NHS Greater Glasgow and Clyde takes a zero tolerance approach to sexual harassment in all its forms. It is important that any staff member who is the victim of sexual harassment or witnessed sexual harassment, feels able to come forward, report it and access the support that is right for them. For anyone who has been the victim of or witnessed sexual assault, this can include reporting the incident to Police Scotland
To ensure all our staff are aware of the support that is available to them, and the options open to them to report or raise concerns about sexual harassment, we are rolling a programme out across 2024 to
Demonstrate zero tolerance for sexual harassment and other forms of harassment, across NHSGGC.
Build the trust, confidence and knowledge of staff that they can raise these issues and that they will be dealt with appropriately
Ensure managers are equipped to deal appropriately with issues that are raised
Let all staff know what is and is not appropriate in the workplace.
Put in place the right support for people who are the victims of sexual harassment.
If you believe you or one of your colleagues has been the victim of sexual harassment or any other form of harassment, please contact our Bullying and Harassment confidential helpline on 0141 201 8545 or the HR Support & Advice Unit.
You can also seek support and counselling via Occupational Health, or via the range of support shown in the Resources section at the bottom of this webpage. This includes specific support for any individual who has been the victim of sexual assault.
What is harassment?
Harassment is unwanted conduct related to a relevant protected characteristic (age, disability, gender reassignment, race, religion or belief, sex, or sexual orientation, marriage and civil partnership or pregnancy and maternity), which has the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual. It may also relate to other personal characteristics such as trans identities including non-binary, weight or social status.
Examples of Harassment as outlined in the NHSScotland Bullying and Harassment Policy:
Offensive jokes, banter and comments
Ostracising or “freezing out”, ignoring and staring
Patronising comments and remarks
Mimicking
Use of derogatory terms
Inappropriate personal questions or comments
Belittling or patronising comments or nicknames
Assault or other non-accidental physical contact, including disability aids
The display, sending or sharing of offensive letters, publications, objects, images or sounds
Graffiti
Offensive comments about appearance or clothing
Deliberate and consistent behaviours which demonstrate a non-acceptance of aspects relating to protected or personal characteristics, for example, failure to use requested gender pronoun for a transitioning individual
Examples of Sexual Harassmentas outlined in the NHSScotland Bullying and Harassment Policy:
Indecent exposure
Sexual assault
Unwelcome sexual advances, propositions or pressure for sexual activity, continued suggestions for social activity within or outside the workplace after it has been made clear that such suggestions are unwelcome
Suggestions that sexual favours may further a colleague’s career or refusal may hinder it, for example, promotions, salary increases etc.
Leering, whistling or making sexually suggestive comments or gestures, innuendoes or lewd comments
Our Bullying and Harassment policy has both an informal and a formal process
The informal process focussed on early resolution. This recognises that the best way to resolve the issue at the earliest opportunity is by ensuring the other party is aware of the impact of their behaviour.
If early resolution is unsuccessful or the bullying or harassing behaviour is significant or persistent in nature, the employee or manager may initiate the formal process.
The information below sets out what you need to know about our informal and formal process.
Informal process(Early resolution)
Speaking to the other party directly – the complainant approaches the other party to tell them that they find their behaviour offensive, why this is the case, and to ask them to stop.
Writing to the other party – the complainant writes to the other party to tell them that they find their behaviour offensive, why this is the case, and to ask them to stop.
Supported approach – if the complainant finds speaking to the other party too difficult, but still wishes to seek early resolution, they can ask a manager to relay their concerns to the individual.
Supported conversation – if the individuals involved agree that early resolution is possible this can be supported through an informal discussion. Such meetings can be offered by a third party, e.g. a manager or HR representative, and involve supporting the employees to have a face to face conversation to start rebuilding relationships. During this process employees can be supported by their Trade Union representative or a work colleague. A record of the agreed outcomes will be provided by the third party to all participants.
Mediation – the manager may suggest this to the parties involved to actively support early resolution. Mediation is voluntary and has a clear structure. It offers a safe and constructive approach to enable the parties to problem solve and develop a realistic agreement that meets all their needs. The trained mediators are impartial and they do not take sides or offer solutions but promote and support good conversation. What is said in mediation is confidential and cannot be disclosed or used in any subsequent procedure.
Formal process/procedure
If early resolution is unsuccessful or the bullying or harassing behaviour is significant or persistent in nature, the employee or manager may initiate the formal procedure.
In such cases the manager will assess any risk to determine what supports can be put in place to allow the employees to continue working together during this period e.g. alternate shift patterns. Where this is inappropriate, the employee alleged to have demonstrated the bullying and/or harassing behaviours will be moved to an alternate placement unless the complainant requests a move, or there is a legitimate service need which dictates that the other employee cannot be moved.
To initiate the formal procedure the employee should write to their manager or where this is not possible, or appropriate, to the next level of management. The communication should detail the employee(s) alleged to be demonstrating these behaviours and the nature of these. The employee may access a confidential contact or HR for advice, or a trade union representative for support and assistance.
If the employee has chosen to go straight to the formal stage of the procedure, a manager will discuss with the employee why they think early resolution is not appropriate and will offer every support to allow early resolution to take place.
The manager who receives the complaint must acknowledge the complaint in writing within 7 calendar days, using the Standard acknowledgement letter template. The letter outlines the process for either revisiting the possibility of early resolution or the process of investigation to be undertaken in line with the NHSScotland Workforce Policies Investigation Process.
The impact of sexual harassment or sexual assault can impact individuals differently. It can present physical, psychological and professional difficulties. Many victim-survivors disclose mental health challenges such as anxiety and shame, alongside diminished confidence in the workplace or avoidance of specific work scenarios. Individuals can and do recover but it is important that we acknowledge the individuality of this, and the sources of support needed for this. We encourage employees to use the NHSGGC support service listed above, including contacting the police for any incidents of sexual assault, but acknowledge that additional sources of support may be necessary:
Rape Crisis Scotland – Helpline for anyone over 13 who has experienced sexual violence, no matter when or how it happened. Sexual harassment, whether at work or elsewhere, is a form of sexual violence. Helpline: 08088 010302
If you require printed materials, either additional copies of the Sexual Harassment: Recognise It, Respond to It posters, or the leaflet, please contact: ggc.staffexperience@ggc.scot.nhs.uk
Other Resources
Self-reflection tool for employees to help reflect on behaviours they are experiencing in the workplace, and to help you determine whether what they are experiencing is harassment: Am I being harassed at work reflection tool
NHS Greater Glasgow and Clyde believe that all staff should be able to thrive and flourish at work. It is a core role of the organisation and managers to support staff to enable them to do this.
For a staff member with a disability and / or a long-term health condition, standard working practices should be reasonably adapted to enable that member of staff to continue to work. Doing this will:
Enable the staff member to feel appreciated and valued at work
Help us retain staff and reduce sickness absence
Ensure that we comply with relevant equality legislation
Remove barriers to full participation to all our staff
Implement reasonable adjustments to avoid the time spent managing sickness absences.
Putting in place a reasonable adjustment can mean that a member of staff is treated differently from their colleagues and is in fact what we are required to do under the law. This is the difference between treating team members equally and equitably.
Our Reasonable Adjustment Guidance explains what reasonable adjustments are and how managers should support any of their staff with disabilities or long-term conditions.
Some helpful case studies and links to further resources are below.
Case Study 1 – a member of staff who experiences sensory issues and wears hearing aids
Susanne, aged 23 years, is a newly recruited staff member within an inpatient setting. She is a trainee within the Audiology team. She wears hearing aids in both ears and did not disclose information about her disability during the interview. However, she informed her manager when offered the job. Her manager contacted HR to seek advice about how to proceed and support this recruitment process as well as Susanne with reasonable adjustment to work within the team.
