X:hum-res/policies/capability poor performance 1.5
Mastrogianni, Senior ER Adviser
Team / Department: Associate Directors Workforce January / February 2024 Employee Relations January / February 2024 Individual:
Konstantina Mastrogianni Lauren McEvoy
All Agenda for Change staff Link within Leap/Appraisal system Appraisal Lead No N/A
Keywords: Poor Performance, Capability,
Table of Contents
Introduction
Purpose and Scope
Definitions
Principles
Duties and Responsibilities
Common Causes of Poor Performance
Capability Concerns
Procedure-Informal Stage
Procedure-Formal Stages
Exceptional Capability Cases
Final Capability Hearing 10
Alternative Actions to Dismissal- Redeployment/Demotion 11
Reporting Poor Performance
Referral to Professional Bodies 11
Withholding Pay Point Progression 11
Appeals
Monitoring Compliance
Associated Documents
1.0 INTRODUCTION
The Trust requires high standards of performance and work delivery from all employees. This document describes the responsibilities of managers and staff in setting out and meeting standards of work performance and it outlines the steps to be taken when the required standards are not met. In the majority of cases, normal management and setting clear objectives and expectations are sufficient to improve performance. Therefore this policy applies where that approach is / has not worked. The Capability Policy outlines the steps to be taken when the required standards are not met.
King's College Hospital NHS Foundation Trust is dedicated to embracing the broad diversity of our staff, patients and communities and stand firmly against all forms of prejudice and discrimination.
Our commitment extends to all protected characteristics under the Equality Act 2010 as well as other vulnerable groups. We expect every employee to respect and uphold this in relation to all our trust policies, practices, and procedures.
It is against the law to discriminate against anyone because of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race (including colour, nationality, ethnic or national origin), religion and belief, sex, and sexual orientation.
Discrimination towards our staff or patients, in any form, is strictly prohibited. This includes, but is not limited to, racism, ableism, homophobia, biphobia, transphobia, sexism, ageism, religious discrimination, and any other prejudiced behaviour that undermines the rights, wellbeing and identity of our staff, and patients.
Discrimination can be displayed in various forms including, but not limited to, language, behaviours, unequal treatment, harassment, exclusion, stereotyping, or denying access to opportunities.
2.0 PURPOSE AND SCOPE
2.1 The policy covers situations in which an employee's performance in a job or a programme of training is unsatisfactory because of the knowledge and skills of an employee.
2.2 The policy applies to all employees across all Trust sites with the exception of Medical and Dental employees, who are covered by Maintaining High Professional Standards (MHPS) for Medical and Dental Staff. The aim of the policy is to assist and encourage employees to achieve and maintain effective standards of job performance.
2.3 To provide managers with a best practice framework for identifying and handling performance concerns and to ensure fair and con sistent handling of performance concerns for all employees.
2.4 Disabled staff
Sometimes, employees lose capability because of acquiring a disability during the course of their employment . Employers have a legal duty to make rea sonable adjustments' if a work arrangement or physical feature places a disabled employee at a substantial disadvantage compared to an employee who is not disabled.
In these circumstances, consideration will be given to whether poor performance may be related to a disability and, if so, whether there are reasonable adjustments that could be made to the member of staff's working arrangeme nts. Reasonable adjustments may include changes in duties or providing additional equipm ent or training. The Trust may consider making adjustments to the procedure itself in appropriate cases.
Where a member of staff is being managed through the informal and formal sickness absence process, the manager should seek advice f rom Occupational Health, where considered appropriate, to establish if there is any indica tion that poor performance may be related to an underlying health condition. For more information please view the Trust's Reasonable Adjustments policy.
3.0 DEFINITIONS
Performance: An individual's level of achievement against the required standard of work practice as indicated by the job description, objectives and personal development plan.
Capability: Refers to qualifications, ability, skills, aptitude, knowledge and any other quality that is required to perform a particular job role to the required standards.
Right to Representation: An employee can be accompanied to formal meetings by an accredited Trade Union representative or workplace colleague employed by the Trust.
4.0 PRINCIPLES
4.1 Managers are responsible for the careful recruitment and selection of staff. As part of the staff induction all employees need to be aware of the standards required of them, role objectives and provided with adequate training for the job. Employees have a responsibility to achieve and maintain these standards and to cooperate with their managers in identifying and acting on development needs.
