Document name: / Acting up Staff – Guidance for Managers
Document type: / Human Resources
Staff group to whom it applies: / All staff within the Trust except Medical staff and Senior Managers
Distribution: / The whole of the Trust
How to access: / Intranet and internet
Issue date: / August 2003
Next review: / January 2017
Approved by: / Director of Human Resources and Workforce Development
Developed by: / Ashley Hambling Human Resources Manager
Director lead: / Director of Human Resources and Workforce Development
Contact for advice: / Ashley Hambling Human Resources Manager or another Human Resources Manager
SOUTH WEST YORKSHIRE MENTAL HEALTH NHS TRUST
Acting Up Arrangements - Management Guidelines
Introduction
These guidelines are intended to assist managers when considering and implementing acting up arrangements. Acting up arrangements can provide a useful development opportunity for an employee, however they need to be implemented fairly and with regard to equality of opportunity.
It is usually expected that employees will act up for senior colleagues for short periods, as part of their ongoing responsibilities. However, when a senior member of staff is absent for a prolonged period and where other cover arrangements are not possible, a formal ‘acting up’ arrangement may be considered appropriate. Managers will need to consider the potential pit falls and financial implications with any proposed cover arrangements.
Acting up Process
Initially, the manager will need to consider the main duties and responsibilities, which require cover and whether this will be provided by one, or more, people. If responsibilities are shared between staff, there may not be a need for one individual to act up.
The manager should consider the essential and desirable knowledge, skills and experience required by the postholder, which are needed to effectively fulfil the duties and responsibilities of the post. A person specification needs to be developed to enable the manager to clarify the duties and requirements and to aid in recruiting to the acting up arrangement.
The manager will also need to consider the potential ‘pool’ of applicants that may be eligible to act up. This will be determined by the person specification and in some cases financial implications; as funding may be derived from a specific ward or departmental budget. It is good employment practice to discuss the proposed cover arrangements with the staff team and seek comments before starting the process.
All potential applicants should be notified of the acting up arrangement and be invited to express an interest by a specified date. Candidates expressing an interest can then be interviewed, using the job description and person specification to assess their suitability for the acting up position. The interview also provides an opportunity for the employee to ask questions and clarify the role that is required. All unsuccessful candidates should be notified promptly of the decision and given feedback.
A Staff Changes form should then be completed, which will notify the Human Resources Directorate; so that an amendment to contract letter can be produced.
Acting up arrangements should only be in place for time-limited periods, as lengthy periods of acting can have a detrimental effect on the service provided.
The Commission for Health Improvement, for example, has highlighted one Trust where prolonged acting up arrangements had hindered service development by creating a lack of ownership of problems.
Acting up arrangements should only be used to provide an interim solution prior to a permanent structure being confirmed. The need for acting up arrangements should be reviewed regularly (this may be every two months or less). It would not normally be expected that acting up provisions would last longer than six months. However this may not be necessary where the acting up is for a specific reason (eg to cover maternity leave).
Acting up arrangements usually entitles the individual to additional remuneration. Temporary movement to a higher pay band, is covered in the Agenda for Change Handbook.
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