FINAL INTERNAL AUDIT REPORT
Agency Temporary Worker Processes
(IA 12 140/F v1)
Tricia Riley, HR Director
Audit Conclusion: Audit Closed
23 October 2014
Issue
categories
Agreed
actions
Satisfactorily
addressed
Partially
addressed
No longer
applicable
Not
addressed
Priority 1
23
22
1
0
0
Priority 2
10
4
1
3
2
Priority 3
0
0
0
0
0
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Agency Temporary Worker Processes (IA 12 140/F v1)
Contents
EXECUTIVE SUMMARY .................................................................................... 3
STATUS OF AGREED ACTIONS ...................................................................... 5
APPENDIX 1 – DISTRIBUTION LIST .............................................................. 27
Audit information
Version
1
Draft versions issued
1
Draft report issued
14/10/2014
Audit Manager
Joe Palfreeman
Director of Internal Audit
Clive Walker
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Agency Temporary Worker Processes (IA 12 140/F v1)
EXECUTIVE SUMMARY
Objective
The audit aimed to provide assurance on the effectiveness of controls over
agency temporary workers within TfL.
Scope
The audit reviewed the control arrangements for agency temporary workers
relating to the following key risk areas:
•
•
•
•
•
•
Policies and procedures
Recruitment activity including approvals
Payments to recruitment agencies
Leaver’s process
Management reporting
Efficiency savings
Summary of findings
Our Interim Audit Report dated 11 March 2013 entitled Agency Temporary
Worker Processes identified nine Priority 1 and five Priority 2 issues, resulting in
33 agreed management actions.
The Priority 1 issues identified were:
• Employees displaced through departmental restructuring are not always
considered in the recruitment of temporary positions
• Some TfL Agency Temporary Workers are engaged in positions of major
managerial and financial responsibility increasing the risk of finances and
staff not being managed in line with TfL’s policies or processes
• The NPL rate card is determined using pay data supplied from agencies
who have an incentive to maximize the amounts TfL pay;
• Pay rates are not checked by HR for all parts of the business resulting in
competitive rates not always being obtained
• The gifted resource process does not always provide value for money for
TfL
• There is no checking to ensure that hiring managers request all the
employment screening checks required by TfL policy, or testing to ensure
that recruitment agencies conduct all the employment screening they claim
to complete
• Checks over the value of payments to agencies need to be strengthened
following multiple overpayments
• Timesheet approval controls need to be strengthened to prevent timesheet
fraud
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Agency Temporary Worker Processes (IA 12 140/F v1)
•
Agency temporary workers can be engaged for extended periods of time
when it would be more efficient to engage permanent employees
We have now carried out a follow up review and can confirm that 26 actions
have been satisfactorily addressed, two are partially addressed and three are
no longer applicable.
Two Priority 2 actions have not been addressed:
•
•
The resourcing strategy and principles will be shared with TfL Legal,
Commercial, socialised with Directors for approval and communicated to
the business
NPL guidance will be updated to confirm in which circumstances it would be
appropriate to hire each type of NPL and to ensure the reasons for selecting
particular resourcing routes are appropriately captured and approved
We are satisfied that plans are in place to complete the partially and not
addressed actions.
Accordingly this audit is now closed.
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Agency Temporary Worker Processes (IA 12 140/F v1)
STATUS OF AGREED ACTIONS
Ref
Agreed action
Owner and
due date
Status
For a three month trial period,
all NPL roles, regardless of
their assignment length, will
be subject to a skills
matching exercise to
determine if displaced
employees are suitable for
them. After this trial a review
will be undertaken to
measure its success, and
determine whether to
continue with the process.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
A three month skills matching
exercise was undertaken to
determine if displaced employees
are suitable for NPL roles.
31/03/13
This exercise has now been
adopted as business as usual and
completion of the matching is
recorded and measured as part of
the Recruitment Quality Control
Framework.
