Management of  Employee Establishment & Vacancies  Procedures

Introduction

1.1     NLL is committed to providing value for money through managing its people and skills resources effectively. The maintenance of accurate establishment information is critical to meaningful forward planning from both a budgetary and workforce planning perspective. NLL does this through maintaining an Employee Establishment which ensures the costs, locations and grading of employees are recorded and authorised correctly as part of the organisation’s budgetary control and corporate governance processes.

  1. What is the Employee Establishment?

2.1     NLL has an agreed employment establishment for each service area. This is a detailed list of posts which exist following agreed funding, together with the employees or vacancies that are linked to these posts. This establishment is held and controlled by the HR Section who work closely with the Finance Section to maintain this.

2.2     The purpose of an Establishment Control Procedure is:

  • To maintain the Trust’s agreed funded establishment and to support financial control over pay expenditure.
  • To identify the number and type of vacancies within the Trust at any time.
  • To identify any skill mix and training issues.
  1. Changes to the Employee Establishment

3.1     Changing the Employment Establishment effectively means any changes involving posts or budget information already contained on the agreed employment establishment. The following are examples of changes to the establishment:

  • Creation of a new post
  • Deletion of an existing post
  • A change to the grade, hours, location or cost centre code of an existing post.
  • A pay increase

3.2       Please note that a change to grade can only be approved by the relevant CMT member providing that it is in relation to an existing job which has been evaluated by a trained Job Analyst within the HR Section. A new post/revised grade can only be implemented following the submission of a Job Description and Employee Specification.

3.3     The employee establishment is updated on a monthly basis by the HR Team in terms of people i.e. new starts, leavers and changes and all relevant changes are communicated to the Finance Team to allow them to update budgets accordingly.

3.4     Approval for all changes to the Employee Establishment must be sought through a Business Case. The next section explains the process for seeking approval to change the establishment through a business Case.

  1. Business Cases

4.1     Business Cases are required for all proposed developments and must have appropriate input and support from the HR and Finance Sections. In particular any implications for existing staff must be considered, all proposals to create posts must be discussed with HR at an early stage and a Job Description and Employee Specification prepared for job evaluation purposes. The source of funding must be identified and confirmed by the Finance Team prior to submission ensuring all associated costs are accurate and provide an additional check to ensure that all financial considerations have been taken into account.

4.2     All final Business Cases should be submitted to the HR Section and the Management Accounts Team within Finance in the first instance who will review the submissions and suggest changes where necessary, thereafter this will be forwarded to the relevant Head of Service, Head of HR & Payroll, Head of Finance and IT and finally the Managing Director for approval.

4.3     Following approval, the relevant Head of Service should notify the appropriate manager. The HR Section will also contact the manager to ensure that the proposals approved are implemented as quickly as possible.

4.4     All Business Cases must include a proposed implementation date; this date must be within 4 weeks of the approval date and it is manager’s responsibility to ensure this date is met. Where this is not possible, the manger must email their Head of Service to advise the reasons for this, who in turn must advise the Head of HR & Payroll and the Head of Finance and IT.  Whilst the HR Section will maintain contact with managers to ensure all proposals are implemented within this timescale, all CMT members should periodically check that approved Business Cases have been implemented.

4.5     A Business Case Template is attached in Appendix 1.

4.6     For further guidance on the completion of this template please contact the HR/Finance Section, as appropriate.

  1. Vacancy Management

5.1       When a manager becomes aware that a member of their team are leaving, they should complete a PYO1 for the individual immediately and submit this together with a letter of resignation (where appropriate), to the HR Section.

5.2       Managers are responsible for reviewing the need for a post when it becomes vacant, taking into account factors such as changing service needs. Consideration should be given to whether the post is required in the same format i.e. full time/part time or whether the duties could be delivered more effectively by redesigning roles. When it is decided to recruit to a post, managers should always review the Job Description and Employee Specification prior to recruitment.

5.3       To arrange for a vacant post to be advertised, managers must fully complete an Advert Request Form and submit this to the HR Section. An Advert Request Form is attached in Appendix 2.

5.4       On receipt of an Advert Request Form, the HR Section will verify that the post exists in the current establishment and that this is currently vacant.

5.5       Prior to advertising, approval will be sought from the relevant Head of Service, Head of HR & Payroll and Managing Director.

5.6       All posts will be advertised in accordance with NLL’s Recruitment Policy.

5.7     In the event that a post is left vacant on the establishment for a period of 3 months, the HR Section will raise this with the relevant Head of Service with the proposal to delete this. Where the Head of Service approves an extension to this, approval must be sought from the Head of HR & Payroll, Head of Finance and IT and the Managing Director.

          Where a post is deleted from the establishment, the relevant budget will be removed immediately from the relevant venue/service. 

5.8     Managers must ensure that when covering vacant posts during the recruitment and selection process, they use staff on variable contracts in the first instance and thereafter casual staff. Under no circumstances should one casual member of staff cover a vacancy until this is filled as this has significant legal implications for the organisation.

 

BUSINESS CASE

Project  Name

 

Draft / Final

 

Submitting Officer

 

Approvals:

Officer

Name

Date

Signature

Section Manager

     

Head of HR & Payroll

     

Head of Finance & IT

     

Managing Director

     

Complete the following sections along with Appendices 1 & 2

Please note business cases will not be reviewed unless these appendices are submitted

Purpose of the Business Case

Background to the Business Case

Proposed Implementation Date

 

 

Note:  This should be within 4 weeks of the approval date – any deviation for this will need written consent from a CMT member. 


HR Implications

Provide an outline and explanation of the HR Implications and complete Appendix 1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Finance Implications

Provide an outline and explanation of the Finance Implications & complete Appendix 2 along with the Finance Summary below

 

 

BUDGET VIREMENT

 

£

NLC Management Fee

 

Access NL Memberships

 

Swimming Lessons

 

Other Leisure Income

 

Catering, Merchandising & Rental

 

External Grants / Project Funding

 

Finance & Investment Income

 

NLL Trading CIC

 

TOTAL INCOME

 

 

 

Cost of Sales

 

Employee Costs

 

Property Costs

 

Supplies & services

 

Transport & plant

 

Administration Costs

 

Payments to Other Bodies

 

Central Costs

 

Governance Costs

 

TOTAL EXPENDITURE

 

 

 

NET EXPENDITURE

 

 

 

 

          

        

 

 

Recommendations

 

Post

Grade

FTE

Rate of Pay

Hours of Work

Salary Costs (Mid point for vacancies)

On-Costs (28%)

Proposed Adjustment i.e. Create/Delete/Reconfigure

Post

Grade

FTE

Rate of Pay

Hours of Work

Salary Costs (Mid point for vacancies)

On-Costs (28%)

Total Costs/ Saving

                               
                               
                               
                               
                               
                               
                               
                               
                               
                               
                               
                               
                               
                               
                               
                               
                               
                               
             

Total

               
                               
             

Less Recurring costs (e.g Strain on the Fund)

               
                               
             

Total Net Annual Saving

               
                               
                               

 

   

 

 

 

 

 Virement Movement

 

BUDGET VIREMENT

 

 

 

 

 

   

L6050

 

L

L

Total

 

Income from Generated Funds

           

 

 

           

 

Catering

           

 

 

           

1000

Café Income

         

                  -  

1001

In-house vending

         

                  -  

1002

External Hospitality

         

                  -  

1003

Internal Hospitality

         

                  -  

 

 Total Catering Income

     

                  -  

                  -  

                  -  

 

 

           

 

Merchandising

           

 

 

           

1100

Retail sales

         

                  -  

 

 Total Merchandising Income

     

                  -  

                  -  

                  -  

 

 

           

 

Total Catering & Merchandising Income

     

                  -  

                  -  

                  -  

 

 

           

 

Rental

           
               

1200

Tenants

         

                  -  

1201

Sub Lets

         

                  -  

1202

Room Hire - Events

         

                  -  

 

 Total Rental Income

     

                  -  

                  -  

                  -  

               

1301

Investment Income

           
               

1300

Bank Interest

         

                  -  

1301

Investment Income

         

                  -  

1302

FRS17 Income

         

                  -  

 

 Total Bank & Other Interest

     

                  -  

                  -  

                  -  

               

 

TOTAL INCOME FROM GENERATED FUNDS

     

                  -  

                  -  

                  -  

               

 

Income from Operating Activities

           
               

 

Leisure Income

           

1500

Aquatics

         

                  -  

1501

Swimming Lessons

         

                  -  

1502

Waterworld

         

                  -  

1503

Access NL Memberships

         

                  -  

1504

Athletics

         

                  -  

1505

Ballsports

         

                  -  

1506

Fitness

         

                  -  

1507

Football

         

                  -  

1508

Golf

         

                  -  

1509

Ice

         

                  -  

1510

Martial Arts

         

                  -  

1511

Raquet Sports

         

                  -  

1512

Birthday Parties

         

                  -  

1513

Softplay

         

                  -  

1514

Non Sport Activities

         

                  -  

1515

Inclusion

         

                  -  

1516

Outreach

         

                  -  

1517

Miscellaneous

         

                  -  

1518

Training

         

                  -  

1519

Sport Development

         

                  -  

1520

Ice Skating Lessons

         

                  -  

 

 Total Leisure Income

     

                  -  

                  -  

                  -  

               

 

Finance Income

           

1600

Other Grants

         

                  -  

1601

Internal Recharge

         

                  -  

 

 Total Finance Income

     

                  -  

                  -  

                  -  

 

 

           

 

TOTAL INCOME FROM OPERATING ACTIVITIES

     

                  -  

                  -  

                  -  

               

1700

Management Fee

         

                  -  

 

 Income from Contract with NLC

     

                  -  

                  -  

                  -  

               

 

Restricted Income

           

1800

Designated Grants

         

                  -  

1801

Recharge to External Bodies

         

                  -  

 

 Total Restricted Income

     

                  -  

                  -  

                  -  

               

 

TOTAL INCOME FROM CHARITABLE ACTIVITIES

     

                  -  

                  -  

                  -  

               

 

TOTAL INCOME

     

                  -  

                  -  

                  -  

               
               

 

Cost of Generating Funds

           

 

 

           

 

Cost of Sales

           

2001

Alcohol Purchases

         

                  -  

2002

Vending Purhcases - food

         

                  -  

2003

Vending Purhcases - soft drinks

         

                  -  

2004

Catering Consumables

         

                  -  

 

 Total Cost of Sales

     

                  -  

                  -  

                  -  

 

 

           

 

Leases

           

2100

Machine Rentals

         

                  -  

2101

Catering Hire / Lease

         

                  -  

 

 Total Leases

     

                  -  

                  -  

                  -  

 

 

           

5001

Repairs & Maintenance

           

2200

Catering Repairs

         

                  -  

2201

Catering Maintenance

         

                  -  

 

 Total Repairs & Maintenance

     

                  -  

                  -  

                  -  

 

 

           

 

Total Catering

     

                  -  

                  -  

                  -  

               

 

Stock for Resale

           

2500

Retail purchases

         

                  -  

 

Total Merchandising

     

                  -  

                  -  

                  -  

               

 

TOTAL COST OF GENERATING FUNDS

     

                  -  

                  -  

                  -  

               

 

Employee Costs

           

 

 

           

3000

Instr. Basic Pay

         

                  -  

3001

Instr. Overtime

         

                  -  

 

 Instructors

     

                  -  

                  -  

                  -  

 

 

           

3100

APT&C  Basic Pay

           

3101

APT&C Maternity Pay

           

3102

APT&C Sick Pay

           

3103

APT&C  Overtime

           

3104

APT&C  Contractual Over Time

           

3105

APT&C  Other Pay Items

           

 

 APT&C Salaries

           

 

 

           

3200

Manual Basic

           

3201

Manual Maternity Pay

           

3202

Manual Sick Pay

           

3203

Manual Overtime

           

