The new process was designed, agreed and supported following discussions with the Faculty Operating Officers, the Technicians Network, Provost’s Board, Operations Committee, and the Joint Trade Unions.

Establishment review is about changes to a departments organisational structure which leads to a change in the number of posts available at one or more grades. The process is based on departmental business needs, and it is not possible for individual staff members to initiate an Establishment Review.

The College previously used a Job Level Review (JLR) process by which individual members of staff could be put forward by line managers or make a personal application to be considered for re-grading to a higher job level. This paper process is no longer available as the College wishes to make sure that job opportunities are available to a wider range of staff from all backgrounds and that selection is via formal interview.

Equal pay for work of equal value - The College has a legal responsibility to ensure that all staff receive equal pay for work of equal value, and processes should exist to ensure that this is upheld.

Roles assessment using the Hay methodology - The College continues to use the Hay methodology to ascertain the size of roles and will continue to involve the Trade Unions in this assessment process.

Consistency of role design - Role design should be consistent across the College, as one employer, where possible whilst ensuring local requirements are supported.

Support of staff career development through other processes - The College is committed to support those who wish to develop their careers and acknowledges that the navigation of career paths varies across different job families and roles at the College.

It is NOT a ‘promotions’ process - Career progression in professional, technical, and operational roles normally requires an individual to apply and be selected for vacant roles. As such, the PTO Establishment Review process is not a ‘promotions’ process.

Transparency in allocating individuals to roles - Transparent and fair selection processes should be followed to allocate individuals to new or changed roles.

Recognition of staff achievements through other processes - The College is committed to recognising staff members’ achievements in their role through the College staff recognition awards, and through the Annual Pay Review Framework.

• The change is to focus on role/structure
• It is a restructure so jobs can go up and down in grade
• It applies when changes to a departments organisational structure result in a change to 1 or more posts (currently with staff in place)
• It applies when the duties of a job change NOT the performance of an individual
• This new process brings consistency and transparency to how we change roles and appoint people to them
• New process facilitates local scrutiny to ensure consistency across the Faculty/Department
• It ensures roles changes are recognised, understood & supported across the Faculty/Department
• This is not the route to recognise staff for individual performance – that is covered by other methods e.g. responsibility allowance, pay review exercise.

• The PTO Establishment Review process is not a ‘promotions’ process but is one way a role can become available for people to apply to
• It will provide staff the opportunity & support to apply for these new roles
• Promotion in PTO roles normally requires an individual to apply for and be selected for vacancy
• The other way in which roles become available is the normal recruitment process which allows individuals to apply for posts that they are interested in
• Posts that become available through either process are filled via a competitive selection process which includes a formal interview
• Career progression may have to be outside the current job/team/Department/Faculty/College

• Managed on a local (Faculty Level) with support and a framework from HR
• Only applies to Professional, Technical and Operational roles
• Termly meetings to review proposals for changes
• Focus on roles and structures, not individuals
• Is forward looking – not retrospective
• Establishment Review Panel with guidance from HR ‘authorises’ the process for filling the role

This process is foused on:

• Changes to existing roles/structures NOT new roles that do not impact existing roles within the structure
• Changes which represent a change of 20% or more to the role duties
• The requirements of the role/the department not the individual
• Ensuring the right structure is in place with regards to roles and their level
• Agreeing changes in roles before they are implemented

If your proposal meets these criteria it will be required to be submitted through the PTO Establishment Review process.

If the above scenario does not match your case, your HR Partner will advise you on the next steps, e.g., submit role to JEP, no evaluation required, etc.

1. Line Manager discusses changes with HR Strategic Support
   Review required?
      a. No – end of process
      b. Yes – process continues

2. Department reviews and approves application
    Application approved?
      a. No – end of process
      b. Yes – process continues

3. Line Manager submits Establishment Reviewapplication on HR Portal

4. Recruitment and Progression (R&P) team receives and logs application

5. R&P team checks that application is complete

6. R&P team prepares and distributes documentation to Establishment Review Panel

7. Senior Manager presents case to Establishment Review Panel

8. Establishment Review Panel considers application(s)
    Panel support application?
      a. No – end of process
      b. Yes – process continues

9. Submit application to Job Evaluation Panel

10. Job Evaluation Panel assesses job level

11. R&P team notifies Line Manager of outcome

12. Change Management process

13. Initiate recruitment process – end of process

• April 2022 - Managers to submit requests
• May 2022 - Establishment Review Panels
• Going forward every term with possibility of ad-hoc meetings

The PTO Establishment Review Panel will be chaired by the appropriate Senior Manager e.g. Faculty Operating Officer (FOO)

The membership will be decided by each committee chair, and can be rotated, subject to the following minimum criteria:

• Minimum of four senior managers/HODs
• HR Strategic Partner
• Member of Recruitment & Progression Team

The panel should reflect the diversity of the organisation at that level.

1. “Line manager” identifies a need to make changes to a job description and/or structure
    Those changes may:
     a. impact the grade of the role and/or
     b. impact other roles within the department.
2. Manager discuses with HR Strategic Partner
3. Manager updates Job Descriptions and team structure
4. Manager must get support from the department for their proposals including the financial aspects of the proposal.
    This approval will normally be undertaken by the HoD and DOM (or their equivalents)
5. Once manager is happy with proposal and has support from Strategic HR Partner/Dept they can submit paperwork
6. Manager will be invited to the panel to talk to support their case and maybe supported by their line manager if appropriate
7. Establishment Review Panel reviews to request
8. New job description goes to Job Evaluation Panel
9. Manager needs to fill vacancy as agreed in proposal
    This will normally include an assessment (normally an interview) of an individual’s suitability for the new role

Information required:
1. What is the proposed level of any new or altered role?
2. Approval for budgetary impact and details on the resources to fund any required increase in the staffing budget.
3. Explain how the duties and responsibilities for the role have changed:
    a. Address changes in the complexity and scale
    a. Likely duration of the change(s).
4. Provide details if these changes impact on another role/team
5. The business case. The reason for the request e.g. change in the external environment (new regulatory requirements, substantial changes in volumes) or an internal opportunity to improve efficiency and effectiveness (by redesigning processes), and the benefits associated with the change.
6. The intended method to fill any new role. This must follow established College processes and be proportionate to the scale of the proposed change.
    a. Need to follow the College’s Change Management procedure.
    b. Discuss this your Strategic HR Partner
7. CID Number for current post holders
8. Organisational chart and job descriptions (pre and post changes)

Support from HR:

• HR Strategic Partners
• Website
• Briefings

Career progression support at the College:

• Support from People and Organisational Development
• Resources available for staff

FAQs
Scenarios