The NPL Recruitment Team
will implement ‘buddy’
checking of searches for
displaced employees.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
Buddy checks are carried out on
every search and recorded in Taleo.
Further action required and
due date
Priority 1 actions
1.
2.
31/03/13
Spot checks are undertaken by the
NPL Recruitment Account Manager
to ensure that searches are not too
narrow or too broad.
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Ref
Agreed action
Owner and
due date
Status
3.
Identify NPL in line
management positions or
with significant financial or
business critical
responsibilities.
Patricia
Holgate
Satisfactorily addressed
HR Strategic
Resourcing
Manager
31/05/13
4.
Analyse the associated risks
and consider whether it is
appropriate to reduce them
through for example:
•
Engaging in permanent
recruitment
•
Producing knowledge
transfer plans to transfer
the knowledge to
permanent staff
•
Reassigning budgetary
and managerial
Patricia
Holgate
Further action required and
due date
NPL in line management or with
significant financial / business
critical responsibilities have been
identified. 20 per cent of NPL were
found to have responsibility for staff,
with the majority of these in project
positions. A further seven per of
NPL were found to have significant
financial / business critical
responsibilities.
Satisfactorily addressed
HR Strategic
Resourcing
Manager
31/05/13
No formal analysis has been
undertaken by the HR Strategic
Resourcing Team. However, we
were informed that the risks of
having NPL in line management
and significant financial / business
critical positions, and appropriate
mitigations have been considered
by the Strategic Resourcing
Manager in consultation with the HR
Business Partners.
Mitigating actions are being
delivered across the business
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Ref
Agreed action
•
Owner and
due date
Status
responsibilities
including:
Increasing notice periods
when recruiting for such
positions in the future
•
The use of secondees to cover
NPL posts
•
Replacing NPL with displaced
staff
•
Increasing notice periods if
recruiting NPL into positions of
responsibility
Further action required and
due date
HR Business Partners also raise
awareness of alternative options to
NPL with the business.
5.
NPL & Commercial teams will
work in collaboration to
identify independent sources
of pay rate data. They will
undertake a sample exercise
for one PSL category of
worker to assess the
feasibility of wider checking of
TfL NPL pay rates against
independent pay data.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
A benchmarking exercise has been
undertaken against Government
Procurement Services’ pay rate
data for a sample of roles.
James
Rockliffe
The new Preferred Supplier Master
Vendor model requires agencies to
work with TfL to undertake a more
comprehensive benchmarking
exercise.
Procurement
Manager
31/03/13
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Ref
Agreed action
Owner and
due date
Status
Further action required and
due date
Extended to
31/07/13
6.
7.
The NPL Team will extend
the practice of informing
agencies that the midpoint
pay rate from the rate card is
the maximum TfL is prepared
to pay, rather than informing
agencies of the maximum
budget the hiring manager
has. This will be applied to
temporary agency workers for
all business areas.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
The practice of informing agencies
that midpoint pay rates are the
maximum is applied to all temporary
agency workers for all business
areas.
Review a legally compliant
gifted resourcing option
through TfL Legal and
Commercial and compile a
delivery strategy which
complements other tender
and improvement activity and
avoids excessive costs for
TfL.
Patricia
Holgate
31/03/13
In 2013/14 potential savings of
£3.9m were identified based on total
contract value.
Partially addressed
HR Strategic
Resourcing
Manager
31/05/13
Extended to
28/07/14
A proposal was put together
whereby all NPL vacancy requests
and contract variation eforms will
workflow through the NPL team to
review rates. A technical works
request to deliver the proposal has
been approved by the Recruitment
Transformation Manager.
New action owner Rob Woolf,
Recruitment Account
Manager (NPL).
