Royal Air Force Civil Service Induction Booklet

Contents Go to Page Welcome page 2 Background 3 Induction 4-7 Performance Appraisal Report 8 Training, Learning and Development 9-11 The Civil Service Code 12-15 The Chilcott Challenge 16 Civil Service Trade Unions 17 Useful Links, Services and Information 18

01 Welcome to the start of your time at the RAF, from Jacqui Toogood, Head of Secretariat and Civilian Workforce.

As a valued member of Ministry of Defence, you will have the opportunity to work alongside colleagues primarily who serve in the (RAF) but also, the Navy and the Army, as well as other Civil Servants and contractors from a variety of organisations.

You will be working in a dynamic, exciting and challenging environment. Your efforts will contribute to achieving the objectives of your team, the wider RAF and Ministry of Defence (MOD).

I am sure you will find the RAF an enjoyable and rewarding place to work. You will find that there are a wide range of roles and the opportunities available for you to work with specialists and experts across the Air Force. I encourage you to take advantage of these to enable you to grow and fulfil your potential during your time with us.

I wish you all the best for your time here at the RAF.

02 Background

Prime Minister The Civil Service helps the government of the day develop and implement its Secretary of State policies as effectively as possible. for Defence The Civil Service is politically impartial and independent of Government. Chief of Ministry of The aim of the Ministry of Defence is Defence Staff Defence to protect the security, independence and interests of the country at home Joint Forces and abroad. Command

The MOD currently employs Royal Navy British Army Royal Air Force Defence Defence Head Office and Defence Nuclear approximately 57,000 Civil Servants in Infrastructure Equipment and Corporate Services Organisation support of its work. The department’s Organisation Support ambition is for the Civil Service within the Chief of the CASWO MOD to be modern, skilled, inclusive and Air Staff trusted in delivering the department’s aim outlined above. DLS(Legal)

DCom CAP/AMP & C DCom Ops

Chaplain in Chief, AOC 1 Grp, AOC 2 Grp, Director of Resources, AO Med - Hd RAFMS, AOC 38 Grp/COS spt, COS (Air), ACAS (Plan S) COS Trg, COS Pers/Air Sec, AOC 11 Gp, COS CAP AOC 22 Grp/COS Trg

03 ROYAL AIR FORCEROYAL STRATEGY AIR FORCE STRATEGY The Royal Air Force ROYAL AIR FORCEROYAL STRATEGY AIR FORCE STRATEGY

Today’s Royal Air Force comprises Regular, Reservist, Civil Servant and contractual staff, often referred to as the ‘Whole Force’. StrategicStrategic Objectives ObjectivesLaid out in the RAF Strategy are the Air Force’s strategic objectives:

In order to achieveIn order our ambitions,to achieve our ambitions, five top-level strategicfive top-level objectives strategic objectives1 1 2 2 3 3 4 4 5 5 have been formulated:have been formulated:

Meet our operationalMeet our operational Build a WorkforceBuild a fit Workforce fit Deliver the NextDeliver Generation the Next GenerationSupport GlobalSupport Britain Global BritainOperate Safely.Operate Safely. commitmentscommitments for the Future for the Future Royal Air ForceRoyal Air Force Deliver our OutputDeliver Efficiently. our Output Efficiently. Act Professionally.Act Professionally.

