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Redeployment Procedure

  

Redeployment Procedure| pdf(155 kb)

Skills Audit Form| word(288 kb)

 

Go to a specific section:

1. Introduction|

2. Roles and responsibilities|

3. Accessing the redeployment register|

4. Time on the redeployment register|

5. Help and support|

6. Skills audit|

7. Training opportunities|

8. Matching process|

9. Employees on maternity/paternity/adoption leave|

10. Exclusive or ring-fenced interviews|

11. Work trial|

12. Offer of appointment|

13. Disabled employees|

14. Recording and Monitoring|

15. Confidentiality|

Glossary|

 

 

1. Introduction

1.1 This procedure provides a framework to assist managers, HR and employees to approach issues of redeployment in a structured and consistent way. This procedure has no contractual force and may be amended by the university from time to time.

1.2 Any variance to the university’s policy must have the agreement of the Director of HR who will ensure appropriate dialogue with the recognised trades unions.

1.3 The guiding principle underpinning this procedure is to remove the barriers to successful redeployment and ensure that employees are given every opportunity to secure alternative employment.

1.4 A Glossary is provided at the end of this document.

 

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2. Roles and Responsibilities

Managers (exporting)

 

  • Initiate and maintain effective communication with employees throughout the process including explaining the reason for inclusion on the register and all other relevant provisions of the procedure.
  • Retain overall responsibility for the employee throughout the redeployment process including during any work trial.
  • Make all reasonable efforts to identify alternative employment for employees by proactively considering opportunities for redeployment within the originating department outside of and alongside this procedure.

 

Managers (importing)

 

  • Support the redeployment of employees by considering potential matches in a timely, positive and fair manner, including provision of reasonable support and training to help employees meet the job requirements as part of any agreed work trial.

 

Human Resources

 

  • Provide support and advice to managers and employees on the provisions of the Redeployment Procedure.
  • Manage the redeployment register in accordance with the procedure offering support and advice where necessary.
  • Support employees to produce their Skills Audits to maximise their ability to be successfully redeployed.
  • Advise recruitment panels on the provisions of the Redeployment Procedure and provide constructive feedback to employees at every stage of the procedure.
  • Progress chase individual cases to ensure unreasonable delays are avoided.
  • Where necessary, challenge decisions on potential suitability of redeployees to help ensure employees are dealt with fairly and consistently at every stage of the procedure.
  • Monitor and periodically report on redeployment outcomes as required.

 

Employees

 

  • Be flexible in relation to the type of work they are prepared to consider, bearing in mind the range of jobs available within the university’s employment and be prepared to accept suitable alternative employment.
  • Comply with the requirements of the Redeployment Procedure.
  • Be proactive and take personal ownership of their successful redeployment, including seeking out potential re-training, development or redeployment opportunities.

 

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3. Accessing the Redeployment Register

3.1 Any employee who has been provisionally selected for redundancy will be included on the redeployment register, subject to the provisions of this procedure. This may include employees on fixed-term contracts that are due to end, but will not normally include short term posts covering for sickness or parental absences where the substantive postholder returns to work.

3.2 The Director of HR may exercise their discretion to include names on the redeployment register outside the parameters of the procedure.

 

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4. Time on the Redeployment Register

4.1 The employee’s manager should agree the date the employee’s name will be added to the register in consultation with the appropriate HR advisor following discussion with the employee.

4.2 Employees are entitled to remain on the redeployment register from the point at which they are provisionally selected for redundancy up until the expiry of their notice period. In exceptional cases, the employee may be placed on the register at an earlier stage; however, this may only be done in consultation with HR and with the agreement of the employee concerned.

4.3 The employee should receive written confirmation from the HR advisor setting out the date of their inclusion on the register, expected time on the register and any other relevant provisions relating to the procedure. They should be reminded of the help and support that is available and sent a copy of the Redeployment Procedure.

4.4 Any decision to extend the time of an employee on the redeployment register will need to be approved by the Director of HR before any decision is communicated to the employee.

 

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5. Help and Support

5.1 The employee’s manager and appropriate HR advisor will provide ongoing support to employees on the register to help them gain greater awareness of their capabilities and take advantage of appropriate training opportunities to maximise their ability to be successfully redeployed. They will assist employees in preparing for interviews for any posts to which they are matched.

5.2 Where appropriate, careers counselling, outplacement support and curriculum vitae advice may be made available.

5.3 Employees who are added to the register should be reminded of the confidential support line provided by the University’s Employee Assistance Programme and provided with the relevant details of the service.

