The Employer's Handbook: An Essential Guide to Employment Law Personnel Policies and Procedures

Product Information

Training in equality issues and the avoidance of bias for all matching panel members, job analysts and evaluators. On 16 July 2008, Employment Judge Garside at the Newcastle ET upheld a strike-out of the defence in the case of Aynsley and Others v. N. Tyneside PCTbecause the trust had failed to disclose appropriate AfC documentation. By comparing job descriptions for similar areas of work, it will be possible to identify how many different jobs there are and how many share common job titles. Other jobs may be the same or broadly similar but have different job titles. This is particularly true in administrative and clerical fields. Chapters three and four contain essential guidance for future use of the scheme in a changing NHS, either when roles are new or change, or when the service is reconfigured.

Barriers to understanding (Levels 3 to 5a) refers to situations where the audience may not easily understand because of cultural or language differences, or physical or mental special needs, or due to age (e.g. young children, elderly or frail patients/clients) The post requires the highest level of physical skills where a high degree of precision or speed and the highest levels of hand, eye and sensory co-ordination are essential. A healthcare professional job, for which the person specification sets out the requirement for the relevant professional qualification plus knowledge and/or experience in a specified specialist area.

Please be aware that skills levels used by education and qualification organisations, e.g. Skills for Health (SfH), are not equivalent to NHS JE Scheme factor levels. For example a SfH level 2 does not equate to a band 2 job or even that the KTE is level 2.

a. Identifying draft factors. This drew on the work of JEWP I in comparing the schemes in use in the NHS.work rated as equivalent under a job evaluation scheme’ (only ancillary workers in the health service were covered by job evaluation) it had little impact elsewhere in the health service. Pre October 2004, in line with industrial relations practice in the public sector in the immediate post-war period, there was an over-arching joint negotiating body for the sector, the General Whitley Council, and more than 20 individual joint committees and sub¬committees for the different occupational groups, each with responsibility for its own grading and pay structures, and terms and conditions of employment.

g. Guidance notes. Provisional guidance notes, to assist evaluators and matching panel members to apply the factor level definitions to jobs consistently, were drafted for the benchmark exercise. These were then expanded as a result of the benchmark evaluation exercise and have continued to be developed following successive training and profiling. The need for named JE management and staff side leads with responsibility for overseeing job evaluation across the organisation. Time pressures may result in poor practice with regards to outcomes. It is important that organisations keep good records of job matching or job evaluation and any subsequent processes, including review and re-evaluation. Evidence for banding outcomes should be documented and audit trails of decisions be accessible should any clarification be required. Historical records including those formerly held on CAJE also need to be kept in case organisations have to supply these in defence of an equal pay claim. Failure to produce records recently resulted in a tribunal dismissing a defence and as such is a significant risk to the organisation. To make a request for re-evaluation or re-match the post holder must submit either an amended agreed job description, or agreed evidence showing which skills and responsibilities applicable to the post have changed. They should also provide details of the changed job demands that have led them to believe there is a change in factor levels. (note: It is advised that job descriptions are kept up to date with all changes whether they are deemed significant or not). Complex (level 4) means complicated and made up of several components which have to be analysed and assessed and which may contain conflicting information or indicators e.g. assessment of specialist clinical conditions, analysis of complex financial trends, investigating and assessing serious disciplinary cases.

Scotland, Wales and Northern Ireland

Organisations must ensure that the NHS JE Scheme is embedded in everyday operational processes. They must ensure that they have the capacity for future matching and evaluation in partnership, by scoping future needs to identify a pool of sufficient practitioners who will be used on a regular basis to ensure job evaluation competency and consistency. This will require on-going training and refresher training. Arranging for the neighbouring organisation to run panels on your behalf; ensuring that robust audit trails are kept locally. Such read-across guidance has not been provided nationally because the knowledge factor is intended to measure the knowledge actually required for the job, which may be significantly different from the qualifications and/or experience specified in job documentation, which may under or overstate the knowledge required. Formulating plans (levels 4 and 5) means developing, structuring and scheduling plans or strategies.

This factor measures the skills required to communicate, establish and maintain relationships and gain the cooperation of others. It takes account of the skills required to motivate, negotiate, persuade, make presentations, train others, empathise, communicate unpleasant news sensitively and provide counselling and reassurance. It also takes account of difficulties involved in exercising these skills. Highly developed physical skills (level 4) for example, the skills required for performing surgical interventions, intubation, tracheotomies, suturing, a range of manual physiotherapy treatments or carrying out endoscopies. Devise a communications strategy. Employees in the new organisation are likely to be particularly anxious about the future of their jobs, so it is imperative to ensure there is good communication to keep all staff informed of progress. Within a sub division of (level 6d) refers to responsibility for either a geographical or functional sub division e.g. area manager for a service, locality manager. b) other forms of training/learning e.g. long or combination of short courses or structured self-study to the appropriate levelEquivalent experience (Levels 3 and 4) refers to experience which enables the jobholder to gain an equivalent level of knowledge. c. Development of factor levels. The information collected during the initial test exercise was used by JEWP, working in small joint teams, to identify and define draft levels of demand for each factor. Complex (levels 3 and 4) means complicated and made up of several components, which may be conflicting. d) accountable for the direct delivery of a service within a sub-division of a clinical, clinical technical or social care service. evaluate jobs in accordance with chapter 13 using the job analysis questionnaire, job analysis interview and evaluation panels