Revised Attendance Management Policy, Procedures and Advice will be published on 1st April 2014. This PCS briefing outlines the proposed changes related to spells of absence. Consultation is continuing with the Departmental Trade Union Side (DTUS) about this and other key issues. PCS is arguing against punitive measures and the need for improved support for disability related absences and better procedural fairness and justice for all employees.
DWP message to employees
DWP wants to send a message to employees that short term, irregular absences is not something the Department can continue to support. DWP therefore plans to introduce:
- A four spells of absence trigger point, in addition to the eight day Trigger Point (previously known as consideration point).
- A review of an individual's sick absence over the previous 12 months at Welcome Back discussions.
- A series of How To guides.
Other changes include adopting civil service employee policy terminology, such as, “Consideration Point” will be replaced with “Trigger point” and “Backsliding period” will be replaced with “Sustained Improvement Period.”
Application of Spells of absence
DWP procedural guidance for the application of a spells of absence trigger point excludes disability related absences and rules out pro-rata application for part-time employees.
Other qualifications may be introduced but current DWP guidance for 1st April states:
- Spells of absence refers to the number of separate instances an employee is absent within a defined period, rather than the total number of days.
- The Trigger Point is four spells of absence for all employees, regardless of their working pattern, in a rolling 12 month period. It is not prorated for part-time staff.
- A spell is usually at least one full working day but where an employee has repeatedly taken part day absences, the line manager may consider whether it is reasonable to total the number of hours sickness absence into whole days and then these would count towards the Trigger Point. If the manager considers this is reasonable, they will need to let the employee know in writing that they will do this if the pattern of part-day sickness absence continues. It should not be done retrospectively and the aggregated total should not be entered on RM.
- The Trigger Point may be reached and action taken if employees are absent on four separate occasions within that period, regardless of the length of absence.
- The considerations which apply when a trigger point is reached for eight days remain the same in terms of management action, for spells. Managers should refer to the guidance to ensure they follow the correct course of action.
- Warnings are not automatic and should not be given where one of the special circumstances applies.
- Managers are expected to discuss concerns about attendance levels informally with the employee, before they reach the trigger point, particularly when spells or trends are emerging and consider what forms of support are appropriate in order to prevent further absence and help them remain at work.
- Management intervention must be taken timeously so the right help and support for an employee is identified at the earliest opportunity.
- Spells of absence do not apply to disability related absences. Planned absences for dialysis, chemotherapy or scheduled minor operations are not counted as a spell.
- Spells can be linked. If an employee returns to work and is then absent within one calendar week with the same incapacity, the spells should be linked and classed as one spell.
Transitional arrangements from 1st April
Spells of absence are applicable to all employees from 1st April 2014 but:
- Sickness absences before 1st April will NOT count as spells of absence.
- Sickness absences that began before 1st April and include or continue past 1st April will NOT count as a spell of absence
- The trigger point for employees in a 6 month Review Period on 1st April 2014 will not include spells and will remain as four days
- Once this period has ended, the trigger point will also include spells.
- The trigger point for employees who are in a 12 month Sustained Improvement Period on this date is 8 days and will include spells from and including 1st April.
Involvement of HR Expert
There will be a re-emphasis on the approach line managers need to take before applying discretion, which includes seeking advice from a HR expert. The relevant sentence (currently within paragraph 3.2(b)), has been amended, from 1st April 2014, to read:
“Before applying their discretion, or informing the employee of the decision in circumstances not listed, the manager must seek advice, not instruction, from their line manager (or a senior manager) and a HR Expert. The decision on the action to be taken remains the responsibility of the line manager and must not be escalated to, assumed by or attributed to the person giving the advice.”
PCS requires significant improvements
PCS Policy significant improvement of DWP Attendance Management. DWP must introduce improvements not bad practices. Consultation is continuing with DTUS and PCS will take all necessary action to remove unfair, unnecessary and punitive policies and achieve improvements to support disability related absences and better procedural fairness and justice for all: DWP Must Improve.
http://www.pcs.org.uk/download.cfm?docid=90FEF86E-0538-4EAB-9EA81DA3950FD007
Wednesday 26 March 2014
People Performance end-of-year performance ratings 2013-14
Performance ratings must be fair.
Every employee is entitled to a fair assessment of their performance and the award of a performance rating which they have achieved. The DWP People Performance end-of year rating process must not be misused to deliver predetermined quotas. Each employee’s performance over the whole reporting period must be individually evaluated on the basis of:
- the ‘What’ (delivery of objectives) and
-the ‘How’ (demonstration of behaviours, competencies and values) achieved by the employee
- against known performance expectations, with equal weighting between ‘What’ and ‘How’ and assessed on three final ratings: “Exceeded”; “Achieved” and “Must Improve”.(Procedure 9.1)
The guided distribution ranges, Exceeded 20-25%, Achieved 65% and Must Improve 10% must not be misused to predetermine performance ratings.
