The University is committed to the delivery of research and education of the highest quality. Continuity of employment is an important element in achieving this. It is also the case that change is a regular and important part of the University maintaining a competitive and sustainable position and, over time, some activities will need to cease and new activities develop. The redeployment of staff from one activity to another has a key part to play in helping to ensure a balance between the need for continuity and the need for change.

Effective reallocation of work and/or redeployment retains valuable skills and knowledge within the University, contributes to the creation of a positive work environment and meets the University's moral and legal obligations. It should also provide the University with the means to achieve a broader skills base and more flexible workforce in the longer term, whilst accepting the need to create/recruit new skills and talent where appropriate.

The University's aim is to minimise the number of involuntary redundancies. Accordingly, where an individual has been given notice of redundancy the University will, where requested, work with that individual to identify possible redeployment opportunities. It also aims to minimise the number of redundancy cases coming forward, by seeking, wherever possible, to identify opportunities to redeploy individuals prior to any formal redundancy situation being instigated, whilst operating at all times within a framework that assures quality, and addresses equality of opportunity and diversity issues.

A member of staff is defined as on notice of redundancy where they have been given either:

Formal notice of redundancy or
Formal notice that their fixed term contract is coming to an end (normally 3 months before the end of the contract).

Section 1.2 of this procedure also covers members of staff who are "at risk" of redundancy because they have been identified as potentially redundant in the future (that is their future employment may not be secure over the medium term i.e. up to one year) but the formal decision has not yet been made. This would include members of staff who are within one year of the end of a fixed term contract.

This procedure outlines the actions that the University has put in place to ensure this policy statement is effectively and consistently implemented when redeployment cases occur.

At Department and Faculty/Division level the local redeployment actions outlined in section 1.2 below should always be followed before a vacancy is advertised more widely through the University's on-line recruitment system (BORIS).

The responsibilities of the on notice individual to make appropriate efforts to secure suitable alternative employment are outlined in section 1.4 below.

The responsibilities of the on notice individual's line manager and Faculty Personnel Manager to support them in this process are outlined in section 1.5 and 1.6 below.

When a vacancy is advertised through the University's on line recruitment system (BORIS), the actions outlined in section 1.7 below should be followed if a member of staff who is on notice of redundancy applies.

1.2 Local Departmental and Faculty/Division level redeployment action

1.2.1 Local redeployment and workforce planning systems

Where an individual is either formally on notice of redundancy or is "at risk" of redundancy, the University will seek to identify redeployment opportunities at the "local" Departmental and Faculty/Division level in order to avoid the redundancy arising.

Faculty and Departmental Managers, supported by Faculty Personnel Managers, should therefore ensure that appropriate local workforce planning systems are in place to facilitate the processes outlined in sections 1.2.2 and 1.2.3 below and ensure that all redeployment opportunities within the Department and Faculty/ Division are explored.

1.2.2 Department level systems

When a vacancy arises

Prior to advertising any new or existing vacancy through the University's on-line recruitment system (BORIS), consideration should always be given as to whether the position (or components of the role) might feasibly be reallocated to existing staff within the Department who are either formally on notice or "at risk" of redundancy. This should be on the basis of whether the vacancy would represent suitable alternative employment.

Where a potential redeployment opportunity is identified within the Department and the individual has expressed an interest, the model selection process outlined in Appendix 2 should be followed.

Naming on grants

Authors of research grants should take any staff "at risk" of redundancy into consideration when deciding who to name on any grant before the application is submitted.

Temporary cover

Where short-term roles or tasks need to be covered any staff "at risk" of redundancy should be considered prior to or instead of engaging temporary staff.

Other staffing changes in the Department

Any staff "at risk" of redundancy should be taken into consideration when other staffing changes occur, for instance adjustments to work patterns, re-training and re-assignment, voluntary redundancy for other members of staff.

1.2.3 Faculty/Divisional level systems

Faculties/Divisions should establish appropriate workforce planning systems to facilitate the matching of staff either formally on notice of redundancy or "at risk" in their Faculty/Division with foreseeable and suitable future staffing requirements across the Faculty/Division. A model procedure, which has been piloted by the Faculty of Medical and Veterinary Sciences, is outlined at Appendix 1.