4.2 Employee's performance is assessed against the content of job descriptions, agreed national and local standards , and achievement against SMART performance objectives. Managers will ensure that standards are explained and any performance issues are addressed without delay. Support, which may include training, will be made available to rectify poor performance. Training needs should be regularly reviewed in the light of changes to jobs. See Manager's Guidance Capability Policy which can be accessed via Policies and Guidelines on
Kings Web. There is a link for HR policies where the Manager's Guidance is located.
4.3 Managing performance can be a distressing process. Managers and employees should ensure that health and wellbeing conversations are being held in line with the Trust Values: Kind, Respectful, Team to ensure that any physical and mental health needs are being addressed. Employees can access the Employee Assistance Programme which is a 24-hour support service for King's employees. It is run by Work Options, which is an external company and offers a range of services including counselling for staff. The te lephone number to contact Work Options is 0800 243 458 and website: www.workplaceoptions.com.
5.0 DUTIES AND RESPONSIBILITIES
Employees - Take full accountability for their own performance and ownership of agreed performance development needs. - Inform line manager of any areas of induction or that role that requires clarification. - Request and engage with training, support and feedback in order to meet the required standard. - Discuss any underlying matters that may be affecting performance with the line manager as and when they arise. - Actively engage with their manager. - The employee should work collaboratively with their line manager at all times and partake in honest and open discussions regarding their performance. - Follow the requirements as set out in this policy and procedures. - Complete their statutory and mandatory training. Managers - Ensure new employees attend Trust induction and are provided with a comprehensive local induction which includes setting objectives. - Inform new employees of the probationary period and schedule regular meetings to review how they are progressing against their objectives. - Ensure regular supervision and/or 1:1 meetings are undertaken and provide ongoing feedback regarding their performance. - Ensure training needs for employees for whom they have line management responsibility are identified, both for the job in hand and to support career progression . Arrange for those training needs to be addressed in whatever ways are appropriate to fit individual circumstances. - Ensure annual appraisals are undertaken and are up to date. Managers should set realistic and achievable job objectives and ensure these are regularly reviewed. - Ensure that the policy is applied fairly and appropriately within the team. - Undertake training and coaching provided by the Trust on the management of poor performance.
- Ensure that all disabled employees are aware of how to request reasonable workplace adjustments and these are supported where possible. - Ensure employees have access to support including the Employee Assistance Programme (EAP).
People Directorate - Provide support, advice and guidance to employees on ma naging performance capability. - Provide training for Managers on the management of performance. - Facilitate the consistent application of this policy across departments and Care Groups / sites. - In accordance with Trust policies, attend formal meetings and hearings in an advisory capacity. Staff Side - Advocate for employees Trust-wide. - To contribute to the review and development of the policy. - Monitor the effectiveness of the policy and raise concerns in an appropriate manner. - Advise employees on the application of Trust policy and accompany employees to formal meetings if requested by them.
6.0 COMMON CAUSES OF POOR PERFORMANCE:
- Poor recruitment and selection decisions - Inadequate or insufficient training for the role requirements - A lack of knowledge and understanding of the role due to objectives not being set - Unable to cope with the demands of the role - Personal reasons and/or health issues including stress and anxiety - Loss of motivation
7.0 CAPABILITY CONCERNS
If performance problems are not managed satisfactorily as part of on -going supervision, feedback and informal steps outlined above, the following procedure will be instigated. The Capability Policy will normally be implemented sequentially. Exceptionally, however, there may be occasions when the seriousness of inadequate performance warrants an i mmediate move to Formal Stage 2 or 3 (without recourse to informal or earlier formal stages) or where it is evident that during or after the induction period (usually the first 6 months) in the new post the employee is or will not be able to fulfil the requirements of the role. Managers should refer to the Probationary Period Guidance if there are capability issues within the first 6 months of employment.
All informal and formal meetings will be carried out at a convenient time for all parties and within an employee's working hours.
8.0 INFORMAL STAGE
8.1 If the line manager believes that an employee's performance is below the required standard, they should have an informal discussion with the individual to establish the reasons. This should be done in a positive and supportive manner. The employee should have every opportunity to bring to the manager's attention anything they believe is affecting their performance, whether work -related, personal, health or disability related and to make suggestions as to how these can be resolved. Employees are not entitled to be accompanied to informal meetings. Reasonable workplace adjustments will be made for all meetings if required.