The procedures for rating performance do not require managers to meet the guided distribution ranges but do insist that ratings will not be changed or forced simply to fit the distribution. (Procedure 9.3)
Known performance expectations
The performance management process must assess individuals against known expectations of performance. These performance standards for the achievement of objectives and demonstration of competencies should have been shared at the start of the performance year. The Performance Wave is a tool which shows how differing levels of achieving the “what” and “how” impact on the performance level. The Performance Wave can be used in performance discussions “to highlight where an employee is plotted within the span of the rating.” (Procedures 9.6 & 11.1 first bullet point)
Distribution ranges not quotas
Distribution ranges have been introduced but are qualified by the procedural instruction that ratings will not be changed or forced simply to fit the distribution. (Procedure 9.3). Guided distribution ranges provide a framework for setting known performance expectations or standards. People Performance has a procedural requirement that ratings must be consistent with known performance expectations (Procedure 12.1). There is no requirement to meet the distribution ranges.
Civil service competency framework
The Civil Service Competency Framework has been used for People Performance purposes since 1st April 2013. The DWP Intranet Performance Management site includes access to the Framework.
Consistency checking
Countersigning managers will do a “light touch” consistency check of distribution ratings across the peer group and ensure the consideration of the employees’ performance is objective and consistent against known performance expectations. They will ensure one person’s evidence has not been over-or under-estimated compared to that of other employees doing similar work. Countersigning managers will also ensure that employees are not forced into a performance rating simply to meet the distribution. (Procedures 12.1–12.3)
Branch Briefing DWP/BB/037/14 covers revised ‘How to’ guidance for consistency.
Validation meetings
Ratings for staff in grades HEO to Grade 6 will be subject to a formal validation process following the countersigning managers “light touch consistency check”. Branch Briefing DWP/BB/038/14 covers revised ‘How to’ guidance for Validation. Outcomes will be reviewed in relation to the distribution ranges but unlike the Performance and Development System (PDS) and the Civil Service Employee Policy (CSEP) there is no procedural requirement to meet the distribution.
The Chair’s responsibilities include ensuring that:
- the performance ratings of employees are justified on the basis of achievement of objectives and demonstration of competencies in relation to known performance expectations for the peer group
- all decisions have been reasonable, fair and unbiased and non-discriminatory.
- employees are not forced into a performance rating simply to meet the distribution ranges
- the performance distribution outcome is explainable and the reasons recorded.
This process should provide outcomes that are transparent, justified and open to scrutiny. (Procedures 12.4 -12.6)
Must improve ratings
The terms of the “Must Improve” rating clarify that this rating may be a proportionate response where performance has required improvement during the reporting period. People Performance Procedure 9.7 confirms:
9.7 The Must Improve rating includes employees whose performance requires improvement and those employees who are being managed under formal unsatisfactory performance procedures. This rating may also be appropriate for others whose performance has required improvement during the reporting period, where this is a proportionate response. Mid-year and end-of-year ratings will always be based on a
balanced consideration of the employee’s personal performance over the entire period
and decisions must be transparent, fair and reasonable.
Balanced consideration of performance
Ratings must always be based on a balanced consideration of the employee’s personal performance over the reporting period. The use of the Must Improve rating as a proportionate response means that the rating is not predetermined where improvement has been required during the reporting period and it should not be an unfair, disproportionate response to a relatively minor or isolated issue.
Right of appeal
The right to raise a formal grievance and appeal under the normal Grievance and Appeal Procedures is available. It is usually best practice to try to resolve disagreements informally but there is no strict requirement to do so. (Procedures13).
Guidance for members
PCS guidance for members on discussing and agreeing objectives has been provided in Briefing DWP/MB/002/14 and on preparation for end-of-year reviews in DWP/MB/005/14. Further guidance will be provided.
http://www.pcs.org.uk/download.cfm?docid=F7BFF2D0-37E4-46B5-9A6CCACABCF8E7EF
Every employee is entitled to a fair assessment of their performance and the award of a performance rating which they have achieved. The DWP People Performance end-of year rating process must not be misused to deliver predetermined quotas. Each employee’s performance over the whole reporting period must be individually evaluated on the basis of:
- the ‘What’ (delivery of objectives) and
-the ‘How’ (demonstration of behaviours, competencies and values) achieved by the employee
- against known performance expectations, with equal weighting between ‘What’ and ‘How’ and assessed on three final ratings: “Exceeded”; “Achieved” and “Must Improve”.(Procedure 9.1)
The guided distribution ranges, Exceeded 20-25%, Achieved 65% and Must Improve 10% must not be misused to predetermine performance ratings.
