Redeployment policy

1. Introduction

As we continue to react to changing economic circumstances and improve the way we manage our processes and workflow, there will be occasions when we will need to consider restructuring or reducing elements of our workforce. This policy sets out our approach for managing surplus staff including our procedures for redeployment.

Our aim will always be to redeploy staff wherever possible and/or use voluntary exit measures to reduce staff numbers.

2. RoS redeployment pool

Over the next few years we will be going through a process of significant change as we evolve and take advantage of improvements in our systems and the way we process and manage our workflow. This may mean that some posts or roles are no longer required.

We will proactively manage and support people who are displaced as a result of these changes. Our primary aim will be to ensure that the people who are displaced are provided with focused support to ensure they are effectively redeployed wherever possible.

To do this, we will operate to the following principles:

• Senior Management will make decisions on their operational structures and work to identify whether there is a need to identify surplus posts and which groups of staff need to be considered. Management will provide reasons for their decision and any affected member of staff will be consulted and given the opportunity to challenge key decisions that affect them.

• PCS will be consulted corporately and locally.

• Equality Impact Assessments will be carried out on all guidance and activity.

• RoS management will aim to provide staff with up to 3 months notice in writing that their post has been declared surplus. Support will be provided for all staff, with a package of measures put in place to support those affected. Managers will also make every effort to retrain and redeploy these staff locally during this period.

• People in the redeployment pool will be considered for RoS vacancies prior to the Staffing Committee authorising recruitment.   Where the redeployees skills, competencies and qualifications match the vacant post requirements by at least 55% there will be an assumption that they will transfer to the post and be retrained as necessary.

• At the expiry of the notice period or when they are no longer required in their section/department, they will transfer to the RoS redeployment pool. They will be allocated a dedicated HR Adviser who will provide focused support to help them secure a new post. The services offered will be tailored to the individual's needs and may include help in finding RoS opportunities, CV writing, interview technique, identifying training and development opportunities. Where resources allow, the HR Adviser may provide some support in advance of the expiry of the notice period and formally being placed in the redeployment pool. This will be dependant on the number of surplus staff being managed at a particular time.

• People under notice of being surplus or in the redeployment pool will be encouraged to apply for posts in other government departments through common citizenship and the civil service jobs website. If successful and there is a potential detriment in any terms and conditions of service, it will be for the individual to decide if they will accept the post on a voluntary basis. In these circumstances, RoS may consider options to minimise the detriment on an individually negotiated basis.

• People in the redeployment pool will focus on securing a new post and will be given support in searching for posts, applying for posts and preparing for interviews.

• If an individual is not fully engaging with the redeployment process and opportunities have been available that suit their skill set, assignment (managed move) may be considered. Any decision will be made on a case by case basis.

• People in the redeployment pool may be offered voluntary exit terms at the sole discretion of RoS in circumstances where there is no likelihood or there is likely to be a delay in securing a new post. Individuals will not be under any obligation to accept the offer. Where an offer is made and not accepted, we may seek a volunteer from another area to take advantage of a voluntary exit if this will allow the original member of staff in the redeployment pool to be given a post.

• Line management responsibility for people in the redeployment pool will rest with HR (i.e. following the initial notice period)

• It is envisaged that people will be in the redeployment pool for only a very short period of time (a maximum of 3 months) however this will depend on their particular skills and qualifications against our business needs at a particular point in time.

3. RoS Redeployment – procedure

3.1 Introduction

This procedure has been designed to complement the RoS Redeployment Policy.

In light of the tight financial constraints and the commitment from Scottish Ministers of no compulsory redundancies, there needs to be a robust system in place to support the redeployment of people. Surplus people will be identified objectively following a fair and transparent process.

3.2 Definition

Redeployees are defined as the following:

• Employees who have been provided with up to 3 months written notice that their post has been declared surplus
• Employees returning from long term sick absence where there is no role to return to
• Employees returning from maternity leave who have requested a change in working arrangements that their former role cannot support
• Employees returning from secondment or Career Break

3.3 General Process & Guidance

• Individuals identified as surplus will be provided with up to three months notice that their role is coming to an end.

