Staff Handbook

RCPCH STAFF HANDBOOK

(amended December 2008)

Staff Handbook–- revised Dec 2008 1

ROYAL COLLEGE OF PAEDIATRICS AND CHILD HEALTH

STAFF HANDBOOK CONTENTS Introduction Section 1 - Terms and Conditions of service 1.01 General 1.02 Contract of employment 1.03 Probationary periods 1.04 Medical examination 1.05 References 1.06 Hours of duty 1.07 Overtime 1.08 Lunch breaks and refreshments 1.09 Time-keeping 1.10 Absence 1.11 Disruption of Transport to Work 1.12 Holiday entitlement 1.13 Public holidays 1.14 Leave without Pay 1.15 Paid Special leave 1.16 Sickness Scheme 1.17 Payment of salaries during sickness 1.18 Notice Board 1.19 Private Work 1.20 Public Statements 1.21 Confidentiality 1.22 Security 1.23 Personal property - loss or damage 1.24 Personnel Records 1.25 Union Membership 1.26 Leaving the RCPCH 1.27 Retirement 1.28 College property - action on leaving



Section II – Disciplinary and Grievance Procedures 2.01 Grievance Procedures 2.02 Disciplinary and Unsatisfactory Performance Procedures 2.03 Gross Misconduct Section III - Remuneration 3.01 Payment of salaries 3.02 Salary queries 3.03 Salary reviews 3.04 Season ticket advance 3.05 Expenses 3.06 Entertainment 3.07 Subscription to professional bodies 3.08 Pension Section IV - Health and safety 4.01 Policy 4.02 Reporting accidents 4.03 First aid 4.04 Fire precautions 4.05 Procedure in the event of fire Section V - General conduct 5.01 Dress 5.02 Smoking and alcohol 5.03 Electric lights 5.04 Telephone 5.05 Private calls Section VI – Assessment and Appraisal Section VII - Further education and training

Introduction - RCPCH Background and Structure Background The Royal College of Paediatrics and Child Health was founded (as the British Paediatric Association) in 1928. It gained its Royal Charter and status as a Medical Royal College in 1996. Its purpose, throughout its history, has been to serve the public in the field of children’s health. At the time of the foundation of the BPA there were very few practising specialists in child health. The RCPCH now has over 8,000 members in the UK and abroad, including consultant paediatricians, community health doctors, trainee paediatricians, research workers, general practitioners and other medical specialists who work with children. The College’s objectives are: i. to advance the art and science of Paediatrics; ii to raise the standards of medical care provided to children; iii. to educate and examine those concerned with the health of children; iv. to advance the education of the public (and, in particular, of medical practitioners)

in child health which means the protection of children, the prevention of illness and disease in children and safeguarding their optimal development.

Structure The governing body of the RCPCH is its Council, comprising the President and Honorary Officers, elected representatives from England, Scotland, Wales and the Republic of Ireland and elected representatives of trainees and associate members Council delegates many of its functions to standing committees and the College also sets up ad hoc working parties to deal, as necessary, with a wide range of particular subjects. Many of the College’s standing committees and working parties are established jointly with other professional bodies. Such committees produce reports, initiate special enquiries and make recommendations in policy and action to parent bodies. The College’s Journal The Archives of Disease in Childhood, jointly owned by the College and British Medical Journal, is one of the foremost paediatric journals in the world. In addition, an increasing range of specialist publications are produced each year. The RCPCH also supports paediatric specialty groups concerned with scientific and other aspects of the various paediatric specialties. They act independently but liaise closely with the RCPCH; membership of the groups is not necessarily confined to members of the RCPCH.


The RCPCH is a registered charity to which members contribute by an annual subscription. Officers, committee members, working party members and representatives act in an honorary capacity. The College has taken on a range of functions since becoming a Medical Royal College and now employs about 100 staff, mainly at its Headquarters building in London. Offices are also based in Cardiff and Edinburgh. The main areas of College work now include: • Supervising the training of junior doctors. • Setting and running examinations for child health specialists • Conducting research in the field of paediatrics • Producing advice and guidelines on relevant issues • Running projects to assist the development of paediatric training and services

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SECTION I - Terms and Conditions of Service 1.01 General

(a) Staff should at all times carry out their duties to the best of their abilities and to the standards agreed with their line managers and set out in their job descriptions.

(b) Staff should conduct themselves in the best interests of the College and do

nothing in the course of their duties that would endanger its standing and reputation.

(c) Staff must comply with all regulations set out in this handbook, with the

College’s Equal Opportunities Policy, Health and Safety Policy and Computer and Network Acceptable Use Policy, and with other instructions that may be given to them from time to time by the College Chief Executive or by their line managers. The latest versions of College policies and regulations, as they apply to staff, are available on the Intranet.