What adjustments would make a difference?
Discussing the role and responsibilities with Susanne.
Speaking with Susanne to gain a greater understanding of her needs.
Making a referral to Occupational Health.
Discussing potential adjustments to equipment or environment that may be required. Providing extra time to carry out record keeping and lengthening appointment time with patients.
Gaining consent from Susanne to disclose information about her needs with the team and specifically her supervisor.
Provision of emotional support from peers and colleagues to ensure Susanne feels that she is heard and listened to.
Creating a personalised fire evacuation plan.
Case Study 2 – an employee returning to work after a long-term sickness absence following a stroke
The experienced employee was referred to Occupational Health (OH) following his return to work after a stroke. He is 41 years old and does not want to go for medical retirement.
The employee has difficulty concentrating, focusing on tasks and can appear to be anxious, and therefore to be struggling physically. During the OH consultation, the employee indicated that his cognition, hearing and physical functions were impacted. He was under the care of rehabilitation for 8 months. Prior to the appointment, the staff member had no clue about any adjustments but was keen to return to work to keep him occupied.
At the rehab centre, he met therapists (OT, Physio, and Audiology) who were able to improve the functioning to manage activities of daily living (ADLs), but this required time.
Key Issues:
The ward environment is busy and distracting.
Having difficulty remembering processes and therefore anxious that they appear to be not coping, which affects physical functioning such as typing/ writing.
Unable to walk long distances.
Adjustments suggested:
The OH Staff Nurse identified and proposed a graded return to work with increased meetings with the supervisor. Would be happy for workplace adjustments passport to be completed covering:
Support with routine planning.
To use a quiet office to complete his written work, such as care plans.
Prepare check lists for tasks/processes.
Using flowcharts to make following processes easier, as the standard operating processes contained too much information, which caused confusion.
During rounds/meetings, they use a note-taking app on their work phone.
Use of aid when walking.
Taking frequent breaks as and when required.
Flexibility to work from home when too tired to stay on site. It was noted throughout this agreement that duties would gradually increase and skills improve.
Case Study 3 – Member of staff entering the menopause
Anna is a nurse in a community setting. About 4 years ago – aged 48, she stared to notice symptoms. “Not the stereotypical night sweats and changes to my periods, but struggled with sleeping, sore joints, low mood and generally not feeling myself”.
She was lacking in confidence – been in her job a long time so was feeling that she should be at the top of her game, but couldn’t remember things, was worried about driving, prescribing and stressed that she would make mistakes at work.
Lucky that she worked where there are lots of colleagues who were really supportive and said that it sounded like the peri-menopause. They suggested Anna had a chat with her GP who provided her medication.
Anna didn’t talk to her line manager about it at the time, because she felt that she should have been able to manage things. Anna didn’t want to be seen to be moaning or seen as weak. While she feels she should have been able to, Anna didn’t have that relationship with her line manager at that time.
What adjustments would have made a difference?
The single biggest thing that would have made a difference is some flexibility with start times. Her team had an 8.30am meeting before the clinic day starts and Anna liked be present at the meeting, not rushing in at 8.30am. If she’d had had a bad night with no sleep, that was incredibly difficult for her. Just to have known it was OK to text and say ‘had a bad night’ and get support from her manager to start a bit later, took away a lot of her stress and anxiety.
The other thing that was important was emotional support from peers and colleagues. Just someone to off-load to, have a chat and listen to.
Anna reflects that this needs a gentle approach because people might not be ready to accept the stage they are at, can be resistant to accepting that the symptoms are menopause. Her experience was that self-care is a big thing too – not just about medication.
Case Study 4 – adjustments for individual with Attention Deficit Hyperactivity Disorder
The employee was referred to Occupational Health as a Management referral due to performance and capability issues as a newly qualified Staff Nurse.
The employee had difficulty with focussing on tasks and appeared to be anxious. During the Occupational Health consultation the employee indicated that when they were university they had been diagnosed as having ADHD and had been supported with written work assignments and placements as a student. As this was their first qualified Nurse post they did not know if they needed any adjustments.
As a newly qualified Staff Nurse they had a Preceptor (mentor) who was already providing one to one support to become familiar with the ward and processes to be followed. The Staff Nurse identified that they were developing a good bond with their Preceptor, and would be happy for a workplace adjustments passport to be completed and shared with the Preceptor and the Senior Nursing team.
Issues identified by the Staff Nurse was that they found the ward environment busy and distracting and had difficulty remembering processes and anxious that they appeared to be not coping.
We discussed the Scottish ADHD coalition Guide to ADHD (www.scottishadhdcoalition.org) in the workplace and used this to identify specific issues and solutions that the Staff Nurse may find useful.
Adjustments suggested
Increased meetings with the mentor, initially daily to supervise work and plan the daily tasks.
To work with the Preceptor as buddy rather than ad hoc catch ups.
To use a quiet office to complete her written work, care planning and prepare check list for tasks/ processes.
There was already SOP (standard operating processes) but the Staff Nurse identified they were too much information on them and these caused them difficulty. They realised if they made bullet points they could follow processes easier.
During rounds/ meetings, use a note taking app on their works phone.
Once they became familiar with the ward routine they did not require as much feedback but continued to have meeting with the mentor so any difficulty was identified as soon as possible.
Measles is a highly infectious, rash illness that can lead to severe complications. Europe is currently seeing a resurgence of measles. Cases imported to Scotland, from the rest of the UK and elsewhere, could propagate local outbreaks within under-vaccinated communities.
Protection of healthcare workers (HCW) is especially important in the context of their ability to transmit measles or rubella infections to vulnerable groups. While they may need MMR vaccination for their own benefit (including protection against mumps), they should also be immune to measles and rubella for the protection of their patients.
It should be noted that staff exposed to measles who don’t have appropriate evidence of immunity should be excluded from 5 to 21 days after exposure.
Staff Immunity
Assessment of healthcare workers MMR status is undertaken by the occupational health service at pre-employment. Due to the recent resurgence of measles it is recommended that all healthcare settings review the measles status of their staff. This is particularly important in higher risk areas including Emergency Departments and those staff working with particularly vulnerable patients e.g., haematology, oncology, maternity, paediatric and adult infectious disease units.
Satisfactory evidence of protection would include documentation of having received two doses of MMR, or positive antibody tests for measles and rubella.
Managers/Supervisors – Please complete the attached form detailing any members of staff identified as requiring MMR or, are unsure regarding their immunity/immunisation status and forward confidentially to the occupational health service via email occupational.health@ggc.scot.nhs.uk
Alternatively, if a staff member would prefer to discuss this confidentially with Occupational Health please advise they contact us by email as above or call 0141 201 0600.
Occupational Health will then review the staff lists provided and arrange for an appointment if required. We will initially be prioritising the higher risk areas and areas where staff are working with vulnerable patients including;
Paediatrics
Neonatal
Maternity
Emergency Departments
Health visitors/family nurses; school nurses / additional needs schools nurses
Haematology / oncology
Infectious Diseases
Rheumatology
Renal
For the purposes of confirming satisfactory evidence the following will be applied.
All HCWs who have documented evidence of two doses of MMR or positive antibody tests for measles and rubella should be considered immune to measles and no further action is required.
HCW’s who do not have this evidence will be offered two doses of MMR.
Building a Better Workplace: Working together to ensure our workplace is free of racism.
We want all staff in NHSGGC to feels safe, respected, and valued. Our workplace should always be a place where differences are celebrated and where everyone has the chance to thrive, regardless of their background or identity.
If you believe you or one of your colleagues has been the victim of bullying or harassment, you can find out more information on our factsheet or access the new helpline by calling 0141 201 8545, Monday, Tuesday, Wednesday and Friday from 9am to 4pm and Thursday’s between 12.00pm to 4pm.