• Once under notice of being declared surplus, individuals will be provided with support from their managers and HR in an attempt to secure another role

• Redeployees will be expected to prepare a Skills & Personal Profile which will be held on the redeployment database

• The information in the redeployment database will be provided to recruiting managers in RoS to ascertain suitability for vacancies in advance of any internal or external recruitment being published.

• Redeployees with a 55% skills match will be considered for any vacant post.

• If redeployees are considered unsuitable for particular vacancies then managers must provide feedback.

• Appropriate roles may be offered to re-deployees on a trial period. This will enable both the redeployee and the line manager to assess whether the individual is suitable for the role and to allow for any necessary training to be undertaken (as there may be skills that the redeployee does not possess but could be attained during the trial period and this should be taken into account when considering selection).

• After 3 months surplus people who have not secured alternative employment will be moved into the Redeployment Pool.

4. Responsibilities

4.1 Redeployee

While RoS will support surplus staff in securing a new post it is the responsibility of the individual to identify and consider new employment opportunities. The following process is the responsibility of the individual;

• Meet with your line manager to discuss your skills, competencies, experience, qualifications and career aspirations. In advance of the meeting you should complete a Skills and Personal Profile which will form part of the discussion.

• Send your completed Skills and Personal Profile to HR.

• Meet with your dedicated HR adviser to discuss the options for searching for a new post.

• Check the following websites regularly for vacancies:

• Resourcing@RoS for RoS and Common Citizenship vacancies

• As it is unlikely that there will be a perfect role match, you should consider all roles that are a close match, including speaking with the recruiting manager to find out more about a post and discuss any queries that you might have at an early stage.

• If necessary, work with your Line Manager and / or HR Adviser as appropriate to:

a) Identify and address training/development needs
b) Assist in the completion of application forms
c) Hold mock interviews
d) Discuss posts in advance of going to interview.

• As with any other post, attend all interviews when invited.

• Actively seek and act on timely feedback if sifted out or unsuccessful.

4.2 Line manager of redeployee

• Inform the individual concerned in writing that they have been declared surplus and give them an indicative date for the cessation of their post.

• Meet with the individual to discuss their skills, competencies, experience, relevant qualifications and career aspirations. In advance of the meeting ask the individual to complete a draft CV, Skills and Personal Profile which will form part of the discussion.

• Explain to the individual that they will be expected to apply for suitable vacancies which are advertised in RoS as well as across the wider Civil Service.

• Offer advice, support and guidance as required.

• Retain the redeployee on the Directorate budget until their notice period ends (including staff returning from a period of secondment, maternity leave or sickness absence).

• Seek suitable alternative temporary work appropriate to skills, grade and experience until a permanent post can be secured.

• If a member of staff has not secured another post before their current post comes to an end they will move into the Redeployment Pool. They will then be managed by HR.

4.3 Recruiting manager

(The recruiting manager will work with a sub-committee of the Staffing Committee during the process of sifting, selecting and potentially appointing any redeployee from the pool) The recruiting manager will be expected to adhere to the following process;

• Submit a business case to the Staffing Committee for any recruitment required. Staffing Committee will consider redeployees as a first priority to fill vacant posts and only if they are clearly unsuitable (less than 55% skills match) will the recruiting manager be allowed to advertise the role
• As it is unrealistic to expect a perfect match, consider redeployees who have a reasonable skills and competence match, (at least 55%) or where such a match can be met through reasonable training interventions.
• Keep proper records of decisions made during the consideration of redeployees

• Consider where training interventions, may help a redeployee to meet the requirements of a post.

• When requested, give timely feedback to unsuccessful redeployees of your recruitment decision.

4.4 Human Resources

• Provide appropriate support and guidance to re-deployees, including how to produce a CV, Interview practice, training needs analysis etc.

• Offer support to Line Managers about how to support and direct redeployees to the resources available to help them to secure a post.

• Continue to provide support to the redeployee after they have been posted.

• If alternative temporary work cannot be found, explore the possibility of transferring the member of staff into an interim post currently filled by a Temporary Agency worker.

5. Approval and review

This policy will be reviewed and approved by the Policy and Practice Group (PPG) annually, unless earlier review is appropriate.