Where a potential redeployment opportunity is identified within the Faculty/Division and the individual has expressed an interest, the selection process outlined in Appendix 2 should be followed.

1.2.4 The "local" selection process

The local selection process should follow the same basic principles of recruitment and selection best practice as outlined in the University's Guide to Successful Recruitment and Selection. A model procedure is provided at Appendix 2 and following the steps outlined there will ensure that this happens.

1.3 Action when formal notice of redundancy has been given

1.3.1 Formal notice

Once an individual has been given formal notice of redundancy Personnel Services will seek confirmation from the individual as to whether they wish to be considered for redeployment under this procedure.

Where the individual confirms that they wish to be considered for redeployment, Personnel Services will inform the line manager and the following responsibilities will apply.

At this stage the relevant line manager, Head of Department, recruiting managers and Faculty Personnel Manager all have a part to play in helping to identify suitable alternative employment opportunities within the University, as outlined below.

The local redeployment action outlined in section 1.2 above should continue to apply throughout the individual's formal notice period.

1.4 Responsibilities of individual given formal notice of redundancy

1.4.1 Pro-active efforts to secure suitable alternative employment

The individual who has been given notice also has a responsibility to make appropriate efforts to secure suitable alternative employment where they wish to be considered for redeployment. This should include:

Submitting an up to date CV to any local Departmental or Faculty/Division CV bank so that they can be considered for any local redeployment opportunities (as outlined in section 1.2 above);

Discussing any potential local redeployment opportunities with relevant parties (e.g. their line manager, their potential new line manager, Head of Department, Faculty Personnel Manager) to assess their suitability;

Expressing an interest in any potentially suitable local redeployment opportunities and being proactive in demonstrating how they meet the selection criteria and the requirements of the job;

Looking out for suitable vacancies on the University's current vacancies web pages and being proactive in demonstrating how they meet the selection criteria and the requirements of the job in applications and interviews;

Ensure that the procedure for submitting applications in section 1.4.3 below is followed, where the individual wishes to have their on notice status flagged up;

Working with their line manager to identify other redeployment opportunities, for instance assisting in grant or other applications for further funding;

Takes advantage of the support available through the Staff Advisers in the Careers Advisory Service in CV/application writing, interview skills, job searching etc.

1.4.2 Defining suitable alternative employment

In deciding what constitutes suitable alternative employment it is necessary to take various factors into account including not only matters such as job content, hours of work, workplace, pay level and career development prospects but also the requirements of the job in terms of skills, knowledge and experience.

1.4.3 Applying for advertised vacancies

Where an individual identifies a vacancy on the University's current vacancies web site that may be suitable, they should assess whether they believe they meet the minimum selection criteria. If so, an application should be submitted demonstrating how they meet the selection criteria and the requirements of the job.

It is recommended that such applications are submitted with a covering memo (and by e-mail or hard copy rather than on-line) to ensure that their on notice status is flagged to the recruiting Manager in a covering letter. In this way the individual will be given an interview if they can demonstrate that they meet the essential selection criteria, as outlined in section 1.7 below. The application may also include any additional supporting information the individual and line manager feel is appropriate.

If the individual does not want their circumstances flagged in this way, they should submit their application in the normal manner without a covering letter to the Recruitment team in Personnel Services. However, if the individual meets the essential selection criteria an interview cannot be guaranteed, as this will be dependant on the size and quality of the wider response to the vacancy.

1.4.4 Non-acceptance of offers of suitable alternative employment

Where an individual has expressed an interest in a local redeployment opportunity or applied for an advertised vacancy and they are then offered the position, they would normally be expected to accept this alternative employment. In most cases, by this stage the individual would have already identified the position as being suitable alternative employment, supported by their line manager and Faculty Personnel Manager as outlined in section 1.4.1 above.

Even when the alternative employment offered would appear to be suitable, there may still be some personal circumstances which mean that it is reasonable for an individual to refuse it. For instance, changes in location or hours of work that may impact on the individuals care responsibilities. Every reasonable effort should be made to address these issues, for instance through flexible working arrangements or a trial period (as outlined in section 1.7.4 below).