There is more information about how to contact HR for support and advice on HR Connect.
If you witness or experience racism, don’t stay silent. Use your voice to challenge it. Remember, bystander intervention can be incredibly powerful.
Talk openly and honestly about race and racism with your colleagues. Open dialogue is key to understanding and building empathy.
Utilize our dedicated channels: If you feel uncomfortable speaking up directly, you can use our confidential Bullying and Harassment Helpline or speak to one of our Bullying and Harassment Confidential Contacts
Get Involved:
Join the BME Staff Network: Connect with colleagues from similar backgrounds, share experiences, and support each other. You can join as a BME member of staff or as an ally.
Attend our Bystander Training: Learn how to effectively intervene in situations of racism and discrimination. See the links to sign up at the bottom of this page.
Become an Ally: Actively support and advocate for colleagues from diverse backgrounds.
Remember, every action, big or small, makes a difference. By speaking up, intervening, and getting involved, we can create a workplace where everyone feels respected and empowered.
Let’s build a Better Workplace, free from racism and discrimination. Together, we can make a positive change.
Active Bystander Training
‘Active Bystander’ is an innovative and award-winning training session which provides skills to challenge unacceptable behaviours, including those which may have become normalised over time. MS Teams sessions currently scheduled for 2024 can be booked via the following links:
Six Resources you can use to help make your workplace inclusive and welcoming.
Speak Up!
if you see have any concerns or issues at work, please Speak up! This could be about your working life, the quality of service we offer or the care provided to our patients. You can find out more about how to Speak Up on our dedicated webpage.
Frequently Asked Questions for staff, relating to the Scottish Covid Inquiry.
This is a statutory public inquiry set up under the Inquiries Act 2005 to establish the facts and learn the lessons of the strategic devolved response to the COVID-19 pandemic in Scotland.
2. What is the Inquiry looking into?
The remit sets out that the Inquiry is to investigate the strategic elements of the handling of the pandemic including its impact on the provision of health and social care, education, business and financial and welfare support.
The Terms of Reference of the Inquiry specify its remit and the issues it will be examining in more detail.
3. Who is conducting the Scottish Covid Inquiry?
Lord Brailsford, who is the Chair of the Inquiry, is responsible for the direction and manner of the Inquiry. He acts in an independent capacity. A Public Inquiry is inquisitorial in nature, not adversarial, so the Chair performs more of an examining role than a judge would in court proceedings.
4. What is a Public Inquiry?
A Public Inquiry is a formal, independent review relating to particular events which have caused or have potential to cause public concern, or where there is public concern that particular events may have occurred. The aim of a Public Inquiry is to help to restore public confidence in systems or services by investigating the facts through consideration of documentary and witness evidence, to determine what happened and help prevent recurrence.
5. What is the outcome of a Public Inquiry?
The outcome of a Public Inquiry is the production by the Chair, with input from the Inquiry Team, of a report which details key findings of fact and makes recommendations for the future. The Chair cannot make any findings of civil or criminal liability, nor can he award any compensation.
6. Is the Scottish Covid Inquiry directed at my actions?
It is the role of the Inquiry Team to gather evidence from varied sources, including witness evidence from individuals with knowledge of the relevant circumstances.
You may be asked to provide a witness statement to assist the Inquiry Team with its investigations (see Q.14 below). However, the findings and recommendations detailed in the Chair’s report will be directed towards the Scottish Ministers and not at particular individuals.
7. What is the format of the Scottish Covid Inquiry?
The Scottish COVID-19 Inquiry has adopted a thematic approach to its investigations and hearings, giving priority to evidence from people most impacted by the pandemic in Scotland. The three themes are: health and social care; education and young people; and finance, business and welfare. The evidence gathered at public hearings will inform the Inquiry’s ongoing work across its themes, the issues examined at future hearings, and its reports.
8. When are the Inquiry Hearings being held?
A preliminary hearing of the Scottish Covid Inquiry relating to health and social care was held on 28 August 2023. This was a short hearing where Lord Brailsford set out arrangements for the hearings commencing in October 2023. This was preceded by an epidemiology presentation on 26 July 2023 by Dr Ashley Croft.
The first diet of oral hearings concerning the Health and Social Care Impact began on 24 October 2023 and will continue until December 2023. Impact hearings will continue in February 2024. Statements are being made by Core Participants including charities, campaign groups and professional bodies.
The closest public transport stops for George Street include Waverley and Haymarket railway stations, Edinburgh Bus Station, and the Princes Street and West End tram stops. No car parking is available at the venue.
10. Are the hearings public?
Public inquiries are open to the public and the media. However, numbers of attendees are severely restricted at hearings currently. The Inquiry offers dedicated space for core participant group members, members of the public and media, where they will be able to watch a broadcast of proceedings. The premises are at Regus, 83 Princes Street, close to the hearings venue. Seats must be reserved in advance. Proceedings are being live-streamed on the Inquiry’s YouTube channel.
11. Can I catch up with the proceedings at a later date?
The hearings will be still be available to watch on the Inquiry’s YouTube channel after each hearing. Opening statements are being published on the Inquiry website shortly before each hearing and transcripts are published on the Inquiry website shortly after each hearing.
12. Will the Health Board or any staff mentioned in any statements or hearings have a chance to respond to any perceptions put forward by families, care home colleagues or others?
There will be an opportunity for the Scottish special and territorial boards to submit a closing statement following current hearings. Statements made so far have been at a very high level and making limited references to specific Health Boards.
13. Will I be approached by the Inquiry Team to provide a witness statement?
The Inquiry Team is carrying out investigations which include reviewing relevant documentation and interviewing individuals with knowledge and experience of the Covid pandemic. You may be asked by the Inquiry team to provide a witness statement relating to your professional involvement.
14. Do I have to provide a witness statement if requested to do so?
Yes. Lord Brailsford has powers under the Inquiries Act 2005 to compel a person to give evidence to the Inquiry. If you do not comply with a requirement by the Chair, you may be found to have committed a criminal offence.
15. As a former NHS employee, do I still have to cooperate with the Inquiry?
Yes. Lord Brailsford has powers under the Inquiries Act 2005 to compel any person to give evidence to the Inquiry. If you do not comply with a requirement by the Chair, you may be found to have committed a criminal offence.
16. What happens next?
If the Inquiry Team considers that if might be useful to speak to you in respect of your knowledge of these issues, you will be contacted by a named team member from the Inquiry Team’s Hearings and Witness Support Team to arrange a suitable time for an interview appointment. Your named team member will confirm the interview details in writing, provide the name of the person who will conduct the interview, the location (or whether it will be appropriate to take the statement remotely), and will also ensure that you understand what is involved in providing evidence, giving statements and attending hearings.
The Inquiry team will inform you in advance of the issues about which you will be asked, as well as providing you with copies of the documentation you may be asked about.
17. Who can I take with me to the witness interview?
You may have somebody present with you at the witness interview, such as a work colleague, friend, official from your Trade Union or Professional Organisation, or a solicitor from the NHS Central Legal Office’s (“CLO”) dedicated Scottish Covid Inquiry team (which is acting for the NHS Scotland territorial and special health boards in the Inquiry). It is recommended that whoever accompanies you is not themselves likely to be asked to provide a statement. The recommendation is that a solicitor from CLO attends with you to provide as full legal support as possible.
18. Can I obtain separate legal representation?
NHSGGC will support you as fully as possible throughout your involvement in the Scottish Covid Inquiry. However, if you would prefer to be accompanied by an independent solicitor, the Inquiries Act 2005 allows for the possibility of an award of funding for legal representation for witnesses; applications for funding for legal representation must be approved in advance. You should speak with the Inquiry’s witness support team about this.