3204

Manual Contractual O/T

           

3205

Manual Other Pay Items

           

 

 Manual Workers

           

 

 

           

3300

Sess Staff Basic Pay / Arrears

           

3301

Sess Staff Overtime

           

 

 Sessional Staff

           

 

 

           

3400

Superannuation  - SPF

           

3401

Superannuation  - Other

           

 

 Superannuation

           

 

 

           

3500

National Insurance

           

####

 National Insurance

           
               

3600

Pensions Increases

           

3601

Strain On Fund Costs

           

3602

Frs17 Current Service Costs

           

3603

Redundancy Payments

           

3604

Payments In Lieu Of Notice

           

3605

Other Employee Costs

           

 

Pension & Other Costs

           

 

 

           

 

Total Employee Costs

 

 

 

 

 

 

 

 

           

 

Property Costs

           
               

4000

Property Rates

           

4002

Property Insurance

           

4003

Public Liability

           

4004

Employers Liability

           

4005

Computer Insurance

           

4006

Motor Insurance

           

4007

Material Damage

           

4008

Business Interruption

           

4009

Money Insurance

           

4010

Libel & Slander

           

4011

Employee Dishonesty

           

4012

Personal Accident

           

4013

Business Travel

           

4014

Group Life

           

 

 Rates & Insurance

           

 

 

           

4050

Repairs

           

4051

Pre Planned Maintenance

           

4052

Contracted Maintenance

           

4053

Contractors

           

4054

Water Quality Testing

           

4055

Health & Safety Repairs

           

4056

Contract Payments

           

4057

Work Done by Sub-Contractors

           

####

 Repairs & Maintenance

           

 

 

           

4080

Property Protection

           

4081

Security & Patrols Contracts

           

4082

External Cctv

           

 

 Security

           

 

 

           

4100

Upkeep Of Grounds

           

4101

Sweeping Car Parks

           

4102

Waste Disposal

           

4103

Skip Hire

           

 

 Grounds Maintenance

           

 

 

           

4200

Electricity

         

                  -  

4201

Gas

         

                  -  

4202

Oil

         

                  -  

4203

Biomass Bolier

         

                  -  

4204

Energy Advice

         

                  -  

4205

Water Rates

         

                  -  

 

 Energy & Water

     

                  -  

                  -  

                  -  

 

 

           

4300

Cleaning Materials

         

                  -  

4301

Window Cleaning

         

                  -  

4302

Contract Cleaning

         

                  -  

4303

Uplift Of Waste

         

                  -  

4304

Hygiene Services

         

                  -  

4305

Pool Chemicals

         

                  -  

####

 Cleaning Materials

     

                  -  

                  -  

                  -  

 

 

           

4350

Accommodation Charges

         

                  -  

4351

Other Property Costs

         

                  -  

####

 Other Property Costs

     

                  -  

                  -  

                  -  

 

 

           

 

Total Property Costs

 

 

 

                  -  

                  -  

                  -  

 

 

           

 

Supplies & Services

           

 

 

           

6000

Catering Equipment - Purchase

         

                  -  

6001

Catering Equipment - Maintenance

         

                  -  

6002

Catering Equipment - Rental

         

                  -  

 

 Catering Equipment

     

                  -  

                  -  

                  -  

 

 

           

6010

Office Equipment - Purchase

         

                  -  

6011

Office Equipment - Maintenance

         

                  -  

6012

Office Equipment - Rental

         

                  -  

6013

Furniture & Fittings

         

                  -  

 

 Office Equipment

     

                  -  

                  -  

                  -  

 

 

           

6020

Sports Equipment - Purchase

         

                  -  

6021

Sports Equipment - Maintenance

         

                  -  

6022

Sports Equipment - Rental

         

                  -  

 

 Sports Equipment

     

                  -  

                  -  

                  -  

 

 

           

6030

Computer Equipment

           

6031

Computer Software

         

                  -  

6032

Communications Equipment

         

                  -  

6033

Computer Equipment - Maint

         

                  -  

6034

Computer Equip - Rental

         

                  -  

 

 ICT Equipment

     

                  -  

                  -  

                  -  

 

 

           

6040

Uniforms

         

                  -  

6041

Protective Clothing

         

                  -  

####

 Uniforms

     

                  -  

                  -  

                  -  

 

 

           

6050

Newspapers & Publications

         

                  -  

6051

Media Purchases

         

                  -  

6052

Consumable Materials

         

                  -  

6053

Medical Equipment

         

                  -  

6054

Laundry

         

                  -  

6055

Operational Leasing

         

                  -  

6056

Other Supplies & Services

         

                  -  

####

 Other Supplies & Services

     

                  -  

                  -  

                  -  

 

 

           

 

Total Supplies & Services

 

 

 

                  -  

                  -  

                  -  

 

 

           

 

Transport Costs

           

 

 

           

5000

Plant & Machinery

         

                  -  

5001

Repairs & Maintenance

         

                  -  

 

 Purchases & Repais

     

                  -  

                  -  

                  -  

 

 

           

5100

Fuel Allowance

         

                  -  

5101

Lump Sum Allowance

         

                  -  

5102

Mileage

         

                  -  

5104

Fares

         

                  -  

 

 Car Allowances

     

                  -  

                  -  

                  -  

 

 

           

5150

Car Leasing Charges

         

                  -  

5151

Car Leasing - Recoveries

         

                  -  

5152

Car Leasing - Miscellaneous

         

                  -  

 

 Car Leasing

     

                  -  

                  -  

                  -  

               

5200

Vehicle Contract Hires

         

                  -  

5201

Plant & Machinery C/Tract Hire

         

                  -  

5202

Internal Hires

         

                  -  

5203

Additional Work

         

                  -  

5204

Fuel

         

                  -  

 

 Contract Hire

     

                  -  

                  -  

                  -  

               

5300

Other Transport Costs

         

                  -  

####

 Other Transport Costs

     

                  -  

                  -  

                  -  

               

 

Total Transport Costs

 

 

 

                  -  

                  -  

                  -  

               

 

Administration Costs

           
               

6100

Office Supplies

         

                  -  

6102

Postages

         

                  -  

6103

Passport To Leisure Services

         

                  -  

 

 Stationery & Postage's

     

                  -  

                  -  

                  -  

 

             

6120

Mobile Phone

         

                  -  

6121

Telephones

         

                  -  

####

 Telephones

     

                  -  

                  -  

                  -  

               

6150

Insurance

         

                  -  

####

 Insurance 

     

                  -  

                  -  

                  -  

               

6200

Training Courses

           

6201

Training - Travel & Subsistence

         

                  -  

6202

Health & Safety Training

         

                  -  

6203

Conference Fees & Travel

         

                  -  

6204

Coach Education

         

                  -  

6205

Development Initiative

         

                  -  

6206

Elite Development

         

                  -  

6207

Sports Development

         

                  -  

####

 Training

     

                  -  

                  -  

                  -  

 

 

           

6250

Professional & Consultants Fees

           

6251

Group Fitness Instructors

         

                  -  

6252

Golf Professional Fees

         

                  -  

6253

Membership Fees

         

                  -  

 

 Professional Fees

     

                  -  

                  -  

                  -  

 

 

           

6260

Television Licences

         

                  -  

6261

Sports & Entertainment Licenses

         

                  -  

6262

Performing Rights Society

         

                  -  

6263

Phono- Performance Licence

         

                  -  

6264

Fitness Licences

         

                  -  

 

 Licences

     

                  -  

                  -  

                  -  

 

 

           

6300

Printing

         

                  -  

6301

Photocopying

         

                  -  

6302

Photographic Work

         

                  -  

6303

Advertising

         

                  -  

6304

Promotions

         

                  -  

6305

Branding/Signage

         

                  -  

6306

Graphic Design

         

                  -  

6307

Mail Shots

         

                  -  

 

 Printing & Marketing

     

                  -  

                  -  

                  -  

 

 

           

6320

Projects

         

                  -  

6321

Hospitality

         

                  -  

6322

Provision For Doubtful Debt

         

                  -  

6323

Other Administration Costs

         

                  -  

 

 Other Admin Costs

     

                  -  

                  -  

                  -  

 

 

           

 

Total Administration Costs

 

 

 

                  -  

                  -  

                  -  

 

 

           

 

Payments to Other Bodies

           

 

 

           

6350

Payments to External Parties

         

                  -  

6351

Subscriptions

         

                  -  

6352

Sub - Contractors Payments

         

                  -  

6353

Cash In Transit Contract

         

                  -  

 

Total Payments to Other Bodies

 

 

 

                  -  

                  -  

                  -  

 

 

           

 

Governance Costs

           
               

6400

External Audit Fee

         

                  -  

6401

Internal Audit Fee

         

                  -  

6402

Taxation Services

         

                  -  

6403

Legal Advice

         

                  -  

6404

Professional Advice

         

                  -  

 

Total Governance Costs

 

 

 

                  -  

                  -  

                  -  

 

 

           

 

Central Costs

           

 

 

           

6500

Bank Charges

         

                  -  

6501

Provision For Depreciation

         

                  -  

6502

Irrecoverable Vat

         

                  -  

6503

Miscellaneous Costs

         

                  -  

6504

Shorts & Overs

         

                  -  

 

Total Central Costs

 

 

 

                  -  

                  -  

                  -  

 

 

           

 

Total Charitable Activities

 

 

 

                  -  

                  -  

                  -  

 

 

           

 

TOTAL EXPENDITURE

 

 

 

                  -  

                  -  

                  -  

 

 

           

 

NET EXPENDITURE

 

 

 

                  -  

                  -  

                  -  

               
               

 

SUMMARY

           

 

Total Income From Generated Funds

 

0

0

0

0

                  -  

 

Total Income From Charitable Activities

 

£0.00

0

0

0

                  -  

 

TOTAL INCOME

 

£0.00

                  -  

                  -  

                  -  

£0

 

Total Cost of Generating Funds

 

0

0

0

0

                  -  

 

Total Employee Costs

 

0

0

0

0

                  -  

 

Total Property Costs

 

0

0

0

0

                  -  

 

Total Supplies & Services

 

0

0

0

0

                  -  

 

Total Transport Costs

 

0

0

0

0

                  -  

 

Total Administration Costs

 

0

0

0

0

                  -  

 

Total Payments To Other Bodies

 

0

0

0

0

                  -  

 

Total Governance Costs

 

0

0

0

0

                  -  

 

Total Central Costs

 

0

0

0

0

                  -  

 

TOTAL EXPENDITURE

 

                  -  

                  -  

                  -  

                  -  

                  -  

 

NET EXPENDITURE

 

                  -  

                  -  

                  -  

                  -  

                  -  

 

               

North Lanarkshire Leisure Ltd

ADVERTISING REQUEST

HUMAN RESOURCES

FACILITY:

Job Title:      

Grade:

Hours:

(please provide pattern of hours)

Paid Breaks          Yes   

                              No

Post Location:

Location Post Code:

Permanent                    

Temporary 

Name of Previous Postholder:

If Temporary, please give reason and how long post is temporary for:

If temporary cover for existing employee, please give name of employee:

Additional Payments

Contact Manager                                            

 

Contact phone number                                   

   

Is this a re-advertisement?

YES

 

NO

   
   

Previous reference number (if known):

NLL

How will this post be covered if not recruited e.g. relief/Overtime etc.?

What are the consequences/implications of not recruiting to post at this time?

Please provide the following information

Where do you wish the job to be advertised? ) i.e. Job centre, Local press, National Press, Internally etc.)