Due date 31/01/15
In the meantime all R&U and ST
roles which are currently approved
by the business and have a rate of
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Ref
Agreed action
Owner and
due date
Status
Further action required and
due date
£500 per day or more will be
flagged by the Recruitment
Consultants for the NPL Team
Leader to review and where
necessary discuss with either the
Hiring Manager (ST vacancies) or
the Workforce Planning Manager
(R&U vacancies). The NPL Team
Leader is also engaging with the
Heads of HR to request that all NPL
rates are reviewed in advance by
the NPL Team.
These actions will help avoid
excessive costs for temporary
workers recruited through the gifted
resource option.
8.
Guidance will be completed
and distributed to hiring
managers and agencies as to
what employment screening
checks should be performed.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
The NPL Pre-employment
Screening Matrix has been
completed and launched on the
Source NPL homepage.
31/03/13
All hiring managers now receive a
link to the Matrix on submitting an
agency worker request and it is
discussed with the hiring manager
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Ref
Agreed action
Owner and
due date
Status
Further action required and
due date
by the NPL Recruitment Consultant.
All agencies were also sent a
briefing email containing the Matrix.
9.
Management will consider
whether NPL Recruitment
consultants should check that
all employment screening
prescribed for a particular
role by the TfL Employment
Screening Matrix is
performed.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
Following a meeting between the
Recruitment Delivery Manager and
the Internal Audit Security Team a
decision was made not to introduce
NPL Recruitment Consultant checks
until the introduction of the
Preferred Supplier Master Vendor
Model. Instead the NPL
Recruitment Account Manager
wrote to all the agencies asking
them to confirm that they were
conducting checks in line with the
Preferred Supplier List Framework
Agreement and informing them that
they may be subject to audit to
verify that this action is taking place.
31/05/13
Following this action it was
identified that two agencies on the
Preferred Supplier List had not been
completing criminality checks. All
recruitment activity with the two
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Ref
Agreed action
Owner and
due date
Status
Further action required and
due date
agencies was suspended until they
could provide proof of checks
against all current NPL in positions
requiring criminality disclosure.
The NPL Recruitment Consultants
now require the agencies to provide
proof of criminality checks prior to
the onboarding of NPL staff in
positions requiring this disclosure.
10.
The NPL Recruitment Team
will determine the minimum
level of employment
screening required prior to a
temporary worker’s start date.
Monitoring will ensure this
protocol is always applied
and that any employment
screening left until after the
temporary worker starts is
properly completed.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
The minimum level of employment
screening is detailed in the NPL
Screening Matrix and this must be
completed prior to temporary worker
onboarding.
31/03/13
Following the meeting between the
Recruitment Delivery Manager and
the Internal Audit Security Team the
decision was made not to conduct
monitoring until the introduction of
the Preferred Supplier Master
Vendor Model. However, after it
was identified that agencies had not
been completing criminality checks
they must now provide evidence for
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Ref
Agreed action
Owner and
due date
Status
Further action required and
due date
all positions requiring criminality
disclosure prior to onboarding.
Exceptions, where a temporary
worker has a criminality check in
progress and outstanding, must be
requested in writing by the Hiring
Manager and authorised by the NPL
Team Leader / Recruitment Account
Manager. If a certificate is not
received by the end of the third
week, the temporary worker should
be terminated unless agreed with
the Hiring Manager in writing and
authorised by the NPL Team
Leader / Recruitment Account
Manager.
The introduction of the Preferred
Supplier Master Vendor Model
includes the introduction of regular
compliance audits performed by the
NPL Team to ensure that the
minimum level of employment
screening is undertaken.
11.
The NPL Recruitment Team
will perform sample checking
to verify that the recruitment
Rob Woolf
Satisfactorily addressed
Recruitment
Checks are performed against 100
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Ref
Agreed action
Owner and
due date
Status
agencies are performing
employment screening
checks as per TfL
requirements. It should be
made clear to the agencies
that the employment
screening is still the
responsibility of the agencies,
and that TfL is conducting the
sample checks as part of
contract management to
ensure the agencies are
performing their obligations.