1.02 Contract of employment

(a) A written statement under the Employment Rights Act 1996 is given to each member of staff. This written statement gives the grading of the post, the main duties, the salary to be paid and, where appropriate, the starting point on the scale. It also refers to the general terms and conditions of service.

(b) The terms and conditions of service set out in this section of the Handbook

are those referred to in the written statement and form part of the contract of employment. They apply to all staff unless specifically varied by the terms of the written statement.

(c) It is sometimes necessary to alter contracts of employment. If there is a general change affecting a group or all staff, a general notice will be given. Changes to an individual’s personal contract will be subject to prior discussion and agreement. 1.03 Probationary periods All appointments are subject to a probationary period. The probationary period

will normally be six months; the period may be extended. During this period, service may be ended by either side giving one week’s notice.

1.04 Medical examination


The College requires you to complete a Medical Report Form prior to your commencement of employment. It is a condition of employment (and in your own interest) that, if requested by the College, you should be prepared to undergo a medical examination. In this case, any costs will be borne by the College and the subsequent report remains confidential to the HR Department and the Chief Executive. Under the Access to Medical Reports Act, you are normally entitled to ask your general practitioner to let you see this before it is sent to the College.

1.05 References

Appointments are also subject to satisfactory references. An offer of employment may be withdrawn if a candidate is shown to have materially misled the College in his or her application.

1.06 Hours of duty and working arrangements The standard working week for College staff is 35 hours excluding lunch breaks.

Normal office hours are 9.00 am to 5.00 p.m., Monday to Friday, although some staff, for example receptionists and catering staff may be regularly required to start earlier or finish later. Other staff will also need from time to time to work outside normal office hours to attend meetings or other College events that cannot be held during the usual working day. In these circumstances line managers have delegated authority to approve time off in lieu in respect of the additional hours worked, to be taken at a time agreed between the line manger and the member of staff.

The College has a flexible working policy which is available from the HR Department and published on the intranet.

1.07 Overtime

(a) It is the College’s policy to minimise the amount of additional hours worked and it is recognised that regularly working long hours is undesirable both from the individual’s and the College’s viewpoint. If you need to work additional hours in circumstances other than those described in section 1.06, then it should be agreed in advance with your manager, who will inform the HR Department in writing. There is no automatic right to paid overtime and the expectation is that extra hours will be compensated for as time off in lieu, on the basis of one hour off for each additional hour worked. Accrued entitlement to time of in lieu must be recorded and the record copied to the HR Department.

(b) Paid overtime may be agreed exceptionally, for grades 1-5 only, for work

in excess of the standard 35 hour week. . If overtime is agreed it will be


paid at the rate of time and a half. Staff in grade 6 and above are entitled only to TOIL

(c) The European Working Time Directive stipulates that no employee may

work more than 48 hours a week on average over a rolling 17 week period and that they are entitled to at least eleven hours rest in any twenty four hour period during which they work., with not less than two uninterrupted rest periods of twenty four hours in each fourteen day period. Under no circumstances will overtime be approved which breaches any of these limits. The College maintains records of hours worked by exception: that is to say it records all instances of staff working hours in excess of 48 in any given week (whether or not overtime or TOIL is claimed) and of staff working more than five days in any given working week. There is a joint duty on both staff and managers to ensure that hours worked in excess of 48 are recorded, and it is the duty of managers to give written notice to the HR Department

.(d) Staff working overtime may, with their line manager’s authority, claim reasonable actual costs of meals necessarily purchased because they were working during a normal mealtime. Line managers have the authority to approve taxis for staff working late either to the nearest convenient railway station or home, as appropriate.

1.08 Lunch breaks and refreshments

A lunch break of one hour will normally be taken between 12 noon and 2.30 p.m., or otherwise by arrangement with your manager. There are no formal tea breaks, but free coffee or tea is available to all staff throughout the day.

1.09 Time-keeping There is no specific system for time-keeping. Staff are expected to ensure good time-keeping at all times. 1.10 Absence If you are absent without obtaining prior permission - because of sickness or any

other unforeseeable circumstance - you must inform your line manager (who will inform the HR Department.) BETWEEN 9.15 AND 10.15 AM on the first day of absence. This is also an opportunity to mention any work priorities that need to be covered. You must make every effort to speak to your line manager in person. If your line manager is unavailable, you should speak to their line manager or (if he or she is unavailable) the HR Department. You may leave a message with a colleague only as a last resort (in which case you must leave a phone number at which your manager can contact you if necessary). In the case of sickness, you should let your line manager know how long you expect to be away and phone in


again if this is likely to be exceeded. Full details of the sickness management policy are available from HR and on the intranet.