Which publications are to be used (if appropriate):

Signed: 

Designation:

Date:

Authorised by:

Designation:

Date:

SMT Decision:

 

Date:

               

Staff Code of Conduct 2019 Policy

  1. Introduction

    • The purpose of this Code of Conduct is to support a culture of openness, trust and integrity within all North Lanarkshire Leisure business practices.
    • At North Lanarkshire Leisure Ltd. we are committed to conducting all of our business activities with the highest standard of ethical conduct, to respect confidentiality and to act in good faith and exercise due care in all that we do, complying with all appropriate rules and regulations and proactively promoting ethical behaviour.
    • We expect all staff to exercise the highest level of integrity, ethics and objectivity in actions and relationships that may affect the organisation, including representing or negotiating on behalf of North Lanarkshire Leisure Ltd.
  1. Key Principles of The Code

 

Our Code is based on the following principles which seek to support best practice at every level. As an organisation, we must promote and robustly support the principles and be willing to challenge poor behaviour when it occurs.

 

2.1      Selflessness

           You should not take decisions or behave in a way which will result in any financial or other benefit to yourself, your family or your friends.  Decisions or actions should be based solely on the Trust’s best interests.

2.2      Integrity

           You should not place yourself under any financial or other obligation to an individual or an organisation which might influence you in your work with the Trust.

2.3      Objectivity

           Any decisions which you make in the course of your work with the Trust, including making appointments, awarding contracts, or recommending individuals for rewards or benefits, must be based solely on merit.

2.4      Accountability

           You are accountable to the Trust as your employer, and the Trust is accountable to North Lanarkshire Council and the public.

2.5      Openness

           You should be as open as possible in all the decisions and actions that you take.  You should give reasons for your decisions and actions and should not restrict information unless this is clearly required by NLL policy or by the law.

2.6      Honesty

           You have a duty of declare any private interests which might affect your work with the Trust.

2.7      Leadership

           If you are a manager, you should promote and support these principles by your leadership and example. 

  1. Relationships

 

3.1       Personal Conduct

 

           You should consistently treat all members of the public, customers and fellow colleagues fairly and equally, and you must follow the Trust’s Equality and Equal Opportunities Policy.

           As a NLL team member, you are expected to provide the highest possible standard of service to the public.  You should be aware that the way you behave during working hours may affect the reputation of the Trust.  You should also remember that misconduct or activities, both in and out of work may give rise to disciplinary action and may ultimately have a bearing on your employment with the Trust.

           If you are being investigated for, are charged with or have been convicted of a criminal or civil offence which may affect your work or working relationship with the Trust, you must advise your line manager immediately.  The Trust respects your right to privacy and only those incidents which could directly influence your work need to be reported.

3.2       Customers

 

           You should always remember your responsibilities to the community which the Trust services and ensure courteous, efficient and impartial service delivery to all groups and individuals within that community.  You must deal with all members of the public in a fair, equitable and consistent manner.

3.3       Private Interests

           

            You must not let private interest or personal relationship influence your decisions or actions.  You must not use your position to further your own interest or to inappropriately further the interests of others.

3.4       Conflict of Interest

 

           NLL staff have an obligation to act in the best interests of the Trust and to avoid situations where there may be a potential conflict of interest.  Conflict of interest may arise where an individual’s personal or family interests and/or loyalties conflict with those of the Trust.  Where you find yourself dealing with a contractor or potential contractor, and you may have some influence or role in respect of the contract, you should consider whether it would be more appropriate not to deal with this person or organisation.  A potential conflict of interest must be highlighted to a senior manager at the earliest possible point.  If you are unsure whether a conflict of interest exists, the default position is that you should discuss it with your line manager or another senior manager.  It is a legal requirement that you must advise the Trust immediately if you become aware that a contract in which you have a financial interest has been or is proposed to be entered into by the Trust.

           If you are involved in the operation of other Trust’s human resource policies, for example, Recruitment and Selection, Managing Absence, Discipline or Grievance, you must declare any interest or relationship to your line manager, where a decision will be made as to whether you can continue to be involved in the process.

           You must not do any work, paid or unpaid, for any person, organisation or club if that might result in a conflict of interest. (For contracted employees only. This does not apply to casual workers.)

3.5       Conduct Outside Work

           If our behaviour or conduct outside work has any bearing on our employment then this may be taken into account by the Trust in terms of the Discipline Policy.  In particular if an employee is charged with committing a crime which could be considered to impact on their employment then he or she is required to notify Line Manager without delay.  Examples of this are drug offences, sexual offences, crimes of violence, crimes of dishonesty and driving offences where the job involves the use of a car.

  1. Privacy and Confidentiality

 

4.1       The Trust seeks to be open, honest and transparent in what we do.  In addition, individuals have a number of legal rights under Freedom of Information or Data Protection legislation to access a wide variety of information held by the Trust.  It is important that we aim to be of assistance to people who choose to exercise those rights while at the same time seeking to safeguard the legitimate interests of the Trust as an organisation and its employees.

4.2       Against that background, care should be taken to ensure that information on Trust business, particularly where it may concern options or proposals which are not yet commitments, is restricted to those who have legitimate interest to be aware of it.  Accordingly care should be taken to preserve the privacy of individual items of information which inevitably we will come across as Trust employees and also to exercise caution about divulging the business of our employer more generally.

  1. Gifts and Hospitality

 

5.1       The Trust has in place a procedure which requires you to advise your Head of Service of any gift or hospitality received by or offered to you in the course of your employment with the Trust.  It is important that such procedures are strictly complied with at all times and failure to do so may well be regarded as a disciplinary offence, in the interests of ensuring compliance with high standards of conduct and personal integrity within the Trust.  These procedures are available at from the Human Resources Section.  Attention is drawn to the legal requirement that an individual shall not, as a result of his or her employment with the Trust, accept any fee or reward whatsoever other than his or her salary.

5.2       Gifts

                

           As a general rule gifts to staff should not be accepted, as the practice of accepting gifts can lead to accusations of bias or privilege towards those giving gifts.  However, there may be occasions where gifts can be offered and accepted where there can be little or no suspicion of bias or partiality.  For example, where gifts are of token value.  In that situation a gift can be accepted.  Examples would be pens, diaries and calendars.  In such a situation the gift can be accepted and does not require to be registered.  If a gift is offered (not of token value) it can only be accepted if authorised by the Managing Director and the gift must be registered (even if not ultimately accepted).  Authorisation will be granted where the Managing Director is satisfied that the gift does not give rise to any issues of preference or partiality and that there are circumstances justifying acceptance of the gift.

5.3       Hospitality

           You should only accept offers of hospitality if there is a genuine need to impart information or represent the Trust in the community.  You should only accept offers to attend purely social or sporting functions when these are part of the life of the community or where the Trust should be seen to be represented.  All offers of hospitality should be registered, whether accepted or not.

  1. Personal Presentation

 

6.1       The Trust expects all employees to observe a standard of personal appearance which is appropriate to the nature of the work undertaken, follows operational requirements and which portrays a professional approach which the public will have confidence in.  Our goal is to provide a workplace environment that is comfortable and inclusive for all employers.  We expect that your attire will exhibit common sense and professionalism. The required standards are set out in NLL’s Uniform Policy.

6.2       For individuals who do not require to wear a uniform or Personal Protective Equipment (PPE), we support a business casual approach which whilst flexible, is aimed at ensuring we maintain a consistently high standard of appearance.

6.3       Individuals who are required to wear a uniform must ensure that they do so during working hours, unless advised otherwise by their manager.  Uniforms must be clean and worn in presentable fashion.  Uniforms must not be altered in way without NLL’s permission and remain the property of NLL.  Staff must ensure good care is taken of them, and return any uniforms issued on the termination of employment.  If you are in a role that requires protective clothing, you are required to wear this clothing while carrying out your duties whenever required by law or by NLL rules.

6.4       The above principles apply at all times.  Throughout the year, NLL may choose to take part in organised fund-raising days where the dress code will be relaxed.  If fund-raising days are to be held, details will be circulated to employees in advance.

 

  1. Financial Regulations & Contract Standing Orders/Whistleblowing

 

7.1       There are procedures in place to deal with the potential for fraud within the organisation.  These are accessible from the Finance Section and again in the interests of the Trust and everyone who works within it, it is of primary importance that these procedures are complied with.

 

7.2       In order to assist in ensuring high standards of conduct within the Trust, the Trust also has a procedure on Whistleblowing which can be accessed from the Human Resources Section.

  1. Contact with the Media

8.1       In the course of your employment with the Trust, you should only make contact with the media or respond to enquiries from the media where you have been authorised to do so by the Managing Director or nominated officer.  Any such statement you make must reflect the policies and views of the Trust. 

8.2       As team members, we need to be very careful how we express personal views on Trust proposals which may affect us and the potential for comments to be misconstrued.  It is important that in making any such statements there is clarity that we do so as individual residents and citizens, unconnected with our Trust role or responsibilities.

  1. Use of Social Networking Websites

9.1       The use of online social networking sites has grown significantly over recent years and is now a significant part of daily life.  While these sites can provide a positive way to keep in touch with friends, family or colleagues, it is important to ensure that the informal nature of such sites does not give rise to professional or ethical concerns or breaches of confidentiality by NLL employees.

9.2       Employees must remember that social networking sites are not secure and can be accessed by the general public.  It is therefore essential that no information is placed on social networking sites which could:

                  ○ Breach confidentiality, trust or ethics.

                  ○ Constitute harassment of an individual or group.

                  ○ Constitute defamation of character.

                  ○ Discredit services provided by North Lanarkshire Leisure.

                  ○ Discredit North Lanarkshire Leisure as an employer.

           North Lanarkshire Leisure email addresses must not be used on any social networking site.  Misuse of social media may lead to disciplinary action under the terms of the Disciplinary Policy.

  1. Co-operation with Internal Investigations and Procedures and with Litigation

10.1     On occasions you may be required to participate in internal investigations arising under the Trust’s Discipline, Grievance and Harassment Policy and may also be required to attend investigation meetings, hearings and appeals as a witness.  In addition the Trust may also require the attendance of employees as witnesses or representatives at court or tribunal hearings in which the Trust is involved.  These responsibilities, where they arise, should be seen as part of your normal duties and responsibilities.

  1. Secondary Employment
  • North Lanarkshire Leisure Ltd recognises that in some instances employees wish to undertake other employment, whether paid or unpaid, out with the Trust. It is acceptable for employees to have second jobs providing there is (i) no conflict of interest with NLL Ltd and (ii) no impact on their employment in terms of performance and/or attendance within the Trust.
  1. Complying with the Code

12.1     You are expected to comply with all aspects of this Code of Conduct.  Any breach which comes to the Trust’s attention will be fully investigated and appropriate action taken.  This may include action under the Trust’s Disciplinary Policy.

 

Redeployment Policy

  1. Objectives
  • Redeployment is an option which is offered in a number of the Trust’s employment policies.

The circumstances in which it may be considered include:

  1. redundancy
  2. incapability due to ill-health
  3. job sharing
  4. poor work performance
  • The Trust’s Absence Management; Redundancy and Job Sharing Policies refer to situations in which redeployment will be considered. The aim of this policy is to deal, specifically, with the situation where, as a result of applying these policies, it becomes necessary to seek alternative employment for the individual concerned.
  • Through this policy, the Trust will, as far as possible, retain employees in employment by seeking suitable alternative employment.
  1. General Principles
  • The Trust will make every effort to redeploy employees into posts at the same wage/salary, hours of work, location etc. However, where this is not possible, the employees will be appointed on the relevant terms and conditions attached to the new post and there will be no entitlement to preservation.
  • The Trust will not be bound to appoint to alternative jobs where there is a clear mismatch between the employee’s competencies and the demands of the job. Neither will it be committed to retaining an employee appointed to a new job if, following appropriate training and support, the employee does not meet the required standards of performance.
  • In a potential redundancy situation, consultation with the trade unions and individual employees will be in accordance with statutory requirements and the Trust’s Redundancy Policy. In other circumstances, such as ill-health, poor performance or job sharing situations, the individual will have the right to be accompanied by a trade union or other representative at all meetings arranged to discuss the proposed redeployment.
  1. Trial Periods – Redeployment on Redundancy Grounds

3.1     In redundancy situations, if an alternative job is offered, employees will         have the right to a trail period which will begin when the existing      contract ends and will last for a period of not less than 4 weeks. Such         alternative employment will be offered on the basis that:

  1. the existing contract of employment has been terminated;
  1. an offer of re-engagement, in an alternative job, has been made before the original contract ends;
  2. the offer takes no later than 4 weeks after the ending of the previous job, although in exceptional circumstances, this timescale may be extended.