Account
Manager
(NPL)
per cent of positions requiring
criminality checks.
31/05/13
Extended to
30/09/13
Further action required and
due date
The NPL Account Recruitment
Manager wrote to all agencies
informing them of their
responsibilities for conducting
employment screening. The
agencies were also informed that
audits will be conducted to verify
that this action is taking place in line
with the Preferred Supplier List
Framework Agreement.
The Preferred Supplier Master
Vendor Model Tender Specification
clearly outlines the agencies’
employment screening
responsibilities. Regular
compliance audits will be conducted
by the NPL Team to ensure the
agencies are performing their
obligations.
12.
When the generic NPL
payment calculators are
created or revised, in
response to legislative or
other requirements, they
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
The generic NPL payment
calculators are now checked by the
appropriate TfL experts when
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Ref
13.
14.
Agreed action
Owner and
due date
Status
should be thoroughly
checked by appropriate TfL
experts: an accountant; a tax
expert; an employment
lawyer; the contract’s
procurement manager; and
an HR pay and reward
specialist.
(NPL)
created or revised.
HR Service Delivery will
secure agreement for an
additional resource (PB2) to
focus on payroll activity.
They will provide the
necessary training to staff
who calculate and check
agency payments to enable
them to perform their duties
effectively. This will include
training in legislative
requirements, tax rates and
contractual requirements etc.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
An additional PB2 resource was
secured to focus on NPL payroll
activity. A knowledge wall has been
populated to act as a training needs
analysis tool and identify training
and developmental needs.
Payment checks will be
performed to ensure that the
initial payment value
calculated by the NPL
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Payment checks are performed
against the initial values to ensure
Further action required and
due date
31/03/13
31/03/13
Extended to
31/07/13
Training has been provided to NPL
payroll staff for using the new ENIC
calculators and briefings have taken
place with the full team on the new
calculators and gifted resource rate
changes.
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Ref
15.
Agreed action
Owner and
due date
Status
Recruitment Team matches
the recruitment agency’s
invoice.
Manager
(NPL)
31/03/13
the NPL team calculations match
the recruitment agencies’ invoices.
A sample check of 10 payment
calculations for different agencies
identified no issues with the initial
payment value calculation.
A prompt decision will be
made, supported by the
necessary managerial
authorisation, on whether to
attempt to recover the holiday
multiplier and ENIC
reimbursement overpayments
made to recruitment
agencies.
Kim Travers
Satisfactorily addressed
Head of HR
Services
Delivery
Option reports were produced by
HR Services in consultation with the
Direct Tax Manager, the TfL
Disputes Resolution Manager and
the APD accountant who had
originally identified the issue.
31/03/13
Extended to
31/05/13
Further action required and
due date
The reports included recommended
courses of action for recovering the
holiday multiplier and ENIC
reimbursement overpayments
(approximately £49k and £248k
respectively). They highlighted that
TfL was at fault and the agencies
had fulfilled their obligations in line
with what had been asked of them.
The agencies also indicated quite
strongly that the costs would be
very difficult or impossible to claim
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Ref
Agreed action
Owner and
due date
Status
Further action required and
due date
back from individuals and indicated
legal challenges if TfL attempted to
recover.
The Head of HR Services discussed
the options with the HR Director in
March 2013 and briefed the Head of
APD Finance. The decision was
made not to attempt to
retrospectively recover based on
the reputational damage and legal
consequences for TfL.
16.
NPL Recruitment Team will
perform enhanced checks
against paper timesheets
including verifying that the
authorising manager is
appropriate and has
approved the hours. A 5 per
cent sample of paper
timesheets, including 30 per
cent of timesheets showing
overtime / weekend working,
will be checked each week.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
The NPL team is logging the
number of paper timesheets
received on a weekly basis and
performing enhanced checks to
confirm hours worked with the
appropriate manager.