1.11 Disruption of Transport to Work

Occasionally you may find it difficult to get to work because your normal transport has been disrupted by strikes or the weather. Under these circumstances you should, in the first instance, try to travel by an alternative route or means of transport, even if this means that you arrive late and/or have to leave work early. Line managers have the discretion throughout any period of severe disruption to vary working hours if necessary. Alternatively, where the problems are foreseeable, you may work at home, subject to your Head of Department’s prior approval.

1.12 Holiday entitlement

(a) The leave year runs from 1st January to the following 31st December. Leave may be taken within that period, subject to the agreement of your line manager, having regard to the work timetable and other absences. Normally no more than 2 weeks will be taken at any one time.

(b) Unless otherwise stated in the contract, entitlement to leave is as follows: Grades 1-5: 24 days in the first year, plus one additional day for each two

years’ service completed at the commencement of the leave year, up to five additional days (29 in all).

Grades 6-8 or ungraded senior staff: 27 days in the first year, plus one

additional day for each two years’ service completed at the commencement of the leave year, up to two additional days (29 in all).

All staff are also entitled to three additional days’ leave, to be taken during

the annual Christmas/New Year closure.

(c) Staff joining during the leave year will be entitled to accrue leave pro rata. For staff leaving, holiday entitlement will also be calculated pro rata. If more leave than the entitlement has already been taken, this will be deducted from the final salary payment. Conversely, a payment may be made in respect of any leave not taken. In both cases this will be calculated at 1/260 of annual salary for each day’s leave.

(d) All leave applications must be submitted for approval to line managers on

the forms provided, giving a reasonable amount of advance notice (usually not less than 2 weeks for periods exceeding 4 days, otherwise 2 days notice). No requests for leave will be refused without reasons being provided and requests for leave of two weeks or less will wherever


possible be granted as requested. Staff should however bear in mind that it may not be possible to take leave during exceptionally busy periods or when other members of staff in their section have already booked leave. Staff should never assume that periods of leave in excess of two weeks can be granted until authorised on the leave sheet by their line manager.

(e) You may carry forward up to 5 days annual leave to the succeeding

year, subject to the agreement of your line manager This must be taken by the end of April in that year. Any such leave remaining after that time will normally be lost. In exceptional circumstances (e.g. where the College has asked a member of staff to defer leave previously booked) the College Chief Executive may authorise a larger carry-over.

1.13 Public holidays There are 8 public holidays: - New Year’s Day; - Good Friday; - Easter Monday; - May Bank Holiday; - Spring Bank Holiday; - Summer Bank Holiday; - Christmas Day;

- Boxing Day. -

The College will normally be closed on all of these days. In the very rare event of staff being asked to work on a public holiday, those entitled and wishing to claim overtime may do so at the Sunday rate. Part-time staff are entitled to Bank Holiday leave on a pro-rata basis.

1.14 Leave without pay

In exceptional circumstances, unpaid leave in excess of annual leave entitlement may be permitted. Applications should be made in writing through your manager to the Chief Executive. There are three special circumstances in which unpaid leave will be granted automatically: Jury service - If you are called for jury service or as a witness, you will be granted unpaid leave. However, in order to ensure that no member of staff who fulfils this duty suffers financially as a result, the College will pay the equivalent of your salary as normal but will regard this as a loan until the Court makes you a loss of earnings award. You should therefore ask Finance Department to complete a form, which you will have received from the Court. This will confirm your daily rate of pay so that the Court may calculate an award for loss of earnings. As you will have been paid by the College as normal during your


period of jury service, you will be asked to repay the College from your loss of earnings award. Armed Forces Reserve - Staff required to attend annual camp must use holiday entitlement to cover at least half of the absence. Unpaid leave for the balance of absence will be granted up to a maximum of five days. Parental Leave and Domestic Incident Leave – Staff have a statutory right, after one year’s continuous service, to a total of 13 weeks unpaid parental leave to care for a child under the age of 5 (18 for a child with a disability). Adoptive parents can take this leave up to the fifth anniversary of the date of the placement, or the child’s 18th birthday. A maximum of 4 weeks’ parental leave in a year can be taken in respect of any individual child, and 21 days’ notice must be given. For paid parental leave, see below. Staff also have a right to reasonable time off work to deal with an emergency involving a dependent (e.g. a dependent falling ill, a partner having a baby, the death of a dependent, an incident involving a child during school hours). This leave is unpaid, except under circumstances specifically listed in section 1.15.

1.15 Paid Special Leave There are a number of circumstances( sometimes a legal entitlement and sometimes a College benefit) in which the College will grant paid leave in

addition to the normal annual entitlement. Line managers must ensure that all such leave is recorded on the leave form and notified to the HR Department .