3.2       If the employee terminates the contract during the trial period or gives        notice during the trial period to terminate it and the contract is then            terminated, he or she will be treated as having been dismissed when        the original contract came to an end. The employee is also treated as                   having refused the offer of a new job. If the new job was suitable in             relation to the employee and the employee acted unreasonably in        leaving it, he or she will not be entitled to a redundancy payment.       However, if the job was not suitable, or even if it was suitable and he          or she was not reasonable in leaving it, the employee will be entitled to      a redundancy payment.

3.3       If the trust dismisses the employee of gives notice of dismissal during         the trial period “for a reason connected with or arising out of the          change to the new employment”, then the employee is again treated         as having been dismissed when the original contract ended and on the       grounds of redundancy. The employee will be entitled to a redundancy       payment. “A reason connected with or arising out” of the changed           employment would cover the Trust deciding that the employee is                   incapable of doing the new job or is superfluous to requirements after         all.

3.4       Dismissal of the employee for another reason – e.g. misconduct – would not be “for a reason connected with or arising out of the change”        of job and would simply be a dismissal unconnected with the             redundancy situation. Such a dismissal would supersede the           employee’s original dismissal for redundancy and he or she would,   therefore, not be entitled to a redundancy payment.

3.5       If the employee is absent through illness at the date on which the new         contract in the alternative post is due to start, the 4 weeks will not          commence until he or she returns to work.

3.6       To summarise, the possibility of suitable alternative employment     requires serious consideration and adequate discussion. Points to            bear in mind are that:

  1. the current contract may already contain a broad enough job title or mobility or flexibility clause for alternative work to fall within the scope of what the employee can reasonably be required to do – and therefore the transfer to new duties can occur without any need for notice or a trial period.
  1. dismissal should be delayed if it is anticipated that opportunities are likely to occur shortly e.g. due to high turnover or new work orders
  1. the employee must be given enough information about the alternative job and enough time, to make a sensible decision and should be encouraged to take up a trial period
  1. reasonable efforts must be made to identify suitable vacancies within the Trust. Where a potential redundancy situation is identified, the Head of HR & Payroll may suspend recruitment in appropriate areas, or allow only temporary recruitment into vacancies which may be, potentially suitable alternative employment for the group(s) of employees who may be in a redundancy situation.
  1. the assumption should not be made that jobs which involve a drop in pay or status or which appears less attractive for other reasons will be unacceptable – they must still be discussed with the employee
  1. if the employee leaves or gives notice within the trial period he or she will get a redundancy payment only if the job was unsuitable and/or he or she did not act unreasonably in leaving it
  1. if the employer dismisses the employee or gives notice within the trial period, the employee will get a redundancy payment unless the dismissal is for a new reason unconnected with the fact that he or she is on trial in a new job
  1. employees absent on maternity leave must be considered for suitable alternative employment from the time the job they took leave from is made redundant, until the time at which they exercise the right to return i.e. throughout maternity leave
  1. there is no entitlement to more than one trial period

3.7       Extending the Trial Period

The trial period may be extended in circumstances where extra time is needed for the purpose of retraining. Such extended trial periods must:

  1. be in writing and be made before the employee starts work under the new contract;
  1. specify the date of the end of the extended trial period;
  1. specify the terms and conditions of employment that will apply to the employee after the trial period ends

3.8       Notice

During the trial period, the contract may be ended with or without notice. If notice has been worked out under the original contract, then notice is not due again since the date and reason for dismissal revert to the original termination of the contract. If notice has not been worked (or not been worked in full) under the original contract, then the employee will have full (or the balance of) notice entitlement at the end of the trail period.

  1. Redeployment General

A part from the Trust’s policy on redundancy there are a number of other policies which provide for the possibility of redeployment and these are listed below. Employees redeployed in these circumstances should be provided with a trial period as detailed in Section 3 above.

  1. Ill-health/Disability

In accordance with the Absence Management Policy, prior to taking the decision to terminate employment on the grounds of capability, full consideration will be given to various options which might facilitate return to work including redeployment to suitable alternative duties. While every effort will be made to identify an appropriate job no new job will be created to accommodate such a situation.

Some ill-health situations are sufficiently serious to amount to “disability” in terms of the Equality Act 2010. Alternatively, an employee without experiencing health problems may fall within the definition of “disabled” in terms of the Act.

The Equality Act imposes a duty on employers to make reasonable adjustments and redeployment to a more suitable job is one of the steps the Trust will be required to consider.

If you consider that an employee in your department has a disability which may fall within the definition of the Equality Act and redeployment may be a consideration, you should contact Human Resources for further advice.

Where necessary, in cases relating to disability, advice on the suitability of alternative employment etc. will be sought from the local Placement Assessment and Counselling Team (PACT).

Any employee who considers that they fall within the terms of the Equality Act should contact Human Resources for clarification or support, and, at the same time, notify their Line Manager.

  1. Job Sharing

Job sharing arrangements are provisional upon the full time hours of the job being carried out. Accordingly, where in the event of one job sharing partner leaving the shared post, the remaining sharer does not wish to take the post full time and it is not possible to recruit a suitable replacement, every effort will be made to redeploy the remaining sharer.

  1. Poor Performance

When an employee’s job performance is less than satisfactory, the Manager will need to investigate thoroughly and communicate openly and honestly with the employee. If support measures such as training, counselling etc. do not result in necessary improvement, redeployment should be considered before the ultimate decision to terminate the employment on the grounds of incapability is taken. This procedure will not apply to an employee in a case where he or she fails to come up to standard though his/her own carelessness, inattention, negligence or idleness which relate to conduct and not capability.

  1. Miscellaneous
  • There may be circumstances, out with the terms of existing policies, where an employee could, on compassionate grounds, be allowed to request redeployment under the Trust’s Redeployment Policy. Such requests should be directed to the appropriate Manager for consideration in liaison with the Human Resources Manager.

Each case will be considered entirely on its own merits and there will be no automatic application of this policy in circumstance out with its stated limit.

  • Potential redeployment situations will be dealt with, where appropriate, in accordance with the terms of the appropriate policy e.g. Redundancy, Absence Management, Job Sharing.
  1. Procedure

 

  • All employees who are being considered for redeployment must complete a Personal Profile Form FORM1, detailing all information about work experience, employment history, skills, etc.
  • Departmental management should in the first instance, explore the possibility of redeployment within their own department.
  • When redeployment possibilities within the employee’s own department have been exhausted, departmental management should forward standard memorandum MEM1, detailing the background to the case to Human Resources, along with the Personal Profile Form FORM1 completed by the employee.
  • Human Resources, on receipt of the Department’s memorandum and Form FORM1, will:
  • consult the internal Vacancy Bulletin to see if any potentially suitable vacancies exist;
  • circulate the details to all Departments. Department must respond within seven working days using MEM2. (All vacant posts should be considered).
  • Following assessment of the Vacancy Bulletin and on receipt of response from Departments, the Human Resources section will forward potential vacancies to the employing Department.
  • The employing Department should, thereafter, liaise directly with the relevant departments to secure the redeployment. The outcome should be recorded on MEM3 and forwarded to the Human Resources Manager.
  • Departmental management shall be under no obligation to fill any vacancy with a displaced employee, however, first consideration must be given to such employees. No other candidates should be considered at this stage. The displaced employee should be interviewed and assessed against the pre-prepared employee specification for the vacant post. Refusal to fill a vacancy with a displaced employee must be based entirely on an objective recruitment process and will take due account of the essential selection criteria appropriate to the vacancy. If redeployment is refused, MEM3 must be completed, clearly stating the reason for refusal and the areas on which the employee did not meet the specification for the vacant post.
  • If, having exhausted this procedure, redeployment is not possible, the case will be dealt with in accordance with the appropriate policy of procedure.

 

NORTH LANARKSHIRE LEISURE LTD

PERSONAL PROFILE

Name:                                                                                                     

Home Address:                                                                                    

                                                                                                                 

Telephone No:   Home:                                                Work:                                           Mobile:

                                                                                                                                                                                                     

 

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Learning & Development Policy

  1. Policy Statement

North Lanarkshire Leisure Limited (Company) recognises the need to invest in the training and development of its team members in order to maximise their potential and to realise the inherent benefits to service provision. To this end North Lanarkshire Leisure has a formal Learning and Development Policy. This Policy is intended to communicate the commitment to learning and development, explain the process by which everyone involved with the company can become involved with learning, the relationship learning and development has with the Business Plan, Service Improvement Plan and the timetable for learning and development interventions.

Definition

This Learning and Development Policy is seen as integral to supporting North Lanarkshire Leisure’s strategic aims and objectives as outlined in the Business Plan and other associated Company plans and strategies.

Team member Development is defined as:

Learning processes, activities or other interventions which enable staff to develop the skills, knowledge, attitude and effectiveness required to deliver North Lanarkshire Leisure Vision and Mission”

  1. Policy Objectives

We are committed to the ongoing development of all team members to enable them to make a full and effective contribution to the aims, objectives and services of North Lanarkshire Leisure.

This policy extends to all team members.

We aim to:

  • ensure that the company has sufficient trained, qualified, experienced and flexible team members to support it service needs and to ensure its continuing effectiveness in providing services, and achieving accreditation for service delivery.
  • to provide the learning and development needed to enable team members to perform their present jobs effectively and to acquire the necessary, new skills to increase flexibility in moving to new or different areas of work;
  • to assist team members to develop their potential and to realise their aspirations for career progression, consistent with their needs and those of the Company;
  • to ensure there is quality of opportunity for team members to obtain systematic learning and development:
  • to meet learning and development needs of team members in the most effective way, in terms of quality and cost.

 

  1. Employee Learning and Development Priorities

 

The following Company learning and development priorities have been established in order to ensure the most advantageous use of available learning resources within the Company, with its partners and externally. These must be taken into account by managers, in determining their own service learning and development priorities.

  • The induction learning required by new recruits to the Company or

            Team members transferring between or within sections;

  • the learning required to meet the Company’s obligations under

European, National and Scottish regulations and legislation;

  • the learning and development required to increase team members                     effectiveness and improve performance in current jobs, at all levels;
  • the learning and development required to support the Company’s                                        

strategic objectives;

  • the learning and development required to promote good team members relations and industrial harmony;
  • the learning and development required to comply with the Company’s Employment Policies.
  • the learning and development arising from new organisational procedures or equipment, or new technology;
  • the learning and development required to promote good relations with the communities of North Lanarkshire.
  1. Learning and Development Budget

The responsibility, accountability and authorisation for learning and development expenditure lie with the Head of HR and Payroll in consultation with the Learning &  Development Manager.

  1. Responsibility for Learning and Development

Line Managers will keep learning and development records for each individual within their section. This information can be viewed at any time by contacting the appropriate manager.

Shared Responsibilities

North Lanarkshire Leisure recognises the need for everyone to learn and develop their skills on a continuous basis and will support individuals to help them achieve this. Equally, NLL expects individuals to take on responsibility for their own self-development. For example, identifying suitable learning and development activities with the help of line managers and adopting a flexible and positive approach to any learning and development that is identified.

Individual Responsibilities

Managing Director and Senior Management are responsible for, and committed to:

  • Ensuring that NLL has a clear Vision, Mission, Aims and Objectives

       and that team member development is recognised as a valuable tool in  

       ensuring that all team members are equipped to achieve these goals;

  • Ensuring that appropriate systems and processes such as Induction,

       Mentoring, Personal Development Review are in place and embedded

       sufficiently to support team member development and learning activities;

  • Ensuring that appropriate resources such as finance and relevant

       expertise are appropriately available to support team member development

       and learning activities;

  • Ensuring that NLL can determine a calculated return on its investment

       in team member development and learning through the identification of

       improved performance at organisational and operational level.