31/03/13
Either five per cent or five paper
timesheets, whichever is the lesser,
are sample checked. 30 per cent of
overtime / weekend working paper
timesheets are also checked if
submitted.
The NPL team contacts the
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Ref
Agreed action
Owner and
due date
Status
Further action required and
due date
temporary workers to reinforce the
completion of timesheets in SAP.
17.
The Recruitment Manager
(NPL) will liaise with IM to
consider if a reconfiguration
of the SAP system to prevent
timesheets being approved in
advance would be
appropriate and cost
effective.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
Liaison has taken place with the IM
SAP Functional Lead who advised
that the reconfiguration of SAP to
prevent timesheets being approved
in advance would not be cost
effective and would require
extensive reprogramming of SAP.
31/03/13
The NPL Recruitment Account
Manager has therefore not further
pursued the reconfiguration.
18.
The NPL Recruitment Team
will consider ceasing to
request that timesheets are
signed in advance.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
The NPL Recruitment Team has
stopped requesting that timesheets
are signed in advance for all
occasions except bank holidays. In
these instances early timesheet
deadlines are necessary to allow
agencies sufficient time to payroll
the temporary workers.
31/03/13
Hiring Managers are reminded to
check that the hours signed off in
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Ref
Agreed action
Owner and
due date
Status
Further action required and
due date
advance have been worked and
notify the NPL Recruitment Team to
make the necessary pay
adjustments if not worked. An email
template for advance signing
reminders has been drafted and is
used to remind hiring managers in
advance of all bank holidays.
19.
20.
Alternative procedures to
authorising hours worked in
advance will be considered,
to ensure agency temporary
workers are paid promptly
when their line manager is on
leave. For example, line
managers will be encouraged
to set up a SAP substitute.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
Hiring Managers are now advised to
set up substitutes rather than
authorising hours in advance,
except for bank holidays.
31/03/13
This is stated in the introductory
email that the agency temporary
worker and Hiring Manager receive
at the start of each campaign and
the NPL Service Standard on
Source.
Exception reports will be run
regularly and used to identify
instances of electronic SAP
timesheets being approved in
advance of the hours being
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
A report has been developed to
identify any timesheets that are
approved one week or more in
advance. The report is run on a
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Ref
Agreed action
Owner and
due date
Status
worked.
31/03/13
weekly basis and if exceptions are
identified the approving managers
are notified that this is not
acceptable.
Extended to
31/05/13
Further
extended to
31/07/13
21.
22.
The NPL team reported that there
has been an improvement in the
advance completion of timesheets
following the introduction of the
exception report checks.
General guidance will be
issued to line managers that
they should not authorise
hours on timesheets without
proof they have been worked.
For example, building
security signing-in/out sheets
could be used to verify work
on other sites.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
The NPL Service Standards now
state that in instances where the
temporary worker is not at their
normal place of work the Hiring
Manager must confirm that the
temporary worker has worked the
hours stated on the timesheet.
Ensure NPL guidelines are
understood through
engagement events. Regular
reviews to be undertaken by
the heads of HR to confirm
the reasons for assignment
length and propose
Patricia
Holgate
31/03/13
Further action required and
due date
Satisfactorily addressed
HR Strategic
Resourcing
Manager
30/04/13
NPL guidelines have been updated
and are available on Source and
engagement events held, including
those to launch the new TfL
Recruitment Strategy.
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Ref
Agreed action
Owner and
due date
alternative resourcing options
where appropriate initiatives
can be introduced for
example improving pay and
rewards to attract permanent
employees with scare skills.
Status
Further action required and
due date
HR Business Partners review the
NPL figures on a periodic basis and
raise awareness in the business of
alternative resourcing options to
NPL.
Since the Interim Audit Report the
number of temporary workers in
post for more than 12 months has
fallen from 49 per cent to 47 per
cent and the number of those in
post for more than 2 years has
fallen from 30 per cent to 25 per
cent.