 

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6. Skills Audit

6.1 For each employee whose name is added to the register, a ‘Skills Audit’ will be required to assist the matching process. A Skills Audit is an ongoing working record of the employee’s knowledge, skills and experience gathered from their current or any previously-held positions and/or any relevant skills/experience gained from responsibilities held outside of employment.

6.2 Guidance on completing the Skills Audit will be given to the employee and they may seek assistance from their manager or from their HR advisor in completing the Skills Audit where required. An appropriate HR advisor should meet with the employee to discuss and sign off the Skills Audit before the employee is included on the register.

6.3 The Skills Audit should be completed at the earliest opportunity and within ten working days of the employee being placed on the register. The matching process cannot commence until a Skills Audit has been received and so it is important that this stage is not delayed.

 

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7. Training Opportunities

7.1 Throughout the redeployment process, training opportunities may be identified that assist an employee in considering a range of alternative posts. Each request will be considered on its merits to help ensure that every effort is made to accommodate the training needs of employees.

7.2 Work placement opportunities may be considered to enable the employee to broaden their experience and skills in an area of work they are interested in. It is important that the duration of the work placement is agreed in advance and does not become an open-ended arrangement.

7.3 The employee’s Skills Audit should be reviewed and refreshed following any period of training or work experience.

 

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8. Matching Process

8.1 HR will not allow any vacancy to be advertised (either internally or externally) unless it has been considered for employees on the redeployment register or another protected category. Advertisements will only be placed if, in the view of HR, there is no potential skills match with an employee on the redeployment register or other protected category.

8.2 A vacancy will be considered potentially suitable for the employee if the following applies:

  • There is a potential skills match between the employee’s Skills Audit and the skills requirements of the vacant post.
  • The vacant post is at the same grade or up to two grades below the employee’s current grade
  • The vacancy is a reasonable match in terms of hours and location.

8.3 Where a potential match is identified, the HR advisor will notify the relevant persons and an exclusive interview will be arranged. Where more than one redeployee is matched, those employees will compete in a ring-fenced interview process. Where an employee on the register identifies a potential redeployment opportunity satisfying the above requirements which was not identified as a potential match for them prior to advert, HR may intervene and suspend the recruitment process to enable the employee to be given prior consideration for the vacancy.

8.4 Nothing in this procedure operates to prevent an employee from applying for a role which carries a higher grade than their previous role, however, ring-fenced/exclusive interviews will not apply to the selection process and the employee will need to apply via the normal recruitment process.

8.5 Nothing in this procedure operates to prevent an employee from applying for a role which carries a grade more than two grades below the employee’s current grade, however, in such a situation, the employee will not be eligible for pay protection.

 

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9. Employees on maternity/paternity/adoption leave

Employees on maternity/additional paternity/adoption leave who are to be made redundant are entitled to preferential treatment in respect of suitable alternative employment. HR will advise on a case by case basis where this provision may apply.

 

10. Exclusive or Ring-fenced Interviews

10.1 The employee’s Skills Audit will be sent to the appropriate HR advisor and an exclusive or ring-fenced interview will be arranged at the earliest opportunity following a potential match being identified. The exclusive or ring-fenced interview will be chaired by the relevant manager with support and advice from the appropriate HR advisor.

10.2 An employee will be considered ‘appointable’ if the employee has the potential to meet the requirements of the post within a reasonable period. In a ring-fenced interview situation, the ‘most appointable’ person will be offered the position in line with the university’s Recruitment and Selection Policy|.

10.3 If the interview panel considers that, even with support and training, the employee will be unable to meet the requirements within a reasonable period and at a reasonable cost, the HR advisor must be consulted before any decision is communicated to the employee. Following consultation, the HR advisor will inform the employee of the decision, giving constructive feedback to assist the employee with future interviews.

 

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11. Work Trial

11.1 If, following the interview process, an employee is potentially suitable, a four-week work trial may be arranged to enable both the manager and the employee to further ascertain the suitability of the match and to allow for a period of on-the-job training and support to help the employee meet the requirements for the job. If a work trial is required, this will be explained in the conditional offer of appointment letter including the duration of the work trial, the terms and conditions that will apply during the work trial and what will happen when the work trial ends.

11.2 Where the employee is within their initial notice period, the employee will continue to be paid by the exporting department at the level of their former job for the duration of the work trial. Where the work trial starts or ends after the employee’s initial notice period has expired, the employee will be paid at the appropriate level for the post and not at their previous level of pay (subject to any pay protection provisions that apply in accordance with the university’s Pay Protection Policy|).

