information does not have to be exactly the same as that from the profile, but should be equivalent to it (e.g. ‘supervises trainees’ is equivalent to ‘supervises students’). Even if the information on Knowledge does not appear at first sight to match, it is important to continue the matching exercise to ensure that that all information is taken into account.

Record the profile level in the Profile Level column and the proposed level for the

job in the Job Level column, referring to the job evaluation scheme factor levels only when the job information does not appear to match the profile level(s), in order to determine the appropriate level. Where the job level is the same as the profile level or within the profile range, mark M (for Match) in the Match column. Where it is 1 level higher or lower than the profile level or range, mark V (for Variation) in the

29

Match column. Where the job level is more than 1 level higher or lower than the profile level or range, mark NM (No Match). Note: * Examples of job families are: Nursing & Midwifery Allied Health Professions (AHP) Administrative & Clerical (AS) Support Services Examples of occupational groups within these job families are: Nursing Speech & Language Therapists Finance Portering

30

Appendix 8

Review and Appeal Form (RR1)

Agenda for Change

This form is to be used in conjunction with the interim review and appeal procedure that is applicable for the implementation of Agenda for Change in the NHS Western Isles. Reference should be made to that procedure before completion of this form. Note that the informal stages of the procedure must be completed before a formal appeal is lodged. Box 1 Outline of reasons for the request for a review or appeal – to be completed by the member of staff

or their representative and given to the Agenda for Change Office:

Signed………………………………. Name………………………………………………………. (continue on attached sheet if necessary) Office use only (delete where appropriate) when review is requested against banding determined for post: Band match determined Title of national profile used if banded Band determined by by matching evaluation Yes/ No Yes/ No Box2 Outcome from informal stage of the review and appeal procedure. If resolved, identify the action

taken.

31

Manager/Agenda for Change Project Team member Postholder -if matter resolved Signed…………………………….. Signed………………………………… Name……………………………… Name…………………………………. Date……………………………..... Date…………………………………... Box 3 Outline of reasons for taking the matter to a review panel or first formal stage of the appeals process – to be completed by the staff member or their representative Signed…………………………........ Name……………………………………………………………… (Continue on an attached sheet if necessary) Box 4 Outcome on a review of Matching Review Panel. Note: This decision is final. Signed…………………………….. (Agenda for Change Project Lead on behalf of the review panel) Name……………………………… Date………………………………. Date new panel considered the review……………………………………..

32