Generate and sustainGenerate delivery and sustain deliveryUnderstand theUnderstand evolving the evolving Embrace data andEmbrace networks; data mobilise and networks; mobiliseEnsure that we Ensureplay a full that part we in play a full partEnsure in that risksEnsure to life thatare managed risks to life are managed of battle-winningof battle-winningair and space air and spacerequirement; recruitrequirement; and retain recruit the and retain the space and cyber;space modernise and cyber; our 21stmodernise ourprojecting 21st Globalprojecting Britain on Global an Britain on anintelligently downintelligently to the level down where to the level where power for Unitedpower Kingdom for United Kingdom diverse people wediverse need; people transform we need; transform Century bases; transformCentury bases; our way transform in our internationalway in stageinternational and promoting stage and promotingthey can be consideredthey can as be low considered as as low as and Coalition Commandersand Coalition in Commanders inour people structuresour people and trainingstructures and training warfare, trainingwarfare, and how training we look and how weBritish look industry Britishto provide industry to provide reasonably practicablereasonably and practicable tolerable; and tolerable; line with the Defenceline with Plan the and Defence Plan andsystem; reward, system;empower reward, and empower and after our people.after We ourwill people.also support We will also greatersupport prosperity greater for all prosperity of the for all of thecomply with appropriatecomply with standards appropriate standards Government Intent.Government Intent. motivate our peoplemotivate to unlock our people their to unlock their the Governmentthe in Governmentmeeting its in meeting itsUnited Kingdom.United Kingdom. of governance; ofmeet governance; our obligations meet our obligations full potential. full potential. objectives to addressobjectives climate to address change. climate change. to protect the environment;to protect the and environment; and continuously improvecontinuously efficiency. improve efficiency.

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04 HQ Air Command Operational Flying Stations RAF Civil Servants RAF Lossiemouth Flying Training Stations FDTC Grantown-on-Spey Non-Operational Flying Stations are based at RAF Supported Flying Bases locations across the Non-Flying Stations Training Stations UK and overseas. Force Development Leuchars Station Army Base with RAF Personnel Strategic Command Base with Glasgow Airport RAF Kirknewton RAF Personnel RAF Air Cadet Training Centres plus c 940 Royal Air Force Air Cadet RAF Boulmer Buildings across the UK

RAF Spadeadam

JHC Aldergrove

Windermere RAF Leeming RAF Fylingdales RAF Topcliffe Ballistic Missile Early Warning System

RAF Linton-on-Ouse Inskip

RAF Woodvale

RAF Valley RAF Mona RAF Scampton RAF Syerston RAF Waddington RAF Coningsby Creech Air RAFC Cranwell Force Base RRC Bavaria RAF Akrotiri RAF Ternhill RAF Barkston Heath Edwards Air RAF Gibraltar Fairbourne RAF Shawbury Force Base RAF Cosford RAF Wittering RAF Marham British Forces South Atlantic Islands RAF Wyton RAF Honington

RAF Weston -on-the-Green RAF Henlow RAF Little RRC Crickhowell Rissington RAF RAF Halton RAF Brize Norton Benson UK Space Operations - RAF High Wycombe RAF Colerne MOD RAF Northolt MOD St Athan Cardiff Airport Lyneham RRC Danesfield RAF Kenley

MOD Boscombe Down RAF Odiham

Blandford Garrison RAF(U) Swanwick HMS Sultan

RAF St Mawgan

05 RAF Senior Leadership

The Executive (AFBEx) is an advisory board that assists Working to support the leadership are the various groups within CAS in discharging his command, operational, executive, managerial and the RAF: legal responsibilities as well as those as the professional head of the RAF. 1 Group – No 1 Group coordinates all of the RAF’s frontline, fast-jet CAS – The Chief of the Air Staff is the commander and professional head force elements and the intelligence, surveillance, targeting and of the Royal Air Force. He is accountable to the Secretary of State for the reconnaissance work. RAF’s effectiveness and efficiency. 2 Group – No 2 Group coordinates the RAF’s Air Mobility elements (moving CASWO – The Chief of the Air Staff’s Warrant Officer is the senior Warrant people and equipment into theatre), Force Protection (delivered by RAF Officer for the RAF. He advises the CAS on matters concerning the Air Regiment and RAF Police to defend aircraft and operating bases) and the Forces’ Airmen and Airwomen. Support Helicopter Force.

DCOM Cap/AMP&C – The Air Member for Personnel and Capability is 11 Group – Newly reformed No 11 Group will integrate traditional air responsible for personnel (recruitment, training, career management, operations, battlespace operations and space management, with cyber legal support and welfare), and capability (equipment). and information (intelligence) activities.