1.5 Responsibilities of the line manager of the individual given formal notice of redundancy

The on notice individual's line manager, with appropriate support from the Faculty Personnel Manager is responsible for ensuring that the individual:

Is fully aware of this procedure, including their own responsibilities as outlined in section 1.4 above;

Is aware of where to find details of vacancies;

Is supported in making decisions about what constitutes suitable alternative employment and their suitability for such positions;

Is supported in submitting applications for advertised vacancies. For instance offering support in completion of applications, providing a reference or opportunities for the development of new skills in anticipation of redeployment;

Is aware of support available through the Staff Advisers in the Careers Advisory Service in CV/ application writing, interview skills, job searching etc.

1.6 Responsibilities of the Faculty Personnel Manager and Personnel Services

Seeking confirmation of whether the on notice individual wishes to be considered for redeployment and notifying the line manager of this and their responsibilities under this procedure;

Informing recruiting managers of applicants who are on notice of redundancy, where requested to do so by the individual;

Maintaining records of staff becoming formally on notice through the redundancy process and informing relevant parties, e.g. Heads of Department, the Redundancy Committee, of progress and outcomes.

1.7 University level redeployment: consideration of on notice applicants for advertised vacancies

1.7.1 Advertising a vacancy

Where a vacancy is submitted to Personnel Services via BORIS for advertising, the on-line system will require all recruiters to confirm that they have undertaken the steps outlined in section 1.2 above within their Department and Faculty/Division and either:

There is no-one locally for whom the post might represent suitable alternative employment; or

That those who expressed an interest have been considered appropriately and a decision taken and recorded that the employment or individual is not suitable (in line with the selection process outlined in Appendix 2).

Once advertised through BORIS the vacancy will be open to anyone to apply. This would include formally on notice staff from other parts of the University and the procedure to follow in considering such candidates is outlined in section 1.7.2 below.

1.7.2 Consideration of any on notice staff who apply

Any on notice applicants from other parts of the University who wish to be considered for redeployment will normally be identified as such by a covering letter from the University's Recruitment Manager.

Such applicants should be given full and fair consideration alongside any other candidates in the normal way (see section 1.7.3 below on defining suitability). However, the recruiting Manager should also ensure that:

The transferability of the on notice applicant's skills and experience and the feasibility of a training period are fully considered;
Any declared on notice applicant is interviewed if they meet the essential selection criteria;

Where the recruiting Manager decides that an on notice applicant should either not be short-listed because they do not meet the essential selection criteria or is interviewed and then not selected for appointment, the reasons for the decision must be recorded (full and proper use of the standard short-listing and interview forms will suffice). The recruiting Manager should also notify the on notice applicant of the decision and reasons in writing, outlining those areas where the individual's application does not provide evidence of meeting the selection criteria. If the applicant has been interviewed then the opportunity for feedback should also be offered.

Where an on notice applicant is selected for appointment, the recruiting Manager should submit a request to appoint form to Personnel Services in the normal way. Any other records relating to on notice applicants should also be returned to Personnel Services with the other recruitment documentation in the normal way, to be retained for six months.

1.7.3 Defining suitability

It is for the recruiting Manager to define and judge suitability. The legal right regarding alternative employment applies in circumstances where the vacancy is suitable for that individual and vice-versa, given reasonable retraining where that is appropriate. What is essential is that:

The recruiting Manager considers carefully each application from an on notice member of staff, matching the individual's skills, abilities and experience against the specific selection criteria and job requirements;
The recruiting Manager records full details of the decision made and reasons for it;
The grounds for reaching the decision are reasonable and defensible and relate to the selection criteria and job requirements.

It is therefore vital that full further particulars, including selection criteria and job requirements, are available against which candidates can be objectively measured.

1.7.4 Trial periods

Where there are anything other than minor differences from the on notice applicant's current role and/or they may be suitable for the vacancy provided they receive reasonable retraining, the recruiting Manager, following consultation with their Faculty Personnel Manager, may offer the post to that person on a trial basis of between four and twelve weeks (depending on the nature and duration of the training required). The individual may also request a trial period of not less than four week in these circumstances. Any trial period should be confirmed in the "special conditions" section of the request to appoint form and the individual's formal offer letter from Personnel Services will then confirm the details of the trial period.

