Future Reserves 2020: Delivering the Nation’s Security Together
A Consultation Paper
NHS Wales W&OD Response
January 2013
Q2. Do reservists and employers support our proposals to extend mobilisation powers to non-warfighting operations such as conflict prevention activities and standing commitments to garrisons abroad, such as the Falkland Islands? If not, what are the reasons for your views?
Yes, if deemed necessary by Westminster Government, provided due consideration is given to the impact on the largest, public service providing employers.
Q3. Do reservists and employers support the mobilisation of reservists on other extended overseas deployments and activities that fall short of operations? If not, what are the reasons for your views?
Yes, if deemed necessary by Westminster Government, provided due consideration is given to the impact on the largest, public service providing employers.
Q4. For employers, how significant would the proposed changes to reservist training be? What approach would best assist employers in managing any impact on their business? How much warning would an employer reasonably need to mitigate any impact?
The increase in the amount of training days that reservists undertake would have a significant impact on the Service. This will mean reservists will be away from the workplace for a number of extra days meaning duties will need to be covered by other staff. The impact of any changes would need to be managed accordingly, and a 3 month notice period of any significant training events would be deemed appropriate.
Q6. Should all mobilisation require specific ministerial authorisation and immediate Parliamentary notification? Please give reasons for your answer.
Yes, ministerial authorisation at least should be required, for purposes of clarity between the Organisation and the employee/reservist and to facilitate the appropriate cover/backfill of posts.
Q7. For employers, would a more formal but limited liability for regular reservists affect your perception of the attractiveness of regular service leavers? Please provide reasons for your answer.
A more formal but limited liability would not make the employment of regular service leaders less attractive. The Service recognises the tangible benefits that service leavers who remain as reservists can bring, e.g. leadership, competence, resilience training, life support training/skills.
Q9. For employers, are there existing MOD (or other Government Department) policies, or provisions of UK or EU legislation that impact upon a proactive approach to the employment of reservists? If so, what are they?
Not aware of any.
Q10. For employers, do you have capabilities within your organisation which may be usefully transferrable to the MOD through reservists (most likely, but not limited to, sponsored reservists)? If so, what are they?
From a Service point of view, the medical/clinical skills developed by our clinicians will have obvious benefits to the MOD in times of conflict. Our management and leadership capacity may also provide certain benefits.
Q11. For employers, what are the perceived advantages and disadvantages of employing sponsored rather than volunteer reservists?
The Service recognises that employing sponsored reservists as opposed to volunteer reservists would have benefits in terms of workforce planning and making contingency arrangements as a better understanding would be gained of the likelihood, regularity and duration of call up for this group.
Q12. For employers, do you support our vision for improving and managing the relationship between Defence and employers in setting conditions for an open and sustainable relationship? If not, what are the reasons for your views?
Yes, any steps to improve and maintain an effective relationship would be welcomed. There are many mutual benefits that can be achieved through working together.
Q13. For large employers, would a National Relationship Management Scheme be helpful in improving the relationship with Defence? If not, what are the reasons for your views?
Yes, any steps to improve and maintain an effective relationship would be welcomed.
Q15. If an Employer Charter for Reserve Service was introduced, would this result in a positive, negative or neutral contribution in the development of a supportive working environment for reservists and reserve service and why? What other measures would you suggest to achieve an employer environment that is supportive of reservists and reserve service?
Yes, an Employer Charter would be seen as a positive step and the content of the draft in appendix C. Our draft All Wales reservist policy is consistent with the principles outlined in the draft.
Q17. Should we expect all public sector employers to provide the level of support to reservists that the Civil Service has recently committed to?
Yes, a consistent approach across the Public Service would be welcomed. The NHS in Wales believes that 10 days paid leave annually for training is appropriate.
Q20. What type and level of support is required for employers in order to minimise any impact of the absence of their reservist employees? How should this vary for a) large employers, b) medium employers, c) small employers, d) micro businesses and e) self employed?
Continuation/increase of the financial assistance to cover additional salary costs incurred by a reservist’s mobilisation and reservist pension contributions whilst mobilised.
Continuation of the exemption, deferral and revocation of mobilisation process to be used only if deemed absolutely necessary.
More timely an open dialogue between the NHS in Wales and Reserve service probably through the proposed National Relationship Management Scheme.
Q22. Would our proposed tiered “Kitemark” type scheme provide meaningful recognition to supportive employers? If not, what other otions would you propose and how might these differ for a) large employers b) medium employers, c) small employers, d) micro businesses and e) self employed?
Yes, a formal scheme recognising the contribution of employers would be considered beneficial provided that the application process etc. would not prove too bureaucratic.
Q23. Do you agree with the assessment of the potential value and benefits that members of the Reserve Forces bring to their organisation? If not, what are the reasons for your views?
Yes, there are many tangible benefits that members of the Reserve Force can bring to their organisations, e.g. leadership skills, specific skills and training.
Q24. To what extent would accredited reservist training be of value toa) large employers b) medium employers, c) small employers, d) micro businesses and e) self employed? What specific competencies would be considered to be particularly attractive?
Accredited reservist training would be of value to the NHS in Wales. There is a significant opportunity to avoid duplication of training for reservists, e.g. manual handling, first aid and life support. There is also an opportunity for accredited reservists to potentially provide some in house training based on the experiences and qualifications developed with the Reserve forces.
Q25. Would employers, potential reservists and higher education establishments support closer relationships between graduate training schemes and reservist training for students?
Yes, it would be worth exploring the benefits that closer alignment of NHS graduate training schemes and reservist training for students could bring, e.g. the progressive development of basic management and leadership competencies.
Q26. Would employers support close relationships with the MOD through Apprentice schemes? What scope do you see in incorporating relevant accredited skills and experiences gained through reserve service within company apprenticeship schemes? What would these schemes look like?
Yes, it would be worth exploring in the vocations where apprenticeships are provided within the Service, e.g. manual trades.
Q27. How beneficial would a) large employers b) medium employers, c) small employers, d) micro businesses find feedback from Defence on a reservist following deployment on an annual basis?
From a NHS point of view, feedback on individuals would be useful to allow organisations to make better use of any skills and competencies that a reservist may have developed, and to allow future PADRs and development plans to be tailored for the mutual benefit of the NHS and Reserve Force.
Q28. Would employers attend, or to send key staff on, regionally based employer awareness schemes? Would their attendance be significantly influenced by the opportunity to gain civilian accredited leadership and team building experience?
Yes, depending on time commitment and cost to the Service. The opportunity to gain civilian accredited leadership and team building experience would be attractive.