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.
An awareness event for NHS staff – delivered by Deafblind Scotland
This discussion and learning event is designed to give an understanding of deafblindness and of the communication and support needs of deafblind people. The session will give focus to the experiences of patients using healthcare services and how to reduce barriers within NHS appointments.
The event also offers the opportunity to learn about the communication needs of deafblind people and to practice some basic deafblind manual communication skills.
The session will be facilitated by a trainer from Deafblind Scotland who has learned experience as a person with dual sensory loss.
Click on the link to book a place for your preferred date.
Arranging face-to-face training
As an alternative, there are a limited number of face-to face sessions available.
If you would like to arrange a tailored session within your workplace or for your team, then contact Martin Patterson from the Equality and Human Rights Team for more information and to discuss any requirements you might have for this training.
Temporary Promotion to a Higher Pay Band – Guidance for Managers
The Agenda for Change Terms and Conditions Handbook paragraph 6.32 states:
“Individuals may be moved into a higher pay band where it is necessary to fill a post on a temporary basis when a vacancy is unfilled, but being advertised, or the post is being held open for someone who is due to return, e.g. from long-term sickness absence, maternity leave, or from extended training”.
Please see below Management Guidance for staff who receive a temporary promotion to a higher band:
The Secondment Policy is accessible to all employees within NHS Greater Glasgow and Clyde and applies when an employee wishes to undertake a temporary move (secondment) to another organisation, or to a different post within this organisation, for a defined period of time. There is no automatic right to a secondment, however, no application will be unreasonably refused.
Secondments offer the opportunity for individuals to develop new skills or enhance existing skills but should also be mutually beneficial to the Organisation. The policy sets out guidance on types of secondment, suitable opportunities and arrangements as well as defining roles and responsibilities within the secondment process.
Top Tips on using the Policy……..
Discussions should take place between employee and current manager before an application for secondment is made.
Secondments vary in length but usually last between 3 months and 2 years.
A secondment agreement, signed by the relevant parties, should be in place prior to the secondment commencing.
Employees and their substantive manager are mutually responsible for ensuring they keep in touch during the secondment.
Clear arrangements for return at the end of secondment should be set out and detailed in the secondment agreement.
A secondment is a “temporary loan of an employee to another organisation, or to a different part/post of the same organisation, for a specific purpose and for a specific time, to the mutual benefit of employees and NHS Scotland generally.”
Who is entitled to request a Secondment?
All employees within NHSGGC will have equal access to the Secondment Policy in compliance with relevant legislation and no application for secondment will be unreasonably refused.
Are there different types of Secondment?
There are a number of different types of secondment which are as follows:
Internal secondment within NHSGGC
Internal secondment within NHSScotland
External secondment (e.g. to Scottish Government, local authority, trade unions, professional organisations and the voluntary sector).
How do I apply for a Secondment?
Secondment opportunities may arise through a variety of circumstances, but should ordinarily be advertised in line with the normal recruitment process. Employees must ensure that authorisation has been provided by their Accountable Manager prior to accepting a secondment opportunity.
How long can I request a Secondment for?
Secondments vary in length, usually between three months and two years, depending upon the circumstances.
What is a Secondment Agreement?
If the request for secondment has been agreed the approving manager will ensure that, prior to commencement of a secondment, the appropriate secondment agreement has been completed which will take into account the main following points:
Clear reasons for the secondment.
Clear agreement on the start and finish dates.
If employee’s substantive role may be unavailable for their return, then this must be understood and agreed prior to the commencement of the secondment, or at the time of any subsequent proposed extension or at the time of organisational change.
That the employee fully understands any terms and conditions implications.
Training needs during and following a period of secondment.
Arrangements for appraisal/PDP&R completion during the secondment.
Relevant statutory requirements for maintenance of professional registration.
Arrangements to keep in touch with the Secondee on a regular basis and to consult them on any proposed changes to their substantive post during the term of the secondment.
Clear arrangements for return of the Secondee to their substantive post or a suitable alternative.
Please refer to the full Secondment Policy for details on terms and conditions, and roles and responsibilities of a secondment.
Keeping records up to date
We need to know when you’re at work and when you have any type of time off. This is important to make sure we pay you correctly too.
All managers should ensure that SSTS is updated correctly and payroll is informed, where SSTS is not available.
The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need advice on this policy area.