8.2 At this stage, the manager should consider whether the issue is a genuine capability concern or whether it might be a conduct issue. A useful guide is 'can't do it' (capability) as opposed to 'won't do it' (conduct). See Manager's Guidance Capability Policy.
8.3 An action plan to address performance should be developed and as far as possible it should be agreed jointly with the employee. However, where an employee refuses to agree to the action plan then the manager will make the final decision. The action plan s hould be in writing and should include SMART objectives, timescales and review mechanisms. See Manager's Guidance Capability Policy.
8.4 Time Scales
It is generally expected that the informal stage of the process would be completed within a maximum of 4 weeks. The action plan is set at the beginning of the 4 weeks, the performance is reviewed weekly and a decision on next steps is made at the end of 4 weeks. Where the employee has made significant progress but still requires more time or training to demonstrate sufficient improvement, the manager can decide to extend the review/monitoring period for an additional period of time, typically 2 weeks, but, depending on circumstances, occasionally the extension can be longer . Managers should seek the advice of the Employee Relations Team before settling on an extension time period and advise the employee accordingly. The time period may need to be reduced in exceptional circumstances. See Manager's Guidance Capability Policy.
8.5 Next Steps
The employee should be advised that failure to achieve and work to the required standards could ultimately result invoking Formal Stage 1.
8.6 If at the end of the monitoring period, satisfactory improvement is achieved and maintained, then no further action will be taken. This should be confirmed to the individual in writing. Performance will continue to be monitored as part of the ongoing performance management review process.
9.0 FORMAL STAGES
9.1 Stage 1 Capability Meeting
If the application of the informal procedure does not improve work performance to a satisfactory standard, the manager will meet the employee under the formal procedure. Reasonable workplace adjustments will be made for all meetings if required.
9.2 The manager will invite th e employee to a F ormal S tage 1 Capability Meeting (giving 7 calendar days written notice ). The employee will have the right to be represented at this meeting by an accr edited Trade Union representative or workplace colleague employed by the Trust. A Senior ER Advisor may attend the meeting to provide advice. See Manager's Guidance Capability Policy.
9.3 The purpose of the meeting is to review the I nformal action plan and reinforce it / adapt it for management at the Formal stage.
9.4 Time Scales
It would be expected that the Formal S tage 1 of the process would be completed within a maximum of 4 weeks.
9.5 Next Steps
The employee should be advised that failure to improve performance will result in progression to the Formal Stage 2 Capability stage.
9.6 If performance improves within the agreed set timescales, but at a later date deteriorates or similar issues arise within 12 months following completion of the formal capability process, it will not be necessary to repeat the I nformal stage or previous Formal stage reached and the Manager may revert to the last or next stage of the capability process reached for that employee.
9.7 The manager will confirm the main points of the meeting in writing and the revised Formal action plan within 7 calendar days. See Manager's Guidance Capability Policy.
9.8 Stage 2 Capability Meeting
9.9 If an employee's performance does not improve then the manager will invite the employee to a Formal S tage 2 Capability Meeting. The same invitation requirements and right to representation apply as in Stage 1 above. A Senior ER Advisor will attend Formal Stage 2 Capability Meetings.
9.10 The purpose o f the meeting is to review the F ormal Stage 1 action plan and reinforce it / adapt it. However, at this stage, it must be made clear to the employee that failure to meet the required standards could mean redeployment, demotion or dismissal on the grounds of capability for the employee.
9.11 Time Scales
It would be expected that the Formal S tage 2 of the process would be completed within a maximum of 4 weeks. See paragraph above 8.4 Time Scales.
9.12 Next Steps
The member of staff should be advised that failure to improve performance will result in a Final Capability Hearing.
10.0 EXCEPTIONAL CAPABILITY CASES
10.1 In exceptional circumstances where it has been identified that the seriousness of inadequate performance is having serious consequences on service delivery, patient safety or for the financial security of the Trust etc. management of performance can commen ce at S tage 2 or Stage 3 of this process. This is appropriate where level of performance cannot be remedied in a reasonable period. This also applies where it is evident that during or after the induction period (usually the first 6 months) in the new post the employee is or will not be able to fulfil the requirements of the role.