19. What happens at the witness interview?
There are likely to be two members of the Inquiry team in attendance, who will take your statement, by asking you questions and referring you to documentation for your comment. Giving a witness statement may take some time. The statement takers will allow regular breaks, but you should feel free to ask for breaks whenever you want. If a meeting is likely to last a long time, the interview will be spread over more than one day. Consider making your own notes of the interview; this will help in remembering what was said when you receive the draft statement of your interview.
20. Do I get a chance to see, and make changes to, my statement before it is finalised?
Shortly after your interview, you will receive a draft copy of your witness statement. This must be read thoroughly and any changes, additions or deletions can be made at this stage. You should sign the statement once you are satisfied that it accurately reflects your evidence. You may be asked to provide electronic verification in place of a signature, if the process is taking place remotely. Once the statement is signed, it then becomes your evidence to the Inquiry. If you subsequently wish to say something more, you can make a further statement.
21. Will my witness statement be public and will it attract media interest?
Evidence for hearings is currently published on the Inquiry website several days prior to hearings, so the media will have access to materials before and during each stage of the Inquiry hearings. This could lead to witnesses being quoted in media reports prior to appearing at the Inquiry.
22. Will I be called as a witness at the Inquiry?
Any member of staff who has been interviewed and provided a statement to the Inquiry Team may then be called as a witness at the Inquiry. However, in many cases, a witness’ statement will be sufficient and they will not also be required to give evidence at a hearing.
23. What should I do to prepare before giving evidence to the Inquiry?
If you are called to give evidence, it is important that you prepare for this by:
Reviewing all personal notes and files, as well as the documentation provided to you by the Inquiry Team in advance of giving your witness statement.
Familiarising yourself with the hearing surroundings by viewing the information about the venue on the Inquiry website.
Being prepared for possible media interest in the lead up to the hearing.
Being aware that you may have to wait at the hearing venue before you are called as a witness.
24. What should I expect when giving evidence to the Inquiry?
When called to give evidence, you must take an oath, or affirm, declaring that you will tell the truth at all times. You are then likely to be questioned on who you are, your qualifications and experience, and your place of work before going on to matters relating to health and social care within the Covid pandemic.
25. What are the key tips to remember when giving evidence?
Listen carefully to the questions you are asked and take time to consider your response. Do not feel pressured to give a “yes” or “no” response and be ready to explain your view. If you can’t remember the date of an event or don’t know the answer to a question, say so – don’t try to guess and do not speculate. If a question has multiple parts, break down your answer. If you are unsure of the question, ask for it to be repeated. Be calm, courteous and honest. Remain objective, and do not get personal. Speak clearly and concisely, and be ready to confirm your evidence from notes taken at the time, or by reference to your witness statement. If your role is a central one, be prepared for a possible lengthy session in the witness box which may last several hours.
Do:
Prepare in advance
Be fully familiar with the issues under investigation at the session
Give detailed and relevant answers
Say if you cannot remember
Be alert and astute to the atmosphere in the venue
Direct your answers to the Chair, even though counsel to the Inquiry is asking the questions: the Chair is the decision maker
Be clear in what you say and speak loudly enough for the Chair and Counsel to the Inquiry to hear you
Be ready and willing to expand and explain your answers if requested
Be ready and willing to see the argument in opposing views but be firm and clear about your own evidence
Be prepared for delays
Be aware that this is a formal proceeding and dress appropriately
Try to remain calm
Try to avoid appearing defensive
Stick to the facts – don’t make assumptions about what other people did or did not do
Try to avoid jargon, medical or hospital language that others may not understand
Try not to:
React emotionally
Be arrogant, impatient, aggressive, rude, argumentative or appear patronising
26. What happens if I am approached by a journalist?
Given the restricted number of attendees at the Inquiry premises, it is unlikely that the media will approach witnesses to the Inquiry. Should you be approached by a journalist, however, there is no obligation for you to make comment. The media may also take photographs of witnesses arriving at or departing from the Inquiry.
The NHSGGC Communications team is on hand to advise and support you if you are in any doubt about what to do if contacted by the press. They can be contacted by telephone, 0141 201 4429, or email,press.office@ggc.scot.nhs.uk 24 hours a day
27. Is there anyone at NHSGGC I can talk to about my participation in the Inquiry?
Yes. NHSGGC is fully committed to providing support to all staff who may be involved in the Scottish Covid Inquiry. NHSGGC Legal Office operates a “Witness Service” that offers support and guidance to all witnesses asked to give evidence at a hearing. The service they can provide which would be helpful to any NHS staff member if required is:
Practical help
Information on Inquiry procedures
Guidance regarding further support
A listening ear for anxieties/concerns
If you would like support from this service generally, or if you are invited to give a statement / evidence, please contact Rachel McGowan, 07583 121674 or rachel.mcgowan@ggc.scot.nhs.uk
Additionally, the NHS Central Legal Office (“CLO”) is acting for the territorial and special Scottish health boards in the Inquiry.
Of course, you may also seek support and advice from your Trade Union or Professional Organisation.
28. Am I obliged to provide a precognition to the CLO if requested to do so?
A precognition is an informal statement, used for internal purposes only, and not for wider disclosure, and is covered by legal privilege. The CLO might suggest that they take a precognition from you as part of its fact-finding phase. While you are not obliged to provide such a statement to the CLO, we would strongly advise you to do so: this process assists with building your own picture of the events to which you can speak; and if called by the Inquiry to give evidence, you must do so, so having taken the preparatory step of assimilating your recollection of matters in advance of that more formal process is hugely beneficial.
29. Will what I say to a CLO solicitor be in the public domain?
No. Any conversation you may have with a member of the CLO team is confidential and is covered by legal professional privilege, whereby written or oral confidential communications between a lawyer and a client are protected for the purpose of giving or receiving legal advice.
30. Is there anyone on the Inquiry Team I can speak to for support?
Yes. The Inquiry has set up a Hearings and Witness Support Team which is available to anyone who is a witness to the Inquiry; i.e. anyone who is either giving a witness statement, or giving evidence at an Inquiry hearing. They can provide information about what the Inquiry does and how they do it.
31. If asked to provide certain documentation relating to the issues set out in the Terms of Reference by a solicitor from the CLO, should I do so?
Yes. The CLO is supporting NHSGGC in the information-gathering stage of Inquiry preparations. Part of that exercise comprises a review of documentation and an assessment of its relevance to the Inquiry’s Terms of Reference and to the specific Requests for Information which the Inquiry Team has made. The provision of any documentation to the CLO does not mean that there will be automatic onward provision of this documentation to the Inquiry Team.
Subject to certain exceptions, should any material be considered to be relevant to these Requests, there is a legal obligation for this to be provided by NHSGGC, or the CLO on its behalf, to the Inquiry Team.
32. What if the material is sensitive, contains personal data or is legally privileged?
There are protocols in place to deal with the provision of sensitive or legally privileged material, including an application by the CLO to the Inquiry Team for an order for redaction (obscuring parts of text) or restriction of the publication of the material.
33. I have heard that there is also a Police investigation, is that correct?
There is an ongoing investigation by the Crown Office and Procurator Fiscal Service, supported by Police Scotland, into the Covid-related deaths of care home residents and those who may have contracted Covid in the course of their employment, between May 2020 and December 2022.
34. Will I be interviewed as part of the Police Investigation?
If you have knowledge of matters relevant to the Police investigation, you may be asked to attend for interview to provide a statement.
35. Do I have to attend for interview and provide a statement to the Police if asked?
No. Attending an interview and providing a statement to the Police is voluntary. However, NHSGGC wishes to cooperate fully with the Police investigation and would therefore ask that you consider this when deciding whether to agree to a request for an interview.