It is essential that the recruiting Manager sets out for the individual a clear and reasonable statement of performance standards and objectives to be met and support to be provided during the trial period. Progress will be reviewed during the period through regular and recorded meetings between the individual (and trade union representative, where requested), the line manager (and the Faculty Personnel Manager where appropriate). The trial period is a two-way process and the views of the individual will be considered throughout.

If there is sufficient evidence that the performance standards and objectives have not been met satisfactorily by the end of or during the trial period and further suitable alternatives have not been identified, the University may terminate the individual's employment. If the University terminates employment on this basis, the individual is considered to be dismissed due to redundancy at the point at which their employment ends and they will receive a statutory redundancy payment calculated to that date.

However, if the University terminates employment for any other reason, for instance gross misconduct during the trial period, the individual is not dismissed for redundancy and will receive no redundancy payment.

If the individual decides not to accept the new position during, or at the end of the trial period, and further suitable alternatives have not been identified, their current employment terminates at this point. Whether they receive a redundancy payment will depend upon whether they are judged to have unreasonably refused a suitable alternative position and their length of service.

1.7.5 Salary on appointment to new position

Where an individual is already paid at the grade for the vacancy they have applied for, the normal expectation will be that their current salary level will be matched. Where the grade for the vacancy is lower than their current grade, they will be paid at the new grade.

2. Redeployment of Staff - Reasons other than redundancy

2.1 Policy Statement

The University takes seriously its obligations, both legal and moral, to seek redeployment for staff finding themselves unable to continue in their present job due to ill health or disability. Such assistance will be offered where the University has reasonably explored whether adjustments can be made to the individual's current role to enable them to continue in that post, but has determined that such adjustments are not feasible. The University's Ill Health Procedure and Disability Policy both provide further information on the process of considering reasonable adjustments.

It is also recognised that there may be some other substantive reason (for instance, personal conflict) where, exceptionally, it might be deemed appropriate for the University to seek to redeploy an individual. In such circumstances, the Personnel Services Director will make a decision, on a case-by-case basis, as to whether assistance in seeking redeployment should be offered, and the extent of the assistance.

2.2 Redeployment procedure

2.2.1 Determining when redeployment should be pursued

Where redeployment on the grounds of ill health, disability or some other substantive reason is to be sought by the individual or their manager, the Faculty Personnel Manager dealing with the case will collate the following information:

A report from the Head of Department giving background information, details of the current role of the redeployment candidate and information on the individuals competencies and performance. Where exceptionally the situation involves conflict with the Head of Department, an additional report from another senior member of the Department may be required;

A report from the Faculty Personnel Manager giving further background to the situation. Where the case relates to ill health or disability, medical advice will have been sought prior to the commencement of redeployment efforts. Appropriate information on the nature and extent of the impact of the ill health/ disability will be provided, taking due account of medical confidentiality;

An up to date CV from the redeployment candidate and confirmation of the type of redeployment opportunity they would be seeking (and a report from the individual on the circumstances, where appropriate).

Determining whether redeployment should be pursued in such cases will by definition need to be carried out on a case-by-case basis. These reports will be used to assist in the consideration of the individual for redeployment (and where the redeployment is by reason of some other substantive reason, assist the Personnel Services Director in reaching a decision as to the extent of support to be made available to the individual).

2.2.2 Identifying and considering potential redeployment opportunities

The Faculty Personnel Manager will monitor new vacancies submitted to Personnel Services through the BORIS system and work with the individual(s) seeking redeployment to identify those that appear to provide a possible redeployment opportunity.

If a vacancy has been identified by the individual and their Faculty Personnel Manager as potentially suitable before it has been advertised, it will not be placed on the University current vacancies web site and advertised more widely until the suitability for redeployment under this procedure has been explored more fully with the individual. Recruiting departments should be aware that this procedure may sometimes lengthen the timescale involved in advertising more widely.

