HR33 - Job Matching and Evaluation Policy
JOB MATCHING & EVALUATION
POLICY
(HR33)
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HR33 - Job Matching and Evaluation Policy
This is a controlled document. It should not be altered in any way without the express permission of
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Document Information
Date of Issue:
July 2010
Next Review
Date:
Last Review
Date:
Version:
Version 2.0
Author:
Directorate:
Nanette Amos
Human Resources
Approval Route
Approved By:
JCNC
October
2014
October
2012
Date Approved:
October 2012
Links or overlaps with other policies:
Amendment History
Issue
Status
Date
v2
Approved
October 2012
Version 2
Reason for Change
Authorised
Full review
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HR33 - Job Matching and Evaluation Policy
1
Contents
1
Contents.................................................................................................................................. 3
2
Introduction ............................................................................................................................. 4
3
The scope of this policy ........................................................................................................... 4
4
Ethos of Agenda for Change ................................................................................................... 4
5
Principles of the Agenda for Change scheme .......................................................................... 5
6
Constitution of Panels ............................................................................................................. 7
7
Job Advertisements ................................................................................................................. 7
8
Writing Job Descriptions .......................................................................................................... 8
9
Process to match a new job .................................................................................................... 9
10
Process to evaluate a new job ............................................................................................... 10
11
Re-banding Requests for Existing posts ................................................................................ 10
12
Communication and time frames ........................................................................................... 11
13
Authorisation Levels .............................................................................................................. 12
14
Documentation required ........................................................................................................ 12
15
When the Agenda for Change Process is not needed ........................................................... 13
Appendix 1 - Contact Details ......................................................................................................... 14
Appendix 2 – Job Description ....................................................................................................... 15
Appendix 3 – Job Specification (for AfC matching use only) ......................................................... 22
Appendix 4 – Person Specification ................................................................................................ 24
Appendix 5 – Request for Agenda for Change Panel .................................................................... 27
Appendix 6 – Review Request Form ............................................................................................. 30
Appendix 7 – Review Criteria Form ............................................................................................... 31
Appendix 8 – Job Evaluation Band Ranges .................................................................................. 35
Appendix 9 – Agenda for Change re-banding request ................................................................... 36
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2
Introduction
2.1
This policy has been drawn up in line with the Department of Health (DH) NHS Job
Evaluation Scheme which is based on the principle of equal pay for work of equal value.
This policy should be read in conjunction with DH guidance for Job Evaluation, the scheme
for which is called ‘Agenda for Change’.
2.2
This policy is based on the Agenda for Change National Agreement, a partnership
agreement between employer and trades unions representatives, designed to meet the
reasonable aspirations of all parties to:
 Ensure that the pay system leads to more patients being treated, more quickly and
being given higher quality care;
 Assist new ways of working which best deliver the range and quality of services
required in as efficient and effective a way as possible, and organised to best meet
the needs of patients;
 Assist with the goal of achieving a quality workforce with the right numbers of staff
with the right skills and diversity and organised in the right way;
 Improve the recruitment, retention and morale of the Trust’s workforce;
 Improve all aspects of equal opportunity and diversity especially in the areas of career
and training opportunities and to ensure working patterns that are flexible and
responsive to family and carer responsibilities;
 Meet equal pay for work of equal value criteria, recognising that pay constitutes any
benefits in cash or conditions;
 Implement the new pay system within the management, financial and services
constraints likely to be in place.
2.3
The basis of this policy delivered at a local level is Trades Unions and management
promoting a partnership approach to the development and implementation of the pay
system, supporting NHS service modernisation.
2.4
The Trust will ensure that representatives of Trades Unions and other staff organisations
are recognised for the purposes of collective bargaining at a local level and are released
appropriately to participate in the partnership process, fully involved in the local partnership
arrangements.
3
The scope of this policy
3.1
This policy seeks to set out:





