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.
HRSAU Phone Line
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 Admin Building, Gartnavel Royal Hospital, 1055 Great Western Road, Glasgow, G12 0XH
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.
Organisational Development (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 Organisational Development (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.
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.
Our Resilience pages are currently being updated, in the meantime, please speak to your local Organisational Development (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
Delivering the Root Causes of Process Waste
Making Improvements with the PDSA Model.
These short videos can be viewed on our Staffnet pages
Leading in changing times
Two videos designed to support you to prepare for and lead others through change.
Leading in Changing Times – Managing the Process
Leading in Changing Times – Managing the Transition
Each video focuses on one tool and can be viewed on our Staffnet pages
Meet the OD Team
Organisational Development – Acute and Corporate Services
Julie Pearson: Senior OD Advisor – Clyde Sector and Board Nursing Directorate, Public Health Directorate, Glasgow Centre for Population Health – julie.pearson@nhs.scot
Paul Cogan: Senior OD Advisor – Estates and Facilities and eHealth Directorates – paul.cogan@nhs.scot
Claire Robertson: Senior OD Advisor – Women and Childrens Services and North Sector – claire.robertson22@nhs.scot
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.
Part of our Civility Saves Lives planned approach in NHSGGC is the practice of using trained ‘Civility Leads’ (CL) to be able to listen to and support members of staff who have been affected by specific incidents of rudeness or uncivil behaviour by another member of staff and to help them to work out the steps to resolve issues in a positive way. Civility Leads are trusted colleagues nominated by staff themselves in many departments/ services.
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.
Your details will be resent to you so please ensure you have sufficient space in your mailbox to receive new emails. Please keep these details safe for future use.
Alternatively, access eESS via your ‘favourites’ menu on your Internet Explorer toolbar (just as you would access SSTS). Select favourites > GGC Shortcuts > Admin > eESS
How do I access eESS if I do not have a GGC email account?
For those staff who don’t have e-mail accounts, there will be no immediate change for you – your manager will be able to assist with the transactions on your behalf as they currently do. Considerations are ongoing with regards to future access for all staff.
For non NHS managers who manage NHS staff and will need access to eESS, this will be available in due course; however, we will provide further information on how the transactions will work to ensure that these are processed accordingly.
What do I do if I have forgotten my user ID or password?
Passwords on eESS are reset via a link sent by email. Click on the log-in assistance button on the log-in page and follow the instructions given.
What is a Proxy User?
In line with local arrangements there may be requirements to setup Proxy Users across NHS Greater Glasgow and Clyde for Manager Self Service. A proxy user is someone who will transact self-service functions on behalf of:
A line manager
Peer employees
Via self-service-based access.
Proxy for Manager Self Service must be specifically requested via the HR Connect Portal. The Proxy User Briefing document (which can be found within the portal) outlines the process for doing this and details the governance rules associated with Proxy Users.
How can I set up a Proxy User?
If you want to nominate a Proxy User to input transactions on your behalf, please complete the form at the end of the Proxy User Briefing document (which can be found within the portal) and return this via the HR Connect Portal Please note that for audit purposes, we require a “physical” signature rather than an electronic signature.
My annual leave entitlement is incorrect, how can this be amended?
If you’re annual leave entitlements is incorrect then please discuss this with your line manager who should arrange to update SSTS and then this will feed through to eESS.
Are New Start Engagement Forms still to be completed?
Yes, these should still be completed to engage a new start on to eESS and Payroll systems. Digital forms can be completed and submitted via the HR Connect Portal or paper copies can be sent to eESS Support Team, 2nd Floor, West Glasgow Ambulatory Care Hospital, Glasgow
Are Notifications of Change and Termination Forms still to be completed?
No, any changes or terminations should now be processed under manager self service.
(A notification of change letter still requires to be sent from the manager to employee)
Remember you can access step by steps guides and video tutorials on the eESS National website
Previous service
The eESS Support Team is aware that some employee’s previous service is not recorded on eESS. A process is currently being developed for this to be accurately recorded. Employees can detail any previous NHS service through ‘Previous NHS/ Reckonable Service’ via Employee Self Service SOP on the eESS National website
If you notice that you have staff wrongly assigned to you please contact the eESS Team via the HR Connect Portal as soon as possible, confirming the correct line manager if known (Name, eESS ID or payroll number required).