2.2.3 Considering the individual for the vacancy

Where the individual identifies a potentially suitable vacancy that they are interested in, the Faculty Personnel Manager will liaise with the recruiting Manager to assess whether the individual appears to meet the minimum essential selection criteria for the role.

If the redeployment candidate appears to meet the minimum essential selection criteria the individual should be interviewed before the vacancy is advertised more widely. The recruiting Manager will be supplied with all the information outlined in section 2.2.1 above in advance of the interview so that any issues can be explored fully and fairly and to assist in assessing the suitability of the individual for their vacancy.

If requested by either the recruiting Manager or the individual, a Faculty Personnel Manager (other than the one already involved in the individual's case) will attend the interview to assist in assessing suitability.

Where the potential redeployment is for reasons of disability, the recruiting Manager should work with the Faculty Personnel Manager to consider whether reasonable adjustments could be implemented to ensure the new role provides a suitable redeployment opportunity to the individual, should they meet the requirements of the post.

References should also be taken up by the recruiting Manager prior to interview and will normally include the individual's current Head of Department/Division.

If there are a number of individuals seeking redeployment under this procedure or the redundancy redeployment procedure (as outlined in section 1 above) who are identified at this stage as meeting the essential criteria, all should be interviewed in competition with one another. In such a situation, the individual who best matches the selection criteria and requirements of the role will be offered the post if they are deemed to be appointable.

Where the recruiting Manager decides that the redeployment candidate(s) should either not be short-listed because they do not meet the essential selection criteria or is interviewed and then not selected for appointment, the reasons for the decision must be recorded (full and proper use of the standard short-listing and interview forms will suffice). The recruiting Manager should also notify the individual of the decision and reasons in writing (copied to the Faculty Personnel Manager), outlining those areas where the individual's application does not provide evidence of meeting the selection criteria. If the applicant has been interviewed then the opportunity for feedback should also be offered.

Any other records relating to redeployment candidate(s) should also be returned to Personnel Services with the other recruitment documentation in the normal way, to be retained for six months.

2.2.4 Trial period and final decision

Where an individual is selected for appointment, the redeployment under this procedure will initially be on a trial basis of between four and twelve weeks (depending on the nature and duration of any training required). This should be confirmed in the "special conditions" section of the request to appoint form and the individual's formal offer letter from Personnel Services will then confirm the details of the trial period.

It is essential that the recruiting Manager sets out for the individual a clear and reasonable statement of objectives to be met and support to be provided within the trial period. Progress will be reviewed during the period through regular and recorded meetings between the individual (and trade union representative, where requested), the Line Manager and their Faculty Personnel Manager.

At the end of the trial period there will be three options:

If the performance standards and targets have been met, and the individual wishes to retain the role, the appointment will be confirmed

If there are some remaining doubts about suitability (on either side), there will be a potential facility to extend the period, normally for up to a maximum of a further four weeks, at which stage a firm decision will be taken.

If there is sufficient evidence that the performance standards and objectives have not been met, the individual's employment with the University may be terminated. The grounds for the termination will depend upon the circumstances under which the redeployment was sought. Any terms associated with such a termination will have been specified at the commencement of the trial period.

The University reserves the right to issue notice of the termination of the contract of employment on grounds of ill health, redundancy or some other substantial reason, unless suitable redeployment is secured within a reasonable period of time. The period of time will be dependent upon the circumstances of the case but will be no more than six months from the initiation of redeployment arrangements under this procedure.

Appendix 1: Local redeployment and workforce planning system - model procedure

Rationale

Where an individual is either formally on notice of redundancy or "at risk" of redundancy the University will seek to identify redeployment opportunities at the "local" Departmental and Faculty/Division level in order to avoid the redundancy arising. The local process will enable individuals to be matched to potentially suitable vacancies and vice-versa, before vacancies are advertised more widely.

An effective redeployment system retains valuable skills and knowledge within the University, contributes to the creation of a positive work environment and meets the University's moral and legal obligations. It should also provide the University with the means to achieve a broader skills base and more flexible workforce in the longer term.