36. What should I do if I am contacted by Police Scotland requesting an interview?
Please see Q.27 above.
37. Who can I take with me to a Police interview?
Please see Q.17 above.
38. Can I obtain separate legal representation?
NHSGGC will support you as fully as possible and should you wish NHSGGC will make a solicitor from the CLO available to speak with you beforehand in order to answer any questions you may have, and to attend with you to the interview. However, if you would prefer to be accompanied by an independent solicitor, please contact your Trade Union or Professional Organisation.
39. Do I need to prepare for a Police interview?
Police Scotland will not necessarily provide details on what they intend to cover at the interview in advance. If so, preparation will not be possible. However you may be advised in advance of e.g. the name of the individual whose death they are investigating. It is recommended that you do not bring any documentation or notes with you to the interview as the Police Officers can take possession of these – see also Q.41 below.
40. What happens at a Police interview?
Similar to Q.20 above, there will be two Police Officers in attendance. One of the Officers will hand write the statement during the interview. Although you will be responding to questions, the statement will be written as a first person narrative. This interview process therefore may take some time. You should feel free to ask for breaks whenever you want.
41. What are the key tips to remember when being interviewed by the Police?
These are similar to Q.25 above.
Listen carefully to the questions you are asked and take time to consider your response.
If you do not understand the question or are unsure about what you are being asked, then ask for clarification.
Do not feel pressured to give a “yes” or “no” response where that would not be correct, but instead provide a full response explaining the position.
If you don’t remember or don’t know the answer to a question, just say so – don’t try to guess and do not speculate.
If a question has multiple parts, break down the question and your answer.
If you feel someone else would be better placed to answer a particular question, feel free to say so, as part of the purpose of the questions is to find out who is best to answer them.
If you need to see a particular document in order to answer a question, ask for this document and if the Police have it available they will show it to you. If the document is not available, the Police Officer will request a copy from NHSGGC.
Be calm, courteous and honest. Speak slowly, clearly and concisely, as that will make it easier for the Police Officer who is writing down your responses.
42. If requested, should I provide documents to the Police?
If the Police ask you to provide any copies of documents including clinical notes, technical information or organisational information please advise the Police that all information is available through contacting the Public Inquiries PMO via ggc.covidpipmo@ggc.scot.nhs.uk.
43. Do I get a chance to see, and make changes to, my Police statement before it is finalised?
Yes. At the conclusion of the interview, or at multiple points during the interview if it is a long interview, you will be asked to read through the statement that has been written by the Police Officer to check that it is accurate. You must read the statement carefully and make any corrections, changes, additions or deletions that you wish. Once this has been completed you will be asked to sign every page of the statement as well as sign at the end to confirm that the statement is a true and accurate record.
44. Will my Police statement be made public?
No. Your Police statement is confidential.
Frequently Asked Questions for staff, relating to the UK Covid-19 Inquiry.
This is a statutory public inquiry set up under the Inquiries Act 2005 to examine the UK’s response to and impact of the Covid-19 pandemic, and learn lessons for the future.
2. What is the Inquiry looking into?
The remit sets out that the Inquiry is to examine, consider and report on preparations and the response to the pandemic in England, Wales, Scotland and Northern Ireland, up to and including the Inquiry’s formal setting-up date, 28 June 2022.
The Terms of Reference of the Inquiry specify its remit and the issues it will be examining in more detail.
3. Who is conducting the UK Covid-19 Inquiry?
Baroness Hallett, who is the Chair of the Inquiry, is responsible for the direction and manner of the Inquiry. She acts in an independent capacity. A Public Inquiry is inquisitorial in nature, not adversarial, so the Chair performs more of an examining role than a judge would in court proceedings.
4. What is a Public Inquiry?
A Public Inquiry is a formal, independent review relating to particular events which have caused or have potential to cause public concern, or where there is public concern that particular events may have occurred. The aim of a Public Inquiry is to help to restore public confidence in systems or services by investigating the facts through consideration of documentary and witness evidence, to determine what happened and help prevent recurrence.
5. What is the outcome of a Public Inquiry?
The outcome of a Public Inquiry is the production by the Chair, with input from the Inquiry Team, of a report which details key findings of fact and makes recommendations for the future. The Chair cannot make any findings of civil or criminal liability, nor can she award any compensation.
6. Is the UK Covid-19 Inquiry directed at my actions?
It is the role of the Inquiry Team to gather evidence from varied sources, including witness evidence from individuals with knowledge of the relevant circumstances.
You may be asked to provide a witness statement to assist the Inquiry Team with its investigations (see Q.14 below). However, the findings and recommendations detailed in the Chair’s report will be directed towards the UK and devolved governments and not at particular individuals.
7. What is the format of the UK Covid-19 Inquiry?
The Chair has decided to divide the investigations into modules, each with a preliminary hearing and full hearing. Active modules are currently:
Resilience and preparedness (1);
Core UK decision-making and political governance (2);
Impact of Covid-19 pandemic on healthcare systems in the 4 nations of the UK (3);
Vaccines and therapeutics (4);
Procurement (5).
Future modules will be announced in due course. For each module evidence including witness statements is requested from Core Participants and heard within the full hearings along with further oral evidence if required.
8. When are the Inquiry Hearings being held?
Module 1 public hearing began 13 June 2023 and concluded after 23 days, with a preliminary hearing 4 October 2022. Module 2 had 3 preliminary hearings over 2022 and 2023 and public hearings began 3 October 2023, continuing over 2023.
Module 2 in addition has Modules 2A, 2B and 2C examining the role of the devolved administrations. Module 2A concerns Scotland and has had 3 preliminary hearings over 2022 and 2023 with public hearings scheduled for January 2024. 2 preliminary hearings for Module 3 have also been held.
Public inquiries are open to the public and the media. Seats should be reserved in advance with a few available on the day. Proceedings are being live-streamed on the Inquiry’s YouTube channel.
11. Can I catch up with the proceedings at a later date?
The hearings will continue to be available to watch on the Inquiry’s YouTube
channel after the hearing. Transcripts of the hearings will also be published daily, unless any contrary order or restriction notice is in place.
12. What did the initial hearing cover?
Module 1 examined preparedness and planning with submissions from
government, public health, professional and campaigning organisations.
Module 2 is currently examining UK government decision making including the perspectives of government members, campaigners and experts.
13. Will I be approached by the Inquiry Team to provide a witness statement?
At present statements have only been supplied from organisations and scrutiny of healthcare has not yet begun.
14. Do I have to provide a witness statement if requested to do so?
Yes. Lady Hallett has powers under the Inquiries Act 2005 to compel a person to give evidence to the Inquiry. If you do not comply with a requirement by the Chair, you may be found to have committed a criminal offence.
As yet no statements have been taken from NHS Scotland staff.
15. As a former NHS employee, do I still have to cooperate with the Inquiry?
Yes. Lady Hallett has powers under the Inquiries Act 2005 to compel any person to give evidence to the Inquiry. If you do not comply with a requirement by the Chair, you may be found to have committed a criminal offence.
As yet no statements have been taken from NHS Scotland staff.
16. What happens next?
Scrutiny of healthcare processes has not yet begun, and no witness statements have been requested from NHS Scotland staff. The following points are therefore based on experiences from other public inquiries.
17. Who can I take with me to a witness interview?
You may have somebody present with you at a witness interview, such as a work colleague, friend, official from your Trade Union or Professional Organisation, or a solicitor from the NHS Central Legal Office’s (“CLO”) dedicated Covid-19 Inquiries team (which is acting for the Scottish territorial and special health boards in the Inquiry). It is recommended that whoever accompanies you is not themselves likely to be asked to provide a statement. The recommendation is that a solicitor from CLO attends with you to provide as full legal support as possible.