Managers are responsible for, and committed to:

 

  • The development of all team members in order to achieve Company aims and

        objectives;

  • Ensuring that all team members have access to learning and development

       opportunities, appropriate to their role and development needs;

  • To monitor and identify areas of team member work which can be assisted by

        a Learning and Development activity.

  • Assessing the transfer of learning into the work place through a process of

       evaluation and review.

Learning and Development Manager

  • Ensure the production of a Learning and Development Policy which is

       reviewed to ensure it is meeting priorities.

  • Encourage partnerships between internal groups and external agencies and

       organisations to ensure a best value approach to learning and development.

  • Co-ordinate and facilitate the delivery of appropriate learning and

       development  solutions, in response to business and legal needs.

  • Support NLL by providing a centralised learning and development resource.
  • Providing the tools to support learning and development.
  • Will arrange such learning and development as is necessary to assist and

        support team members who have a responsibility to implement and apply

        Company policies, systems or procedures.

  • Design and arrange for an effective and efficient Induction learning process

        for all new team members.

Individual Team Members

 

Individual team members have a responsibility to take ownership of their own learning in order to maximise the opportunities that can be made available to them.  It is necessary for the individual team member to participate fully in the identification of their own learning and development needs, to co-operate in any evaluation of learning and development and to participate in pre- and post- development discussions, to improve individual and organisational performance. Team members will be expected to actively put into practice any new skills and knowledge gained through staff development.

Training Needs Analysis

Training Needs Analysis (TNA) is the systematic gathering of data to find out where there are gaps in the existing skills, knowledge and attitudes of team members. It involves the gathering of data about existing team members’ capabilities and organisational demands for skills, and the analysis of the implications of new and changed roles for changes in capability. It often flows from the business strategy, as the aim of identifying needs is to be able to build a plan to offer appropriate learning opportunities to fill the gaps identified and ensure that there is sufficient capability for the organisation to meet its objectives.

 

Identifying Training & Development Needs

Identifying training and development needs, and helping individuals to improve their performance, are key responsibilities for line managers, so they are expected to be actively involved in their team’s training and development. Line managers are also responsible for measuring the effectiveness of any learning and development undertaken by team members.

The skills and knowledge that will be needed for the future success of the company will become apparent as each Business Plan is drafted and communicated to and collective / individual performance objectives agreed. Where individual skills, knowledge or the development of competencies are needed to achieve these Company objectives, these should be forwarded to the Learning and Development Manager for discussion.

  1. Assessment and Evaluation Procedure

To assist services evaluate and maximise the impact of any learning provided, the learning and development team will provide:

  • A model Training Needs Analysis questionnaire which can be adapted for use

       by each service;

  • Standardised course evaluation forms for internal and external courses /

        seminars, etc;

  • Pre–and–post-course interview guidelines.

Methods of Providing Team member Development

North Lanarkshire Leisure is committed to promoting a Learning Organisation culture. It recognises that individuals often have preferred and different methods of learning and to this end, the Company will encourage professional development through providing a variety of methods for learning. Learning should not be viewed purely as “attending a training course”. There are a variety of different methods that can be used to help develop individuals and the Learning and Development section, will be happy to help individuals and managers select the most appropriate method. For example:

  • Using open and distance learning materials
  • Computer-based packages
  • Videos or CD-ROMs
  • E-learning
  • Reading literature
  • In-house courses / workshops
  • External courses / conferences / seminars
  • Secondment
  • Individual and joint projects
  • Research
  • Professional qualifications
  • Working party membership
  • Counselling, coaching or mentoring
  • On the job training
  1. Learning and Development Provision

 

The Company will provide learning and development resources, subject to budgetary constraints and priorities. While each manager must assess and exercise discretion in the provision of learning and development opportunities in this context, the Company expects that team members will be released for approved learning and development, on the basis that the learning has already been approved and scheduled to accommodate operational requirements.

Induction

Induction learning will commence on arrival for all new team members to the Company. It should comprise both a company and service overview and should:

  • Explain what the Company does and how it is organised
  • Explain the Company’s values and culture
  • Help team member settle into their new environment
  • Help team member understand their responsibilities and obligations
  • Ensure the Company receives the benefit of well trained and motivated team

       members, as quickly as possible.

Induction learning should also be given to team members transferring between and within sections to achieve the above aims in the context of the new post.

In-house Learning and Development

To ensure that learning and development is as cost effective as possible, and relevant to the needs of the individual as well as the section, NLL will endeavour to meet the majority of identified learning needs through in-house provision.

Job Related Learning and Development

 

Job related skills learning and development may include both on and off-the-job learning situations, e.g.:-

(i) internal or external learning and development courses;

(ii) delegation;

(iii) coaching and guidance;

(iv) projects;

(v) secondments;

(vi) appropriate job rotation;

(vii) computer assisted learning;

(viii) further education;

(ix) vocational qualifications

Learning and development in relation to continuous professional development should be instigated by individuals and should meet the level of requirements stipulated by the professional body.

Resources may be available to team members who wish to pursue undergraduate and postgraduate qualifications, where this is deemed to be a requirement either of the current job or of a planned development.

A team member who is undertaking an authorised course of studies and who is appointed to a different post within the company will normally be allowed to complete the course of studies authorised in that academic year. Any further resources granted subsequently will be subject to the Managing Director’s approval, on the basis that the qualification is still relevant to the company and the new responsibilities of the individual.

Resources to attend day/block release courses, full-time courses, evening classes or distance learning courses leading to a relevant qualification may be granted where it would be in the interests of the company and the individual team member.

The company will normally only grant resources or financial assistance for a course of study leading to the attainment of a second professional or vocational qualification, in circumstances where it is deemed necessary to meet work requirements.

Day or Block Release Resources: if operational conditions within a service permit, day or block release resources with pay, will be granted to team members who may wish to commence an authorised course of study leading to an approved qualification.

Full-Time Release Resources: team members may be granted leave of absence, with or without pay, to attend a full-time course of study. The circumstances of each case will determine whether approval can be granted, and, if so, the level of support.

Evening Classes: team members may be granted financial assistance to attend an approved course of study by means of evening class.

Distance Learning Courses: an employee may be granted resources to undertake a relevant course of study by distance learning (Correspondence, Open University/Technical, etc.).

The continuance of the resources outlined above will be subject to satisfactory progress being made throughout the course.

Learning – Company Issues

Strategic Objectives

Each section will ensure the integration of the Company’s priorities in their learning plan for new and existing team members, and ensure the integration of strategic objectives in service training plans.

Health and Safety Learning

Health and safety learning will be provided for all team members in accordance with the obligations of the Health and Safety at Work Act 1974 and related legislation, and North Lanarkshire Leisure’s Policy on Health and Safety.

Equal Opportunities

North Lanarkshire Leisure will arrange such learning as is necessary to help ensure that team members are enabled to carry out their responsibilities without discrimination on any grounds. Those receiving such learning will include not only team members with personnel and line management responsibilities, but also team members, who provide a direct service to the public.

Employment Policies

North Lanarkshire Leisure will arrange such learning as is necessary to assist and support team members who have a responsibility to implement and apply North Lanarkshire Leisure’s employment policies.

Computer Technology Learning

North Lanarkshire Leisure will provide learning for team members to enable them to identify potential situations where computer technology could improve work performance and effectiveness, as well as improve access to services and encourage citizen participation. North Lanarkshire Leisure will provide team members who are ‘users’ of computer technology with the required learning in the application of company systems.

Management Learning and Development

North Lanarkshire Leisure accepts that management learning and development is a vital investment which should show a return from improved team member effectiveness in providing a high level of services. Provision will be made for team members who have managerial responsibilities/management potential to have access to up-to-date developments in the concepts of management, to be achieved by means of coaching and guidance, projects, job rotation, short courses etc.

Learning for Young People

As part of North Lanarkshire Leisure continuing commitment to young people, we will facilitate learning via:-

  • Vocational Training / Modern Apprenticeship Programmes

 

Training and development programmes will be provided to ensure trainees achieve the agreed qualification standards and maximise their individual potential.

(ii) Employees Aged 16 or 17 years

 

North Lanarkshire Leisure will permit young employees, who have not achieved a certain standard in their education or learning, reasonable paid time off to study for a relevant qualification which will help them towards achieving that standard, as set out in the Right to Time Off for Study or Training (Scotland) Regulations, 1999.

Modern Apprenticeships

Apprenticeship learning will be provided in accordance with government policy and national agreements, and conditions of service.

Supported Employment

North Lanarkshire Leisure will facilitate learning, which has been identified

as necessary, to allow trainees to enhance and build on their existing skills, in a real integrated work setting, thus increasing their potential to gain substantive employment.

Secondments

North Lanarkshire Leisure recognises that career development may require employees to be given periods of work experience in a variety of work situations, and which may be associated with formalised learning.

 

Learning for Trade Union Representatives

North Lanarkshire Leisure supports the learning and education of Trade Union Representatives. Thus, in accordance with the ACAS Code of Practice, all union representatives will, where possible, be granted paid leave of absence to undergo industrial relations learning where this is:-

  1. a) relevant to the carrying out of Trade Union duties; and
  2. b) approved by the Trades Union Congress and Scottish Trades Union Congress or by the independent union of which he or she is an official.

Attendance at all courses must have prior approval from the relevant manager, on Form PS16 and a minimum of 14 days notice of intention to attend must be given.

Team members will be paid normal contractual payments which they would have received had they remained at work.

Paid or unpaid leave of absence may be granted to a Trade Union representative to allow him or her to attend learning that may be regarded as being of mutual benefit to North Lanarkshire Leisure as an Employer and to the trade union representative but which does not fall into the category outlined above.

In these circumstances application should be made to the Managing Director or nominated senior manager who, in conjunction with the Head of HR and Payroll, will decide whether to extend this facility and determine whether the leave will be with pay or without pay, based on whether it relates to trade union duties or activities.

Pre-Retirement Learning

Team members who are due to retire will be given the opportunity of attending a pre-retirement course. Time-off with pay will be granted for attendance at a recognised day-release course.

  1. Access to Learning Provision

 

Access to all learning and development events will, in the main, result from the outcome of a review of learning needs, conducted annually and contained within service learning and development plans. The identification of appropriate learning should have regard to suitable in-house learning delivery and the most cost-effective use of learning budgets.

Qualifications and Job Related Learning Courses

 

Attendance at a relevant part-time course of study, or short external course, seminar, or other similar job related training course may be approved by the Managing Director, or nominated senior manager, provided that:-

  • the proposed course is relevant to the work of the section and the team members   
  • present post, or, where applicable, planned future position in the Company;
  • appropriate budgetary provision has been made for the course.

Full Time Qualification Learning Courses

 

Application for such release resources, with or without pay, should be considered, following consultation with the Managing Director.

Trainees

 

At all times, North Lanarkshire Leisure will facilitate the learning of those team members who occupy designated trainee posts, in accordance with the conditions of their contracts of employment.

Overseas Events

 

Requests for attendance at events, conferences etc. which are held overseas will be subject to agreement by the Managing Director.

  1. Right to request “time to train”

 

Background

In addition to the right of team members to request learning and Development, as set out in the company’s Learning & Development Policy, from 6 April 2010 team members have a  statutory right to request time off for training under the Apprenticeships, Skills, Children and Learning Act 2009.

Team members do not have to use this right for every learning request.  Requests for learning should be discussed with the line manager in the first instance. It is anticipated that this approach will resolve the majority of requests without the need for statutory requests.

Eligibility

 

To make a statutory request for “time to train” individuals must:

  • Be a team member
  • Have worked for the Company continuously for at least 26 weeks before the

     application is submitted.