The procedures for rating performance do not require managers to meet the guided distribution ranges but do insist that ratings will not be changed or forced simply to fit the distribution. (Procedure 9.3)
Known performance expectations
The performance management process must assess individuals against known expectations of performance. These performance standards for the achievement of objectives and demonstration of competencies should have been shared at the start of the performance year. The Performance Wave is a tool which shows how differing levels of achieving the “what” and “how” impact on the performance level. The Performance Wave can be used in performance discussions “to highlight where an employee is plotted within the span of the rating.” (Procedures 9.6 & 11.1 first bullet point)
Distribution ranges not quotas
Distribution ranges have been introduced but are qualified by the procedural instruction that ratings will not be changed or forced simply to fit the distribution. (Procedure 9.3). Guided distribution ranges provide a framework for setting known performance expectations or standards. People Performance has a procedural requirement that ratings must be consistent with known performance expectations (Procedure 12.1). There is no requirement to meet the distribution ranges.
Civil service competency framework
The Civil Service Competency Framework has been used for People Performance purposes since 1st April 2013. The DWP Intranet Performance Management site includes access to the Framework.
Consistency checking
Countersigning managers will do a “light touch” consistency check of distribution ratings across the peer group and ensure the consideration of the employees’ performance is objective and consistent against known performance expectations. They will ensure one person’s evidence has not been over-or under-estimated compared to that of other employees doing similar work. Countersigning managers will also ensure that employees are not forced into a performance rating simply to meet the distribution. (Procedures 12.1–12.3)
Branch Briefing DWP/BB/037/14 covers revised ‘How to’ guidance for consistency.
Validation meetings
Ratings for staff in grades HEO to Grade 6 will be subject to a formal validation process following the countersigning managers “light touch consistency check”. Branch Briefing DWP/BB/038/14 covers revised ‘How to’ guidance for Validation. Outcomes will be reviewed in relation to the distribution ranges but unlike the Performance and Development System (PDS) and the Civil Service Employee Policy (CSEP) there is no procedural requirement to meet the distribution.
The Chair’s responsibilities include ensuring that:
- the performance ratings of employees are justified on the basis of achievement of objectives and demonstration of competencies in relation to known performance expectations for the peer group
- all decisions have been reasonable, fair and unbiased and non-discriminatory.
- employees are not forced into a performance rating simply to meet the distribution ranges
- the performance distribution outcome is explainable and the reasons recorded.
This process should provide outcomes that are transparent, justified and open to scrutiny. (Procedures 12.4 -12.6)
Must improve ratings
The terms of the “Must Improve” rating clarify that this rating may be a proportionate response where performance has required improvement during the reporting period. People Performance Procedure 9.7 confirms:
9.7 The Must Improve rating includes employees whose performance requires improvement and those employees who are being managed under formal unsatisfactory performance procedures. This rating may also be appropriate for others whose performance has required improvement during the reporting period, where this is a proportionate response. Mid-year and end-of-year ratings will always be based on a
balanced consideration of the employee’s personal performance over the entire period
and decisions must be transparent, fair and reasonable.
Balanced consideration of performance
Ratings must always be based on a balanced consideration of the employee’s personal performance over the reporting period. The use of the Must Improve rating as a proportionate response means that the rating is not predetermined where improvement has been required during the reporting period and it should not be an unfair, disproportionate response to a relatively minor or isolated issue.
Right of appeal
The right to raise a formal grievance and appeal under the normal Grievance and Appeal Procedures is available. It is usually best practice to try to resolve disagreements informally but there is no strict requirement to do so. (Procedures13).
Guidance for members
PCS guidance for members on discussing and agreeing objectives has been provided in Briefing DWP/MB/002/14 and on preparation for end-of-year reviews in DWP/MB/005/14. Further guidance will be provided.
http://www.pcs.org.uk/download.cfm?docid=F7BFF2D0-37E4-46B5-9A6CCACABCF8E7EF
Must the guided distribution always be met? DWP says 'No'!
DWP has produced a People Performance 'myth busting' brief for HR experts using replies to frequently asked policy questions. The Complex Case Advisory Service (CCAS) has been involved in its development and will be using it to respond to queries.
Guided not forced distribution
DWP People Performance uses guided not forced distribution. Guided distribution ranges provide a framework for setting known performance expectations or ‘standards’ at the start of the year and must not be misused as quotas at the end of the year.
The DWP 'myth busting' brief for HR experts confirms this truth:
‘Myth One: The distribution of 25% in Exceeded, 65% in Achieved and 10% in Must Improve must always be met.
Truth: The distribution is a guide to support standards setting, not a quota for ‘forcing’ ratings.
Managers award performance ratings based solely upon achievement of objectives (the ‘What’) and demonstration of required behaviours (the ‘How’).
Nobody should have their rating changed simply to meet the guided distribution.’