18. Can I obtain separate legal representation?
NHSGGC will support you as fully as possible throughout your involvement in the UK Covid-19 Inquiry. However, if you would prefer to be accompanied by an independent solicitor, the Inquiries Act 2005 allows for the possibility of an award of funding for legal representation for witnesses; applications for funding for legal representation must be approved in advance. You should speak with the Inquiry’s witness support team about this.
19. What happens at the witness interview?
There are likely to be two members of the Inquiry team in attendance, who will take your statement, by asking you questions and referring you to documentation for your comment. Giving a witness statement may take some time. The statement takers will allow regular breaks, but you should feel free to ask for breaks whenever you want. If a meeting is likely to last a long time, the interview will be spread over more than one day. Consider making your own notes of the interview; this will help in remembering what was said when you receive the draft statement of your interview.
20. Do I get a chance to see, and make changes to, my statement before it is finalised?
Shortly after your interview, you will receive a draft copy of your witness statement. This must be read thoroughly and any changes, additions or deletions can be made at this stage. You should sign the statement once you are satisfied that it accurately reflects your evidence. You may be asked to provide electronic verification in place of a signature, if the process is taking place remotely. Once the statement is signed, it then becomes your evidence to the Inquiry. If you subsequently wish to say something more, you can make a further statement.
21. Will my witness statement be public and will it attract media interest?
Evidence for hearings is currently published on the Inquiry website several days prior to hearings, so the media will have access to materials before and during each stage of the Inquiry hearings. This could lead to witnesses being quoted in media reports prior to appearing at the Inquiry.
22. Will I be called as a witness at the Inquiry?
Any member of staff who has been interviewed and provided a statement to the Inquiry Team may then be called as a witness at the Inquiry. However, in many cases, a witness’ statement will be sufficient and they will not also be required to give evidence at a hearing.
23. What should I do to prepare before giving evidence to the Inquiry?
If you are called to give evidence, it is important that you prepare for this by:
Reviewing all personal notes and files, as well as the documentation provided to you by the Inquiry Team in advance of giving your witness statement.
Familiarising yourself with the hearing surroundings by viewing information about the venue on the Inquiry website (if required to attend in person).
Being prepared for possible media interest in the lead up to the hearing.
Being aware that you may have to wait at the hearing venue before you are called as a witness.
24. What should I expect when giving evidence to the Inquiry?
When called to give evidence, you must take an oath, or affirm, declaring that you will tell the truth at all times.
You are then likely to be questioned on who you are, your qualifications and experience, and your place of work before going on to the circumstances surrounding the issues under scrutiny at the hearing.
25. What are the key tips to remember when giving evidence?
Listen carefully to the questions you are asked and take time to consider your response. Do not feel pressured to give a “yes” or “no” response and be ready to explain your view. If you can’t remember the date of an event or don’t know the answer to a question, say so – don’t try to guess and do not speculate. If a question has multiple parts, break down your answer. If you are unsure of the question, ask for it to be repeated. Be calm, courteous and honest. Remain objective, and do not get personal. Speak clearly and concisely, and be ready to confirm your evidence from notes taken at the time, or by reference to your witness statement. If your role is a central one, be prepared for a possible lengthy session in the witness box which may last several hours.
Do:
Be fully familiar with the issues in the topic under discussion
Give detailed and relevant answers
Say if you cannot remember
Be alert and astute to the atmosphere in the venue
Direct your answers to the Chair, even though counsel to the Inquiry is asking the questions: the Chair is the decision maker
Be clear in what you say and speak loudly enough for the Chair and Counsel to the Inquiry to hear you
Be ready and willing to expand and explain your answers if requested
Be ready and willing to see the argument in opposing views but be firm and clear about your own evidence
Be prepared for delays
Be aware that this is a formal proceeding and dress appropriately
Try to remain calm
Try to avoid appearing defensive
Stick to the facts – don’t make assumptions about what other people did or did not do
Try to avoid jargon, medical or hospital language that others may not understand
Try not to:
React emotionally
Be arrogant, impatient, aggressive, rude, argumentative or appear patronising
26. What happens if I am approached by a journalist?
Should you be approached by a journalist there is no obligation for you to make comment. The media may also take photographs of witnesses arriving at or departing from the Inquiry.
The NHSGGC Communications team is on hand to advise and support you if you are in any doubt about what to do if contacted by the press. They can be contacted by telephone, 0141 201 4429, or email, pressoffice@ggc.scot.nhs.uk, 24/7.
27. Is there anyone at NHSGGC I can talk to about my participation in the Inquiry?
Yes. NHSGGC is fully committed to providing support to all staff who may be involved in the UK Covid-19 Inquiry. NHSGGC Legal Office operates a “Witness Service” that offers support and guidance to all witnesses asked to give evidence at a hearing. The service they can provide which would be helpful to any NHS staff member if required is:
Practical help
Information on Inquiry procedures
Guidance regarding further support
A listening ear for anxieties/concerns
If you would like support from this service generally, or if you are invited to give a statement / evidence, please contact Rachel McGowan, 07583 121674 or rachel.mcgowan@ggc.scot.nhs.uk
Additionally, the NHS Central Legal Office (“CLO”) is acting for the Scottish territorial and special health boards in the Inquiry. The CLO has a dedicated Covid-19 Inquiries team which is working alongside the Witness Service and can provide you with as full legal support as required, including accompanying you, if requested, to any witness interview meeting.
Of course, you may also seek support and advice from your Trade Union or Professional Organisation.
28. Am I obliged to provide a precognition to the CLO if requested to do so?
A precognition is an informal statement, used for internal purposes only, and not for wider disclosure, and is covered by legal privilege. The CLO might suggest that they take a precognition from you as part of its fact-finding phase. While you are not obliged to provide such a statement to the CLO, we would strongly advise you to do so: this process assists with building your own picture of the events to which you can speak; and if called by the Inquiry to give evidence, you must do so, so having taken the preparatory step of assimilating your recollection of matters in advance of that more formal process is hugely beneficial.
29. Will what I say to a CLO solicitor be in the public domain?
No. Any conversation you may have with a member of the CLO team is confidential and is covered by legal professional privilege, whereby written or oral confidential communications between a lawyer and a client are protected for the purpose of giving or receiving legal advice.
30. Is there anyone on the Inquiry Team I can speak to for support?
As yet no statements have been taken from NHS Scotland staff.
31. What if the material is sensitive, contains personal data or is legally privileged?
There are protocols in place to deal with the provision of sensitive or legally privileged material, including an application by the CLO to the Inquiry Team for an order for redaction (obscuring parts of text) or restriction of the publication of the material.
32. If asked to provide certain documentation relating to the issues set out in the Terms of Reference by a solicitor from the CLO, should I do so?
Yes. The CLO is supporting NHSGGC in the information-gathering stage of Inquiry preparations. Part of that exercise comprises a review of documentation and an assessment of its relevance to the Inquiry’s Terms of Reference and to the specific Requests for Information which the Inquiry Team has made. The provision of any documentation to the CLO does not mean that there will be automatic onward provision of this documentation to the Inquiry Team.
Subject to certain exceptions, should any material be considered to be relevant to these Requests, there is a legal obligation for this to be provided by NHSGGC, or the CLO on its behalf, to the Inquiry Team.
33. I have heard that there is also a Police investigation, is that correct?
There is an ongoing investigation by the Crown Office and Procurator Fiscal Service, supported by Police Scotland, into certain deaths associated with Covid-19. Please see the Scottish Covid Inquiry FAQs document for more about this.
Why It’s Important
Staff engagement is a critical factor that can significantly improve the success and impact of your team. This webpage provides essential information on why staff engagement is important and some practical resources for managers to draw on to make this real in your team.