DCOM Ops – The Deputy Commander Operations is responsible for 22 Group – No 22 Group is responsible for the training and education of conducting air operations at home and overseas. RAF personnel including ground training, flying training, technical training, the RAF college, Directorate of Sport and RAF Cadets. ACAS – The Assistant Chief of the Air Staff is the principal AFBEx member for MOD/RAF interface and has responsibility for long-term RAF strategic 38 Group – No 38 Group comprises A4 (engineer and logistics), A6 planning, aircraft ‘Release to Service’ matters and RAF domestic and (communications) and Medical Operations Force Elements, in addition to RAF international defence engagement. Music Services and Royal Air Force Stations High Wycombe and Wittering. Air Officer Commanding No 38Gp also has responsibility for UK-based United D Res – The Director of Resources is the principal AFBEx member for States Visiting Forces (USVF) units and Full Command for RAF personnel finance, is CAS’ principal financial advisor and has responsibility for serving outside of RAF units. civilian workforce matters.

06 Induction Process

In preparation for your arrival your Activity on Arrival line manager or team should have First Day prepared for the following activities. Visit to Passes and Permits (personal ID card, car pass, additional passes as required) Introductions (Line Manager, close colleagues) Conduct familiarisation tour (location of lifts, stairs, toilets and kitchen etc) Sign Official Secrets Act - MOD Form 134 IT set up (log into personal profile) First Week Log into HRMS (update bank details, personal details, calculate annual leave) HRMS Book training and inductions - go to p9 Create online accounts Civil Service Learning, Defence Learning Environment, Defence Travel Apply for Recruitment and Retention Allowance (if applicable) Discuss working arrangements with line manager (Flexible working, sickness absence policy) Flexible Working IT set up (printers and signature block) First Month Complete display screen equipment assessment - go to p9 Attend training and inductions (listed above) - go to p9 Agree objectives with Line Manager - go to p8 Order personal stationery as required (name cards, business cards, compliment slips) Stationery

07 Performance Appraisal Report

For those new to Civil Service, the civilian reporting system operates Mid-Year Review on an annual basis and commences in April. The Performance Appraisal This provides line managers and job holders the opportunity to review Report (PAR) measures performance for that year against the objectives performance over the previous 6 months and have a forward-looking set, and within MOD, is recorded in the Human Resources Management conversation, taking into account learning and development needs and any System (HRMS). wider career aspirations. The mid-year review also provides the opportunity to discuss any reasonable adjustments that may be required going forward. Set Up The line manager and job holder are required to review objectives and As a new starter, you will need to log into HRMS and familiarise yourself learning and development goals, updating them if required. with the PAR section, ensuring your line manager and countersigning officer details are correct. You will need to work with your line manager to agree End of Year Review appropriate objectives, ensuring they are SMART (Specific, Measurable, The End of Year process is an opportunity for the line manager and job Achievable, Relevant, Timed). You will also need to discuss and agree with holder to reflect on performance to date but also to look to the future and your line manager any learning and development goals linked to your discuss learning and development goals for the next performance year and objectives and any wider career aspirations, recording these into HRMS. any wider career aspirations. End of Year reviews should be conducted face to face wherever possible. Setting SMART Objectives Guidance Performance Management - 2020/2021 - MOD Main Review Process Agree with your line manager how you will work together throughout the performance year to ensure you are on track – for example participating in quarterly performance focussed conversations. Mandatory as part of the PAR process is the mid and end of year reviews.

08 Training, Learning and Development

As a Civil Servant in the MOD, there are a number of training Mandatory Training Refresh Available Through opportunities available to you, from mandatory training General Security Threat Brief required for operating on a RAF unit, to development 1 year On-Site / Security Fundamentals schemes and apprenticeships. Health and Safety 1 year CSL Counter Fraud, Bribery https://modgovuk.sharepoint.com/teams/23114/SitePages/ 1 year CSL Learning-and-Development.aspx and Corruption Diversity and Inclusion 1 year CSL Mandatory Training Active Bystander 1 year DLE Aside is a reminder of the mandatory training courses and Business Continuity 5 years CSL the various intervals they’re required to be refreshed. Defence Information 3 years DLE Management Passport Please note that this list refers to the basic mandatory MOD Civil Servant courses only. Individuals may also be required Safeguarding 3 years CSL to complete other training related to their specific role (eg. Line manager training, functional role training etc).

