The Employer's Handbook: An Essential Guide to Employment Law Personnel Policies and Procedures

Product Information

A healthcare professional job, for which the person specification sets out the requirement for the relevant professional qualification plus knowledge and/or experience in a specified specialist area. b) presenting complex, sensitive or contentious information to a large group of staff or members of the public, or a) formal training and accreditation to master’s or doctorate level, as for clinical pharmacist, clinical psychologist or a qualification deemed to be equivalent, eg health visitor Community Practice Teacher, Diploma in Arts Therapy

b) the post requires highly developed physical skills, where accuracy is important, but there is no specific requirement for speed. This level of skill may be required for manipulation of fine tools or materials. ensure job descriptions and person specifications are up to date and accurately reflect the demands of the post (see chapter 10) Job descriptions should not follow the national JE profile format as profiles are not job descriptions and do not fulfil the main purpose of having job descriptions. Planning and organisation of a broad range of complex activities or programmes, some of which are ongoing, which require the formulation and adjustment of plans or strategies.A human resources professional required to have sufficient additional knowledge gained through experience to be able to be the autonomous HR adviser for a directorate or equivalent organisational area, or for an equivalent subject area of responsibility.

Manipulation of fine tools or materials (level 3b) for example, manipulation of materials on a slide or under a microscope, use of fine screw drivers or similar equipment, assembly of surgical equipment, administering intravenous injections. Planning and organisation of a broad range of complex activities (level 4) includes planning programmes which impact across or within departments, services or agencies. A detailed Job Analysis Questionnaire (JAQ) to ensure that all relevant information is available for local evaluations.

Scotland, Wales and Northern Ireland

Both levels 2 and 3 apply to jobs requiring understanding of a range of work procedures. The differences are over: Tact or persuasive skills (Level 3a). Tact may be required for situations where it is necessary to communicate in a manner that will neither offend nor antagonise. This may occur where there is a job requirement to communicate with people who may be upset or angry, be perceptive to concerns and moods and anticipate how others may feel about anything which is said. Persuasive skills refer to the skills required to encourage listeners to follow a specific course of action. Highly developed physical skills (level 4) for example, the skills required for performing surgical interventions, intubation, tracheotomies, suturing, a range of manual physiotherapy treatments or carrying out endoscopies. Corporate responsibility for the provision of a clinical, clinical technical or social care service(s). Designing a new job structure is a major exercise which will need direction from senior managers. It should involve managers at all levels and be done in consultation with the relevant trade unions and professional organisations.

From a union perspective, the Whitley system was viewed as having delivered low pay compared with other parts of the public sector and unequal pay between the various Whitley groups. A good job description is needed for a robust job matching outcome, which should clearly articulate the requirements and competence for the role and a person specification stipulating the essential qualifications and/or experience required to be employed in the role. Understanding of a range of work procedures and practices, the majority of which are non-routine, which require intermediate level theoretical knowledge. This knowledge is normally acquired through formal training or equivalent experience.

Knowledge is the most heavily weighted factor in the NHS JE Scheme and often makes a difference between one pay band and the next. It is, therefore, important that jobs are correctly evaluated or matched under this factor heading. The following notes are intended to assist evaluation and matching panel members to achieve accurate and consistent outcomes. f. Scoring and weighting. The job evaluation results database was used to test various scoring and weighting options considered by a joint JSG/JEWP group. In addition, read-across guidance on qualifications and experience are recognised as contributing to discrimination in the past against jobs occupied predominantly by women and/or employees from ethnic minority groups.

Planning and organisation of a number of complex activities (level 3) includes complex staff or work planning, where there is a need to allocate and re-allocate tasks, situations or staff on a daily basis to meet organisational requirements. It also includes the skills required for co-coordinating activities with other professionals and agencies, for example where the jobholder is the main person organising case conferences or discharge planning where a substantial amount of detailed planning is required. These typically involve a wide range of other professionals or agencies. The jobholder must be in a position to initiate the plan or coordinate the area of activity. Participating in such activities does not require planning and organisational skills at this level. Similarly, having person specifications available for all posts is good HR practice because it facilitates the recruitment process. Expertise within a specialism (Level 5) normally requires degree level, Honours degree, Vocational Qualifications level 6 or an equivalent level of knowledge. This level of knowledge could also be obtained through an in-depth diploma plus significant experience. Jobs requiring a degree or an equivalent level of knowledge e.g. registered general nurse, should be scored at this level. non-bold is used for associated advice from NHS Staff Council to cover a number of possible scenarios.It is important that all long-term and temporary solutions to existing capacity issues are discussed in partnership. Any solutions should include an action plan aimed at identifying and solving capacity issues. This factor measures the analytical and judgemental skills required to fulfil the job responsibilities satisfactorily. It takes account of requirements for analytical skills to diagnose a problem or illness and understand complex situations or information; and judgemental skills to formulate solutions and recommend/decide on the best course of action/treatment. Having conducted a jobs audit, the next step is to design a common job structure. Consideration will need to be made as to how the organisation should be structured to meet its future needs and objectives. This could involve significant changes to some of the jobs and structures which operated in the legacy organisations. The exercise should be undertaken, even if significant changes are not anticipated for most jobs. The introduction of independent pay review bodies for doctors and dentists (1971), and nursing staff, midwives, health visitors and professions allied to medicine (1984). These took evidence from all relevant parties and recommended annual pay increases. They replaced the traditional collective bargaining approach, which was considered to have delivered unsatisfactory pay levels for some key public sector groups, but had no remit to compare pay from one group to another (even among their remit groups). Staff groups not covered by pay review bodies continued to use collective bargaining on pay increases, but these increasingly mirrored the pay review body settlements. Such guidance is intended to assist local matching and evaluation panels by providing a straightforward read-across between the qualifications and/or experience requirements, which may be included in personal specifications or other job documents, and the AfC scheme factor levels.