Secondments Tools and Templates
If the request for secondment has been agreed, the approving manager will ensure that, prior to commencement of a secondment, the appropriate secondment agreement has been completed which will take into account the main following points:
Clear reasons for the secondment.
Clear agreement on the start and finish dates.
If employee’s substantive role may be unavailable for their return, then this must be understood and agreed prior to the commencement of the secondment, or at the time of any subsequent proposed extension or at the time of organisational change.
That the employee fully understands any terms and conditions implications.
Training needs during and following a period of secondment.
Arrangements for appraisal/PDP&R completion during the secondment.
Relevant statutory requirements for maintenance of professional registration.
Arrangements to keep in touch with the Secondee on a regular basis and to consult them on any proposed changes to their substantive post during the term of the secondment.
Clear arrangements for return of the Secondee to their substantive post or a suitable alternative.
External secondment agreements can be more complex and therefore if required, managers should seek advice from their local HR Manager.
All new jobs must be authorised by the Director/Head of Service and submitted into the Job Evaluation process via the Head of People and Change. If the new post is part of a wider service change, involving more than one post, then all job descriptions established should be submitted.
Posts can change over a period of time but for most the job evaluation outcome will not normally be affected unless there are significant changes. When the duties of a job have changed significantly then this should be addressed through the New and Changed Job process.
When a job has changed significantly the following must be provided:
A revised job description should be submitted and the agreed proposed national profile. · The original job description, CAJE matched job report and national profile;
The changed job submission pro-forma detailing the changes to the skills, responsibilities, effort or environmental aspects of the post.The content of our job descriptions must reflect NHSGGC organisational values and behaviours.
Job Evaluation Handbook
The Job Evaluation Handbook provides information on the NHS job evaluation scheme, including the background on NHS pay structures prior to Agenda for Change and guidance on how to apply the scheme in practice. The contents of the handbook have been agreed in partnership by the NHS Staff Council.
The Agenda for Change Job Evaluation Handbook can be accessed on the NHS Scotland Management Steering Group website.
National Profiles
The NHS Job Evaluation scheme allows the majority of NHS jobs to be matched to nationally evaluated profiles, based on the information within job descriptions, person specifications and any additional job information.
The profiles also provide a framework to consistency-check local evaluations. For further information please visit the NHS Employers website.
Job Evaluation Group Advice
The Job Evaluation Group (JEG) provides information and advice for employers on the implementation of the NHS Job Evaluation scheme.
There is a need for the NHS Job Evaluation Scheme to continue to be used for determining the banding of posts, which will apply to all new posts and posts which have significantly changed since they were last evaluated.
New jobs
All submissions for new job roles to be evaluated require to be authorised by the Director/Head of Service and submitted to the Job Evaluation process via their Head of Human Resources.
The agreed job description to be used in the job matching/evaluation process.
A full organizational chart showing the post to be graded
A note of any similar posts in the organization that may be comparators.
A copy of the job description and submission form must be retained by the department for their records.
Changed jobs
All posts change over a period time. For most, the job evaluation outcome will normally not be affected unless there are significant changes. Where a postholder and the manager agree that the demands of the job have or will significantly change then a re-evaluation of the post may require to be carried out.
The original job description used in the job matching/evaluation process.
A copy of the matched job or evaluation report relating to the original job description and grading outcome
The revised job description, clearly showing additions and revisions
A full organizational chart showing the post to be graded
A note of any similar posts in the organization that may be comparators.
A copy of the job description and submission form must be retained by the department for their records. A copy of the revised job description should be provided to the employee(s) and a copy held in their personal file.
Review
Following the being notified of the matching outcome of a changed job, the post holder may wish to request a review of the outcome. The postholder must discuss the ‘request for a review’ with their line manager. The line manager must support and agree to the ‘request for a review’, in terms of the job description’s content and confirm it is a true, fair and accurate reflection of the job demands. All review documentation, including the Review Submission Form requires to be submitted to the relevant Head of Human Resources for submission within three months of the notified matching outcome.
Notification process
When job matching and evaluation outcomes are finalised, the NHSGGC Job Evaluation Unit will notify the outcome to the appropriate Head of Human Resources who will then update the manager and confirm the pay band for the post.
The line manager will formally notify the employee(s) and provide a copy of the matched job report and the national profile used to match the post or the evaluation report as appropriate.
Where the pay band has changed, the manager is responsible for notifying payroll and updating EESS to ensure employees are paid correctly.
