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Scottish Executive and STUC Memorandum of Understanding: Paper on Fair Employment Practice and Effective Trade Unionism
Section One : Scottish Executive Fair Employment Practices
Industrial and employee relations
Scottish Executive Management and the Council of Scottish Executive Unions (CSEU) and its constituent unions (FDA, PCS and Prospect), of the Scottish Executive Main Bargaining Unit are committed to conducting their industrial and employee relations business in partnership. To endorse that commitment they have a Partnership Agreement, signed in November 1999, setting out the common goals they aim to achieve and the principles underpinning how the partnership operates. The Partnership Board, chaired by the Permanent Secretary, meets twice a year and two partnership sub groups meet regularly to facilitate discussion and exchange of information between HR and the CSEU.
Recruitment
The Scottish Executive aims to employ a diverse workforce that reflects the population of Scotland. We participate in the Jobcentre Plus Disability Symbol Scheme to guarantee an interview to applicants with a disability who meet the minimum advertised criteria for the post. We actively participate in the New Deal Programme - employing 39 people under the programme over the last 12 months. We have updated our house advertising style to appeal to a wide applicant base and use appropriate websites to target under-represented groups. We have also developed a careers page on the Scottish Executive website carrying details of all vacancies and accessible to all.
Pay
In response to the Equal Pay Task Force, an initiative by the Equal Opportunities Commission report "Just Pay 1", the Government committed Departments and Agencies to review pay systems and address any equal pay gaps. The Scottish Executive completed its first review of the pay system which operates in its main bargaining unit (and which covers some 6,000 staff) by the target date of April 2003.
One of the recommendations was that the Executive be committed to an ongoing programme of monitoring and reviewing its pay system to ensure it is free from discrimination. As part of this ongoing commitment we have completed a second equal pay review of the pay system.
While the second review found a pay gap continued to exist in all pay ranges, the size of the gap had narrowed since the first review was completed in 2003 (with the exception of pay ranges where the inclusion of new groups of staff resulted in a widening of the gap in favour of females). Further investigation into the reasons for the pay gap revealed that the differences in salary could be explained by various quantifiable factors that impact on an individual's pay (for example, variations in performance appraisal markings and length of service). No evidence of direct discrimination was found.
As part of the ongoing review process a further analysis of the pay system will be completed by April 2005.
Diversity
The Executive's Diversity Strategy, Positive About You, sets out the Executive's aim to be an organisation which treats staff fairly and is a leader in diversity and equal opportunities practice within Scotland. The Strategy sets targets for the recruitment and progression of our under-represented groups (disabled people, senior women and people from a minority ethnic background) and we are generally making good progress towards meeting these targets. The Strategy also sets a number of key qualitative objectives to promote cultural change, including a programme of diversity awareness training. It is currently under review to ensure that it remains fit for purpose.
Work Life Balance
Part of the Strategy, commits the Executive to allowing staff to achieve a satisfactory work-life balance. We are keen to develop flexible working opportunities of mutual benefit to the Executive and its staff. Over 10% of staff already work part time. In April 2003, we introduced a right to apply to work flexibly for all staff. In June 2004 we implemented a number of additional flexibilities to our existing flexible working hours scheme.
Staff Networks
We have a range of staff networks, including part time, disability, multicultural networks, and for lesbian, gay, bi-sexual and transgender staff, which provide support and information for individuals and a sounding board for HR policy development.
Outreach Initiative
Our Outreach Initiative aims to bring on and bring in talent. We run a summer diversity placement scheme to give minority ethnic students quality, paid training placements. In addition, a number of development weeks and open days, for both minority ethnic and disabled people, have given an additional insight into the organisation and possible job opportunities and allowed participants to develop appropriate skills.
Dignity at Work Policy
We have a Dignity at Work Policy to help eliminate discrimination and create a safe and secure working environment for our staff.
Age Audit and Childcare Policy
An age audit of our HR policies and procedures will ensure we are prepared for the new legislation on age in 2006, and a review of our childcare policy will enable us to provide a fairer and more inclusive way of supporting staff.