Team members can make only one statutory time to train request in a rolling twelve month period.

Formal “time to train” requests must be submitted in writing to the line manager. A sample letter is held in Appendix One.

Paying for the Learning

 

The Company is not obliged to meet the costs of the learning.  When a request is discussed with the line manager, the team member should make it clear that they are also looking for the Company to provide financial support.

Time Periods for Consideration a “Time to Train” Request

 

Within 28 days of receiving a request, the line manager must either:

  • Accept it and give their decision in writing.
  • Arrange a meeting to discuss it and within 14 days of that meeting inform the

       team member of their decision.

  • If the person who would normally consider the request is not at work because of annual leave or illness, this time period is extended. The 28 days starts either on the day the person returns to work or 28 days after the request is received, if the person is still off work at that point.

 

Bringing a representative to the meeting

 

The team member is entitled to be accompanied at any meeting held to discuss the training request by a work colleague or trade union representative.

Making an Appeal

 

If a team member makes a request for learning under their legal right and the line manager refuses it, the employee is entitled to appeal this decision.

There is no restriction on the grounds on which to appeal a “time to train” decision.  If a team member decides to appeal, it must be done within 14 days of the line manager’s decision and should be submitted to the line manager’s manager. The letter must be dated and set out why the team member is appealing the decision.

Appeal Meeting

The manager considering the appeal must arrange a meeting to discuss the appeal within 14 days of the date of the team member sent the appeal letter.

Following the meeting, the manager must give their decision on the appeal in writing within 14 days.

If a team member is unhappy with the outcome of the appeal, the next step is to raise a grievance against the Company.  This should be done in accordance with the Company’s Grievance Procedure.

10.  Conditions

Excess Travelling Expenses

North Lanarkshire Leisure will pay to team members, actual excess travelling expenses incurred in attending an authorised course. The excess expenses are defined as being the difference between the actual cost incurred in travelling from the team members home to the place of study and the normal cost of travel from home to place of work (one return journey), both journeys by public transport or, where appropriate under paragraph (b), by car.

Authorised car users, who are authorised to use their cars to attend Learning and Development courses, may claim actual excess expenses incurred, otherwise claims should be based on the cost of public transport rates.

Unsatisfactory attendance or where the team member did not sit the required examinations without a satisfactory explanation, will result in the non-payment, or recovery of expenses,

 External Learning and Development Activities

 

(a) Course Fees - North Lanarkshire Leisure will pay in full the fee for an authorised external learning event.

(b)Travelling Resources, Personal Expenses and Subsistence Allowances.

Expenses incurred in attending an authorised course will be reimbursed in accordance with the Company’s Conditions of Service.

Where residential accommodation is required and the cost is not included as part of the course fee, North Lanarkshire Leisure will arrange payment in accordance with the Conditions of Service.

The cost of travelling home at week-ends will be met by North Lanarkshire Leisure where a residential course is of more than one week’s duration and where the week-end does not form part of the course.

Services should make any travel/accommodation arrangements, not included in the booking arrangement, through the Company’s recognised Travel Agents.

Professional and Vocational Learning

Qualifications Learning

The conditions governing the granting of financial assistance and other resources are detailed below. These conditions do not apply to team members who have been granted full time release resources unless specified.

Course Fees and Examination Fees

 

  • North Lanarkshire Leisure will pay in full the prescribed course fee/matriculation fee and examination fees for an authorised course of study leading to one of the qualifications recognised by the Company. This will not apply to subscriptions or any other fees payable to any professional body even when such a payment is a prerequisite to undertaking a course of study.
  • Payment of fees will be made only in respect of a course of study undertaken while in the service of the Company. A team member joining the service of North Lanarkshire Leisure while attending a course of study for which the fees have been paid may be allowed to continue such studies but no reimbursement of paid fees will be made. A team member leaving the service of North Lanarkshire Leisure in the course of an authorised course of study will be required to reimburse any fees in accordance with the written undertaking. Payment of re-sit examination fees is the responsibility of the team member.
  • Payment of fees is administered by the service concerned, within the

 timescale detailed by the provider, utilising the relevant budget.

Prescribed Text Books and Thesis

 

(a) The onus is on the team member to access the use of text books and/or other training materials. Thus, for example, full use should be made of municipal and college libraries, professional institutes etc.

(b) Where a further qualification entails the production of a thesis, assistance will be given to the employee to produce the thesis in-house, where operational circumstances allow.

Reduction in Financial Assistance

 

Where a team member receives financial assistance towards the cost of a course from any other body, the assistance given by North Lanarkshire Leisure will be reduced according

Study for Examinations

Subject to operational conditions within the service, leave of absence with pay will be granted for the purpose of final revision prior to sitting a formal examination (not a class examination). The study leave permitted is:

1-2 exams 1 days paid study leave

3-4 exams 2 days paid study leave

5 exams or more 3 days paid study leave

To accommodate the finalising of essential assignments or portfolio building, provision of a ½ day paid leave will be granted for each 40 hour module or vocational qualification. Where appropriate, time and resources, for study during working hours should be made available, within the company, as an alternative, to granting leave of absence.

Leave for Examination

 

Leave of absence with pay will be granted to team members to enable them to sit authorised examinations during normal working hours.

Open University/Technical Summer School

 

Team members who are required to attend Summer School as part of an approved course of study will be granted paid leave of absence.

Written Undertakings

 

(a) The following conditions apply to employees who have been authorised to study for an approved course on a block/day/full-time paid release basis, by evening class, distance or open learning or undertaking a vocational qualification.

(b) All team members who have been granted resources for professional and vocational courses of study will be required to sign a Letter of Undertaking prior to commencing their studies. A copy of the signed undertaking will be given to the team member. Before signing the undertaking, the team member will be advised of the estimated cost of the proposed course of study and this cost would be included within the Letter of Undertaking.

(c) This undertaking will require the team member to agree to remain and continue in the service of North Lanarkshire Leisure for a period of 2 years, following the completion of the course. The team member will be required to repay to North Lanarkshire Leisure any financial assistance given. As detailed in recovery of learning expenses.

(a) and (b), during the study period or before the expiry of the 2 year period, should the employee:

(i) voluntarily leave the service of North Lanarkshire Leisure;

(ii) be dismissed from the service of North Lanarkshire Leisure for reasons of discipline or misconduct;

(iii) voluntarily terminate the studies before completing the course;

(iv) fail to make a satisfactory number of attendances while on the course;

(v) not attempt to complete the work of the course to a satisfactory standard;

(vi) fail to make satisfactory progress as determined by service provider in conjunction with employing department.

 

Recovery of Learning Expenses

 

(a) Except where an apprenticeship or trainee agreement and the contract of employment otherwise specify, the amount to be recovered, shall be the financial assistance paid by North Lanarkshire Leisure or such proportion thereof as may be determined by the company in connection with the course of studies, calculated to include:

(i) The course fees for the course of studies;

(ii) All examination fees;

(iii) Any grant made by North Lanarkshire Leisure towards the cost of preparing a Thesis;

(iv) Actual excess travelling expenses;

(v) Any other grant made by North Lanarkshire Leisure;

(vi) Any expenses incurred by North Lanarkshire Leisure in recovery of financial assistance.

  • Team members who leave the service of North Lanarkshire Leisure undertake to refund all or part of the financial assistance given, on the following basis:-

The sum to be refunded will be reduced by 1/24th for each complete month from the date of completion of course until the date of resignation.

Attendance at Professional or Vocational Learning during a Public Holiday

 

If on a day which is designated a general or public holiday, a team member attends day release classes to which there is already a commitment, this will not be considered to be ‘work on a public holiday’ and consequently no enhanced payment will be made. However, the team member will be entitled to have a full day or half day, as appropriate, in lieu subject to the exigencies of the service.

  1. Monitoring of Learning

 

Suitable assessment procedures must be followed to monitor the effectiveness of learning so that appropriate changes can be made in the light of experience. Information about section learning activities is also required to provide an overview of the operation of the Policy and to allow reports on learning and development to be prepared. It is recognised that on the job learning and development will take a variety of forms and much of this will be out with structured learning forums. Structured learning will be recorded on the team members personal record. Managers will be responsible for maintaining these records.

Professional and Vocational Training

Course Termination

 

When a team member, who has been authorised to attend an approved course of studies, terminates the course or leaves the service of North Lanarkshire Leisure, managers will take any action that may be required to comply with the conditions of the Written Undertaking signed by the team member.

Monitoring Progress

Managers, or nominated officers, will monitor individual progress on professional and vocational education courses. Where it is identified that team members may be abusing the resources granted to them under the policy, these cases should be investigated and appropriate action taken, which may include disciplinary action.

  1. Evaluation of Learning

 

     Evaluation should be considered an integral part of any learning and development activity.  Managers need to understand the importance of their role in pre- and –post-course activities.

  The process of evaluation will require Managers, or nominated officers, to consider:

  • Criteria for selected team members to attend job specific, professional and vocational learning courses;
  • How team members are briefed by managers before attending a course of studies or a learning development event;
  • Action taken by managers to debrief team members on their return to the workplace and advise of opportunities to apply knowledge gained; and
  • The assessment of learning and development activities against specific objectives.
  1. Grievances

A team member may refer questions of interpretation or problems related to the provisions or to the application of this policy, in the first instance, to their immediate line manager. If this procedure fails to produce a satisfactory result to the team member concerned, recourse may then be made to Company’s Grievance Procedures.

  1. Review of Learning and Development Policy

 

The Learning and Development Manager will review the policy periodically in the light of organisational developments and future changes to the Company’s service and employee requirements. Any changes which may be required to the Policy will be introduced in accordance with the appropriate employee consultative procedures.

 

Appendix One – Sample Letter to Request “Time to Train”

 

Dear (manager’s name)

I would like to apply under section 63D of the Employment Rights Act 1996 for time to undertake study or training (time to train).

I would like to carry out a study or training on include detail on:

  • the subject of the training or study you would like to do
  • where and when the training or study would take place
  • who will provide or supervise it (e.g. study at home, in a college etc)
  • what qualifications (if any) it will lead to

I believe this training will make me more effective at work and improve my performance in the organisation because (include information about how the training will help make you better in  your job, as well as how it will benefit your employer – your employer will assess your application based on business reasons for their company, so it is important that you include as much information and explanation as possible).

(include the statement below that applies to you and delete the rest)

  • I will meet the cost of the training myself.
  • I would like to discuss with you how to meet the training costs. (include any details you have about how much the training might cost and how you would like the costs to be met)
  • The training is free of charge.

I have been an employee of the organisation for at least 26 weeks.  I have not made a time to train request during the past 12 months.

Yours sincerely,

Name:

Job Title:

Date:

Letter Reference: TD1

Staff Health & Wellbeing Policy

 

  • North Lanarkshire Leisure is committed to the health and wellbeing of all staff and recognise that staff play a vital role in the success of the organisation. All NLL staff have a direct impact on the outcomes and experience of our customers and when our staff are feeling well and satisfied with their work, the experience of customers improves.
  • Staff Health & Wellbeing is defined as:

Creating an environment to promote a state of contentment which allows an employee to flourish and achieve their full potential for the benefit of themselves and their organisation.’  (CIPD 2016)

1.3    The organisation’s responsibilities for the health and wellbeing of staff, however, extends far beyond a core responsibility to provide a safe working environment. We seek to be an excellent employer, an “employer of choice” and we recognise the concept of “good work” – work which is healthy and safe and offers the individual some influence over how the work is done and as a consequence, an increasing sense of self-worth.

1.4     To help create a great place to work and a great place to be cared for, it is essential that our Trust policies, procedures and processes support our Core Values and behaviours. This document, when used effectively, can help promote a workplace culture that values the contribution of everyone, shows support for staff, recognises and celebrates the diversity of our staff, shows respect for everyone and ensures all our actions contribute to a safe working environment.