Evaluating your performance
Your performance must be fairly evaluated against both the ‘What’ (delivery of objectives) and the ‘How’ (demonstration of behaviours, competencies and values), and against known performance expectations, which are the standards set at the start of the year with equal weighting between ‘What’ and ‘How’. DWP People Performance has a procedural requirement that ratings must be consistent with known performance expectations (Procedure 12.1). There is no procedural requirement that managers must meet the distribution ranges at the end of the year.
Rating your performance
The rating of your performance by managers must be objective and consistent against known performance expectations on the basis that ratings will not be changed or forced simply to fit the distribution (Procedure 9.3).
Your performance rating must always be an evidenced based balanced consideration of your personal performance over the entire reporting period. Your manager should assure you that your rating will not be changed or forced simply to fit the distribution and you will be awarded the performance rating which you have achieved.
http://www.pcs.org.uk/download.cfm?docid=05FADC16-DF8F-4BB1-87BDA87C2614F489
Guided not forced distribution
DWP People Performance uses guided not forced distribution. Guided distribution ranges provide a framework for setting known performance expectations or ‘standards’ at the start of the year and must not be misused as quotas at the end of the year.
The DWP 'myth busting' brief for HR experts confirms this truth:
‘Myth One: The distribution of 25% in Exceeded, 65% in Achieved and 10% in Must Improve must always be met.
Truth: The distribution is a guide to support standards setting, not a quota for ‘forcing’ ratings.
Managers award performance ratings based solely upon achievement of objectives (the ‘What’) and demonstration of required behaviours (the ‘How’).
Nobody should have their rating changed simply to meet the guided distribution.’
Evaluating your performance
Your performance must be fairly evaluated against both the ‘What’ (delivery of objectives) and the ‘How’ (demonstration of behaviours, competencies and values), and against known performance expectations, which are the standards set at the start of the year with equal weighting between ‘What’ and ‘How’. DWP People Performance has a procedural requirement that ratings must be consistent with known performance expectations (Procedure 12.1). There is no procedural requirement that managers must meet the distribution ranges at the end of the year.
Rating your performance
The rating of your performance by managers must be objective and consistent against known performance expectations on the basis that ratings will not be changed or forced simply to fit the distribution (Procedure 9.3).
Your performance rating must always be an evidenced based balanced consideration of your personal performance over the entire reporting period. Your manager should assure you that your rating will not be changed or forced simply to fit the distribution and you will be awarded the performance rating which you have achieved.
http://www.pcs.org.uk/download.cfm?docid=05FADC16-DF8F-4BB1-87BDA87C2614F489
Friday 14 March 2014
Thursday 13 March 2014
PCS main website news
Website upgrade work - online member services currently unavailable
Login to and registration for the PCS website are offline to make way for some system updates.
We expect services to return to normal on Friday (14 March).
The work will affect member access to:
- iMembership
- a very limited number of member-only pages
Wednesday 12 March 2014
BREAKING NEWS
"Hi I’m Laura. I’m 23 and I’m in my final year of studying psychology at university. I’ve been using mental health services since I was 16 and I’ve always had positive experiences when it’s come to the care I’ve received. That’s why I think it’s so important that these services are protected; everyone deserves to receive the best care possible. Please watch my film and sign Mind’s petition calling on the Government to make sure mental health services get their fair share of funding."
http://youtu.be/AQRIZJ56oEs
Mental health services save lives. Right now, they’re needed more than ever and their funding must be protected.
In any year, one in four of us will experience a mental health problem. If you experience a mental health problem, you should get excellent treatment and support – just as you’d expect for a physical illness.
The Government promised to value mental health and physical health equally but mental health services continue to suffer greater cuts.
Join us. Sign the petition calling on the Government to make sure mental health services get their fair share of funding.
Thank you.
mind.org.uk
SIGN THE PETITION HERE
http://www.change.org/en-GB/petitions/the-uk-gov-t-needs-to-provide-a-fairshare4mentalhealth-funding-sign-mindcharity-petition-today
Tuesday 11 March 2014
Bob Crow - RMT
General secretary of the Rail Maritime and Transport union Bob Crow has sadly died aged 52.
The thoughts of everyone within PCS Wigan branch are with his family, friends and colleagues.
R.I.P
Bob Crow
1961 - 2014
Monday 10 March 2014
March is Young Worker's Month
The aim of young Workers' Month 2014 is to highlight the issues that young workers face, promote union campaigns and union membership and activity amongst young people. Before and during the month we will be using this page to promote union and TUC initiatives during the month.
Follow @TUCYoungWorkers for official information and live updates about Young Workers' Month. If you're tweeting about YWM use hashtag #YWM14 so we can retweet your messages.
Find out more and get involved in events by visiting http://www.tuc.org.uk/about-tuc/young-workers/young-workers-month, clicking the young works month picture at the top right of the website or speaking to a work place representatives.
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