Benefits of Staff Engagement
Engaged employees tend to be more motivated and committed to their work. When employees are engaged, they are more likely to put in discretionary effort, go above and beyond their job responsibilities, and find innovative solutions to challenges. This increased productivity can lead to better overall performance and improved bottom-line results for your organisation.
Staff engagement plays a vital role in reducing turnover rates. Engaged employees feel a stronger sense of loyalty and connection to the organisation. They are more likely to stay with the company for the long term, reducing recruitment and training costs associated with high turnover. Additionally, a stable workforce leads to greater continuity, knowledge retention, and a stronger team dynamic.
Improve Organisational Culture: Staff engagement contributes to a positive organisational culture. When employees feel valued, respected, and involved, it creates a supportive work environment where collaboration, trust, and open communication thrive. This positive culture promotes teamwork, employee satisfaction, and a sense of belonging, leading to higher morale and overall well-being within the workplace.
Enhance the Patient Experience: Engaged employees have a direct impact on the experience of our patients, customers and others we provide services to. When employees are enthusiastic about their work and genuinely care about the success of the organisation, it reflects in their interactions with patients and other end users. Engaged staff members are more likely to deliver exceptional service and build stronger relationships. On that basis, good staff engagement is a great way to bring the NHSGGC values to life with your team.
Foster Innovation: A culture of staff engagement fosters creativity and innovation. Engaged employees feel empowered to share their ideas, provide feedback, and contribute to problem-solving. By encouraging and valuing employee input, managers can tap into a diverse range of perspectives and harness the collective intelligence of the team. This collaborative environment nurtures innovation and continuous improvement.
Staff engagement is a crucial element for any successful organisation. By prioritising staff engagement, managers can unlock numerous benefits such as increased productivity, improved retention rates, a positive organisational culture, enhanced customer satisfaction, and a fostered environment for innovation. Remember, engaged employees are more likely to go the extra mile and contribute to the overall success and growth of the company.
Current Staff Engagement Resources and Frameworks
Understanding what is in place currently, and what you, as managers, already do to engage your team, is the first step. The information below showcases a few examples of the tools already available to you:
Below, we’ve outlined further resources, guidance and practical support, which will help you to create a more engaged, motivated, and person-centred team that will ultimately drive forward a positive staff experience.
Further Resources
For further resources on staff engagement, we recommend exploring the following links: –
Internal Resources
Managers’ Guide
Click here to view our “Equality Law: A Manager’s Guide to Getting it Right” document.
Personal Development Planning and Review
Click here to view information relating to Personal Development Planning and Review.
iMatter: Staff Experience Success Stories
Click here to view the Staff Experience Success Stories page which provide examples of how action planning discussions can influence improvement going forward.
How to Run Engaging Improvement Sessions
Click here to view our iMatter page, where you can access information for action planning as a team and as a line manager.
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External guidance/information
Jos de Jong: The power of staff engagement
In this talk, Jos de Jong shares his insights on how to create engagement with staff. He talks about the importance of creating a sense of purpose, providing opportunities for growth, and building trust.
Dan Ariely: What makes us feel good about our work?
In this talk, Dan Ariely argues that people thrive more from a sense of purpose and progress than from happiness. He shares insights on how leaders can create an environment where workers care about what they do and feel cared about in return. Click the link below to view the talk.
The Board Code of Conduct Policy sets out standards of business conduct including ensuring the interests of patients remains paramount at all times, that all staff are impartial and honest in the conduct of their business and that public funds are used to the best advantage of the service. The Fraud policy is also contained within this document.
The Whistleblowing Policy is also contained within this document and can be accessed by staff to raise a qualifying disclosure under the Public Interest Disclosure Act 1998. This Policy is available to all staff, including full-time, part-time, temporary, as well as agency and bank workers and ex-staff of NHS Greater Glasgow & Clyde.
All staff have a responsibility to protect patients from risk of harm posed by another colleague’s conduct, performance or health by taking immediate steps to ensure their concerns are dealt with or raised for appropriate investigation. The Board promotes a culture in which staff can raise concerns openly and safely.
Top Tips on the policy….
1. If a member of staff has a concern about patient safety, malpractice, misconduct, wrongdoing or serious risk at work, they are encouraged to raise these with their Line Manager in the first instance. This may be done verbally or in writing.
If a member of staff feels unable to raise the matter with their Line Manager or does not think that this would effectively address the concern, or where this action has been tried but has not led to action that addresses the action or addresses it within a reasonable period of time for whatever reason, they should then raise the matter with a designated list of Senior Managers who have been trained to deal with any issues from staff raised under the Whistleblowing arrangements. These Directors are named within the policy.
If Steps One and Two have been followed and the member of staff still has concerns, or if they feel that the matter is so serious that they cannot discuss it with any of the above, they should contact the nominated Non Executive Member (or deputy) of the NHS Board – Contact Details via – john.hamilton@ggc.scot.nhs.uk Tel No. 0141 201 4633.
4. A National Alert Line has been established to provide an additional level of support to staff who wish to raise a concern about practices within NHS Scotland. Public Concern At Work will receive staff’s calls and will offer free, confidential advice on how best to take forward any concerns. Contact Public Concern At Work on Freephone – 0800 008 6112.
The NHS Scotland Workforce Bullying and Harassment Policy provides a process to ensure that concerns about standards of conduct, inappropriate behaviour or wilful misconduct are managed in a fair, consistent and timely manner.
The purpose of this policy is to support dignity and respect at work and to help foster a positive and dignified workplace culture. The policy describes the courses of action open to members of staff who experience unacceptable or inappropriate behaviour but also how, as an organisation we aim to minimise the incidents of such behaviour occurring in the first place.
Mediation can enable you to improve your working relationship with colleagues and help both parties find the best way forward.
Mediation can be used at any stage of conflict as long as any formal proceedings have been put on hold. Typically it is more effective the earlier on that it is used. However, there may also be situations in which formal proceedings have already taken place where mediation can be invaluable as a way to repair working relationships.
Bullying and Harassment FAQs
What does the Bullying and Harassment policy mean for me?
Everyone has a role to play to ensure we have workplaces where we treat each other with dignity and respect. You should use the launch of this new policy to speak with your colleagues and line manager about the way you work together; to discuss whether people are clear about what is acceptable or not acceptable, including the way you speak to each other, and how you deal with issues. If you have encountered disrespectful behaviour from a colleague, use the new policy to have the confidence to speak up and give feedback.
What resources are available for me to develop confidence and skills to have a difficult conversation or give feedback?
You can build this into your PDP discussion with your Line Manager and get support for this. There are resources available on Staffnet, FTFT online under ‘Our culture’, in particular Hints and Tips for Giving Feedback. You could discuss with a Learning & Education Advisor or an Organisational Development Advisor to see what development options may be available to you. You can also contact the free and confidential Employee Counselling Service if you need advice about tackling a difficult issue that you are experiencing.
What is disrespectful behaviour?
Disrespectful behaviour is defined as “Rude or discourteous behaviour that causes the receiver to feel belittled or insulted or to have their reputation damaged. If left unchecked it creates an uncomfortable or even hostile work environment and could develop into bullying and harassment. Examples include use of demeaning or offensive language, shouting, openly disregarding other’s views, frequent interrupting, being deceptive or manipulative, gossiping behind another’s back (including online), being disruptive or not making a full contribution in the workplace to the detriment of colleagues”.
How is disrespectful behaviour different from bullying and harassment?
Disrespectful behaviour refers to rude or discourteous behaviour that occurs more randomly where the target is not specifically sought out to be the focus of repeated behaviour. Disrespectful behaviour can even be unintentional, hence the reason that it’s better handled one to one between yourselves or locally by your Line Manager.
Bullying is deliberate and repeated targeting of an individual over a period of time.