The principles of the Agenda for Change scheme;
National job matching and evaluation rules;
Locally agreed processes to efficiently implement national rules;
Staff entitlements and management expectations in relation to the scheme;
Where to obtain support for exercising the provisions of this policy.
3.2
This policy covers all jobs within the Trust with the exception of Very Senior Management
Posts which are covered by the provisions of the Remuneration Committee.
4
Ethos of Agenda for Change
4.1
This policy is based on a number of clear national, legislative and equitable principles.
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4.2
Agenda for Change is an analytical job evaluation scheme which is a means of ensuring
equal pay between staff groups. Posts are banded according to scores obtained when
analysing 16 different factors, all of which need to be adequately covered in the job
description (JD) (appendix 2) and job specification (JS) (appendix 3) documents to obtain a
band outcome.
4.3
The Agenda for Change matching and evaluation process is designed to ensure that
members of staff are paid fairly for the work they do. Therefore the same system is used to
match and evaluate jobs for all staff groups. This is in contrast to the collection of systems
used for the purposes of determining their respective sets of pay, terms and conditions in
the Health Service prior to October 2004.
4.4
Matters of equal pay for work of equal value (across staff groups and within them) are of
utmost importance so as to ensure equity for all staff, regardless of where they work or
what they do.
4.5
The process is designed to be open and transparent. Both post holder and line manager
will receive outcome documentation in order to understand how the band outcome has
been reached.
4.6
Management of the Human Resources Directorate is ultimately accountable for the work of
the Agenda for Change Management Lead.
5
Principles of the Agenda for Change scheme
5.1
The Agenda for Change Job Evaluation Handbook sets out protocols in relation to the
process of matching jobs against national profiles and in relation to local job evaluation
exercises.
5.2
Partnership working between Management of the Trust and Staff Side will underpin this
policy and characterises every step of the process.
5.3
It should be remembered that under Agenda for Change, it is the post which is evaluated
not the post holder. Therefore panellists are trained to identify the requirements of the job,
not the personal capability of the individual in post.
5.4
Any application for job matching should be accompanied by an effective date of change.
This will either be the (past or future) date the post holder takes up post.
5.5
Submissions for re-grading should not be delayed and the process implemented between
line manager and staff member in a timely fashion. Ordinarily, the date of backdating may
not pre-date 1st April of the current year.
5.5
There will be a Management Lead and a Staff Side Lead for the Agenda for Change work
that takes place in the Trust, however, the Management Lead is responsible officer for the
Agenda for Change work-stream.
5.6
The forum for strategic decision-making and debate in relation to Agenda for Change will
be the Trust’s Joint Consultation and Negotiation Committee (JCNC).
5.7
All panels convened to undertake Agenda for Change matching or evaluation, reviews or
quality assurance will ideally be compromised of two Management trained panellists and
two Staff Side trained panellists. Panels may take place with a minimum of three
individuals (made up of Management and Staff Side panellists).
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5.8
Both the review panel and the quality assurance panel will be at least 50% different to the
original matching panel whose work is under inspection.
5.9
The role of the quality assurance panel is to assure consistency in Agenda for Change
outcomes alongside jobs in the same profession or discipline, and in others. Quality
assurance work is carried out on a factor-by-factor basis and the quality assurance panel is
authorised to “tweak” factor levels and the choice of national profile made by the original
matching panel. Where the suggested changes are thought to be substantive, the quality
assurance panel retains the right to refer the paperwork back through the matching process
for re-work. This may be with or without informing the panel that the work has been recommissioned because of a previous difficulty.
5.10
Any concerns the quality assurance panellists have may be referred by the Management
Agenda for Change Lead to the Strategic Health Authority for their advice.
5.11
In circumstances, possibly where matching or evaluation outcomes are without precedent,
the quality assurance panel may seek outcome paperwork from Trusts within the Strategic
Health Authority area to guide the process. However, Torbay and Southern Devon Health
and Care NHS Trust’s quality assurance panel is not bound by the outcomes of other
Trusts and it is recognised that the Care Trust provides a unique delivery of health and
social care services.
5.12
All matching, review, evaluation and quality assurance panels will be co-ordinated by the
Management Agenda for Change Lead and this includes Job Analysis Questionnaire (JAQ)
analysis appointments.
5.13
Members of the quality assurance panel will not be available for advising on the content of
review paperwork.
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6
Constitution of Panels
6.1
A matching, evaluation or review panel will be comprised of one or two staff-side panellists
and one or two management side panellists.
6.2
Panels will not be held with less than three panel members, with a minimum of one
individual from each side.
6.3
Review panels will not comprise any more than 50% of the original matching or evaluation
panel.
6.4
The analysis team will comprise one staff-side person and one management side person.
6.5
Analysts will never form the majority of the evaluation panel, but may be on the panel
where outnumbered by those who were not involved at the analytical stage.
6.6
Quality assurance panellists will remain static where possible and comprise two
management side panellists and two staff-side panellists.
6.7
Quality assurance panels will not comprise more than one member of the original matching
or evaluation panel where it comprises of two or three people, or more than two where
there are four.
6.8
Panels will be made up of fully trained members, having undertaken the relevant courses of
(at least) two days matching training, and/or (at least) two days evaluation training.
6.9
Analysts will be fully trained evaluators, having undertaken the minimum two day training in
Agenda for Change evaluation skills.
6.10
Quality assurance panellists will be fully trained and experienced in Agenda for Change
matching, evaluation and analytical skills.
7
Job Advertisements
7.1
All jobs will be advertised with an Agenda for Change banding; either a confirmed banding,
or on occasions, a provisional banding. The expectation is that documentation should be
sent for banding in a timely manner, in order to procure a confirmed banding prior to
advertisement, where possible. Management is aware that posts with a provisional
banding may deter prospective candidates from applying, and the confirmed intention is to
advertise confirmed bandings in all cases where possible.
7.2
Staff being appointed, on rare occasions, to provisional bandings will be offered the post at
a provisional band, with the appointment paperwork clearly stating the following:

If the matching outcome is higher than anticipated at advertisement, then the outcome
will be applied retrospectively, which may attract an amount of back pay to the post
holder’s first day in the job;