College Benefits Public Duties - Staff have a statutory entitlement to reasonable time off for the purposes of performing certain public duties - for example as a JP or local authority councillor. It is at the discretion of the College whether this is paid or unpaid, but the Chief Executive may approve up to 18 days paid leave per year for this purpose. Compassionate leave - This may be granted to staff who have to deal with the serious illness or death of a partner - or of a near relative where they are the next of kin or where the member of staff is expected to take primary responsibility for any arrangements. It may also be granted for attendance at funerals (up to one day on any occasion). Heads of Department have the authority to grant up to a total of five days paid compassionate leave for any member of their staff in any given leave year. Compassionate leave in excess of this may be granted in exceptional circumstances by the Chief Executive. Parental/carer leave – Within the entitlement in 1.14 above, up to five days a year may be approved by heads of Department as paid leave. This is to cover for


unplanned and unforeseeable crises involving the family, for example the sudden sickness of a child, or an unexpected gap in childcare provision. It is expected that foreseeable family duties will be covered from annual leave. Study leave - Where a course of study has been agreed in advance with the College, the College will allow as paid leave the days of any examination and one day’s preparation. Where the College is funding the course, additional special leave, including regular day release where necessary, may be agreed in advance. If this is the case, the terms will be agreed by the Chief Executive and confirmed in writing by HR Department.

Union duties – Staff who act as College union representatives will be entitled to reasonable time off to attend courses run by their union, such leave to be approved in advance by the Head of Department. Maternity, Paternity, Adoption provisions – Please refer to the full policy which is available on the Staff Intranet and from the Human Resources Department.

1.16 Sickness Scheme (a) Any member of staff unable to attend for duty owing to sickness should report as in paragraph 1.10. (b) On returning to work, the staff member must complete a “Self- Certification” Form, regardless of the length of absence (from 1 day onwards). This form must be given to the HR Department as soon as possible.

(c) When sickness extends beyond 7 calendar days, a doctor’s certificate will be required and should be forwarded to the HR Department

Short absences (less than half a day) for necessary dental, GP or hospital visits – for the member of staff themselves or when accompanying young children - should be cleared in advance with line managers where possible, but need not be recorded under the sickness scheme or count as annual leave. Where possible such appointments should be made at the beginning or end of the working day.

1.17 Payment of salaries during sickness The length of time during which the College will continue to pay salaries depends upon length of service, as follows:


During the first month of service No pay Over 1 month but less than 6 month’s service 2 weeks on full pay Over 6 months but less than 12 months service 4 weeks on full pay

Over 12 months service 13 weeks on full pay In determining the length of absence, the cumulative total of all sickness absence during the preceding twelve months is taken into account. This means that entitlement to sick pay is based on a cumulative, rolling total. There is not a fresh entitlement at the start of each year.

Where the period of absence exceeds 13 weeks, payment of salary or part salary may be continued at the Chief Executive’s discretion. No salary will be paid where the period of absence exceeds 26 weeks.

During paid sick leave the College may deduct or claim SSP and any other national insurance benefits to which you could be entitled.

The College reserves the right to terminate the employment of any member of

staff who is still on sick leave after completion of the 13-week (or 26 week if applicable) period mentioned above. In such circumstances, notice will be confined to that required by the Employment Protection (Consolidation) Act 1978 (as amended by the Employment Acts 1989 and 1992).

Full details of the College’s sickness management policy are available from HR 1.18 Notice board Organisation changes will be notified to staff by means of the notice board in the

staff room and corporate electronic systems (e.g. e-mail and the intranet). Unofficial notices, such as those relating to social activities, may be displayed on central and departmental notice boards at the discretion of the Chief Executive.

1.19 Private work You are not permitted to perform private work on the premises or during your

normal working hours and College equipment must not be used for this purpose. No member of staff may accept remuneration or engage in any other occupation that may conflict in any way with the interests of the College. If any doubt arises,


it is the duty of the person concerned to seek the Chief Executive’s approval before undertaking such employment.

1.20 Public statements If you are approached by any representative of the news media concerning matters

involving the College, you should refrain from making any oral or written statement and refer the matter to the College’s Head of Press and Parliamentary Affairs or to the College Chief Executive.. Should you be invited, on a personal basis, to make comment publicly on medical issues or give speeches, you must make it clear which views expressed are personal which represent College policy. If you intend to touch on College policy, it may be appropriate to clear your wording with the College Chief Executive beforehand.


1.21 Confidentiality

Staff will, in the course of their work with the College, need to deal with matters that are personally confidential, commercially sensitive or concern College policy on potentially controversial issues. No member of staff should divulge such information, or any other information that is clearly given to them in confidence, outside the College without specific authority. Staff should also be aware of the need for the complete confidentiality of some information – for example personnel records and examination questions – even within the College. They must also observe strictly the restrictions placed on the College by data protection legislation when making disclosures to third parties.