If you are contacting the eESS Support Team to advise that there are staff missing from your hierarchy then please confirm the employees name and eESS ID or payroll number.
Terminations/assignment terminations
If a manager tries to terminate an employee who has more than one post they will receive an error message asking them to contact HR. Where an employee has more than one post the eESS Support Team will check whether the post being terminated is set as the primary role, and is so will change this and confirm to the manager once this has been completed.
In order for the manager to progress with a termination for an employee has more than one assignment they should follow the relevant Standard Operating Procedure:
Please note that for Terminating an assignment there is two steps to this process as detailed in the above Standard Operating Procedure. If only one of the steps is completed this will not progress to Payroll and thus the termination will not be actioned.
To change an employee to a different department the cost code needs to be updated in ‘Change Job and Terms’, above the department heading there is red bold text advising the user that the cost code also needs to be updated in ‘Change Cost Centre’ and it is detailed within the Standard Operating Procedure (SOP). However, managers have only been updating either ‘Change Job and Terms’ or ‘Change Cost Centre’ rather than updating both. Please ensure that both ‘Change Job and Terms’ or ‘Change Cost Centre’ are updated which are separate functions under Manager Self Service.
If you are trying to complete a transaction to move an employee from one department to another or to change their banding and the ‘position’ field defaults to blank and you cannot choose any options it is likely that a new position requires to be created. This can be done by the eESS Support Team. Therefore, please contact the eESS Support Team providing the following information:
Cost code (if changing), job title, job family (i.e. nursing, admin etc) band (if changing) and location (if changing).
Once the new position has been set up the eESS Support Team will confirm the new details for the manager to enter the transaction on ‘Change Job and Terms’ via Manager Self Service.
Change job and terms: Use of temporary notes
A number of managers had advised that they had made changes on an employee’s eESS record, which their manager (Manager 2) had approved and therefore belief that an employee’s information has been changed and will be processed by Payroll. However, the ‘Temporary Change Notes’ does not form part of the Payroll Interface and therefore these notes are not received by Payroll. The only way to make a change on eESS that will progress to Payroll is to make amendments to the employee’s eESS record by following the appropriate Standard Operating Procedure.
Medical and dental
It was apparent that managers are unclear when completing transactions under Medical and Dental particularly relating to updating EPA details. As a result, NHSGGC had requested to the eESS National Team that the Standard Operating Procedure was revised and made more user friendly.
If an employee’s fixed term contact is to be extended then please contact 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. When you are contacting eESS Support Team please provide the employees name and eESS ID
Change of contractual status
If an employee’s contractual status is changing, i.e. from fixed term to permanent, then please contact eESS Support Team via the HR Connect Portal for this to be updated on the employee’s record confirming the date from this changing. When you are contacting eESS Support Team please provide the employees name and eESS ID.
How to delegate worklist notifications
If you are going on leave and want to nominate a colleague to manage transactions in your absence you can set this up in Vacation Rules on your home screen. This needs to be a colleague who reports directly to someone who is a Band 7 or above, in order to meet Standing Financial Instructions (SFI). For further information please refer to NHSGGC : Manager Self Service
If a manager is off sick, the eESS Support Team will need to temporarily amend the hierarchy in the manager’s absence. Once the manager has resumed to work, then the eESS Support Team can be contacted to change to remove the temporary hierarchy changes.
It is important to ensure that no transactions are actioned until the hierarchy has been temporarily changed. If an employee/ manager 1 has already submitted the change job terms /termination transaction above (so it is sitting with the manager 1 or 2 who is off sick) they will need to delete it from the system. The eESS Support Team will then amend the hierarchy and the employee/ manager 1 can re-submit the transaction.
2) Manager Self Service LearnPro Module. Access LearnPro using the following link: LearnPro Login Page
Login to LearnPro using your Username and Password, then search for “eEES” under the Specialist Subjects tab.
Our managers are at the core of helping us deliver our objectives, to uphold our NHS values and their skills in managing people are vital for the function of all departments and the wider organisation. They organise the care or services delivered by each team and they work to ensure that all staff can not only operate at their best, but also experience NHSGGC as a great place to work and develop. This pathway is designed to provide clear guidance for managers joining NHSGGC and signposting next steps in development for their career journey.