If the matching outcome is lower than was anticipated at advertisement, then the
outcome will be applied, giving the staff member one month’s notice of the change to
the salary amount. No over-paid salary will be rechargeable to the post holder;
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
If the matching outcome is identical to that anticipated at advertisement, the staff
member will receive paperwork confirming the salary band via the Appointing Manager,
from HR.
7.3
If the staff member is appointed to the Trust on a confirmed banding, the newly appointed
staff member has no entitlement to request a review of the outcome take place.
8
Writing Job Descriptions
8.1
The JD and JS (Appendix 2) are critical documents to the job matching process. They will
be the main source of information that a panel uses and will ultimately be the tool which
obtains the pay band for the role.
8.2
Panellists are trained in matching, evaluating and reviewing posts. However, they may
know very little about the remit of the jobs they are asked to look at and are specifically
trained not to rely on previous experiential knowledge of a post.
8.3
A JD containing implied information may not communicate the job duties very well to an
Agenda for Change panellist. It is therefore essential that the JD and JS provide explicit,
accurate and current information about the role, responsibilities, knowledge, skills and
experience required to adequately perform the duties expected of the post.
8.4
It is important to make clear that there are no special tricks or magic words that will impact
the banding of the post, and it may be helpful for the Agenda for Change process to have
examples of practice and explanations in the JD, to demonstrate the seniority, breadth and
complexities of the role.
8.5
In order to improve the speed and efficiency of the matching process it is recommended
that JD’s are put together using the template appended to this policy. JD’s that are not
received in this template will be checked for quality by the Agenda for Change Management
Lead and may be returned with suggestions for change prior to the instigation of the
matching/evaluation process.
8.6
The aim of the JD is to clearly articulate the job and its breadth of roles and responsibilities,
giving examples of practice where appropriate. The JS must detail what qualifications,
knowledge, skills, aptitudes and experience is required of a competent (real or hypothetical)
post holder who has been in post for approximately one to two years.
8.7
It should be noted that the JS used for job evaluation purposes is different to the Person
Specification (PS) (appendix 4) document used for advertising purposes. For advertising
the post, Employment Plus will ask for a PS so that short-listing can take place and will
have both essential and desirable criteria for this purpose. The PS is not necessary for the
Agenda for Change process, however it is appended to this document for ease of
reference.
8.8
The matching or evaluation process does not require a separate JD for every individual
member of staff. Where staff undertake identical or very similar roles one JD and JS
should be produced to cover all the individuals undertaking the role. These individuals
should all sign the JD and the people involved will form a ‘cluster’. Generic JDs should be
used for groups of staff who undertake identical or very similar roles and the use of generic
JD’s within the Trust is encouraged.
8.9
JD’s should be written in as straightforward language as possible, avoiding jargon and all
abbreviations. All technical terms are to be explained and/or broken down for
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understanding. It is important to remember that an objective Agenda for Change panellist
may not understand phrasing that would otherwise imply something substantive to a
member of the profession in question.
9
Process to match a new job
9.1
The Line Manager will ensure that a JD and JS in the standard format will be sent by email
and hardcopy to the Agenda for Change Lead at Bay House, together with a completed
sign-off sheet (Appendix 4).
9.2
A provisional banding will be emailed to the Appointing Manager by the Agenda for Change
Lead (or nominated representative) for the purposes of completing Scrutiny & Vacancy
Panel paperwork. If the post is denied at Scrutiny & Vacancy Panel, the Panel Co-ordinator
will inform the Agenda for Change Lead and the matching or evaluation process will be
ceased.
9.3
The Agenda for Change Lead will list a JD for panel, on the soonest date available,
ensuring there is no potential for conflict of interest between the panel members and the
post being matched.
9.4
The manager and post holder will be informed in advance of the job reference and the
panel date at least one week in advance of matching.
9.5
Where the JD is not matched or evaluated on the day advised, it will be put forward to the
next available panel, and the post holder and line manager informed. This may happen
where the original matching proceeds at a slower pace than was originally anticipated or
where a panel is cancelled due to sickness or other short notice circumstances.
9.6
Where a panel is unable to produce a band outcome the recommendation to complete a
JAQ may be made. The Agenda for Change Lead will ensure that the post holder and
manager is aware that a JAQ will be required and the evaluation process started.
9.7
The matching or evaluation outcome will then be put before the quality assurance panel
who will make one of the following decisions:





To approve the work;
To change one or more factors in the work;
To change the banding particularly where it appears there is an inconsistency in the
“Knowledge, Training, Experience” factor or the “Freedom to Act” factor;
To ask that the job goes back through matching panel;
To ask that the job comes back to the next quality assurance panel when other
outcomes will assist in the consistency checking process.
9.8
The outcome will be communicated to the post holder and/or the line manager, as
appropriate, including the right to seek a review of the original Panel’s outcome.
9.9
The line manager will be notified of any changes to the post holder’s salary by the Agenda
for Change Lead. The line manager’s responsibility is to ensure that the Change of
Circumstances form sent by the Agenda for Change Lead is sent to direct payroll, duly
signed and authorised by all necessary parties.
9.10
When a review is requested, the post holder and line manager have three months to
indicate to the Agenda for Change Lead of their intention to request a review. From the
date of this signalled intention, they have one month to return fully completed, signed
documentation, detailing where they have disagreed with the original outcome. This
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paperwork is a Review Criteria Form (Appendix 5). Timeframes will not be extended,
except where there is proof of exceptional circumstances.
9.11
If an individual does not fully understand the outcome paperwork, an HR Advisor, Agenda
for Change panellist or a Union Representative may explain the process and terminology to
the post holder.
10
Process to evaluate a new job
10.1
The post holder should fill in a JAQ and inform the Agenda for Change Lead when it has
been finished. This should be done in protected time and may take up to a day to
complete. It should be read and understood by the line manager.
10.2
The Agenda for Change Lead will arrange for two analysts to meet the post holder and/or
line manager to over see what has been completed and to make any further suggestions,
or prompt for more information. The analysts are a team comprised of one staff side and
one management trained panellists, who’s role it is to comb through the draft JAQ and, with
an objective perspective, prompt for more information where this is required.
10.3
The line manager and staff member will then be required to discuss and agree the
document.
10.4
The completed JAQ will be sent electronically and hard copy with a sign-off sheet to the
Agenda for Change Lead to be in place before an evaluation panel.
10.5
The outcome will proceed to quality assurance panel and rejoin the process as above (see
point 9.7).
10.6
Completing a JAQ does not preclude an individual from seeking a review, unless the JAQ
process is the result of a band mismatch during the review process. Where the JAQ is the
review, the post holder has no further entitlement to seek a review of the outcome.
11
Re-banding Requests for Existing posts
11.1
Re-banding requests should only take place in situations where a manager has pro-actively
asked a post holder to take on additional duties as part of a revised skill mix and/or
restructuring of the team/work area.
11.2
Where it is identified that a job is likely to change, a request for re-banding of the post may
need to be made. Permission will need to be sought from the Scrutiny & Vacancy Panel
(using Appendix 8). A decision-number will be logged against the request and
communicated to the line manager. The decision number will be valid for six months from
the date of issue.
11.3
Re-banding requests should be discussed between the manager and the post holder and a
JD produced to reflect the changes apparent in the role the post holder has started to
undertake.
11.4
At no time will the post holder be assured by the line manager or any other connected
person that their re-banding request will increase their pay band.
11.5
The effective date of any pay increase will be no earlier than the date the JD was agreed
and signed off by both post holder and line manager. (This will not pre-date the date of the
decision number or the beginning of the financial year in which the Agenda for Change
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process is instigated.) It should be noted that a Director should also sign the
documentation off so as to authorise the re-evaluation work.
11.6
The manager should not assist the staff member in producing a JD in order to seek a
specific banding outcome. The manager will, however, be expected to help the staff
member in underwriting the accuracy and organisation of the document. Ultimately the
documents submitted are the outcome of a joint process between line manager and staff
member.
11.7
JD’s should be agreed between post holder and line manager in respect of changes that
have already happened to the responsibilities of the post holder. The JD should accurately
reflect the learning, knowledge and experience the post holder has already acquired.
12
Communication and time frames
12.1
JD documentation for matching will be receipted by email confirmation as soon as it is
received in hard copy in by the Agenda for Change Lead. Subsequent to this, both post
holder and line manager will be made aware by email of the intended date of panel, 7 days
in advance of the panel date.
12.2
Jobs panelled will be put forward to the quality assurance panel for consistency checking.
Post holders and line managers will be made aware by email of the date of the quality
assurance panel as soon as it is known.
12.3
Outcome documentation will be sent from the Agenda for Change Lead within seven
calendar days of the quality assurance Panel, by email. Where appropriate, these may
also be posted (if requested) or post holders or line managers may pick up the outcome
letter in person. If a post holder is on leave they may request that the documentation is sent
out to their home address. The Agenda for Change Lead will not give out information by
telephone or email in advance of the outcome paperwork being finalised.
12.4
Where line manager and post holder agree that a review should be sought this should be
requested within three months of the date of the outcome documentation.
12.5
The Review Criteria Form will be sent back to the post holder or line manager electronically
and should be received back by the Agenda for Change Lead in hard copy in order that the
signatures of the individuals involved may authorise the review work.
12.6
Where there is a disagreement between post holder or line manager with regard to the
content or feasibility of a review the line manager should first arrange an informal meeting
to discuss this with the staff member in order to have a dialogue as to the way forward.
However, where matters become more formal, HR may be involved and the post holder
may be represented in any formal meeting to resolve the issue. Where disciplinary
(including capability) formal meetings are being held the review cut-off points may
discretionarily be placed on hold for up to 12 months.
12.7
The matching, evaluation or review panel may contact the post holder and line manager
where they do not fully understand the JD documentation or the implications of statements
in it. If they try to speak with the line manager they should also try to speak with the post
holder. They will do this by speaker phone so that all panel members can hear the
responses of both or either parties contacted. Panel members will not identify themselves
individually, but introduce themselves as the “Agenda for Change Panel”.
12.8
The post holder and the line manager will be made aware of the date of the review panel
and the quality assurance panel. Review outcome paperwork will be sent out to post holder
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and line manager within seven calendar days of the quality assurance panel. There is no
further right to challenge the matching/review outcome following this. Review outcomes
may go down as well as up.
12.9
Matching, evaluation or review outcomes will not normally be communicated by telephone
or email with the post holder or line manager prior to completed outcome paperwork being
finalised.
12.10 Depending on the complexity of the circumstances it is envisaged that the Agenda for
Change matching and quality assurance process will take between six and eight weeks
from the date of hard copy submission to the point when the formal band outcome is
released following QA Panel.
12.11 If a manager seeks a provisional banding from the Agenda for Change Lead in order to get
an approximate idea of the pay band of a post, this will be communicated to the appointing
manager within 48 hours of receipt of the Job Description, by either email or by telephone.
Should the post finally come out at a higher level, any increases would be backdated to the
employee’s start date.
12.12 It is important to note that these timeframes may be subject to change during mid to late
December, the Easter period and August because of the impact of higher than average
staff absence during these periods.
13
Authorisation Levels
13.1
JD’s must be signed off using the appended “Request for Agenda for Change Panel” forms
(Appendix 6) by both line manager and staff member. Where a cluster is involved in
seeking an Agenda for Change outcome all cluster members and their respective line
managers must sign this form.
13.2
JD’s for brand new posts must be signed off by the line manager in the absence of an
incumbent post holder. The post holder subsequently recruited to the post does not have
any right to request a review of the matching outcome.
13.3
JD’s submitted by existing post holders wishing to have their banding reviewed must be
signed by both post holder and line manager. In addition, authority must be sought from
Scrutiny & Vacancy Panel and approval from must be obtained.
13.4
Reviews must be signed off by both post holder and line manager and approval from Head
of Service or a Director will be required.
14
Documentation required
14.1
In order to enter the process of obtaining an Agenda for Change band outcome, the
Agenda for Change Lead must receive:





14.2
JD in the standard format;
JS in the standard format where only essential criteria are listed;
Request for Agenda for Change Panel “sign off” sheet, duly signed and
completed;
Scrutiny & Vacancy Panel decision number;
Finance approval where the request is for a re-band of an existing post.
Confirmation that the job has changed by 25% or more will also be sought by the Vacancy
and Scrutiny Panel Co-ordinator in order to proceed with the process.
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14.3
Emailed JD’s will not be listed formally for panel, but a provisional banding may be sought
via email.
15
When the Agenda for Change Process is not needed
15.1
Please do not submit documentation if:
15.1.1 The job you are advertising has already been banded, either by Torbay and
Southern Devon Health and Care NHS Trust (or South Devon Healthcare
Foundation Trust, prior to June 2006).
15.1.2 The job has not changed by more than 25% of the main duties.
15.1.3 The request for re-banding the job description has been refused by the Scrutiny and
Vacancy Panel.
15.1.4 The re-drafted JD has not changed in terms of the Knowledge, Training or
Experience required to do the role, or in terms of the autonomy within which the
post holder is expected to act, unless significant changes in the duties are also
present.
15.1.5 No material or substantive elements of the job have changed.
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Appendix 1 - Contact Details
The main Agenda for Change office for the Trust is situated at:
Integrated Human Resources Department
Hengrave House
Torbay Hospital
Cadewell Lane
Torquay
TQ12 7AA
Tel: 01803 210500
Individuals connected with Agenda for Change can be reached as follows:
Phil Waite – Assistant Director – Workforce
[email protected]
Tel: 07500 915602
Nanette Amos – Management Agenda for Change Lead
[email protected]
Tel: 01803 210562 or 07825 027690
Lyn Ward – Staff Side Agenda for Change Lead and quality assurance panellist
(BAOT/UNISON representative)
[email protected]
David Greet – Chair of Staff Side (UNISON representative)
[email protected]
Chris Morey – quality assurance panellist – Staff Side (UNISON representative)
[email protected]
Becky Morgan – Workforce Administrator (Vacancy & Scrutiny Panel submissions)
[email protected]
For general help with understanding the policy and with writing JDs, help and advice may be
sought from an HR Advisor:
Nanette Amos – HR Advisor
[email protected]
Tel: 07825 027690 or 01803 210562
Kate Duckering – HR Advisor
[email protected]
Tel: 07825 027666 or 01803 210524
Jane Nelson – HR Advisor
[email protected]
Tel: 07747 764976 or 01803 210522
Rachel Shannon – HR Advisor
[email protected]
Tel: 07500 915600 or 01803 210485
The work of the HR Advisors is supported by a Staff Side representative:
Joan Taylor (Lead UNISON Steward for TCT)
[email protected]
01803 655660
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Appendix 2 – Job Description
JOB DESCRIPTION
1. JOB DETAILS
Job Holder
Job Title
Band
Department
Accountable to
Hours
2. JOB PURPOSE
This section is a brief statement, usually no more than 2 to 4 lines long, outlining the
main purpose of the job.
Sometimes if the job has more than one distinct element (e.g.) Medical Directorate
Manager/ Trust Cancer Lead) you will split the job purpose up in to say two statements.
It should not however become a long list of duties and responsibilities. That comes
later.
3. DIMENSIONS
This is the numbers section of the job description. Details of the size of budget
managed and/or the numbers of staff the post manages etc will be detailed in here.
Even if the post does not have any budgetary or staff management responsibility there
are often other figures which can be detailed in this section to give an indication of the
breadth and scope of the post. These could include size of caseload managed,
average number of referrals or the number of staff or patients an advisory service is
provided to etc.
4. ORGANISATIONAL CHART
This details the management structure of the Department/Directorate etc and where
the post fits into that structure. Generally it should take the following form: [Line Manager’s Manager]
[Line Manager of Post-Holder]
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[Post]
[Staff Managed/Supervised By Post-Holder]
If the organisational structure is complicated, a separate chart may be attached.
5. PRIMARY DUTIES AND AREAS OF RESPONSIBILITY
This section details the main duties, key roles and areas of responsibility attached
to the post. It should be comprehensive enough to give a good understanding of
what the normal routine of the job includes but it is not intended to be an exhaustive
list of tasks. There is not a prize for having a Job Description with the longest list of
duties and responsibilities! Remember to avoid using jargon and where possible
explain any specific technical terms.
Responsibility for staff:
-
Does the post holder supervise or manage any staff?
What aspects of management is the post holder responsible for?
Does the post holder have input into ongoing staff development, and if so
what is the nature of this input?
Responsibility for patients/clients:
-
What is the nature and frequency of contact with patients/clients?
Responsibility for resources:
-
Does the post holder handle cash/cheques?
Does the post holder authorise payments?
Is the post holder responsible for the security of goods/equipment?
Does the post holder have responsibility for a budget or for administering,
monitoring or setting budgets?
Responsibility for Administration:
-
What administrative functions are key duties?
Does the post holder have administrative responsibilities for
committees/groups?
Is the post holder responsible for keeping records updated?
any
Strategic and Service Responsibilities:
-
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Does the post holder undertake medium or long-term planning as a key
duty?
Does the post holder represent the team/department/organisation on any
long-term planning or development groups?
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-
Does the post holder develop or implement changes to established
practices/policies?
Does the post holder have responsibility across more than one
department/function/service?
Areas of Specialism:
-
Is the post holder required to have expertise in a particular specialty?
Is the post holder required to undertake any major special projects as part of
the role?
Organisational Skills:
- What sort of planning and prioritising or work is required?
- Is there any requirement for project planning?
- Is the post holder required to prioritise many competing demands?
- Is the post holder required to prioritise the work of other staff?
6. KEY RESULT AREAS
Insert tex
7. COMMUNICATION AND WORKING RELATIONSHIPS
This section details the main working relationships and communication channels
linked to the post.
-
Who does the post holder communicate with?
What sort of environment will the post holder communicate in?
What information is communicated?
What method(s) of communication are used?
Are any IT/technical communication skills needed?
Please include for managers:
To ensure that patients/carers/service users/the public are involved in your
decision making processes where services or access to services is reviewed or
changed, making appropriate time and resources available.
To involve patients/carers/services users/the public in interview and
recruitment processes where their knowledge can inform the decision making
process.
8. MOST CHALLENGING PART OF JOB
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9. ADDITIONAL INFORMATION
Clinical Governance and Risk Management
The Trust believes everyone has a role to play in improving and contributing to the quality
of care provided to our patients. You are expected to take a proactive role in supporting
the Trust’s clinical governance agenda by:




Taking part in activities for improving quality such as Valuing Everyone’s
Experience training or (for staff working within clinical specialties) clinical audit
Identifying and managing risks through incident and near miss reporting and
undertaking risk assessments
Following Trust polices, guidelines and procedures
Maintaining and improving your skills through continued professional
development/your personal development plan agreed annually with your line
manager.
All clinical staff making entries into patient health records are required to follow the Trust
standards of record keeping.
Code of Conduct
You are required to work in accordance with the code of conduct for your professional
group (e.g. Nursing and Midwifery Council, Health Professions Council, General Medical
Council, NHS Code of Conduct for Senior Managers).
Confidentiality
You must maintain confidentiality of information about staff, patients and health service
business and be aware of the Data Protection Act (1998) and Access to Health Records
Act (1990).
Conflict of Interests
You may not without the consent of the Trust engage in any outside employment and in
accordance with the Trust’s Conflict of Interest Policy you must declare to your manager
all private interests which could potentially result in personal gain as a consequence of
your employment position in the Trust.
In addition, the NHS Code of Conduct and Standards of Business Conduct for NHS Staff
requires you to declare all situations where they or a close relative or associate has a
controlling interest in a business (such as a private company, public organisation, other
NHS or voluntary organisation) or in any activity which may compete for any NHS
contracts to supply goods or services to the Trust. You must therefore register such
interests with the Trust, either on appointment or subsequently, whenever such interests
are gained. You should not engage in such interests without the written consent of the
Trust, which will not be unreasonably withheld. It is your responsibility to ensure that you
are not placed in a position which may give rise to a conflict of interests between any work
that you undertake in relation to private patients and their NHS duties.
Criminal Records Bureau
Applicants for posts in the NHS are exempt from the Rehabilitation of Offenders Act 1974.
All applicants who are offered employment will be subject to a criminal record check from
the Criminal Records Bureau. This includes details of cautions, reprimands, final
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warnings, as well as convictions. Further information is available from the Criminal
Records Bureau and Disclosure websites at www.crb.gov.uk and www.disclosure.gov.uk
Equal Opportunities
The Trust aims to promote equal opportunities. A copy of our Equality Scheme is available
from the Human Resources department and on our website www.sdhct.nhs.uk. You must
ensure that you treat other members of staff, patients and visitors with dignity and respect
at all times and report any breaches that you witness to the appropriate manager.
Environmental issues
The Trust is committed to reducing its impact on the environment by preventing pollution,
continually improving it environmental performance which increases the wellbeing of staff
and patients. As a member of staff you are expected to adhere to policies to assist the
Trust in meeting its environmental and sustainability target.
Health and Safety
You must co-operate with management in discharging its responsibilities under the Health
and Safety at Work Act 1974 and take reasonable health and safety precautions for
yourself and others and ensure the agreed safety procedures are carried out to maintain a
safe environment for patients, employees and visitors.
Infection Control
The post holder, whether clinical or non-clinical, is required ; To undertake all mandatory and essential training in Infection Prevention and
Control.
 To familiarise themselves with and adhere to current Infection Prevention and
Control policies relevant to them and their area of work..
 To take responsibility to ensure the ward or department where they work is kept
clean and tidy so that it is safe for all other users of that area.
 To communicate any identified infection risks to the Infection Prevention and
Control Team and where appropriate report any Healthcare Associated Infections
in line with the Trust’s Incident Reporting Policy.
 To take part in the safety improvement projects related to infection prevention and
in particular follow the Trust requirements regarding handhygiene.
Fire Safety
Fire Safety in Healthcare premises is the concern of all those who work within these
premises.
It is of the utmost importance that all members of Staff whether part-time, temporary, bank
or permanent are fully aware of and familiar with the Fire Safety Policy and Procedures in
the department they are working in. All new employees will receive Fire Safety training
within the Trust’s induction training programme.
Freedom of Information
You should be aware of the responsibility placed on employees under the Freedom of
Information Act 2000 and are responsible for helping to ensure that the Trust complies with
the Act when handling or dealing with any information relating to Trust activity.
Identity and Registration Authority Badges
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Your identity badge should be on your person at all times whilst working in the
organisation and available for inspection if challenged.
Registration Authority Smartcards should be used in strict accordance of the Terms and
Conditions agreed when signing the application form.
Employees must comply with all trust policies in relation to IT access and confidentiality.
Information Quality Assurance
You are expected to take due diligence and care in regard to any information collected,
recorded, processed or handled by you during the course of your work and that such
information is collected, recorded, processed and handled in compliance with Trust
requirements and instructions.
Medical Examinations
All appointments are conditional upon prior health clearance by the Trust's Occupational
Health Service. Failure to provide continuing satisfactory evidence will be regarded as a
breach of contract.
NHS Constitution
You are required to comply with the NHS Constitution in relation to the staff responsibilities
that it sets out for NHS employees. You are expected to adhere to the NHS core values
described in the NHS Constitution, which the Trust has adopted.
Professional Registration
All post holders undertaking work which requires professional/state registration are
responsible for ensuring that they are so registered and that they comply with any Codes
of Conduct applicable to that profession. Proof of registration must be produced on
appointment and, if renewable, proof of renewal must also be produced.
Risk Management
You have a responsibility to report all clinical and non-clinical accidents or incidents
promptly and, when requested, to co-operate with any investigation undertaken.
Safeguarding Children and Adults at Risk
The Trust is committed to safeguarding and promoting the welfare of children and adults at
risk and is dedicated to robust recruitment checks.
Every employee has a responsibility for safeguarding and the protection of children and
adults at risk. As such if the post holder witnesses, suspects or is told that abuse is
occurring they have a duty to report the incident. Please refer to Safeguarding Adults
Guidance, Ref 1187 Version 2 and Managing Allegations against People who work with
Children, Policy No 79.
Work Visa/ Permits/Leave to Remain
The Trust will consider British /EEA nationals for appointment in the first instance. If the
applicant is a non-resident of the United Kingdom or European Economic Union, they are
required to have a valid work visa and leave to remain in the UK, which is renewed as
required. The Trust is unable to employ or continue to employ the applicant/post holder if
they require but do not have a valid work visa and/or leave to remain in the UK.
10. JOB DESCRIPTION AGREEMENT
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Job Holder signature
Head of Department
signature
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Appendix 3 – Job Specification (for AfC matching use only)
JOB TITLE:
DEPARTMENT / UNIT:
CRITERIA
REQUIRED
Qualifications &
Training
ESSENTIAL
Specific
Knowledge &
Skills
Special
Experience
Physical Skills
Physical Effort
Emotional Effort
Mental Effort
Working
Conditions
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Appendix 4 – Person Specification
PERSON SPECIFICATION
Job Title:
Job Reference:
Organisation:
Location:
ATTRIBUTES
ESSENTIAL
Qualifications, special training Minimum requirements
and general intelligence
Knowledge and Skills
Special Experience
DESIRABLE
Any preferable requirements which could be obtained
once in post
.
Please note you cannot use length of years of experience as it could be
deemed as discriminatory. Use wording i.e. Proven relevant exp… or
substantial proven relevant exp….
Personal requirements e.g.
Communication, interpersonal
Other requirements
Physical Effort
Emotional Effort
Mental Effort
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PERSON SPECIFICATION – Standards of expected behaviours