1.22 Security

(a) Staff shall comply with security precautions notified by the College from time to time, including signing in and out of all College premises. Staff should take an active role in ensuring the safety of the College buildings, property and personnel, and must inform the Chief Executive or the Building Manager immediately (via their line manager if appropriate) if they suspect any breach of security.

(b) Out of hours working or visits: You should inform the Building Manager

in advance if you plan to work late. The alarms are switched on at 8.00 p.m. on weekdays and anyone working in the building after that time must be familiar with the alarm system and will be responsible for setting the alarm on their departure if they are the last to leave the building.

(c) Weekends, public holidays and other times when the RCPCH is

closed: The Building Manager should be notified by 3.00 p.m. on the preceding Friday (or last working day) of your intention (firm or possible) to visit the Office. The Security Guard will then be made aware of your visit. You should sign in as usual on arrival so that the Security Guard can confirm that you are in the building.

1.23 Personal property - loss or damage

Every effort is made to keep the Office secure, but the College cannot accept responsibility for loss, theft or damage to personal property belonging to members of staff. Compensation for damaged clothing may be paid only when the College is clearly at fault and will be limited to the replacement cost of the article, supported by receipts.


1.24 Personnel records

In order to keep personnel records up to date, you must notify the College Chief Executive of any changes in the basic information that you gave on joining the College. This includes the following:

- name, address and telephone number; - marital status; - next of kin; - details of dependants; - professional or other qualifications; - name and address of your bank and bank account number. 1.25 Union membership

The College confirms the right of any employee to join the union of his or her choice and take part in its activities; equally, it confirms his or her right not to join a union or any other organisation of workers. The College currently recognises the MSF as the union representing the majority of its staff and is committed to working with the union and holding regular meetings with its elected representatives to discuss issues of concern.

1.26 Leaving the Royal College of Paediatrics and Child Health

(a) During your probationary period, notice of termination is one week on either side.

(b) Following the completion of your probationary period, the notice of

termination of contract you are required to give to the College is as specified in your letter of contract. If no period of notice is specified, it will be one month.

(c) Should the College decide to terminate your employment for any

reason, other than summary dismissal, you will receive the following minimum notice of termination, unless a longer period is specified in your contract:

Less than 2 years continuous employment - 4 weeks notice Thereafter, 2 weeks notice for each full year of continuous employment up

to a maximum of 12 weeks. (d) Notice must be given in writing. 1.27 Retirement


The normal retirement age will be on reaching the 65th birthday. Staff who joined the College before 1 October 2006 and who are in a defined benefit pension scheme may exercise their right to retire at 60 without any loss of pension entitlement. All staff, regardless of joining date, have a right to request an extension of employment beyond the age of 65 and the College has a duty to consider the request (but not necessarily to grant it). HR Department will write and remind staff of this at least 6 months before their normal retirement date. Extensions will be approved by Personnel Committee or Senior Management Board as appropriate. Staff whose contracts are extended in this way have a right to further extensions. 1.28 College property - action on leaving At the termination of employment, staff must return to the College any item of College property in their possession such as keys, reference books, documents, computer disks etc.


SECTION II - Disciplinary and Grievance procedures This section of the Handbook sets out the steps to be followed in the case of formal grievance, disciplinary or performance management measures being invoked. It is however the College’s intention to resolve any concerns which potentially could trigger formal action as early and as informally as possible, through discussion, advice or counselling where appropriate. It is important that all grievances should be resolved without delay and, as far as possible, within the College’s own grievances and appeals mechanism. In the first instance, problems should be handled by line managers using their delegated authority. Appeals against decisions by line managers should be referred in the first instance to the College Chief Executive. Where the appeal is against a decision by the College Chief Executive or the Chief Executive does not have the authority to resolve the matter, it will be referred to the next scheduled meeting of Personnel Committee.. Appeals against decisions by Personnel Committee will be heard by a panel of three Trustees of the College, assisted by the Chief Executive in a non-voting capacity. The panel will take evidence from both sides before making a ruling. A referral to this body will be the final stage of the appeals process within the College. Both management and staff will be asked to regard the decision as binding. At no stage in the process should an officer or manager be a member of a panel hearing an appeal against one of their own decisions. A member of staff may be represented by a union official or a colleague at any stage of the procedure. Nothing in the above description of the College’s internal procedures should be taken as detracting from the right of an individual member of staff, with or without the support of their union, to refer the dispute to ACAS or other appropriate external body. Such action should be taken however only when it is clear that resolution is impossible within the College’s internal mechanisms. 2.02 Disciplinary and Unsatisfactory Performance Procedure On joining the College you will have been informed of the terms and conditions of your employment and your manager will, as part of the performance management process, have agreed standards and targets with you.


