Employment basics: Definitions of employment-related terms, rules regarding attendance, and an overview of the recruitment process Effective from 1 September 2018, this agreement will apply to ambulance staff who start their employment (new entrants), or who change roles (including promotion) in an ambulance trust in England. From 1 September 2018 existing ambulance staff employed in England will be able to voluntarily choose to be paid under this section instead of under annex 5 of this handbook. Equal opportunity employment. This is a necessary statement, not only for legal purposes, but also to promote a culture of meritocracy and respect in your workplace.

This can be a contractual or non-contractual document, which contains a company’s policies, practices and procedures and gives further guidance where a contract of employment or other employment document may be brief. It is advisable to seek legal advice when first drafting a staff handbook, so that your business’ specific requirements can be covered effectively with the right policies to cover your specific working environment. It is also important to remember that a ‘staff handbook’ is not just an employee handbook and so policies can be drafted to specifically refer to employees or other staff (such as workers, apprentices etc) as appropriate. Why create a Staff Handbook? The” interim regime” formerly set out in this Section is consistent with these principles. It is now in Annex 29.Prospective systems are more likely to be satisfactory where work patterns are predictable. If rotas vary so much that it is not possible to predict working patterns accurately this is likely to be a good reason to choose to use the system retrospectively. This document sets out the full terms and conditions of service (TCS) for staff on Agenda for Change contracts. This Section is effective from 1 April 2008. It replaces the “interim regime” previously set out in this Section. It applies to all staff employed on the terms and conditions of service in this Handbook. See the question and answer guidance in annex 28(England and Wales) or annex 28: Guidance on frequently asked questions (Scotland and Northern Ireland)

legal assistance through our membership. We operate in Australia, the United Kingdom and New Zealand. To ensure the process goes smoothly and to help employees settle into their new roles, it’s crucial to have standard policies and procedures in place. The pay spine for staff covered by the NHSPRB will be divided into nine pay bands. All staff covered by this pay system, will be assigned to one of these paybands on the basis of job weight, as measured by the NHS Job Evaluation Scheme. SDSS Chief Executive, Donald Macleod, said: “The handbook is a welcome resource for people employing their own support staff through Option 1 of Self-directed Support. Our On-demand plan is a smarter way for high-growth and established businesses to get legal advice. A fully account managed quarterlyassist 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 Annex 3: Pay bands and pay points on the second pay spine in England sets out the values of the pay points in the pay bands and the pay spine in England, in full, effective from 1 October 2004. The latest values of the pay points are in annex 2: Pay bands and pay points on the second pay spine. The body responsible for awarding a recruitment and retention premium shall determine whether to award a long-term or short-term premium. Clear communication: Provides a centralized source of information, ensuring that all employees understand company policies, procedures, and expectations. You should have clear guidelines in place regarding any company-issued equipment, like computers or iPads. Describe what to do if the equipment is lost, damaged, or stolen and how to properly maintain it. Wellness programs

The main purpose of the development review will be to look at the way a member of staff is developing with reference to: To assist this process, a set of NHS jobs have been evaluated and national job profiles drawn up where the job evaluation score is agreed. Staff whose jobs match these profiles will be assigned on the basis of the profile score. Other jobs will be evaluated locally on a partnership basis. When new posts are created or existing posts re-designed the principles set out in the Job Evaluation Handbook (third edition) will apply. All NHS employers are obliged to adhere to employment and tax law and other statutory provisions. The NHS Staff Council will review this handbook periodically, taking account of changes to relevant legislation. You may also be interested in our ultimate guide to creating employee handbooks for small businesses. Working hours and Paid time off (PTO). Mention your companywide working hours and any exceptions. Then, state the number of paid days off you provide employees and explain the process to request PTO.

Nationally, employer and trades union representatives have agreed to work in partnership to maintain an NHS pay system which supports NHS service modernisation and meets the reasonable aspirations of staff. The national partners have agreed to work together to meet the reasonable aspirations of all the parties to: Dress code. Here you can state the dress code of your company — even if you don’t have one. Employees should know what they can or can’t wear. Describe requirements as much as possible; for example, what does ‘formal attire’ mean to your company? Setting expectations: Clearly outlines what is expected of employees in terms of behavior, performance, and responsibilities. For newly appointed or promoted staff their pay step date will be the date they take up their post. Statistics and key facts on the impact of bullying on workforce wellbeing from the NHS Staff Council's Health, Safety and Wellbeing Group.

Both long-term and short-term recruitment and retention premia will be expressed as cash sums and will be separately identifiable from basic pay, any high cost area supplement and any other component of pay. Employee expenses. Mention which work-related expenses you’ll cover and what the process of claiming reimbursement is. Self Directed Support Scotland (SDSS) is proud to launch an update of the Personal Assistant (PA) Employer Handbook, first published by the Scottish Government in 2014. When an employee handbook sets clear standards and procedures for a wide range of scenarios, you can minimize the guesswork involved in managing your staff. For instance, if your business has a carefully crafted travel policy, you can avoid questions regarding limits on airfare that is reimbursed. If you have a professional development policy, you can take the heat off a manager to make decisions about whether an employee should be allowed to attend an expensive conference. Welcomes New Employees and Affirms Company Values You should inform your staff of your employee handbook on their first day of employment with you. When you make your staff aware of your employee handbook, it is a good idea to have written confirmation of this interaction. Consequently, you have proof that your employees are aware of specific policies and procedures should they later violate these policies.there is evidence that costs for the majority of staff living in the travel to work area, covered by the proposed new or higher supplement, are greater than for the majority of staff living in the travel to work area of neighbouring employers and that this is reflected in comparative recruitment problems; Parental leave. This can include paternity and maternity leave mandated by law or company-sponsored for employees who have or adopt a baby. You could also include benefits regarding parental allowances, like a few hours off to attend school meetings. Ordinarily, pay progression should not be deferred on performance grounds unless there has been a prior documented discussion between the employee and the person undertaking their review, regarding failure to meet the required level of performance, and the employee has been given a reasonable opportunity to demonstrate the required improvement before the decision on pay progression is taken. This prior discussion would need to identify areas for improvement and any reasonable developmental support the employee may require to operate at the required local level of performance. There are separate arrangements for Chief Executives and directors at board level. These may also apply to other senior manager posts with a job weight over 720 points.