1.5     Our approach therefore in developing a strategy is less around enforcement of policies, and more about the empowerment of our staff to take a greater interest in their own health and wellbeing and providing the opportunities for them to do so.

  • Organisational commitment

2.1     The organisation has legal obligations under health and safety legislation to manage risks to the health and safety of employees. In addition to reducing safety risks, this means operating the business in a way that minimises harm to employees' mental health, for example by ensuring that the demands of jobs are not unacceptable and having policies and procedures in place to support individuals experiencing mental and physical ill health at work.

  1. Responsibilities

3.1     North Lanarkshire Leisure

The organisation has a legal duty of care to employees to ensure health at work, as set out in the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999. The organisation will ensure that its policies and practices reflect this duty and review the operation of these documents at regular intervals.

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3.2     Line Managers

Line managers will put in place measures to minimise the risks to employee wellbeing, particularly from negative pressure at work. Managers must familiarise themselves with the Health and Safety Executive's stress management standards (http://www.hse.gov.uk/stress/standards) and use these to mitigate psychological risks in their teams. For example, managers should ensure that employees understand their role within the team and receive the necessary information and support from managers and team members to do their job. Managers must also familiarise themselves with the organisation's policies on diversity and tackling inappropriate behaviour in order to support staff, for example on bullying and harassment issues.

In particular, line managers must ensure that they take steps to reduce the risks to employee health and wellbeing by:

  • ensuring that the right people are recruited to the right jobs and that a good match is obtained between individuals recruited and job descriptions/specifications;
  • keeping employees in the team up to date with developments at work and how these might affect their job and workload;
  • ensuring that employees know who to approach with problems concerning their role and how to pursue issues with management;
  • making sure jobs are designed fairly and that work is allocated appropriately between teams; and
  • ensuring that work stations are regularly assessed to ensure that they are appropriate and fit for purpose.

3.3     Health & Safety

 

The Health & Safety Section will establish policies and procedures with the objective of protecting employees from all foreseeable risks they may be exposed to whilst at work in conjunction with the advice and support needed to implement the control measures contained within these policies and procedures to ensure the safety and wellbeing of all employees.                                                        

3.4     Human Resources

The HR Section will develop organisation-wide policies and procedures to protect the wellbeing of employees, assist line managers in supporting individuals, and liaise as appropriate with occupational health and other medical professionals, with the object of helping employees to maintain good physical and psychological health.         

3.5     Occupational Health Service

Occupational health professionals will provide a comprehensive service designed to help employees stay in work, or to return to work, after experiencing health problems. This will include preparing medical assessments of individuals' fitness for work following referrals from line managers and the HR Section, liaising with GPs and working with individuals to help them to retain employment.

Occupational health professionals will play a critical part in developing rehabilitation plans for employees returning to work after absences related to ill health, and work with GPs and line managers on designing jobs and working environments to ensure that rehabilitation is successful.

2

3.6     Employees

Employees must take responsibility for managing their own health and wellbeing, by adopting good health behaviours (for example in relation to diet, alcohol consumption and smoking) and informing the organisation if they believe work or the work environment poses a risk to their health. Any health-related information disclosed by an employee during discussions with managers, the HR Section or the occupational health service is treated in confidence.

  1. Benefits of a Health & Wellbeing Policy and Strategy

4.1     There are many benefits for both the organisation and individuals of implementing a Health & Wellbeing Policy and Strategy:

  • A healthier, happier workforce
  • Motivated employees with increased morale
  • Improved employee retention and lower employee turnover
  • Reduced sickness absence
  • Good employee/management relations
  1. Health promotion initiatives

5.1     The organisation will develop a Health & Wellbeing Strategy which will set out NLL’s commitment to improving the health and wellbeing of staff. As part of this strategy we will regularly run a range of health promotion initiatives designed to raise awareness of health and lifestyle issues affecting physical and mental health and wellbeing. The HR Section will have primary responsibility for leading these programmes, but line managers and employees will be expected to participate. These programmes will be evaluated to determine their effectiveness.

5.2     The programmes will cover various topics, for example:

  • stress management;
  • disability awareness;
  • bullying and harassment;
  • handling violence and traumatic incidents at work;
  • lifestyle behaviours including alcohol, drugs and smoking; and
  • physical activity and fitness.
  1. 6. Occupational health support

6.1     A comprehensive occupational health service is available, from individual health screening to the design of return-to-work plans for those rehabilitating after a period of long-term sickness absence.

6.2     Workplace wellbeing services provided by the occupational health team include:

  • pre-employment screening;
  • fitness-for-work assessments;
  • in-work screening for health risks, including for coronary heart disease;
  • vaccination service;
  • post-incident support;
  • designing and advising on health promotion initiatives; and

3

6.3     If employees believe that their work, or some aspect of it, is putting their wellbeing at risk they should, in the first instance, speak to their line manager. The discussion should cover workload and other aspects of job demands, and raise issues such as identified training needs.

6.4     A referral to the occupational health team will be made if this is considered appropriate after an employee's initial discussion with his/her manager. Discussions between employees and the occupational health professionals are confidential, although the occupational health team is likely to provide a report on the employee's fitness to work, and any recommended adaptations to the working environment, to the relevant manager and HR department.

  1. Financial Wellbeing

7.1     Financial well-being not only affects individual workers but it also affects business performance, the Chartered Institute of Personnel & Development (CIPD) report that one in four workers report money worries have affected their ability to do their job, one in ten say they have found it hard to concentrate/make decisions at work because of money worries and 19% have lost sleep worrying about money, all of which impact productivity. This provides a compelling case for NLL to take steps to improve staff’s financial well-being.

7.2     NLL have a range of measures to support and promote staff’s financial wellbeing including:

  • Payment of the Living Wage (Scotland) which is higher than the National Living Wage.
  • NLL’s rates of pay are competitive with other Leisure Trusts/Employers.
  • A salary sacrifice scheme including Child Care Vouchers, Retail/Travel Discounts and a Cycle to Work Scheme. These benefits allow employees to save money on everyday living costs.
  • Encouraging feedback from staff on current and potential rewards through Staff Surveys.
  • Raising awareness of current benefits available through NLL’s Employee Handbooks.
  • Providing access to 2 pension scheme to ensure that all staff can afford to plan for their retirement
  • Providing access to Additional Voluntary Contributions (AVC’s) for staff who wish to “top up” their pension
  • Access to Scotwest Credit Union who provide the opportunity to set up savings plans, mortgages. Loans etc.

7.3     NLL are committed to exploring additional staff benefits and engaging with staff about benefits they are interested in which will support wellbeing 

  1. Additional Support Measures

8.1     Other existing measures available to support employees in maintaining health and wellbeing include:

  • access to physiotherapy (Appendix 1)

4

  • access to counselling (Appendix 2)
  • procedures for reporting and handling inappropriate behaviour (for example bullying and harassment);
  • subsidised membership;
  • NLL Stress in the Workplace - Employee Self Assessment (Appendix 3a)
  • NLL Stress in the Workplace - Line Manager Assessment (Appendix 3b)
  • Reward & Recognition Policy
  • Access to work
  • Managing Absence Policy
  • Health & Safety Policy
  • Special Leave arrangements;
  • Access to Carer’s Leave
  • opportunities for flexible working;
  • support for workers with disabilities;
  • the organisation's Grievance policy and
  • Access to Legal & General Employee Assistance Programme providing information and resources in relation to health and wellbeing (Appendix 4)
  1. Implementation of the Policy

A strategic approach is required to embed health and wellbeing into the organisation and to build upon the work that is already in place. The approach will combine:

  • Reactive activity which will help to support those with ill-health to return to work as soon as possible
  • Preventative activity to reduce ill-health and improve wellbeing through quality work and management practice
  • Evaluative activity which will help monitor progress.
  1. Training and communication

10.1   Line managers and employees will regularly discuss individual training needs to ensure that employees have the necessary skills to adapt to ever-changing job demands. An examination of training needs will be particularly important prior to, and during, periods of organisational change.

10.2   Managers and employees are encouraged to participate in communication/feedback exercises, including staff surveys. All employees are expected to be aware of the importance of effective communication and to use the media most appropriate to the message, for example team meetings, one-to-one meetings, electronic communications and organisation-wide methods. The organisation will ensure that structures exist to give employees regular feedback on their performance, and for them to raise concerns.

10.3   In addition to management training for specific HR policies, training will be provided for all managers on a number of topics related to the health and wellbeing of staff including managing staff with mental health, conflict management and stress at work.

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KEEP MOVING – LIVE BETTER WITH ACE PHYSIOTHERAPY & SPORTS CLINIC

Our experience and Chartered Physiotherapists offer professional and individual care.  We are recognised by all major healthcare providers.

Our values drive everything we do.  Team work, respect, service and understanding.

Your body is your most priceless possession. Take care of it!

To use this service, you must speak to your line manager, who will complete a referral form and forward to Human Resources.

 

 

 

Counselling and support services for employees

This service provides you with a 24/7 helpline which you can use to speak to counsellor about anything that is worrying you or causing you distress. It might be a personal issue or a work issue and the helpline allows you to discuss it with someone who will support you to find the best way to deal with your worry.

You can connect with us through the helpline or by using the on-line chat facility and we can offer you counselling support either on the telephone, face-to-face or by Skype.

Counselling is used for different reasons:

  • Stress at work or at home
  • Relationship problems at work or home
  • Suffering from depression or low self-esteem
  • Bereavement or difficult changes in life
  • Struggling with alcohol or drugs
  • Going through a disciplinary at work
  • Health concerns

Counselling gives you a private and confidential opportunity to talk about your concerns with a qualified therapist who can help you examine your issues in a new light. People who use counselling normally feel they have been supported by sensitive understanding and respectful empathy. Counselling is a non-judgemental form of support which focuses more on the person looking for the support rather than on the problems. Counselling does not measure the size of a problem but instead looks at the impact that it is having on you and your wellbeing.

Helping you feel that you have more control in your life is a key purpose in counselling and people come to counselling to find the best way to manage their life circumstances at that time. There is a direction and purpose in the therapy but it is one that you set and the counsellor helps you think it through, plan ahead and build up you resilience to move forward.

The counselling that you receive will take place over a contracted number of sessions which will be made clear to you at the start of your counselling by your counsellor. Counselling is a process and does not lead to immediate change for this reason and it is important that you attend all the sessions so that over the weeks you begin to feel differently. Together with your therapist you will monitor changes in how you feel and changes in your outlook on life.

The services you receive are confidential and neither your employer nor anyone else in your life is made aware of anything you discuss. It is essential to this organisation that your confidentiality is respected. The therapist will only discuss how the work with you is going in their clinical supervision and this is done confidentially to ensure that you are receiving the best and most appropriate support.

Respecting you and your confidentiality is of critical importance but protecting life remains and overriding principle. If it is felt that your life or the lives of others are at risk we will act to protect you (or others) and if that means breaching your confidentiality we are willing to do this. It is very rare that this happens and even if it does, we will do all we can to discuss it with you first so as not to act against you.

There is a high demand for these services and if you do not attend or if you cancel with less than 48 hours’ notice this session may still have to count as one of your allocated sessions and your employers may be charged for it. If you are unable to attend a session please let us know as soon as you can.

Your counsellor will keep brief notes after each meeting. These notes are stored in a secure and encrypted electronic format with TimeforTalking. It is our practice to store these records for a period of 3 years after the end of counselling. These cannot be accessed by anyone outside of this organisation. If you require a copy of these notes an administration charge will apply.  TimeforTalking will keep your name and contact details on file for administration purposes only. This information is kept separate from your session notes. We do not share your information with any other organisation and we do not use this information for any purpose except the administration of this service.

TimeforTalking/TCS is registered with the UK Information Commission under the Data Protection Act (1998) and adheres to all their policies on the safe keeping of information.

This service is free to you and you do not pay for any part of the service: this has already been contracted by your employer.