09 Training, Learning and Development

A Record of Training Must be Kept in HRMS. Means of Identifying and Developing Internal Talent scheme (MIDIT) The MIDIT development programme is an MOD internal talent scheme for . Sign in to HRMS and select ‘Employee Self Service’ > select ‘Training and all staff below Band B. It is managed by the Civilian HR’s Talent Management Development’ > select ‘Personal Training and Development Plan’. Office (TMO). MIDIT is for all staff who demonstrate the potential to become future leaders in Defence. Potential is measured by one’s ability, engagement . Select ‘Add New Need’. to MOD and their aspiration to become a leader. . Under ‘Category’, select the relevant option. Under ‘Subcategory select Apprenticeship Scheme the relevant course. Make sure the Objective ‘Business’ option is selected. Through the apprenticeship scheme, apprentices gain the technical knowledge, practical experience and wider skills they need for their . Select ‘Save’ and click ‘OK’ to confirm. immediate job and future career. The MOD wants to provide opportunities for individuals from diverse backgrounds to gain work-related skills and . Click on ‘Search/Enrol’ for the newly created training need, find the nationally recognised qualifications through structured, work-based training relevant course and select the course logo. Make sure it is the correct programmes. Most of the training will be ‘on-the-job’ with the remaining course and select ‘Update Plan’. The course details should be inputted ‘off-the-job’ training delivered by a training provider. The qualifications automatically. Click on the calendar icons to select both a start and end you can gain range from Level 2 (equivalent to 5 GCSEs), a Level 3 date for the course. Next to ‘Completed Date’, click on the calendar icon (equivalent to 2 A Levels) to Level 7, which is equivalent to a Master degree. to select the date you completed the course. Apprenticeships last between one to five years depending on the qualification you work towards. . Click on ‘Save’ to save your changes. The course should now display as completed with the option to evaluate the course.

10 Training, Learning and Development

Fast Stream Development Programme Positive Action Pathway The Fast Stream Development Programme provides the opportunity for high The Positive Action Pathway (PAP) is a cross-government scheme for staff calibre individuals, who demonstrate the required potential, to benefit from in under-represented groups. Launched in May 2013 the cross-Civil Service intensive development and training to equip them for early promotion to programme specifically targets minority ethnic, women, disabled and Grade 7/Band B2 and to have the potential to reach the Senior Civil Service lesbian, gay, bisexual and transgender (LGB&T) staff in all grades from in due course. It offers successful applicants the chance to use their skills and AA - Grade 6 / E2 - B1. The Positive Action Pathway is a formal one-year experiences to develop on a fast track to the highest levels of management learning programme consisting of various development workshops, in the Civil Service. action-learning sets and on the job learning.

The programme is open to all permanent civilian MOD staff at grade C2 Further information the Civil Service Schemes and opportunities can be (HEO) and below who are currently employed by the MOD or its agencies, found through the Civilian HR People Portal. Civilian HR People Portal as long as they were recruited by a process of fair and open competition. Applications from under-represented groups are encouraged as the Department aims to be representative of the community it serves. Those with particular expertise in the Science and Engineering field may apply specifically for the Science and Engineering Fast Stream, which offers some additional opportunities to undertake postings managing more technical issues. There will also be the In-Service competition for the Technology in Business (TiBs) Fast Stream.

Further details available from [email protected]

11 Statutory Guidance The Civil Service Code Updated 16 March 2015

Civil Service Values The statutory basis for the management of the Civil Service is set out in Part 1 These core values support good government and ensure the achievement of the Constitutional Reform and Governance Act 2010 of the highest possible standards in all that the Civil Service does. This in turn helps the Civil Service to gain and retain the respect of ministers, Parliament, The Civil Service is an integral and key part of the government of the the public and its customers. United Kingdom. It supports the government of the day in developing and implementing its policies, and in delivering public services. Civil servants are This code sets out the standards of behaviour expected of you and other civil accountable to ministers, who in turn are accountable to Parliament. servants. These are based on the core values which are set out in legislation. Individual departments may also have their own separate mission and values As a civil servant, you are appointed on merit on the basis of fair and open statements based on the core values, including the standards of behaviour competition and are expected to carry out your role with dedication and expected of you when you deal with your colleagues. a commitment to the Civil Service and its core values: integrity, honesty, objectivity and impartiality. In this code:

. ‘integrity’ is putting the obligations of public service above your own personal interests

. ‘honesty’ is being truthful and open . ‘objectivity’ is basing your advice and decisions on rigorous analysis of the evidence

. ‘impartiality’ is acting solely according to the merits of the case and serving equally well governments of different political persuasions

12 Standards of Behaviour

Integrity Honesty

You must: You must: . fulfil your duties and obligations responsibly . set out the facts and relevant issues truthfully, and correct any errors . always act in a way that is professional and that deserves and retains the as soon as possible confidence of all those with whom you have dealings . use resources only for the authorised public purposes for which they . carry out your fiduciary obligations responsibly (that is make sure public are provided money and other resources are used properly and efficiently) . deal with the public and their affairs fairly, efficiently, promptly, effectively You must not: and sensitively, to the best of your ability . deceive or knowingly mislead ministers, Parliament or others . ensure you have Ministerial authorisation for any contact with the media . be influenced by improper pressures from others or the prospect of . keep accurate official records and handle information as openly as personal gain possible within the legal framework . comply with the law and uphold the administration of justice Objectivity You must not: . misuse your official position, for example by using information acquired You must: in the course of your official duties to further your private interests or . provide information and advice, including advice to ministers, on the those of others basis of the evidence, and accurately present the options and facts . accept gifts or hospitality or receive other benefits from anyone which . take decisions on the merits of the case might reasonably be seen to compromise your personal judgement . take due account of expert and professional advice or integrity . disclose official information without authority (this duty continues to You must not: apply after you leave the Civil Service) . ignore inconvenient facts or relevant considerations when providing advice or making decisions . frustrate the implementation of policies once decisions are taken by declining to take, or abstaining from, action which flows from those decisions

13 Standards of Behaviour

Impartiality Political Impartiality

You must: You must: . carry out your responsibilities in a way that is fair, just and equitable and . serve the government, whatever its political persuasion, to the best of reflects the Civil Service commitment to equality and diversity your ability in a way which maintains political impartiality and is in line with the requirements of this code, no matter what your own political You must not: beliefs are . act in a way that unjustifiably favours or discriminates against particular . act in a way which deserves and retains the confidence of ministers, individuals or interests while at the same time ensuring that you will be able to establish the same relationship with those whom you may be required to serve in some future government . comply with any restrictions that have been laid down on your political activities

You must not: . act in a way that is determined by party political considerations, or use official resources for party political purposes . allow your personal political views to determine any advice you give or your actions.

14 Rights and Responsibilities

Your department or agency has a duty to make you aware of this Code and Civil servants working for the Scottish and Welsh Governments, and their its values. If you believe that you are being required to act in a way which agencies, have their own versions of the code. Similar codes apply to the conflicts with this Code, your department or agency must consider your Northern Ireland civil service and the Diplomatic Service. Civil servants concern, and make sure that you are not penalised for raising it. working in non-ministerial departments in England, Scotland and are covered by this code. If you have a concern, you should start by talking to your line manager or someone else in your line management chain. If for any reason you would Some civil servants are accountable to the office holder in charge of their find this difficult, you should raise the matter with your department’s organisation. This is made clear in terms and conditions of employment. nominated officers who have been appointed to advise staff on the code. Civil servants advising ministers should be aware of the constitutional If you become aware of actions by others which you believe conflict with significance of Parliament, and of the conventions governing the relationship this code you should report this to your line manager or someone else in between Parliament and the government. your line management chain; alternatively you may wish to seek advice from your nominated officer. You should report evidence of criminal or unlawful The respective responsibilities placed on ministers and special advisers in activity to the police or other appropriate regulatory authorities. This code relation to the civil service are set out in their codes of conduct. Special advisers does not cover HR management issues. are also covered by this Civil Service code except, in recognition of their specific role, the requirements for objectivity and impartiality. Including taking If you have raised a matter in accordance with the relevant procedures, account of ethical standards governing particular professions. Including a and do not receive what you consider to be a reasonable response, you may particular recognition of the importance of co-operation and mutual respect report the matter to the Civil Service Commission. The commission will also between civil servants working for the UK government and the devolved consider taking a complaint direct. Its address is: administrations and vice-versa.