10.2 Suspension from duty (which would normally be on full pay) or temporary redeployment to other duties may also be required in exceptio nal circumstances. In all exceptional cases, f urther advice should be sough t from the Employee Relations Team.
11.0 FINAL CAPABILITY HEARING (FORMAL STAGE 3)
11.1 Where the expected standard of performance has not been achieved during the previous formal stages, the employee will be invited to a Final Capability Hearing (Formal Stage 3) to consider their future employment at the Trust.
11.2 The manager who has been responsible for managing t he performance will complete a capability management case report and present their report to the Final Capability Hearing panel. See Manager's Guidance Capability Policy.
11.3 An independent manager with the authority to dismiss (usually Band 8C or higher) will chair a panel supported by an ER representative. The Chair will typically be within the employee's reporting line, but will have had no previous involvement with the management of the employee's performance.
11.4 The employee will be given 7 calendar days' written notice of the hearing. The employee will have the right to be accompanied by an accredited Trade Union representative or workplace colleague employed by the Trust. The employee will be sent a copy of the c apability management statement of case prior to the Final Capability Hearing.
11.5 At the Final Capability Hearing, the manager and employee will review:
- The areas in which it is considered that performance is below the standard required for the post. - The action plan, and any associated paperwork, against which the employee's performance has been evaluated. - The degree to which there has been progress towards achieving the required standards and objectives set. - Any explanations or mitigations offered that may have contributed to the continued unsatisfactory performance.
11.6 If it is concluded that the employee's performance has not improved sufficiently to meet the required standards set or if improvements have not been maintained, and it is believed that based on the evidence there are reasonable grounds that demonstrate that the employee is unable to do their job, then the Chair will consider the options below:
- Redeployment (a four week trial period will apply - See Manager's Guidance Capability Policy - Demotion (a four week trial period will apply - See Manager's Guidance Capability Policy - Dismissal with notice on the grounds of capability
11.7 The outcome of the hearing should be confirmed in writing within 7 calendar days and employees will have the right to appeal within 14 calendar days of the date of the letter. Appeals will be heard in accordance with the Trust's Appeals Policy.
12.0 ALTERNATIVE ACTIONS TO DISMISSAL- REDEPLOYMENT/DEMOTION
12.1 As described above, it may be appropriate, as an alternative to dismissal, to permanently redeploy the employee to another role / department or demote the employee to a post with a lower level of responsibility, banding and salary. There will be a four week trial period in both of the above options . There will be no pay protection for redeployment or demotion. If the trial period is unsuccessful then the employment will be terminated on the grounds of capability . The trial period and any notice period will run concurrently.
12.2 These options should not be considered as an automatic right and will require agreement, subject to the needs of the service and management's discretion.
12.3 If, following a discussion with the employee, redeployment is considered appropriate, information on vacancies in the Trust will be made available during the notice period. Unreasonable refusal of, or failure to find redeployment will result in termination of employment on the grounds of capability.
12.4 If the employee agrees to redeployment or demotion as an alternative to dismissal then they agree to waive their right of appeal.
13.0 REPORTING POOR PERFORMANCE
All employees have a duty to report concerns about their own and colleagues' ability to work to the required standards to an appropriate manager, especially where poor performance could have consequences for patient safety. Al l such reports will be handled sensitively and confidentially.
14.0 REFFERAL TO PROFESSIONAL BODIES
Healthcare professionals are required to abide by their relevant published codes of professional conduct and practice. The Trust has a responsibility to report any significant concerns and actions taken at any stage under this policy. The employee will be notified of any referral. See Manager's Guidance Capability Policy.
15.0 APPEALS
Any Appeals will be held in accordance with the Trust's Appeals Policy.