If you have reason to believe that the service you receive falls below your expectations it is important to us that you let us know. There is an Account Manager that you can speak to if you have any concerns or problems. These will be discussed with you if it is appropriate we will activate our complaints procedure; a copy of this will be sent to you and your employer will be notified that this has happened.

The therapist who works with you is a qualified professional. As well as representing this organisation, they also are part of a professional organisation with a professional code of conduct and they are required to act in an ethical, courteous, supportive and respectful manner at all times.

At the end of your counselling you will be provided with a feedback form which can also be accessed and completed on-line at www.timefortalking.co.uk This is important to us because it helps us know if you have felt supported by the service and it allows you to make any recommendations for improvements.

You can expect that at all times when you are working with this organisation that you will be treated respectfully without any form of bias or discrimination. TimeforTalking is committed to equality of access and opportunity in all aspects of its work. It is our policy to ensure there is no discrimination on the basis of age, gender, colour, race, nationality, ethnic origin, marital status, religious beliefs, sexual orientation, or disability and we seek to actively promote diversity.

To use this service or to contact any of the mangers call:

0800 970 3980

Email

admin@timefortalking.co.uk

TimeforTalking is part of the the TCS-Group
Therapeutic Counselling Service

NORTH LANARKSHIRE LEISURE LTD

STRESS IN THE WORKPLACE

EMPLOYEE SELF ASSESSMENT

Prolonged excessive workplace pressure may lead to stress, which can be harmful and undermine our health and wellbeing. Identifying and tackling the causes of                    work related stress is difficult and complex as very often stress can be work related or a combination of work and home/life pressures.

It is in this context North Lanarkshire Leisure Ltd have produced this employee self assessment for stress in the workplace.

CAUSE OF STRESS

QUESTION

WHAT IS OR WAS THE PROBLEM FOR YOU?

Use this space to detail what your issues are.

If it is not relevant leave it blank.

WHAT DO YOU THINK WOULD HELP?

 

Do you think we could make any adjustments?

DEMANDS

Do different people at work demand things from you that are hard to combine?

   
 

Do you have unachievable deadlines?

   
 

Do you have to work very intensively?

   
 

Do you have to neglect some tasks because you had too much to do?

   
 

Are you unable to take sufficient breaks?

   
 

Do you feel pressured to work long hours?

   
 

Do you feel you have to work very fast?

   
 

Do you have unrealistic time pressures?

   

CONTROL

Could you decide when to take a break?

   
 

Do you feel you have a say in your work speed?

   
 

Do you feel you have a choice in deciding how you do your work?

   
 

Do you feel you have a choice in deciding what you do at work?

   
 

Do you feel you have some say over the way you do your work?

   
 

Do you feel your time could be flexible?

   

SUPPORT

(MANAGER)

Does your manager give you enough supportive feedback on the work you do?

   
 

Do you feel you could rely on your manager to help you with a work problem?

   
 

Do you feel you could talk to your manager about something that upsets or annoys you at work?

   
 

Do you feel your manager supports you through any emotionally demanding work?

   
 

Do you feel your manager encourages you enough at work?

   

 

SUPPORT


(PEERS)

Do you feel your colleagues would help you if work became difficult?

   
 

Do you get the help and support you need from your colleagues?

   
 

Do you get the respect at work you deserve from your colleagues?

   
 

Are your colleagues willing to listen to your work related problems?

   

RELATIONSHIPS

Are you personally harassed, in the form of unkind words or behaviour?

   
 

Do you feel there is friction or anger between colleagues?

   
 

Are you bullied at work?

   
 

Are relationships strained at work?

   

ROLE

Are you clear about what is expected of you at work?

   
 

Do you know how to go about getting your job done?

   
 

Are you clear about what your duties and responsibilities are?

   
 

Are you clear about the goals and objectives for your section?

   
 

Do you understand how your work fits into the overall aims of the service?

   

 

CHANGE

Do you have enough opportunities to question your manager about change at work?

   
 

Do you feel consulted about change at work?

   
 

When changes are made at work are you clear about how they would work out in practice?

   

OTHER ISSUES

Is there anything else that is a source of stress for you, at work or at home, which may be contributing to your work-related stress?

   

 

FACTORS OUTSIDE WORK

 

This list of questions has mainly focused on factors at work.  However, there may be factors outside work, for example in your family life, which may be contributing or adding to your pressures at work.  These may be making it harder to cope with demands at work that you would normally be able to cope with. If you are having problems outside work you may also wish to discuss these with your line manager.

If you are having problems whilst you are at work or having problems that may affect your future attendance at work you can discuss these in confidence with your Line Manager/ Senior Manager or contact the HR Team.

NORTH LANARKSHIRE LEISURE Ltd

STRESS IN THE WORKPLACE

LINE MANAGER ASSESSMENT

Prolonged excessive workplace pressure may lead to stress, which can be harmful and undermine our health and wellbeing. Identifying and tackling the causes of work related stress is difficult and complex as very often stress can be work related or a combination of work and home/life pressures.

IN ALL CIRCUMSTANCES THIS ASSESSMENT MUST BE CARRIED OUT JOINTLY BY AN EMPLOYEE AND THEIR LINE MANAGER.

EMPLOYEE NAME (PRINT)

 

NI NO.

LINE MANAGER NAME (PRINT)

DATE OF ASSESSMENT

 

 

 

 

 

 

 

 

 

                       

OCCUPATION AND WORKING ENVIRONMENT

 

 

WHAT DOES THE JOB INVOLVE? (PROVIDE A COMPREHENSIVE NARRATIVE OF THE RANGE OF TASKS AND PERSONS DEALT WITH AS PART OF THE ROLE INCLUDING WORKING ENVIRONMENT. YOU SHOULD CONSIDER HERE ANY INFORMATION PREVIOUSLY PROVIDED SUCH AS FUNCTIONAL ANALYSIS, JOB PROFILE, GENERIC RISK ASSESSMENT OR WORKPLACE RISK ASSESSMENTS)

 

 

 

 

 

 

 

ADDITIONAL COMMENTS (PROVIDE ANY ADDITIONAL INFORMATION YOU FEEL RELEVANT TO THE  ASSESSMENT)



 

 

STRESSORS

(WHERE/ WHAT IS THE

SPECIFIC AREAS OF CONCERN RELATING TO THIS EMPLOYEE’S POTENTIAL FOR STRESS)

CURRENT PREVENTATIVE MEASURES

(EXISTING TRAINING, PROCEDURES, SUPPORTS, EQUIPMENT ETC)

RISK RATING

(TOL., MED, HIGH, VERY HIGH)

FURTHER ACTION REQUIRED

(INCLUDE ANY IDENTIFIED FURTHER ACTION REQUIRED and TIMESCALES FOR ACTION)

DEMANDS

work load (quantity, pace and content), work scheduling (shifts, breaks, uncertain hours), physical environment (violence, noise, thermal comfort, etc)

       

CONTROL

how much say the person has in the way they do their work

       

SUPPORT

the encouragement, sponsorship and resources provided by the organisation, line management and colleagues

       

ROLE

whether people understand their role within the organisation and whether the organisation ensures that the person does not have conflicting roles

       

RELATIONSHIP

promoting positive working to avoid conflict and dealing with unacceptable behaviour

       

CHANGE

how organisational change (large or small) is managed and communicated in the organisation

       

DOES THE COMPLETED ASSESSMENT ADEQUATELY CONTROL ANY IDENTIFIED STRESSORS TO ALLOW THE EMPLOYEE TO SAFELY CARRY OUT THEIR FULL RANGE OF DUTIES?

 

YES

 

NO

 

 

EMPLOYEE SIGNATURE

 

 

DATE

 

 

 

LINE MANAGER SIGNATURE

 

 

DATE

 

WORKLIFE

SOLUTIONS.

 

 

 

 

 

 

 

 

 

 

 

 


 

 

WORKLIFE  SOLUTIONS.

 
   

 

 

Life is full of challenges. Whether it’s your employees’ health, finances, personal or work life, there are plenty of issues that can affect them daily.

We’ve put together these benefits to help improve staff health and wellbeing, of our group protection customers.

However, please note that the benefits discussed in this brochure are only available whilst you are covered by our ill health liability insurance. If cover is stopped or cancelled, the benefits will no longer be available.

 

EMPLOYEE ASSISTANCE PROGRAMME.

We offer an Employee Assistance Programme (EAP) to all employees. Our EAP is aimed to be a positive, preventative programme of information, advice, training and services that help employees deal with events and issues in their everyday work and personal life. Key benefits include:

  • An additional and valuable part of the employee benefit package at no extra cost.
  • Designed to help towards reducing the impact of absence, as employees have access to support and tools whilst they’re at work.
  • Supports the psychological and emotional health and wellbeing of your employees.
  • Management reporting can help identify trends and provide objective, independent information.

Telephone support

An independent, confidential and unlimited 24/7 service. Provided by specialist professionals who offer practical advice on stress, anxiety and many more issues.

Online Cognitive Behavioural Therapy (CBT)

CBT is a treatment recommended by the National Institute for Health and Care Excellence (NICE). It focuses on patterns of thinking which can result in anxiety or low mood. This self-help online tool is delivered subject to clinical approval, typically with four telephone support calls.

Telephone based bereavement counselling

Specialist professionals can help with grief and related stress, plus help with legal issues such as wills, power of attorney, state benefits, debt management and dependant care. Immediate family can also access this service for bereavement counselling.

Manager consultation / coaching

A free service where line managers can discuss difficult or challenging situations and receive help on how to deal with them. We have various information sheets available online.

Immediate crisis intervention

Provided through telephone counselling teams supported by clinical supervisors. It is available 24/7 and includes a 30 minute counselling session if appropriate.

 

EMPLOYEE ASSISTANCE PROGRAMME.

Legal information service

Free information and links to legal guidance on many aspects such as debt management, lawsuits, consumer or property disputes. Please note this service does not give legal advice.

 
   

 

Medical information

Recommendations, practical information and advice on medical or health related issues from qualified professionals.

Health risk assessment tool.

A tool that enables employees to set and track goals to improve their health. Employer code: worklifeeap

Online support

Access to fact sheets, legal guides, manager guides, links and podcasts on how to cope with life events such as buying a house, giving up smoking or coping with stress.  www.legalandgeneral.com/eap

Access code:  worklifeeap

Password:       worklifeeap

 

ADDITIONAL SUPPORT.

STRESS TOOLKIT

 

Our stress toolkit has been created to help reduce levels of stress in the workplace, one of the biggest causes of long-term absence.

This easy to use tool has been developed in association with Rethink Mental Illness. It provides line managers with training, advice and information to allow them to understand the signs of stress and mental health issues.

Please visit www.legalandgeneral.com/workplacebenefits/stresstoolkit/

Username:                 stress

Password:        toolkit

 
   

 

PROUD TO PROMOTE HEALTHTALK.ORG

 

We’ve partnered with healthtalk.org, a charity that provides information and support for a range of health issues by sharing real life experiences, to help people understand what it’s really like to have a health condition. We believe this facility could provide invaluable support for your employees as well as their family and colleagues, when faced with a potentially life changing condition.

membership jumpoff

NLL Latest News

About NL Leisure

NL Leisure is a registered Scottish charity, regulated by the Office of the Scottish Charity Regulator (OSCR). The purpose of NL Leisure is to deliver sport, recreational, health improving and social welfare services to the community of North Lanarkshire. NL Leisure is a not for profit company (NPDO) which is limited by guarantee.

NL Leisure's vision is to provide exceptional customer service and value for money experience through the provision of a range of high quality sport, recreational and health improving activities

 

 

Contact

NL Leisure Headquarters

1 Ardgoil Drive,
Cumbernauld,
G68 9NE
01236 341968

Membership Enquiries

accessnl@nlleisure.com

General Enquiries

queries@nlleisure.com

Click here for a full list of venue details