Haddington Road Agreement 2013 - 2016 and Financial ... - TUI

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HADDINGTON ROAD AGREEMENT 2013 - 2016123.8 Where redeployment is not an option andtaking account of the business needs of theorganisation there may be circumstanceswhere voluntary departure would beappropriate. In such situations there will bediscussions with the relevant unions on theterms of any arrangement (which will be inline with any centrally agreedarrangements).3.9 The existing provisions in the PublicService Agreement 2010-2014 arereaffirmed but to enhance managementflexibility and optimise the redeploymentarrangements the following changes will beintroduced for the Civil Service andNCSSBs and for cross-sectoralredeployment:• Departments should identify staff forredeployment as follows:- Where an activity or programme isno longer being carried out, the postsassociated with that activity orprogramme should be deemed to besurplus and available forredeployment. Surplus posts mayalso arise as a result ofrationalisation, reconfiguration,reorganisation or restructuring ofservices or functions or as a result ofthe ECF or in line with businessneeds.- The Department should identify thenumber of posts at each relevantgrade which are surplus and thelocation of the surplus. Once asurplus has been established on thisbasis the identification of staff to beredeployed will proceed as follows:(i) volunteers will be sought for theRedeployment Panel and (ii) if thenumber of volunteers falls short ofthe surplus, LIFO will be applied, asappropriate.• Redeployment must occur seamlesslyacross the Public Service, particularly atregional level. This will continue to befacilitated by the Public AppointmentsService (PAS) which will strengthen thesystems in place to match surplus staffwith vacancies on a geographic basiswithin the guideline distance.Specifically:- The operation of the redeploymentarrangements will be based on the“best fit” for the vacancy in thelocation. In this context, everyopportunity should continue to betaken for re-skilling and reassignmentas the key method to seekto retain and secure employment incomparable roles in the PublicService.- The appropriate match will bedetermined by the PAS inconjunction with the organisation’ssectoral liaison officer/contact pointand its respective management withina period not exceeding one month ofnotification of the vacancy.- To assist the assignment process andto ensure the selection of the “bestfit” for the vacancy, each individualassigned to the Resource Panel mustsubmit a CV with a profile of skills,competencies, knowledge and careerexperience. The PAS in conjunctionwith the receiving organisation willconduct a selection process toestablish the suitability of individualsfor the vacancy concerned.- Where a staff member wishes toappeal a redeployment assignment,whether cross-sectoral or within thecivil service, such an appeal will beconsidered by an agreed adjudicatorwho will issue a decision within theterms of the scheme within 21 daysand whose decision will be bindingon all parties and will be final. In allinstances the individual will berequired to take up the positionoffered in advance of theadjudication process.Workforce restructuring3.10 Significant progress has been made onrestructuring the Public Service since 2008and, in particular, since 2010, under theframework of the Public ServiceAgreement.3.11 However, it is necessary to look at furtherways to streamline the Public Service giventhe ongoing challenges it faces.Specifically, each sector will:• Bring forward proposals for graderationalisation with a view to
HADDINGTON ROAD AGREEMENT 2013 - 2016restructuring grades in each sector by2014; and• Develop and implement proposals tofurther reduce management numbers byincreasing the span of control (ratio ofstaff to management) across allmanagement and supervisory gradeswhere appropriate. This ratio will vary toreflect the business of the organisationconcerned.3.12 In recognition of ongoing resourceconstraints, there will be flexibility aroundtraditional grade demarcations.Strengthening performance management3.13 The Parties are agreed on the need tonurture a high performing Public Service.While progress has been made in this area,it is accepted that further steps need to betaken urgently to strengthen performancemanagement systems and procedures inplace across the Public Service.3.14 Specifically:• During the lifetime of this Agreement,the introduction of performancemanagement systems will be acceleratedat the level of the individual in all areasof the Public Service where they do notcurrently exist.Where necessary, existing arrangementswill be revised to ensure:- Managers are held to account formanaging the performance anddevelopment of their staff. This mustbe a key goal for all managers andtaken account of in their ownperformance reviews.- Procedures to deal withunderperformance will bestreamlined to be more effective.- The performance of individual publicservants is managed and assessedagainst agreed objectives.• Performance improvement action planswill be developed for individualsidentified as having performance issuesclearly setting out the performanceissues that need to be addressed over adefined timeframe. There will be activemanagement of the performanceimprovement action plans. In instanceswhere performance has not beensatisfactorily addressed within thetimeframe set down, procedures to dealwith underperformance will be invoked.• Where performance does not improve toa satisfactory level within an agreedtimeframe, disciplinary procedures mayapply.• The performance of senior managers iscritical to supporting the effectivedelivery of quality public services andnever more so than in a climate ofsignificantly reduced resources.Measures will be introduced to furtherdevelop and enhance a culture ofperformance across the managementcohort of the Public Service. Thesemeasures will include the introduction ofmanagement performance agreements.Work-sharing3.15 It is acknowledged that flexibility inattendance arrangements can, where theycan be accommodated, contribute toefficient and effective businessperformance while enabling staff to balancework and personal life requirements.Accordingly the Public Service has been tothe fore in pioneering flexible attendancepatterns. Nevertheless, the multitude andvariety of work sharing patterns in place, insome sectors, has created a significantmanagement challenge and overhead and isimpacting on the capacity of organisationsto deliver their services. Therefore, in orderto support the effective management ofincreasingly scarce staff resources into thefuture and the protection of services to thepublic, the following principles will apply:• The implementation and operation of thework-sharing arrangements is at thediscretion of management, who retainthe discretion to alter, reduce and/orstandardise the range of work sharingpatterns available to staff having regardto the specific business needs of theirorganisation.• No work-sharing pattern approved in thefuture should be less than 50% of fulltime working hours. Staff currently onpatterns of less than 50% can retain thework pattern on a personal to holderbasis.13
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