The procedures outlined below are for when things go wrong. They are intended to deal both with problems of misconduct and persistently poor performance. They do not cover acts of gross misconduct, which are dealt with separately (see 2.03). Minor problems will be dealt with through counselling. Counselling is not part of the formal disciplinary procedure and is undertaken as an integral part of performance management. The objective of counselling is to remedy matters of concern before they become serious enough to merit formal disciplinary action. A member of staff who fails to respond to counselling should be made aware that this could lead to disciplinary action as set out below. There are three stages in the disciplinary and unsatisfactory performance process, which may culminate in the dismissal of a member of staff. The aim at each stage, however, is to rectify problems, wherever this is possible, and every effort should be made to achieve acceptable standards before dismissal is contemplated. No member of staff will be dismissed under this procedure unless all three stages have been properly completed. The stages are as follows: Stage 1 - Verbal Warning: Your manager or the Chief Executive will interview

you and will warn you verbally against further misconduct or unsatisfactory performance. In any case of unsatisfactory work performance, you will be informed of the required standards and it will be explained how, and to what extent, you are falling short of those standards and the period of time in which you are expected to achieve them. A note of the date and nature of the warning will be made in your personal file and copied to you.

Stage 2 - Formal written warning: If there is further misconduct or unsatisfactory

work performance, your manager or the Chief Executive will interview you and warn you orally and in writing against further misconduct or unsatisfactory work performance. They will inform you verbally and in writing of the required standards and will explain how, and to what extent, you are falling short of those standards and the period of time in which you are expected to achieve them. A copy of this written warning, which you will be asked to sign, will be retained in your personal file.

Stage 3 - Final warning: This stage is similar to stage (ii), except that it is a final warning and a warning letter will clearly state that further misconduct or failure to achieve the required standards of work performance (as the case may be) may result in termination of your employment. You will be asked to sign a copy of this final warning for retention.

Stage 4 - Dismissal: If the required standards are not met within the stipulated

time, the College may proceed with dismissal. You will be given the notice stipulated in your contract or payment in lieu of notice.


You may invoke the grievance procedure at any stage in this process. (See 2.01 above.) You have the right to be accompanied by a colleague or by your union representative at any stage of the formal disciplinary process. In order that you may be accompanied you have the right to insist on sufficient notice of any verbal or written warning to permit this. All warnings will specify a date by which the problem must be reviewed. A meeting must be held on or as soon as possible after that date to agree on the appropriate action, which may be:

a) to proceed to the next stage b) to defer a decision until a specified date to allow more evidence to be

gathered c) to terminate the procedure at that point

Where a procedure is terminated, ant subsequent disciplinary action will commence again at stage 1. Where a procedure is terminated other than through dismissal, the warnings will remain on the member of staff’s file for three years. After three years satisfactory performance, with no further disciplinary or performance problems, all formal warnings will be removed form the file. Acts which may call for disciplinary action in accordance with the above procedure include: Negligence, Failure to carry out duties to an acceptable standard, Poor time-keeping, Unauthorised absence, Disloyalty, Refusal to obey reasonable instructions, Offensive language, and Failure to conduct yourself in the best interest of the College. 2.03 Gross Misconduct Gross misconduct leads to summary dismissal or suspension pending further investigation and consideration. Examples of gross misconduct are: Assault on another employee, Theft, Wilful damage or damage through negligence, Action endangering your own safety or the safety of others and Action which repudiates your Contract of Employment.


SECTION III – Remuneration 3.01 Payment of salaries

Most staff are paid monthly by direct credit to the member’s bank account. Your account is normally credited on the 27th day of each month (20th day in December) in respect of the whole of that month. Your salary advice will show gross and net salary, together with details of all deductions made.

3.02 Salary queries Always check your salary slip and annual P60 immediately. Any queries should

be referred to the Assistant Accountant. 3.03 Salary reviews All salaries are reviewed annually in the light of the cost of living. Currently,

this is done on 1st January. An annual salary increment is also payable subject to satisfactory performance. If agreed by the line manager and College Chief Executive, it will normally be effective from the anniversary of the date of first appointment or (if a change in grade has occurred since appointment) the anniversary of the date of the most recent promotion or regrading. Occasionally some other incremental date will be agreed; where this happens, it will be confirmed in writing and Finance department informed. Salaries may be reviewed at any time during the year if there are special circumstances.

3.04 Season ticket and car–parking advance; bicycle purchase scheme; You may apply to the College, on successful completion of probation, for an

interest-free loan to purchase annual season tickets for underground, rail or bus travel and/or car park season tickets. The sum will be deducted from salary on a monthly basis. On leaving the College, any sum due to the College will be deducted from final salary. A loan scheme to purchase bicycles, up to a loan maximum of £250 per year, operates on the same basis. Full details are available from Finance Department.