Procedure

The following procedure has been piloted by the Faculty of Medical and Veterinary Sciences. Other Faculties/ Divisions may wish to adopt it wholesale or work with their Faculty Personnel Manager to tailor it to their own structures and systems.

1. A departmental managers e-mail group[1] should be set up and each member of the group provided with a copy of this procedure and briefed on the process.

2. Whenever a member of staff has been confirmed as formally on notice of redundancy by Personnel Services and has confirmed that they wish to seek redeployment, the member of the e-mail group responsible for their Department or work area should send an e-mail to the group with the following information:

Current job title and grade of the individual at risk;
Brief description of their skills and experience (from the individual's CV);
Who to contact for further information (normally the e-mail group member or line manager).

3. Whenever a member of staff is identified as "at risk" of redundancy, subject to agreement with the individual and their line manager, the action outlined in 2. above should be followed.

4. Any members of the e-mail group with a vacancy in their Department or work area that the individual identified in 2. or 3. above may be suitable for should liaise with the contact person to explore suitability as outlined in Appendix 2.

5. Members of the e-mail group should send an e-mail to the group with details of any new vacancy in their Department or work area before the vacancy is advertised more widely through BORIS. This should include the following information:

Job title and grade;
Attached copy of the further particulars;
Who to contact for further information (normally the e-mail group member or line manager);
Deadline for a response (normally 5 working days from the date the e-mail is sent).

6. Any members of the e-mail group with an individual in their Department or work area that the vacancy identified in 5. above may be suitable for should liaise with the contact person to explore suitability as outlined in Appendix 2.

7. If no response is received by the deadline the vacancy can be advertised through BORIS in the normal way (details may have already been loaded onto BORIS but not submitted to Personnel Services until the deadline is reached).

Additional action

8. Regular review of future staffing needs against on notice/ "at risk" staff at Faculty/ Division level planning meetings (to then feed into the procedure outlined above).

9. It may also be appropriate to add the details of vacancies outlined in 5. above to the vacancy page on Departmental web sites and notice boards (indicating only open to internal redeployment candidates at this stage).

10. A Faculty/Division-wide database of CV's/skills and experience of those seeking redeployment could also be set up (to then feed into the procedure outlined above).

11. The Faculty Personnel Manager will play a proactive role in supporting and monitoring the effectiveness of the procedure through their membership of the e-mail group and participation in Faculty/Division planning meetings.

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Appendix 2: The "local" selection process - model procedure

1. Full and detailed further particulars for the position are developed, including clear selection criteria outlining the skills, knowledge and experience required (the University's further particulars template should be used for this).

2. Ensure that any individual who is on notice of redundancy or "at risk" of redundancy in the Department or Faculty/Division is able to informally discuss the position with relevant parties (e.g. their line manager, their potential new line manager, Head of Department, Faculty Personnel Manager) before deciding whether they wish to be considered.

3. If an individual then confirms that they are interested in the position then they should be given full and fair consideration by means of a formal discussion with the recruiting Manager to assess suitability and discuss any issues from either party.

4. In determining suitability the recruiting Manager should assess the individual against the selection criteria and the requirements of the job. This should also include considering the possibility of providing a short period of relevant training to bring the individual up to the required skills levels or to develop new skills if this is required and appropriate in the circumstances. A record of the reasons for the decision made should be kept and feedback given to individuals who are not selected.

5. Where there may be more than one such on notice or "at risk" candidate the recruiting Manager and Head of Department should ensure a more formalised fair and effective selection process is undertaken, including an interview, using the University's standard recruitment procedure and forms.

6. Where there are significant differences from the candidate's current role and/or they may be suitable for the new position provided they receive reasonable retraining, a trial period may be appropriate as outlined in section 1.7.4 above. Please note that if the individual is not yet formally on notice of redundancy and the trial period does not reach a satisfactory conclusion for either or both parties, the individual will return to their previous role where it still exists and is vacant.

Faculty Personnel Managers will be able to advice on individual cases where required.

[1] To include appropriate departmental managers to ensure any staff seeking redeployment and all vacancies across the Faculty/Division would be covered and the Faculty Personnel Manager.