Step 3 - Implementation Preparation
The remainder of the change period (the implementation planning period) will be used for planning the implementation of the change. Further details of the aspects this may include are provided below.
Voluntary Redundancy
3.3.1 In order to reduce the need for compulsory redundancies, an Institution may invite requests from employees for voluntary redundancy.
3.3.2 The University reserves the right to decline a request for voluntary redundancy at its absolute discretion. Similarly, a request made by an employee for voluntary redundancy may be withdrawn at any point up to the start of any selection process for the employee’s substantive post or a suitable alternative role.
3.3.3 Voluntary redundancy cannot be offered only to age groups eligible for an early retirement, as this could constitute unlawful discrimination. However, early retirement could be one element of a voluntary redundancy offer open to all employees.
Job Matching and Role Allocation
3.3.4 There are specific legal requirements whereby employees at risk of redundancy are given the chance to apply for alternative roles before they are offered more widely, these are summarised below, but please refer to the Guidance document for full details.
3.3.5 The following information explains the different ways in which employees can be matched and allocated to roles that will exist after the change. Institutions are advised to contact their HR School teams when determining an appropriate selection method. Please note that if an employee holds a visa to work in the UK then advice should be sought from HR on the impact of a proposed change in role on his or her visa.
3.3.6 There are five types of job matching:
(i) Assimilation
Assimilation applies where:
- there is little or no change between the role in the old and new structure, and
- the number of roles remains the same or there are more roles available than employees matched to roles.
The employee is automatically appointed to the role without an assessment process or trial period. If the employee declines the role, there is no entitlement to redundancy pay.
(ii) Ring-fencing (oversubscription)
Ring-fencing (oversubscription) applies where:
- there is no change between the role in the old and new structure, and
- there are fewer roles available than employees matched to the roles.
An assessment process is required to determine which employee(s) should be appointed to the role(s) but there is no requirement for a trial period.Following a successful assessment process, the employee is automatically appointed to the role without a trial period. If the employee declines the role, there is no entitlement to redundancy pay.
(iii) Ring-fencing (suitable alternative employment)
Ring-fencing (suitable alternative employment) applies where the role in the new structure is not fundamentally the same but sufficiently similar in nature to be considered possible alternative employment. The manager will identify possible alternative roles based on the requirements of the employee’s current role as compared with those of the duties, responsibilities, skills required and grade of the new role(s).
Roles that are one grade lower than the employee’s current role will be considered, with appropriate pay protection. Roles that are one grade higher than the employee’s current role may be considered but only where the employee meets the requirements of the new role, with reasonable support and training.
A selection process is required to assess an employee’s suitability for the role(s) and the appointment is subject to a trial period. If an employee unreasonably refuses an offer of suitable alternative employment, there is no entitlement to redundancy pay.
(iv) Restricted Competitive Selection
Restricted competitive selection applies where the role is not considered suitable alternative employment for any employees in the affected staff group. In these circumstances, employees from the affected staff group will be given an opportunity to apply for the role before it is advertised more widely in order to retain the employment of affected employees or as an additional way to mitigate redundancies.
A selection process is required to assess an employee’s suitability for the role(s) and the appointment is subject to a trial period.
(v) Open Competitive Selection
Open competitive selection applies after employees from the affected staff group have been given an opportunity to apply for the role. Any remaining vacant roles at this stage can be advertised and filled in line with the University’s Recruitment Guidance.
Assessment and Selection
3.3.7 The lead manager will decide on the appropriate assessment method and selection criteria for allocating employees to roles in the new structure, having consulted with the affected staff and their representatives.
3.3.8 The methods for assessing employees might include:
- interviews
- relevant tests
- written submissions
- management assessments
- consideration of individual employment records e.g. current disciplinary and/or capability record.
3.3.9 The manager will ensure that the assessment method is fair, objective and valid for the role(s) in question and that the selection criteria are applied consistently and do not discriminate against any particular groups of staff.
3.3.10 The manager will ensure that the assessment method and selection criteria do not put staff with a disability at a disadvantage.
3.3.11 Further information on assessment and selection method(s) can be found in the Guidance document that accompanies this policy. Advice and guidance should also be sought from the relevant HR School Team.
3.3.12 If the number of suitable alternative posts in the old and new structures remains the same and/or there is only one candidate in a pool then a management assessment may be sufficient.
3.3.13 If an employee is unable or unwilling to participate in a selection process or the manager is not reasonably able to adjust the approach (e.g. timescales involved prevent him or her from accommodating a particular individual’s circumstances), the manager will make a decision on the most appropriate course of action based on the relevant information available. This could result in an employee being allocated to a job in the new structure or put at risk of redundancy.
3.3.14 For larger organisational changes where there are a number of selection panels moderation may be required if making appointments at the same role levels to ensure consistency of decision-making.
3.3.15 The lead manager (or nominated individual) will inform affected employees verbally of selection outcomes and, where appropriate, any remaining options to mitigate redundancy wherever possible. The employee will also receive written confirmation of the outcome and notice of redundancy in accordance with this Policy, if appropriate, after the conclusion of the consultation period.
Next Step:
Step 4 - Concluding the Change Period and Next Steps