Retirement
A policy review of the Executive retirement age is ongoing. We are looking at both retirement and recruitment age whilst at the same time taking a more "active" approach towards preparing staff for retirement. The Executive liaises regularly with Cabinet Office to gauge the progress of their wider review of retirement and pensions for public service employees.
Performance Management
We have reviewed our Performance Management System and changes were discussed with the Council of Scottish Executive Unions before being implemented. All staff will be trained in the new system. The main changes include introducing behavioural indicators into performance appraisal, rescheduling development appraisal, simplified procedures for awarding a developing marking, consistent approach at senior management level on appraisal standards, introduction of a job holders medium term career aspirations, and examination of posts that consistently attract an exceptional marking.
Staff Survey
We undertake an annual staff survey. The 2004 survey has been conducted we will issue the findings to staff. The findings will also be benchmarked with other organisations.
Health and Health and Safety
Health and Safety
The Executive recognises the relationship between fair employment practices and improving performance through Best Value, both in securing performance of appropriate quality and in contributing to the achievement of sustainable development. Health and safety good practice is included in this relationship, as well as being an end in itself. We support the efforts of the local authority forum organised by the HSE to bring health and safety up local government agendas.
The Executive's Improvement Service identifies best practice within local government and its partners, to promote continuous improvement in the delivery of local authority services and facilitate local authorities improving their health and safety services.
We are implementing a new health and safety management system to improve our health and safety performance, make the Executive a safer place to work and promote a better working environment. A health and safety team within the Executive provides a source of professional support and advice for all staff.
Our action plan for improving our position and introducing a health and safety management system identifies who is responsible for Health and Safety at all levels within the Executive; what they are responsible for; how it should be carried out; and when.
We have a network of Health and Safety Liaison Officers (HSLO's) and work continues to recruit and train HSLO's to maintain this network, giving all line managers access to local health and safety support.
We have a stress procedure aimed at providing managers and individuals with information about stress, its potential symptoms and sources and, most importantly, what steps can be taken to reduce the risk. This procedure has been adopted by the HSE as a best practice procedure.
Other notable Health and Safety initiatives in the Executive include:
- Regular Health and Safety Committee meetings in the major Edinburgh and Glasgow buildings ensuring partnership between employer and employee;
- Recent staff survey results suggesting there has been more effective communication of health and safety information across the Executive;
- An accident/incident procedure to ensure all categories of accidents including near misses and RIDDOR (Reporting of Injuries, Diseases and Dangerous Occurances Regulations 1995) reportables are recorded and investigated;
- Ongoing work on workplace risk assessments across all buildings and to ensure that display screen equipment risk assessments are undertaken for all staff;
- New procedures or guidance to ensure legislative compliance and a safer working environment for all staff;
- A customised health and safety IT software package to enable the efficient handling of health and safety management system data;
- Training for all managers on their health and safety roles and responsibilities.
Mental Health
The Executive aims to be an employer which values each member of staff for their individual contribution, including those with mental health problems and also in supporting staff with mental problems.
The Executive is a Jobcentre Plus Disability Symbol user. This is an indication of our positive approach to employing and developing people with physical, learning, mental health and sensory disabilities.
We support staff on a daily basis: not only with equipment and software, but through training and personal development. We have dedicated members of staff who liaise with staff to provide the support and practical help that they need to help them to perform effectively in their post. We work with the voluntary sector and others to help us raise awareness of disability of all kinds across the organisation.
Raising awareness amongst all staff of mental health issues is a key feature of health promotion activity within the Executive. A written policy statement, awareness seminars, information campaigns and events, an in-house counselling service as well as a confidential employee assistance programme are some of the steps the Executive has taken to increase awareness and provide practical assistance to staff who may need support to address a mental health problem.
We pursue the SHAW award scheme which provides a robust framework for employers to actively promote mental wellbeing to staff. Awareness raising activities are aimed at removing stigma of mental ill health and to help all staff understand problems and issues an individual may be experiencing when suffering from a mental health problem.
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