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.
- 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.
- 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.
- 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.
- 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
| ||||||||||||||||||||||||||||||||||||||||||||||||||
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 | |||||||||||||||
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| 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: | ||||||