3.05 Relocation loan scheme

You may apply to the College for a relocation loan of up to £2,000 repayable over a year to assist with relocation costs between London, Edinburgh and Cardiff. Full details are available from Finance Department.

3.06 Expenses


If you are required to travel in the course of your duties, you will normally be

expected to use public transport. The use of taxis or private cars should be limited to exceptional circumstances and reasons given on reimbursement claims.

When claiming expenses, you should use a Petty Cash or Expenses Claim Form and submit it to your manager for approval and authorisation. You should use a separate form for each journey and attach relevant tickets (for railway or bus travel) or receipts (for other expenses). Details of current rates for claims are given on the form. If you are using your own vehicle, you have a responsibility to ensure that it is in a roadworthy condition and is insured for relevant use. Most individual insurance policies do not cover business use; if in doubt please contact your insurance company. You must observe the law and the Highway Code. Any penalties that you incur, for example parking fines, are personal to you, and the College would consider reimbursing them only in the most exceptional circumstances.

3.07 Entertainment

Posts do not carry individual entertainment allowances. Where necessary departmental budgets will be set up for this purpose. Senior managers needing to entertain important contacts of the College should consult the College Chief Executive in advance. The aim of official entertainment must always be to advance College business and entertainment claims should always state the purpose of the event. No claims will be accepted for events that include only College Officers and staff.

3.08 Subscription to professional bodies

The cost of membership of professional bodies by virtue of an individual’s professional qualifications is normally not recoverable. If you are required by the College to maintain membership for the ultimate benefit of the College, then you will be advised accordingly and receive reimbursement.

3.09 Pension

You are not contracted out of SERPS. The RCPCH will also make contributions to a personal pension plan on successful completion of your probationary period. Further details are available from Finance Department.


3.10 Acting Allowances and Special Responsibility Allowances

An acting allowance may sometimes be payable when an employee temporarily moves to another post to cover all or some of the duties. Examples of situations when this may arise are a long-term sickness cover, cover for a period of extended annual leave or covering an unexpected vacancy.. Acting pay will not usually be given for periods of less than a month. Acting arrangements of longer than three months (e.g. maternity leave cover) will normally be filled through competitive selection . The College Chief Executive will determine the level of acting salary payable, taking account of the range of responsibilities to be covered, the supervision available and the skills and experience of the person acting in the post. There is no automatic right to pay at the nominal level of the post filled. All acting arrangements will be reported to Personnel Committee.

A Special Responsibility Allowance of up to two additional increments may be payable in circumstances where an individual is required to take on additional responsibilities in their existing post. Such allowances must be approved by Personnel Committee .

3.10 Salary on Promotion or Re-grading

An individual who is promoted to a different post or whose current post is re-graded by Personnel Committee will usually be moved to the first point of the new scale. Where an individual is already near or at the top of their current scale , they will be moved to the first point on the new scale that gives a salary increase of not less than 5%.


SECTION IV- Health and safety 4.01 Policy

The College aims to ensure that everything practicable is done to provide for your health and safety at work. Specific rules may be laid down from time to time by the management and by the Health and Safety Committee. You have an obligation to comply with the safety rules and working procedures laid down and to take reasonable care to avoid injury to yourself or to others.

4.02 Reporting accidents If you have an accident, however minor it may appear, you must report it

immediately to your manager, describing as far as possible what happened and how you believe it was caused. Any injury, however slight, must be treated and the details entered in the Accident Book, which is kept in the Facilities Department.

4.03 First aid Any member of staff requiring first aid should report to their First Aider. There is

a First Aid Box in every department. 4.04 Fire precautions (a) General Prevention is better than cure. Bear in mind such things as:- (i) Turn off all electrical appliances before leaving the office at night; (ii) Report promptly any loose electrical connections on any appliances; (iii) Keep any inflammable material or liquid away from naked lights; (iv) Close office windows and doors before leaving at night. (b) Fire alarms Fire alarms are set off by breaking the glass on the fire alarm points. The alarms

are tested weekly. Alarm points are situated in the corridors on each floor. (c) Fire escapes All available stairways will be used. (d) Fire extinguishers


Hand extinguishers are situated on the landing of each floor. Instructions for use are clearly marked on each item. Hoses should only be used by those trained in their use. Water must not be used on any electrical equipment.

4.05 Procedure in the event of fire (a) If you discover a fire:- (i) Immediately sound the alarm by operating the nearest fire alarm call point; (ii) Notify the Receptionist, who will telephone for the Fire Brigade by dialling 999; (iii) Fight the fire, if possible, with the appliances provided, but without taking personal risks. (b) On hearing the Fire Alarm:- (i) All staff will immediately leave the building by the quickest means and assemble at the appointed place. The appointed members of staff on each floor will first ensure that all staff have left the floor, remembering lavatories, meeting rooms etc..