Harassment is defined legally as unwanted conduct related to a protected characteristic, for example a persons sex, race or sexual orientation, and may either be persistent or an isolated incident.
Allegations of bullying or harassment should be taken directly to your Line Manager (if the issue involves your Line Manager then their Manager should be approached). Such allegations are viewed extremely seriously and will be thoroughly investigated, potentially leading to disciplinary action against the individual(s) involved.
How do I know that there won’t be repercussions from raising concerns about disrespectful behaviour?
If you have taken the step to discuss the issue one to one with the colleague and the situation remains unsatisfactory or becomes worse, then you must discuss the issue with your Line Manager (or the next-in-line manager if the issue involves your immediate Line Manager). The Bullying and Harassment policy formalises a manager’s obligation to listen, discuss and explore the nature of such an issue with you and the need to take steps to resolve it.
If you experience any negative repercussions for raising the issue, this may be deemed to be victimisation. This is defined as detriment suffered by a member of staff as a result of issues or allegations they have raised in good faith, or because they have participated in an associated process, for example as a witness. This is viewed extremely seriously, leading to disciplinary action against the individual if there is evidence of this.
What is Mediation and how might it help if I seem to be having an unfixable issue with a colleague.
Mediation is where an impartial third party, the mediator, helps two or more people in dispute to attempt to reach an agreement. Any agreement comes from those in dispute, not from the mediator. The mediator is not there to judge, to say one person is right and the other wrong, or to tell those involved in the mediation what they should do. The mediator is in charge of the process of seeking to resolve the problem but not in charge of the outcome. In this regard Mediation can be an extremely helpful process, but it is not the first resort. You should always try to first resolve difficulties with a colleague on a one to one basis or by allowing your manager to attempt resolution. If this fails then your Line Manager can arrange for mediation via your local HR Advisor.
Hate Crime
NHSGGC has a comprehensive workforce policy framework designed to protect against bullying and harassment and uphold dignity and respect and the Hate Crime Protocol and Guidance offers support for people who perceive they have been victims or have witnessed a Hate Incident. These tools need to be used and observed incident must be reported to a manager and a Datix report completed.
There’s no room for complacency. If you see it or hear it, please report it, and help make NHSGGC a better place to work for everyone.
Conduct
Policy and Supporting Documentation
The NHS Scotland Workforce Conduct Policy provides a process to ensure that concerns about standards of conduct, inappropriate behaviour or wilful misconduct are managed in a fair, consistent and timely manner. This applies to employees and workers, including back, agency and sessional workers. It does not apply when reviewing the professional conduct or competence of medical or dental staff.
For all conduct cases please use the above link to access the policy and extensive supporting documentation including the Workforce Investigation Process.
The NHS Scotland Workforce Grievance Policy provides a process to ensure that concerns about standards of conduct, inappropriate behaviour or wilful misconduct are managed in a fair, consistent and timely manner.
For all grievance cases please use the above link to access the policy and extensive supporting documentation including the Workforce Investigation Process.
The Human Resources Support and Advice Unit (HRSAU) provides a ‘one team’ approach to provide support for managers and employees across NHS Greater Glasgow and Clyde. This helps focus resources to where they are needed most. Using a tiered approach to dealing with Human Resources enquiries and issues allows us to provide a tailored service, whether these are routine or more complex. To help us deliver this type of service we have made significant improvements to the IT support available both to you and to our own staff.
Further information regarding HR Support and Advice Unit can be found within our Service Directory.
HR Connect
HR Connect has been designed to allow managers and employees to get the information, guidance, or documentation they need on a self-service basis immediately and on a 24/7 basis. HR Connect is a ‘cloud based’ website and can be accessed out-with NHS Greater Glasgow and Clyde.
A “One Stop Shop” to provide immediate 24/7 access, advice and guidance for NHS Greater Glasgow and Clyde managers and employees.
Access information quickly and easily by clicking on the section that you need assistance with, i.e. all Human Resources & Organisational Development Policies, procedures, templates and forms.
If you have a question relating to policy, terms and conditions or anything else HR related please select ‘HR Enquiry’.
If you are a manager of NHSGGC staff and would like to request HR support for casework, in accordance with a HR policy and procedure, then please select ‘Request for HR Support’. A Manager Support Information pack has been created which details what would be supported by HR and our internal processes.
Please ensure that you add the link to your Favourites for easy access.
User videos have also been created in order to provide a clear demonstration of how to log an enquiry or request for HR support (case management). The videos can made full screen by clicking on the ‘Fullscreen’ arrows at the bottom right of the video.
If your enquiry is urgent or you would prefer to talk to one of the HR Assistants please contact us by telephone 0141 278 2700 option 2. The team are available at the following times:
Monday – 9.00am until 4.00pm
Tuesday – 9.00am until 4.00pm
Wednesday – 9.00am until 4.00pm
Thursday – 12.00pm until 4.00pm
Friday – 9.00am until 4.00pm
Human Resources Support and Advice Unit (HRSAU) launched a telephone line to provide additional help to any staff member wishing to raise concerns about Bullying or Harassment. This helpline will ensure that, as well as staff receiving advice on the HR policy and processes, there will also be dedicated support provided and sign-posting to other support services that staff can be directed to during what can be a difficult time. The Bullying and Harassment factsheet can be found here. You can access the new helpline by calling 0141 201 8545, Monday, Tuesday, Wednesday and Friday from 9am to 4pm and Thursday’s between 12.00pm to 4pm.
For any assistance with salary or tax enquiries or access to the e-Payroll system, please contact the Payroll Department directly. Staff members can locate their designated Payroll Officer’s contact details on their payslips. Alternatively, the Payroll Team can be contacted on 0141 278 2903 or Payroll.Supportteam@ggc.scot.nhs.uk, quoting your payroll number or National Insurance number.
Where to Find Us?
HR Support and Advice Unit Department of Human Resources & Organisational Development 2nd Floor, West Glasgow ACH Dalnair Street, Yorkhill, Glasgow, G3 8SJ
NHS Scotland Workforce Policies are single, standardised policies to be used consistently and seamlessly across the NHS in Scotland.
Each workforce policy comes with extensive support to ensure the consistent application of the policies across all of NHS Scotland. These supporting documents form part of the standard for workforce policies that apply to all NHS Scotland employees.
The Once for Scotland Workforce policies are person-centred and will be applied using the NHS Scotland values:
care and compassion
dignity and respect
openness, honesty and responsibility
quality and teamwork.
Phase 1 – Workforce Policies Programme
The seven policies below form phase 1 of the Workforce Policies Programme and apply to all NHS employees in Scotland. Further policies will become available in later phases. Areas not addressed by these policies, will continue to be covered by the current workforce policies within NHSGGC.
Attendance
Bullying and Harassment
Capability
Conduct
Grievance
Whistleblowing
Workforce Policies Investigation Process
Phase 2 – Workforce Policies Programme – live from 1st November 2023
On 29th June 2023, The Scottish Workforce and Staff Governance Committee (SWAG) formally approved the 11 policies refreshed under Supporting Work Life Balance. This comprises the following workforce policies which will be active from 1st November 2023 and replace any relevant existing NHS Greater Glasgow and Clyde policies:
• Flexible Work Location
• Flexible Work Pattern
• Retirement
• Career Break
• Special Leave
• Maternity
• New Parent Support
• Shared Maternity and Shared Adoption
• Parental Leave
• Breastfeeding
• Adoption, Fostering and Kinship
Each of the above policy has been extensively reviewed and a summary of any key changes are detailed in OFS Phase 2 Key Changes
Drop in sessions have been arranged for anyone who has any questions regarding the Phase 2 policies. These will take place via MS Teams and can be accessed via the links below. We would encourage that managers review the policies initially and attend one of the sessions below if there are any questions.