11.3 The support and training required by the employee should be agreed before the work trial starts and the necessary arrangements put in place. Where it is necessary to agree an extended work trial to enable the employee to benefit from a particular training opportunity, this should normally be agreed before the work trial commences, the terms must be set out in writing and must specify when the work trial will end. The costs of any training will be met by the importing department.

11.4 The manager will review the work trial on a weekly basis and consider what additional support or training may be required in consultation with the employee and the appropriate HR advisor. Wherever possible this needs to take place within the timescales of the original work trial period.

11.5 Any extended work trial required should not exceed eight weeks in total.

11.6 If during, or at the conclusion of the work trial, and taking into account the training and support provided, the employee has not demonstrated that they meet the requirements of the post, the appropriate HR advisor must be consulted before any decision is communicated to the employee. Following consultation, the work trial manager (supported by HR where required) will inform the employee of the decision, giving constructive feedback wherever possible. If the employee is not appointed to the new role and remains within their original time on the register then they will be placed back onto the redeployment register for the remainder of the original period. Time on the register, including the notice period, is not suspended whilst the employee undertakes any work trial. If the employee’s notice period has expired then the employee will be dismissed for redundancy from the original role and their effective date of termination will be the original date of termination set out in their notice of redundancy letter.

11.7 If during, or at the conclusion of the work trial, the employee believes the post is unsuitable, they must set out their decision in writing with their reasons for rejecting the work trial. The relevant HR advisor will consider the employee’s reasons for rejecting the work trial and if the rejection is deemed to be on reasonable grounds, the employee will continue to access the provisions of the Redeployment Procedure| pdf(155 kb) for the remainder of their time on the register.

11.8 If an offer of suitable alternative employment is made, but the employee unreasonably refuses to accept it, the employee may forfeit their right to a redundancy payment.

 

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12. Offer of Appointment

12.1 If the employee is considered suitable, either following interview or following a work trial, the offer of appointment will be confirmed in writing by the appropriate HR advisor.

12.2 The offer of appointment letter will constitute a new contract of employment and should include any pay protection provisions that apply in accordance with the university’s non-contractual Pay Protection Policy. Agreement in writing to the provisions in respect of pay protection (including its duration and what happens at the end of the protection period) by the employee will be a condition of any offer of appointment. The protection costs will be met by the exporting department. The employee will no longer be eligible for a redundancy payment.

12.3 If the employee declines the offer of appointment, they must set out their decision in writing with their reasons for declining the offer. The relevant HR advisor will consider the employee’s reasons for rejecting the offer and if the rejection is deemed to be on reasonable grounds, the employee will continue to access the provisions of the Redeployment Procedure| pdf(155 kb) for the remainder of their time on the register.

12.4 If an offer of suitable alternative employment is made, but the employee unreasonably refuses to accept it, the employee may forfeit their right to a redundancy payment.

 

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13. Disabled Employees

13.1 The university has a duty to consider reasonable adjustments for employees who have a disability as defined by the Equality Act 2010. In order to fulfil this duty, the university will consider reasonable adjustments at every stage of the Redeployment Procedure| pdf(155 kb) with the overarching aim of helping to retain disabled employees in employment.

13.2 Managers should seek advice from HR at every stage when managing the redeployment of disabled employees. The separate guidance ‘Supporting Disabled Employees at De Montfort University’ should also be considered by managers and HR advisors managing the redeployment of disabled employees.

13.3 External support and advisory services specialising in disability, e.g. Access to Work, should be consulted where appropriate to maximise the ability of the university to retain disabled employees in its employment.

13.4 Where redeployment is being considered for a disabled employee as a reasonable adjustment this should be managed in accordance with the guidance on reasonable adjustments and not in accordance with this procedure.

 

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14. Recording and Monitoring

The redeployment register will be subject to formal monitoring via the normal equality and diversity reports produced by the university for consideration by the appropriate internal equality and diversity forum.

 

15.  Confidentiality

The confidentiality of employees referred to the redeployment register will be maintained at all times.

 

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Glossary

Provisionally selected for redundancy -

An employee is provisionally selected for redundancy where they have been selected for redundancy from an ‘at risk pool’ for example, following the application of redundancy selection criteria or following ring-fenced selection processes. They may also be provisionally selected for redundancy where their stand alone post has been proposed for deletion (a ‘pool of one’). Being provisionally selected for redundancy does not mean an employee will necessarily be made redundant and is subject to consultation. The employee may also be successful in securing alternative employment via the Redeployment Procedure.

 
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