Behaviour we expect
CARING FOR
PATIENTS
BEING
PASSIONATE
ABOUT
SUCCESS
ACTING WITH
INTEGRITY
BUILDING
EFFECTIVE
TEAMS AND
CARING FOR
EACH OTHER
WORKING
OPENLY
TOGETHER
OTHER



























X
Aim to meet the needs of our patients and partners in care
Use initiative to enhance care in innovative and imaginative ways
Respect individual cultural differences; challenge bias & prejudice
Provide a high quality and safe service for patients
Be prepared to challenge the status quo
Contribute to the Trust’s success
Stretch the boundaries of personal performance
Look for better ways of working to achieve improvements
Question poor practice process & behaviour
Uphold the values and be proud to be part of the Trust
Be honest and do what you say you will do
Take responsibility and be accountable for your actions
Guard and build the Trust’s reputation
Take into account the human and social impact of our work
Treat everyone in a friendly, courteous manner; smile & make eye
contact
Agree on our goals and see them through
Treat each other with dignity respect
Learn from each other’s’ experiences
Understand and recognise each other’s contributions of being of equal
value
Be straightforward in our dealings with each other and build relationships
Listen to others and explain the decisions we have made
Recognise and remove barriers to action
Create an open and positive learning culture
Learn from mistakes & ask others for support where necessary
Maintain privacy and ensure confidential information is kept safe
Ensure appearance is professional & name badge visible
Use plain language & speak in English when carrying out duties
.
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Behaviour we will not accept

forgetting we are here to provide a service to
patients

criticising colleagues/ disagreeing with them in
front of patients, visitors and other staff