There are 14 temporary workers
who have been in post over 10
years, compared to 13 at the time of
our original audit. The 14
temporary workers are either
engaged on R&U project work (3) or
have scarce skills. One post is
pending recruitment. These figures
do not include JNP temporary
workers who were not part of TfL at
the time of our original audit.
23.
HR should consider if longer
notice periods can be
Patricia
Satisfactorily addressed
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Ref
Agreed action
Owner and
due date
Status
negotiated with agency
temporary workers.
Holgate
HR has agreed that longer notice
periods can be negotiated with
agency temporary workers,
particularly in respect of positions of
responsibility, and the NPL team
notified of this.
HR Strategic
Resourcing
Manager
30/04/13
Further action required and
due date
Longer notice periods are now
negotiated with agency temporary
workers as required by the
business.
Priority 2 actions
24.
The resourcing strategy and
principles will be shared with
TfL Legal, Commercial,
socialised with Directors for
approval and communicated
to the business.
Patricia
Holgate
Not addressed
HR Strategic
Resourcing
Manager
31/05/13
New action owner Ewan
Henniker-Smith, Resourcing
Strategy Manager.
This action was put on hold
following organisational change and
the lack of workforce plans for some Due date 31/01/15. This
action will be reviewed as
parts of the organisation.
part of our planned audit on
Due to different resourcing
Resourcing Strategy.
requirements in the business areas
it has been decided that resourcing
strategies will be produced on a
business by business basis rather
than having one overarching
strategy.
The development of a strategic
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Ref
Agreed action
Owner and
due date
Status
Further action required and
due date
resourcing strategy is now captured
as a key action against the people
risk in the TfL Strategic Risk
Register. This work is due to be
completed by March 2015.
25.
26.
NPL guidance will be updated
to confirm in which
circumstances it would be
appropriate to hire each type
of NPL and to ensure the
reasons for selecting
particular resourcing routes
are appropriately captured
and approved. The updated
guidance will be
communicated and managers
engaged at all levels.
Patricia
Holgate
There will be regular
monitoring of the recruitment
activity performed by the free
recruitment consultants
Rob Woolf
No longer applicable
Recruitment
Account
Manager
The NPL Recruitment Team no
longer uses free recruitment
consultants. However, following the
Not addressed
HR Strategic
Resourcing
Manager
31/05/13
New action owner Ewan
Henniker-Smith, Resourcing
Strategy Manager.
The NPL guidance has not been
updated to confirm in which
circumstances it would be
Due date extended to
appropriate to hire each type of NPL 31/01/15.
as agreed in the action.
The HR Strategic Resourcing
Manager confirmed that the reason
for selecting a particular resourcing
route will be incorporated into the
Vacancy Request eform to ensure
they are appropriately captured and
approved. However, to complete
this action the NPL guidance will
also require updating.
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27.
28.
Agreed action
Owner and
due date
Status
including:
(NPL)
•
The overall number of
temporary workers
recruited from their
agencies
31/03/13
•
The number of gifted
resources recruited from
their agencies
audit, whilst they were working in
the team the NPL Recruitment
Account Manager performed
periodic checks against the
consultants and monitored the
temporary agency and gifted
resources recruited through their
employers.
If the results of the monitoring
suggest the recruitment
consultants may be
channelling business to their
employers contrary to the
interests of TfL, this will be
investigated and appropriate
action taken.
Rob Woolf
No longer applicable
Recruitment
Account
Manager
(NPL)
TfL no longer has the free resource.
Whilst TFL was using the free
consultants the NPL Recruitment
Account Manager reported that the
monitoring following the audit did
not suggest any channelling of
business to their employers.