Civil Service Commission, G/8, 1 Horse Guards Road, London, SW1A 2HQ The whistleblowing legislation (the Public Interest Disclosure Act 1998) Tel: 020 7271 0831 may also apply in some circumstances. Email: [email protected] The ‘Directory of Civil Service guidance’ and the If the matter cannot be resolved using the procedures set out above, and you feel you cannot carry ‘Civil Service management code’ give more information. out the instructions you have been given, you will have to resign from the Civil Service.

This Code is part of the contractual relationship between you and your employer. It sets out the high The Civil Service Commission’s ‘Guide to bringing a complaint’ gives more standards of behaviour expected of you which follow from your position in public and national life as a civil servant. You can take pride in living up to these values. information. It is available on the Civil Service Commission website

15 Reasonable Challenge: A Guide

The Iraq Inquiry (Chilcot) Report tells us that it’s important to avoid ‘groupthink’ as we develop policy, and the best antidote to that is reasonable challenge. An environment in which challenge is expected and accepted is important. People should

be receptive to reasonable challenge and assume that it is provided with the best of intentions, while those offering challenge should know how to do so effectively. Challenge isn’t about proving someone right or wrong; rather it’s about highlighting and exploring alternative options. These cultures and behaviours reflect a healthy organisation and we have created the following guide to support their development.

For those receiving challenge, you should: For those offering challenge, you should:

. Not take it personally – the challenge isn’t about you, it’s about the issue . Make challenge with courtesy and politeness. at hand. . Be prepared to explain the logic and reasoning behind your alternative . Make it known that you welcome reasonable challenge, and create space view and provide evidence. Keep your challenge concise and relevant to in the way you run your business to receive it. Recognise that challenge the issue at hand. might result in change. . Think about the interpersonal dynamics. Keep it professional - it’s the . Seek real diversity of thought, not just shades of mainstream thinking. issue you’re challenging, not the person. Be respectful to the approach from which you are differing. . Give staff the opportunity fully to articulate different views and give them credit for doing so. And remember that the person challenging shouldn’t . Choose your moment and your medium. A one-to-one discussion or a be expected to have a solution there and then. smaller team meeting may be more appropriate than a big meeting at which positions are being taken and decisions are expected; a gently . Demonstrate that you are giving serious thought to the challenge being probing conversation or email is better than a confrontational one. offered – do not dismiss it out of hand and make sure people aren’t just telling you what you want to hear. . Raise issues in a timely manner. Don’t leave your challenge too late in the process, when changing course could be too difficult. . Respond respectfully – never belittle someone’s view, and never (even after the event) sideline those offering it. . Accept if the eventual decision remains unchanged – a decision has to be taken once all reasonable challenge has been considered. Only in cases . If you do not accept the challenge, explain your reasoning, including where regularity or propriety have not been observed should you need to supporting evidence when necessary. turn to the Department’s whistleblowing process.

. Encourage the use of evidence from beyond the immediate organisation, think tanks, academia and other sources.

. Support both junior colleagues and peers to raise a challenge with more senior colleagues.

16 Civil Service Trade Unions

As a recruit to the public sector you may be baffled by the complex pay, grading has a performance management scheme that is constantly changing. Your union and appraisal systems in many workplaces. The Trade Unions are your voice at will help you navigate your way through this minefield, and help make sure you work, and the more members the Trade Unions have, the stronger your voice is. get a fair deal.