A copy of the job description, submission form and matched job or evaluated job report must be retained by the department for their records. A copy of the notification to the employee)s) and the job report should be retained in the employee’s personal file.
The New or Changed Job Review Submission Form must be completed and forwarded to the Head of Human Resources for instances where additional information should be considered within the Job Evaluation Review procedure.
This form should also be completed and forwarded to the Head of Human Resources where employees disagree with the banding outcome for their post, but do not wish to submit any additional information.
Job Description Template
All job descriptions submitted for job evaluation must be provided using the Job Description Template. A copy of the JD template with guidance notes on completion is available here.
The Dying to Work Campaign was setup by a trade union member who received a terminal illness diagnosis and went on to try and ensure support for others in the workplace. The name was established by the campaign and supported by the TUC. You can see more of how it came about and those supporting through the link below.
Sadly, some of our staff are diagnosed with a terminal illness during their working lives. It is therefore vital that as an employer we work to try and remove any additional stress and worry.
The Dying to Work Charter was adopted by NHSScotland in March 2021, and endorsed by NHSGGC Chief Executive and Employee Director. It sets out an agreed way in which our staff will be supported, protected and guided throughout their employment, following a terminal diagnosis.
We will ensure that staff with life-limiting illness are not dismissed because of their condition unless leaving would benefit them, for instance to release a pension. We will provide job and financial security at a time of considerable personal stress and uncertainty and provide support and understanding.
The Charter is about choice. It’s about giving staff options on how they want to proceed at work and also provides guidance for Managers on how they can best support their staff.
This section provides procedure, guidance and associated documentation for injury allowance. Please contact the HR Support and Advice Unit if you wish clarification on this procedure or any further advice.
NHS Greater Glasgow and Clyde staff who are injured or become ill due to their NHS employment may qualify for Injury Allowance if their pay is reduced as a result of their health problems.
Eligibility is dependent on certain conditions being met. Details on this and how to apply can be found in the Board’s Injury Allowance Procedure.
Further information is also available in the Injury Allowance Guidance for Employees.
The electronic Employee Support Systm (eESS) will be much more than a change of ‘HR’ systems – it will mean a fundamental change to working practices for everyone, with the introduction of the Manager Self Service function.
All Line Managers (Band 6 or above) will have access to eESS Manager Self Service and will be responsible for approving/declining any requests submitted by employees. Line Managers will also be able to process payroll transactions for staff for changes in employment.
The eESS Manager Self Service section below shows some examples of what Managers can do (role dependent):
Managers – Please email your Payroll Officer for any changes being put through that have an impact on salary ( i.e. increasing/decreasing hours/band/terminations/annex 21 etc.) to save any under/over-payments being made.
Fixed Term Contract extensions – If an employee’s fixed term contract is to be extended, please contact the eESS Support Team via the HR Connect Portal for this to be updated on the employee’s record, confirming the new date the contract is to be extended to (together with the employee Name and eESS ID)
Change of Contract Details – If an employee’s contracted hours or contract type is changing, ie. fixed term to permanent, please contact the eESS Support Team via the HR Connect Portal for this to be updated on the employee’s record, confirming the date the contract is changing (together with the employee Name and eESS ID)
It is important that you complete the appropriate eESS transaction as soon as you become aware that a staff member is leaving (for example, when you are given notice of their plan to leave). This ensures the staff member is terminated on the correct date and that there are no salary overpayments.
In line with local arrangements there may be requirements to setup Proxy Users across NHS Greater Glasgow and Clyde (NHSGGC) for Manager Self Service.
A proxy user is someone who will transact self-service functions on behalf of:
a line manager; or
peer employees
via self-service-based access.
Please refer to the Proxy User Briefing document which outlines the process and details the governance rules associated with Proxy Users. The document can be found on the HR Connect Portal. Completed forms should be returned via the portal.
Full access to all Employee Self Service Standard Operating Procedures and is available via the eESS National Webiste
OD and its associated activities are undertaken by every manager across NHS Greater Glasgow and Clyde, the OD Team is here to provide focused support and expertise to:
Design, implement, monitor and evaluate leadership, individual, team, cultural and improvement activities
Provide an aligned resource to locally support senior managers and their teams
Facilitate directorate and professional teams to develop and improve how they work to deliver excellent service and patient centred care
Provide expertise on OD approaches, tools, models and interventions.