16.0 MONITORING COMPLIANCE
Monitoring reports along with action plans will be reviewed by the relevant committee as outlined in the table below:
17.0 ASSOCIATED DOCUMENTS
- Appeals Policy - Capability Policy and Procedure for Medical & Dental Staff - Disciplinary and Conduct Standards Policy - Equality Diversity and Inclusion Policy - Induction Policy - Local induction checklist - Policy on Raising Concerns (Whistleblowing) - Sickness Absence Policy - Early Resolution Policy - Management of Workplace Stress Policy Measurable policy objectives i.e. what will be monitored Monitoring/ audit method Frequency of monitoring Responsibility for performing the monitoring Monitoring reported to groups/committees, inc responsibility for action plans Number of capability cases included protected characteristics data Annual review of HR data on capability cases Annually Associate Director: HR Equality & Diversity Committee
- Probationary Period Guidance - Reasonable Adjustments Policy
APPENDIX 1
ACTION PLAN FOR ADRESSING CAPABILITY ISSUES - INFORMAL / FORMAL STAGE 1 / FORMAL STAGE 2
Identified problem with specific examples Action required to improve performance e.g. 1:1 supervision, training Success criteria for performing at required standard
How progress will be monitored/Support Measures
Appendix 2: Capability Process Flow Chart
Has the document received final approval from the appropriate committee / group as described in the 'Policy on Policies' prior to submission for ratification? tbc Does the 'Document Location and History' section clearly state where the current document can be located, the document that it replaces and where the archived document can be found? tbc
Appendix 4 - Equality Risk Assessment Form EQUALITY RISK ASSESSMENT FORM Name of Policy / Project / Function
Capability Policy Date of Assessment April 2024 What are the aims of this project, policy, function, and or service?
The aim of the policy is to assist and encourage employees to achieve and maintain effective standards of job performance.
To provide managers with a best practice framework for identifying and handling performance concerns and to ensure fair and consistent handling of performance concerns for all employees.
This document describes the responsibilities of managers and staff in setting out and meeting standards of work performance, and it outlines the steps to be taken when the required standards are not met.
Who could be affected by this proposal? (e.g. applicants, employees, customers, service users, members of the public)
The policy applies to all employees across all Trust sites with the exception of Medical and Dental employees, who are covered by Maintaining High Professional Standards (MHPS) for Medical and Dental Staff. Which policies are related to or referred to as part of this assessment? - Appeals Policy - Capability Policy and Procedure for Medical & Dental Staff - Equality Diversity and Inclusion Policy - Induction Policy - Local Induction Checklist - Policy on Raising Concerns (Whistleblowing) - Early Resolution Policy - Management of Workplace Stress Policy - Sickness Absence Policy - Probationary Period Guidance - Reasonable Adjustments Policy How will the impact on people be assessed? (e.g. consultations forums, meetings, data collection)
Use of assessments, competency based interviews to ensure that the candidate has the right skill and aptitude for the role.
Please include available Equality Data relating to the use or implementation of this policy, project, function or service? (e.g. Care Group breakdown, WRES, WDES, Sexual Orientation monitoring standard, Patient Feedback, Workforce data etc.)
Over the course of the last 12 months, we have had the following Capability cases that have taken place.
81 Capability cases over a 24 month period (01 March 2022 - 01 March 2024). A range of individuals protected characteristics have accessed the Capability Policy.
Which stakeholder consultations have been included in the development or implementation of this policy, project, function or service?
Employee Relations Recruiting Managers Appraisal Lead Equality & Diversity Staffside Committee
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
Age (People of all ages)
X This data is not captured in our ER tracker system.
This policy aims to a void age discrimination by ensuring that the policy applies fairly to employees of all ag es and considering providing additional support or training for older workers who may need to adapt to new technologies or processes.
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
Disability (Mental, Physical, and Carers of Disabled people) X Capability Cases no. Capability Cases % Overall no. Overall % No 54 67% 11,914 81% Not declared 9 12% 1,223 8% Unspecified 10 13% 1,158 8% Yes 8 8% 459 3% Total 81 100% 14,756 100%
The data highlights there is a marginal over - representation of disabled staff involved in the capability process.
The policy aims to reduce this over-representation by accommodating reasonable adjustments for employees with disabilities to ensure they have equal opportunities to meet performance standards. This might include flexible working arrangements, adjustments to duties, or providing assistive technologies. More guidance is within the Trust's Reasonable Adjustments policy.
As the overall numbers are low the impact has been defined as "neutral" however the data will be monitored closely.
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
Gender Reassignment
X This data is not captured in our ER tracker system.
Support and flexibility for employees undergoing gender transition is underpinned by the Trust's Transgender Policy for Staff. For capability, this may include accommodations such as time off for medical appointments.
Marital Status (Married and Civil Partnerships)
X This data is not captured in our ER tracker system.
This policy aims to ensure that employees with marital or partner commitments may have additional family responsibilities and supporting and understanding for employees balancing work and family obligations, regardless of their marital status. Pregnancy and Maternity X This data is not captured in our ER tracker system.