(ii) If time permits, close windows and doors and switch off electrical appliances;

(iii) Do not stop to collect personal belongings; (iv) Do not re-enter the building until permission has been granted.


SECTION V - General Conduct 5.01 Dress All staff are expected to preserve a reasonable standard of dress suitable for a professional environment. 5.02 Smoking and alcohol

The College supports the campaign in this country to reduce the illnesses and unnecessary deaths caused by the smoking of cigarettes. The Office is a no smoking area. Individuals who wish to follow a smoking cessation programme will be appropriately supported by the College . Advice on this issue is available from the HR department.

Alcohol may be consumed in the Office only where specific permission has been granted by the Chief Executive.

5.03 Electric lights Please be economical in the use of electric lights. If you see unnecessary lights on, please turn them off. Please turn off lights when leaving your room for any length of time. 5.04 Telephones (a) Most calls will be received by Direct Dialling Inwards (DDI).

(b) In normal circumstances, the switchboard is manned continuously during office hours. There may, however, be occasions when other staff have to respond. Please answer “Royal College of Paediatrics and Child Health” and follow by giving your own name. It is important that the caller’s first impression of the College should be a good one. Do not just say “Hello”.

(c) Should you hear a telephone ringing unanswered in an office other than your own, please answer it as quickly as possible and do your best to assist. If you take a message, make a note of the caller’s number.

(d) When making calls outside London, please think of the expense and be as

brief as possible When working in the office please be available to answer your own telephone and make appropriate and limited use of the voicemail service

5.05 Private calls


Staff are not expected to receive private telephone calls, unless of an urgent nature. You are permitted reasonable use of the telephone for private local calls. “Reasonableness” implies:

• that the call could not be made other than during office hours • that the call is kept as brief as possible • that the call is made at a time when it does not interfere with your work or the

work of others.

Numbers dialled from all College extensions are monitored. You may be required to pay for private long-distance calls or calls to mobiles.


SECTION VI – Assessment and Appraisal All members of staff will be provided with an up-to-date job description on joining the College. It is equally their responsibility and their line manager’s to ensure that it is up-dated if the nature of the job changes subsequently. All changes to job descriptions should be notified to HR, where a central file is maintained. Significant amendments should be submitted to Personnel Committee for approval. Each member of staff will agree a job plan with their line manager at the beginning of the reporting year (1 September). This will draw on the job description and on the College Business Plan and any Departmental plans to set individual objectives and targets for the coming year. The plan will be reviewed regularly during the course of the year to monitor progress and to adjust targets if necessary. Following the end of each reporting year (31 August) each member of staff will receive a formal written assessment from their line manager. This assessment will be agreed and signed off by the member of staff and may be copied by HR or a Head of Department to appropriate honorary officers for comment. All appraisals will be counter-signed by the line-manager of the appraiser. Where the appraiser is the College Chief Executive, the appraisal will be counter-signed by an appropriate officer. Any disagreement about the content of the written assessment will in the first instance be discussed between the parties concerned in an attempt to resolve concerns, and the date of the meeting, which where possible will be within two weeks of the request, will be recorded on the appraisal form. Where consensus is not reached, the line manager’s view will stand and the employee may record their response on the same appraisal documentation. The employee reserves the right to pursue their concerns through the formal grievance procedure. Assessment forms will normally be confidential to the College Chief Executive, HR and the member of staff’s current line manager and Honorary Officer. They may also be made available (when necessary) to Personnel Committee, Senior Personnel Board,boards hearing disciplinary and grievance cases, and prospective line managers within the College.



SECTION VII - Further education and training The Royal College of Paediatrics and Child Health encourages you to undergo further education and training to develop your potential within your present job. This may, in turn, improve your prospects for promotion. You and your manager will review your training needs annually as part of the assessment and appraisal process. All staff should expect to undertake some training every year. This may be via on the job training, in-house courses or external short courses. Where longer term professional or academic training is agreed by the College to be relevant to your present job and your likely progress, the College (via Senior Personnel Board) will consider assisting with course fees, examination fees and travel costs in excess of the cost of travel from home to the office. Staff will not usually be considered eligible for possible funding support until they have completed two years’ service at the commencement of their chosen course. The maximum contribution expected by an employee towards a particular course will not usually exceed 50% of the total cost. Staff embarking on long or expensive training (as defined by the Chief Executive, but to include all courses resulting in a professional qualification or higher degree) may be asked to undertake that they will remain in the College for a specified period, usually two years, after the completion of the course or to refund the cost of the training if they leave earlier. Any such refund will be deducted from their final salary payment. The College may waive its right to a refund when a member of staff leaves the College under circumstances that are clearly unforeseen and beyond his or her control – e.g. redundancy or giving up work completely on the grounds of their own health or to look after a dependant relative.

Documents

Staff Handbook