Here are Five Reasons to Consider Joining a Union: 4. Health and Safety Local safety representatives have statutory rights to help protect your health and 1. Collective Bargaining on Pay and Conditions safety at work. They deal with issues ranging from stress and mental health issues Unions negotiate your pay, pensions and other terms and conditions like holiday to hazardous substances. entitlements. In the public sector, pay has taken a battering but union members still earn a staggering 19.8% more than non-members. Equal pay is another area where 5. Equality unions consistently show their value. Trade Unions lead the fight for equal opportunities in the workplace. They stand for equal pay and treatment and against discrimination. Trade Unions work 2. Legal Advice and Services includes negotiating family-friendly policies such as flexible working, ensuring The government, until recently, had restricted the ability of many workers to pursue fair recruitment and promotion procedures, and negotiating adjustments for valid claims by introducing fees for employment tribunals. This affects their right disabled workers. to make claims in relation to discrimination and unfair dismissal. This has meant a large reduction in the number of employment tribunal claims. However, the Trade On many issues a single Trade Union will work together with other civil service Unions helped to pay members’ tribunal fees and provide free legal representation, unions to ensure the best outcomes for members. and have now helped to overturn the need to pay an upfront fee. Unions also offer personal injury schemes, 24-hour legal helplines on non-work matters, and a range Depending on your job and workplace, the Trade Unions for civil servants and of other membership services. public service workers include FDA (for senior civil servants), Prospect, Public and Commercial Services (PCS) Union,(for non-industrial staff) Unite, and 3. Personal Representation GMB (for industrial staff). You may never expect to have a problem at work but when you need information or advice you’ll be glad you joined a union. Help can range from your elected Trade For More information about joining a Trade Union please contact: Union representative or full-time officer providing a sympathetic ear or reassurance, Mr Mick Mace MCSU Chair for Air Command to full-blown representation if a problem gets serious. For example, the civil service By email: [email protected]

17 Useful Links, Services and Information

Civilian HR People Portal DBS Employee Wellbeing Service (EWS) This is a portal which will allows you to navigate to a range of HR information EWS offers a Confidential telephone, or e-mail based Professional, Advice including: Health and Wellbeing, Managing people through change, Diversity service, which supports Employees experiencing emotional problems and Inclusion and Leadership and Development. as a result of domestic or work-placed issues. EWS also offer Civilian and Military Line Managers practical advice on how they can best support Civilians in Air Website their employees. The Civilians in Air (CiA) website is a user friendly portal which offers a Tel: 93345 7047 (Mil); 0800 345 7047 (STD) variety of information for civilians working at HQ Air Command including: email: [email protected]. Newsletters, Blogs, Policy advice and links to useful websites. SpeakSafe HRMS – Human Resources Management System The SpeakSafe Helpline offers MOD Civilian Employees a safe space to discuss HRMS is your HR record that must be maintained. It is where you will record issues relating to bullying, harassment and discrimination in the workplace your leave, flexi and sick, your training records and complete your Performance with experienced practitioners, outside of their immediate workplace, Review (PAR). You may also use HRMS to seek out a mentor outside of your team. who will offer advice and support. The SpeakSafe service is impartial and Declaration Matters Guide confidential, allowing callers to remain anonymous, if they wish. Your Declaration Matters is a clear, concise and informative guide to: The SpeakSafe Helpline is available between 08:30-16:30, Monday – Friday. . What diversity declarations are Tel: 01442 424503 (STN) / 94444 4503 (Mil) . Why MOD asks for declarations email: [email protected]. What equality monitoring means . Hive Whether declarations are used to inform decisions about recruitment . HIVE Information Centre's are open to everybody within the Service (spoiler: they’re not!) Community; Forces personnel, as well as civilians employed by the Services. How the information is kept private, secure and anonymous . The HIVE offers a focal point for the Service Community by providing up-to- DBS – Defence Business Service – People Services date news and information on what is happening in the locality. DBS can assist in a number of areas such as: Position Management changes, Details of your local Hive Centre can be found on your local intranet. guidance on where to find policies, routine and urgent enquires and HRMS password resets to name just a few. MOD Glossary Tel: 93345 7772 (Mil); 0800 345 7772 (STD); +44 1225 747772 (Overseas) Acronyms are widely used across the MOD. The MOD Glossary is a useful tool. email: [email protected]

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