appearing unapproachable or moody

imposing personal beliefs and opinions on
patients

blaming others/other departments for
mistakes

wearing inappropriate dress/or having an
unprofessional appearance

being unsupportive of change/ of new ideas
for improvement

moaning and demoralising others without
making an attempt to change things
HR33 - Job Matching and Evaluation Policy
Post Related Hazards
Please complete the below risk assessment based on the exposure to the following hazards/ engagement in the following duties (please tick relevant boxes):
Human blood/body fluids/tissue
Exposure prone procedures
Latex (please ensure individual completes NRL screening questionnaire
(clinical staff employed in Theatres,
and encloses with health form)
A&E, Midwifery, Dentistry etc)
Sensitising, cytotoxic or other hazardous agents (as identified by workplace COSHH assessment - please detail below)
Manual Handling of patients
Driving Trust vehicles or patients
Display screen equipment
Manual handling of loads
Shift Work
Night work (where Working Time Regulations apply)
Lone Work
Incidents of patient violence
Estates equipment e.g strimmers etc
Hazardous noise
‘Stress’
Food handling (ie preparation of raw food from scratch. Please ensure
individual completes food handler questionnaire and encloses with health
form. This does not apply to staff who deliver or serve cooked food only)
Other hazards as identified by your risk assessment (please specify):
Manager
Workplace:
Name:
Telephone:
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Appendix 5 – Request for Agenda for Change Panel
POST TITLE……………………………… ………………………………………..
This is a band new post
□
This is a request for re-banding
□
Current Band …………………………...
Date new Job Description applies from …………………………………………..
Scrutiny & Vacancy Panel Decision Number & Date …………………………….
POST-HOLDER TO COMPLETE:
I confirm that as far as I am aware, this Job Description is an accurate reflection of the job
I am currently undertaking.
Name …………………………………………………………………………………..
Signed ………………………………………….
Date ……………………………
Work Address ………………………………………………..………………………
Contact Number ……………………………..
Email …………………………..
National Insurance Number …………………………………………………………
LINE MANAGER TO COMPLETE:
I confirm my agreement that this Job Description & Job Specification is an accurate
reflection of the job of the post-holder for whom I am responsible.
Manager’s Name …………………………………………………………………….
Job Title ………………………………………… Budget No ……………………..
Signed ………………………………………….
Date ……………………………
Work Address …………………………………………….. …………………………
Contact Number ……………………………..
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Email …………………………..
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DIRECTOR TO COMPLETE:
I confirm my authorisation for the matching/evaluation work to go ahead on the above JD
and have assured myself that the budget will sustain the possible increase in pay band
which may or may not result.
Director’s Name …..…………………………………………………………………
Job Title ……………………………………………………………………………….
Signed ………………………………………….
Date ……………………………
Work Address …………………………………………….. …………………………
Contact Number ……………………………..
Email …………………………..
Finance Approval sought from ……………………………………………………..
Outcome: ……………………………………………………………………………...
…………………………………………………………………………………………..
…………………………………………………………………………………………..
…………………………………………………………………………………………..
For A4C Lead:
Reference No: 5CW…………………..
Date of Panel …..……………………… Outcome ……………………………….
Date of QA ……………………………… Outcome ……………………………….
Date of letter …………………………… Notes: ……………………………………
………………………………………………………………………………………….
………………………………………………………………………………………….
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Appendix 6 – Review Request Form
Post Ref:
Requesting a Review
In order to request a review please complete the details below and send this form to the Agenda for Change
Team, Torbay and Southern Devon Health and Care NHS Trust, Bay House, Nicholson Road, TQ2 7TD. This
request must be lodged within three months of the date of your Formal Outcome Letter.
Please note that after lodging your request for a review you will be sent a form to complete giving details of
which of the 16 Job Evaluation factor outcomes you disagree with, and why. This is called a Review Criteria
Form and will need to be signed off by your manager and Head of Service / Director. It is not sufficient to
simply state that you feel your job should have been placed in a higher band.
Surname: …………………………………
…
Forenames: ………………………...
PLEASE PRINT
Directorate/Dept: ……………………………… Ward/Base: ………………………………….
Job Title: ……………………………………………………………………………………………
New pay band: ………………………… Previous pay band:……… …………………………..
I would like to formally request a review of the Job Matching/Evaluation outcome for the above post.
Signed: ……………………………………………
…
Date: …………………………
POST HOLDER
Manager: Name: ………………………………..
Contact No: ……….………………...
I confirm that I acknowledge the above request for a review of the post.
Signed: ………………………………………………….…
Date: …………………………
MANAGER
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Appendix 7 – Review Criteria Form
POST……………………………………………………..
REFERENCE: 5CW /………….
DIRECTORATE ……………….…………………………………………………………………….
DEPARTMENT……………………………………………………………………………………….
Please indicate which factor(s) you disagree with and provide information to substantiate this.
Relevant Job Information
1. Communication &
Relationship skills
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
2. Knowledge, Training
& Experience
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
3. Analytical &
Judgmental skills
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
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4. Planning &
Organisational skills
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
5. Physical skills
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
6. Responsibility for
Patient/Client care
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
7. Responsibility for
Policy/Service
Development
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
8.Responsibility for
Financial & Physical
Resources
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
9. Responsibility for
Human Resources
Do you agree with the
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matched job report?
YES/NO
If NO then please
indicate why
10.Responsibility for
Information Resources
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
11. Responsibility for
Research &
Development
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
12. Freedom to Act
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
13. Physical Effort
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
14. Mental Effort
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
15. Emotional Effort
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Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
16. Working Conditions
Do you agree with the
matched job report?
YES/NO
If NO then please
indicate why
DECLARATION:
POST-HOLDER(S):
I confirm that I wish for my post to be reviewed and that the above information be taken into consideration
by the Review Matching Panel. I acknowledge that the banding for the post can go down as well as up.
Signed………………………………………
Full Name……………………………………….
Date………………………………………….
Contact No……………………………………
LINE MANAGEMENT
I confirm my agreement that this post should be reviewed and that the information on the Review Criteria
Form is correct.
Signed………………………………………
Date……………………….
Contact No……………
Full Name……………………………………
Job Title……………………………………...............
DIRECTOR / HEAD OF SERVICE
I confirm my agreement that this post should be reviewed and that the information on the Review Criteria
Form is correct.
Signed………………………………………
Date……………………….
Full Name…………………………………
Job Title……………………………………...............
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Appendix 8 – Job Evaluation Band Ranges
Pay Band
Job Score
1
0 – 160
2
161 – 215
3
216 – 270
4
271 – 325
5
326 – 395
6
396 – 465
7
466 – 539
8a
540 – 584
8b
585 – 629
8c
630 – 674
8d
675 – 720
9
721 – 765
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Appendix 9 – Agenda for Change re-banding request
This form has been designed to assist you to describe your request and ensure that the Care
Trusts Scrutiny and Vacancy Panel has the correct information to be able to make an
appropriate decision about whether the request should be approved.
Please note that an approval for re-banding does not guarantee the outcome of the Agenda for
Change evaluation process, which will determine whether a change in banding is warranted.
ALL FIELDS MARKED WITH * MUST BE COMPLETED
Please e-mail completed form to [email protected]. The deadline for submissions is 12 noon on a Tuesday.
Form completion
1*
From
1a*
Date
1b*
Post Holder
1c*
Job Title
1d*
Current Banding
1e*
Budget Number
Agenda for Change Information
2*
I am writing to request the
Proposed organisational change
permission to seek a re-banding
of the above position. The reason
for the re banding is:
The job has changed as a consequence of skill
mixing
The post holder feels a re banding exercise
is appropriate
Duties within the department have been reallocatedas a result of and efficiency review
Legisilation and governance requirements have
changed which means the post holder will be
asked to do more
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3*
Other reason
4
I can confirm that: The post holder will need to undertake additional
studies / learning activities to equip themselves to do the job, they are:
5
25% of the main duties in the role are changing. In brief, these are:
6*
Director Authorisation – All re-banding requests MUST be supported by a
Director
Director’s name:
7*
How will the re band be funded?
Authorisation
8
Assistant Director Finance
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Date
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