Plans will be devised and
implemented to ensure that
the NPL Recruitment Team
can deal with its workload
after 31 March 2013. For
example, consideration will
be given to engaging an
additional resource (PB2) to
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
An extra PB2 post is now in place
and the free resources’ tenure was
extended to deal with the NPL
team’s workload. One of the free
consultants was recruited into a
fixed term post and is now a
31/03/13
31/03/13
TfL RESTRICTED
Further action required and
due date
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Agency Temporary Worker Processes (IA 12 140/F v1)
Ref
Agreed action
Owner and
due date
focus on Payroll activity so
permanent recruitment
consultants can concentrate
on recruitment.
29.
NPL management will ensure
that the free resources do not
have access to commercially
sensitive information.
Status
Further action required and
due date
member of TfL staff.
Rob Woolf
No longer applicable
Recruitment
Account
Manager
(NPL)
Commercially sensitive discussions
were held away from the free
resources whilst they were still
working for TfL.
31/03/13
30.
The NPL Recruitment Team
will manage the performance
of the agencies on the PSL
Framework through
specifying the desired level of
performance, measuring the
agencies’ performance and
taking corrective action where
performance is below the
required standard. This will
be through the new Supplier
Performance Scorecard
being piloted in Q4 2012/13.
Rob Woolf
Recruitment
Account
Manager
(NPL)
31/07/13
Extended to
31/10/14
The introduction of the new
supplier arrangements is due
The introduction of the Supplier
to be completed by 9
Performance Scorecard was put on
November 2014 at which
hold due to resource pressures
point the NPL Recruitment
pending the tendering exercise for
Team will begin to user the
the Preferred Supplier Master
Supplier Performance
Vendor Model.
Scorecard to manage
The Scorecard has been included in performance.
the tender specifications for the
Due date extended to
three Master Vendor contracts and
31/01/15
will be used to manage
performance following the
introduction of the new service
Partially addressed
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Agreed action
Owner and
due date
Status
Further action required and
due date
arrangements.
31.
Line managers will be sent
reminders to complete
Contractor Leaver eForms.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
Automatic email reminders to
complete Contractor Leaver eForms
are sent six weeks and one week
before the temporary worker is
scheduled to leave.
31/03/13
Extended to
30/04/13
Further
extended to
31/08/13
32.
A leavers’ actions checklist
for agency temporary workers
will be introduced. This could
be built into the Contractor
Leaver eForm.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
A Leaver’s Action Checklist for
temporary workers has been
introduced and is included in the
automated leaver acknowledgment
email.
31/03/13
Extended to
30/04/13
Further
extended to
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Agreed action
Owner and
due date
Status
Further action required and
due date
31/08/13
33.
The checklist will be made
available to line managers on
the Intranet and referenced in
NPL guidance for hiring
managers.
Rob Woolf
Satisfactorily addressed
Recruitment
Account
Manager
(NPL)
The checklist is included in the NPL
Hiring Manager Guide and the NPL
Service Standard which are both
available on Source.
31/03/13
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Agency Temporary Worker Processes (IA 12 140/F v1)
APPENDIX 1 – Distribution list
This report was sent to Tricia Riley, HR Director, by Clive Walker, Director of
Internal Audit, and copied to:
Kim Travers
Head of HR Service Delivery
Gareth Taylor
Recruitment Transformation Manager
Rob Woolf
Recruitment Account Manager (NPL)
Clive Mills
Recruitment Team Leader (NPL)
Rachel Kerry
Head of HR Delivery Support and Change
Ewan Henniker-Smith
Resourcing Strategy Manager
Alex Mills
Category Manager
Neil Perrins
Head of Group Business Planning & Performance
Brian Davey
Head of FSC
Diane Wadsworth
Accounts Payable Manager
Geoff Gibbs
Team Lead, Accounts Payable
Caroline Kelly
as Key Risk Representative
Rachel Stretton
Interim Director of Finance, R&U
Patrick Doig
Director of Finance, Surface Transport
Nigel Blore
Head of Group Insurance
Andrea Clarke
Director of TfL Legal
Andrew Pollins
Interim Chief Finance Officer
Howard Carter
General Counsel
Robert Brent
KPMG
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