CHANGE MANAGEMENT POLICY AND PROCEDURE - QEF



QUEEN ELIZABETH’S FOUNDATION FOR DISABLED PEOPLE

CHANGE MANAGEMENT POLICY

Introduction

The QEF Change Management Policy contains guidance to managers and staff who are involved in the development and implementation of changes in working arrangements and practices.

The guidance and principles of this policy apply to all QEF staff.

Security of employment for QEF staff during periods of change is always considered. It is recognised that there may be changes in organisational requirements that may affect staffing needs. These changes may require alterations to job requirements and possibly a reduction of posts. As detailed in the Staff handbook, it is hoped that any reductions in total numbers of employees would be achieved by “natural wastage” through resignations and retirements. Redundancy should only be necessary in exceptional cases.

This policy and procedure reflects this commitment and provides a framework for managing change effectively, fairly and consistently, through planning, consultation, and communication and in accordance with established good practice and employment legislation and with full regard to the QEF Equal Opportunities and Diversity Policy.

A Managing minor change

In order to meet changing business needs more effectively, there may be occasions where managers need to implement relatively minor changes to working practices. Reasonable minor changes and adjustments to duties and working practices may be implemented without recourse to formal procedures. Some examples of minor changes could include implementing different methods of carrying out tasks, introduction of new technology, changes in duties within the remit of the post. This is not an exhaustive list.

While formal consultation is not required for minor change, staff should still be consulted about changes that have an impact on their work. Managers should meet with staff either individually or collectively to explain the reasons for the need to implement any minor changes and to ask for views before implementation.

Managers may wish to seek advice from a Human Resources representative when reviewing minor changes that will have an impact on staff, including proposed changes to line management.

B Managing change due to organisation restructure

Where it is proposed necessary to restructure a department or section, the business case will firstly be considered, including:

a) The need for change and the rationale behind the change;

b) The impact of not changing;

c) The options that have been considered;

d) The proposals for change (including changes to the staffing structure)

e) The benefits of these proposals;

f) The financial implications of the proposals

g) Proposed timescale for consultation with staff

Staff Consultation

The purpose of consultation with staff will be:

a) To address any questions on the proposals for change;

b) To consider any comments or alternative views on the change proposals before determining a final decision;

c) To seek to agree principles, procedures and communication before any change is implemented

Each member of staff whose role may be affected by the change will be provided with a copy of the business case, including any staff who may be absent from work (eg. due to maternity leave, or sickness absence). All staff will be encouraged to participate in the consultation process

Initial consultation will be with all staff. When a decision has been made and staff have been advised about the change to be implemented, staff will be offered the opportunity of individual meetings. Staff may be accompanied by a Trades Union representative or a work colleague at individual meetings.

Redeployment

Where an employee’s job is placed at risk by any restructure or re-organisation, redeployment opportunities within QEF will be considered and ‘suitable alternative’ and/or ‘alternative’ employment may be offered to an employee wherever possible.

There is no statutory obligation to offer alternative employment and an employee is not obliged to accept an ‘alternative’ offer of employment at a lower salary or on substantially different terms.

A trial period in any alternative employment is usually four weeks. This is to enable the employee and the manager to assess the suitability of the post

Redundancy

If no alternative employment is available and a post remains at risk, the employee will be given notice of compulsory redundancy. Notice would be given in accordance with an employee’s contractual notice period. In this instance a statutory redundancy payment would be applicable.

Staff would be given the right of appeal against a decision to declare their post redundant. Full details would be included when notice of redundancy is given.

Ref: policies/change management policy September 2010

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