The policy is committed to supporting employees to balance work and personal life when employees have become parents of a new-born baby or when adopting a child and staff will be managed under the Parents Policy.
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
Race (All Racial Groups)
X Capability Cases no. Capability Cases % Overall no. Overall % BAME 39 48% 7,527 51% White 28 35% 5,523 37% Not stated/unknown 14 17% 1,706 12% Total 81 100% 14,756 100%
The above data shows the race/ethnicity of colleagues involved in the capability process broadly reflects the diversity of the Trust.
This policy seeks to reduce the risk of potential biases or cultural differences that could influence how the policy is applied.
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
Religion or Belief X The Trust is committed to accommodating religious practices and beliefs by allowing for flexible working arrangements or tim e off for religious observances when able to do so. More guidance is within the Special Leave policy. Capability Cases no. Capability Cases % Overall no. Overall % Christianity 34 42% 7,053 48% Do not wish to disclose 12 15% 1,866 13% Atheism 8 10% 1,689 11% Not recorded 9 12% 1,101 7% Islam 4 5% 1,031 7% Other 3 4% 718 5% Hinduism 1 2% 681 5% Buddhism 5 5% 373 3% Sikhism 5 5% 177 1% Judaism 0 0% 43 0.3% Jainism 0 0% 24 0.2% Total 81 100% 14,756 100%
The above data shows the religion/belief of colleagues involved in the capability process broadly reflects the diversity of the Trust.
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
Sex (Men and Women Includes non-binary)
X This policy seeks to introduce processes to reduce the risk of potential biases that could influence how the policy is applied.
Capability Cases no. Capability Cases % Overall no. Overall % Female 61 75% 11,022 75% Male 20 25% 3,734 25% Total 81 100% 14,756 100%
The above data shows the gender of colleagues involved in the capability process reflects the diversity of the Trust.
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
Sexual Orientation (Lesbian, Gay, Asexual, Bisexual, and Straight)
X This policy seeks to introduce processes to reduce the risk of potential biases that could influence how the policy is applied.
Capability Cases no. Capability Cases % Overall no. Overall % Heterosexual/ Straight 54 67% 11,001 75% Not stated 12 15% 1,957 13% Not recorded 9 12% 1,096 7% Gay or lesbian 3 3% 447 3% Bisexual 3 3% 229 2% Undecided 0 0% 15 0.1% Other sexual orientation 0 0% 11 0.1% Total 81 100% 14,756 100%
The above data shows the sexual orientation of colleagues involved in the capability process broadly reflects the diversity of the Trust. .
Including but not limited to social economic factors (i.e. poverty and or isolation), caring responsibility, unemployment, homelessness, urbanisation, rurality, health inequalities, and new arrivals.
Carers X Being a carer is a physically and mentally demanding job, impacting negatively on the well-being of care givers. The demand of being a carer is likely to take its toll on care - givers' limited personal resources, time, energy and positive emotions leading to deteriorated work outcomes and stress. Caring can have a significant impact on health and wellbeing. 60% of carers report a long - term health condition or disability compared to 50% non -carers (Carers UK analysis of GP Patient Survey 2021). All informal and formal meetings will be carried out at a convenient time for all parties and within an employee's working hours. Social Economic Factors X This policy aims to ensure staff are not disadvantaged based on their financial situation or access to resources. . Managers have responsibility to co nsider staff needs and make any reasonable workplace adjustments to accommodate their needs. Any issues or concerns based on any protected characteristics will be considered and acted upon accordingly. Review and evaluation of policy post implementation to ensure no protected group is excluded from accessing or engaging in the Trust Induction process.
Including but not limited to social economic factors (i.e. poverty and or isolation), caring responsibility, unemployment, homelessness, urbanisation, rurality, health inequalities, and new arrivals.
Other Disadvantaged Groups X No significant impact on other disadvantaged groups. Managers have res ponsibility to consider staff needs and make any reasonable workplace adjustments to accommodate their needs. Any issues or concerns based on any protected characteristics will be considered and acted upon accordingly. Review and evaluation of policy post implementation to ensure no protected group
ERAF Action Planning Form Action Plan Owner: Lauren McEvoy
Commencement date: April 2024
FOR EQUALITY DIVERSITY AND INCLUSION TEAM Date of Assessment: (dd/mm/yyyy)
28 March 2024