For further information and to answer any questions, please contact your OD Advisor.
Boardwide Leadership Provision
NHSGGC are committed to:
Developing leaders who can meet the challenges we face as an organisation,
Effectively engage with staff, partners and patients and who have the skills to deliver excellent services.
Management Development provision is available from the Learning and Education Department.
Pilotlight – helps individuals to apply their professional skills to those who need it, and to grow their own skills as part of a team.
The Resilience and Wellbeing toolkit is designed as a practical resource for you to use in understanding what drives your own well-being at work.
Further development for managers is available via Resilient Leadership – a delivered module designed to help you understand your role in relation to the well-being, resilience, engagement and ultimately performance of your teams.
Please visit our Resilience pages on Staffnet or contact your OD Advisor.
Change and Improvement
Improvement modules and tools
Four videos designed to take you through the use and application of a series of improvement modules/tools, or help you to understand and plan for the reactions of people to change, can be used as individual approaches or in conjunction with each other to support a wider range of activities.
Understanding Your Process Through Mapping
Identifying Process Wastes and Organising the Workplace with 5S
Julie Pearson: Senior OD Advisor – Clyde Sector and Board Nursing Directorate, Public Health Directorate, Glasgow Centre for Population Health – julie.pearson@ggc.scot.nhs.uk
Paul Cogan: Senior OD Advisor – Estates and Facilities and eHealth Directorates – paul.cogan@ggc.scot.nhs.uk
The aim of the Civility Saves Lives (CSL) campaign is to create, enable and maintain positive workplace relationships and environments where the culture is improved by promoting the value of civil, caring and compassionate interactions, raising awareness of unprofessional and unproductive behaviours, and understanding the negative impact that rudeness (incivility) can have.
CSL Vision in NHSGGC
Awareness – That all staff are aware of the benefits and initiatives they can agree in their own departments that promote encouragement and support between colleagues, and that they are also aware of the impact of incivility on patient safety, staff wellbeing and performance.
Agency – That we have an established approach (completely independent of formal HR process) to address incivility when it happens, that is available to all staff and is compassionate and positive, recognising we are all human and can make mistakes with our behaviour.
Getting involved
Everyone is encouraged to learn about the power of civility and the impact of rudeness, and we can all play our part in spreading the word about Civility Saves Lives with colleagues and across teams.
Why not become a Civility Champion within your team/ service? Learn more about the Champions in the overview paper, their role in raising awareness, and the local groups which have been established. You can contact your local Organisational Development Advisor to discuss or find out a bit more.
An Overview of Civility Saves Lives – the presentation is available for anyone to use to provide an overview of CSL. Further information to accompany some slides can be found in the notes pages.
Dr Chris Turner TED Talk
CSL – General Awareness and Engagement sessions – May/June 2022
To access programmes such as Leading for the Future (LFTF), Scottish Coaching and Leading for Improvement Programme (SCLIP), Scottish Improvement Leader Programme (ScIL) please visit TURAS Learn.
Visit ProjectLift for access to the Leadership Self Assessment Questionnaire (SAQ) and learning resources.
Other programmes and resources can be accessed using TURAS Learn.
Career and Development Planning
This section is designed to offer you information to help to plan development activities for your current post and prepare for future roles as part of a career pathway:
Preparing for a development discussion
Developing Your Career Plan
Preparing for Development Discussions
Having effective development and career planning conversations are an essential part of creating a workforce skilled to deliver our services, teams who are continually learning and improving and individuals who are focused and engaged.
It is important to find time to plan and prepare for your development meetings.
Having a career plan helps us to clarify our short and long term learning objectives, how we will achieve these and the time we need to do this. A career plan is essentially a route map of development activities designed to take us to where we would like to be.
Regular review of our plan lets us see the progress we are making, build and adapt our development towards different roles or opportunities and continue the journey to our ideal job.
You can now access and complete the Project Lift Self Assessment Readiness Questionnaire via Turas. This will give you a comprehensive report of your strengths and areas for development to inform your career plan.
A wide range of information and resources are available for staff and managers on the Menopause including
What to expect,
Available treatments,
Where to get support and help,
Coping with the Menopause at work.
Information and Resource Links
Women’s Health – NHSGGC The Staff Health Page has a wide range of information and includes links to all the NHS Inform menopause videos/information in this one, easy to access location.