The Induction pathway for new people managers is based on the following which have been developed using feedback from iMatter and Investors in People to ensure that our staff have the best experience of being managed:
People Management Guide: Being a Manager of People in NHSGGC – Responsibilities and Guidance
Equality Law: A Manager’s Guide to Getting it Right in NHSGGC
People Manager Self-Assessment Questionnaire
Systems and Processes
If there is any other information you need to support you in your new role please discuss with your line manager or contact the Learning and Education Team through our HR Portal.
1. The People Management Guide: Being a Manager of People in NHSGGC-Responsibilities and Guidance
This guide covers the following eleven main people management responsibilities. It is designed to set out in one place a summary of what is expected of you as a people manager in NHSGGC irrespective of your band or profession, and also to provide help and support for your development:
Staff Health, Safety and Wellbeing (ShaW)
Staff Engagement
Individual PDP&R
Service Performance, Team Meetings and Communications
Team Development and i-Matter
General HR Policy Awareness and Application
Equalities
Partnership Working and Managing Change
Attendance Management and SSTS
Recruitment and Retention
Leadership Skills
2. Equality Law – A Manager’s Guide to Getting It Right in NHSGGC
This guide has been produced for operational managers by NHSGGC’s Equality and Human Rights Team with the support of the Workforce Equality Group to highlight the key areas of the Equality Act 2010 which have specific relevance for operational managers in the management of teams and delivery of services.
3. People Management Self Assessment Questionnaire
The Self-Assessment Questionnaire accompanies the People Management Guide. This is developed to support you to identify where you think they are on the development journey as a manager. For many managers, this list of people management responsibilities will be a given, but there may be some activities listed in the guide that require additional advice or support.
As a new people manager, you are encouraged to complete the questionnaire and discuss this with your line manager to direct and support you through your induction period. The questionnaire should be completed within the first 3 months following appointment to your role in NHSGGC. A copy of the questionnaire results will be emailed to you to use for the basis of personal development conversations.
You will have the opportunity to discuss your personal learning needs at 121s and through your personal development planning and review meetings. Your line manager should provide time for development and be available to support discussion around specific areas of guidance and support.
Furthermore, the following resources and training opportunities can support you as a new manager with your people management responsibilities:
Staff Engagement – NHSGGC for more information and resources to improve staff engagement in your team or department.
4. People Management Systems
In the development of the pathway we identified people management systems that may be used by managers depending on their role and responsibilities. Information is added below and includes guidance on access to username, passwords and training resources:
Scottish Standard Time System (SSTS)
SSTS is an electronic duty sheet which must be completed by department managers with details of the shifts worked by staff and any absences ( AL, Sickness, etc).
JobTrain is the NHSScotland National Recruitment System to manage the key recruitment and selection activities and processes during the core stages of the recruitment process. To access JobTrain user guide click here.
eEmployee Support System(eESS)
eESS is a single, national NHS Scotland approach to HR systems providing a high quality, standardised HR functions including; Employee Self Service, Manager Self Service, Core HR and Oracle Learning Management System (OLM).
The Task Calendar is a platform being used to provide a structured approach to support departments to complete a range of activities that are within their Health and Safety Manuals. To access the user guide click here.
Datix
Datix is the software used by NHS Greater Glasgow and Clyde for clinical and non-clinical incident reporting and forms part of the boards Risk Management Strategy. It is also used for Risk Register, Legal Claims, Complaints and FOI Module.
i-Matter is the NHS Scotland Staff Experience continuous improvement tool, developed and designed nationally to help individuals, teams, Directorates, HSCPs and Boards to understand and improve staff experience, engagement, motivation and productivity. To access the user guide click here.
ServiceNow Portal
Service Now is a portal for HR, eESS and L&E related enquires and support.
MicroStrategy is a web based platform where most of the Workforce Analytics and monthly reports such as personnel, recruitment and training information can be obtained there. To access the MicroStrategy Web Help click here.
PECOS
PECOS (Professional Electronic Commerce Online System) is the online eProcurement system used by NHS Greater Glasgow and Clyde for ordering and receiving all goods and services. To access the user guide click here.
