Getting Your Organisation Ready

GETTING YOUR ORGANISATION READY

INTERNAL POLICIES

This document provides examples only. Organisations should develop their own templates to relate to their working practices Contents

1. Health And Safety Policy...... 3 2. Equality and Diversity Policy...... 4 3. Quality Policy...... 11 4. Sustainability & Environmental Policy...... 12 5. Sustainable Procurement Policy...... 14 6. Safeguarding Children and Vulnerable Adults Policy...... 17 7. Equality and Diversity Impact Assessment...... 21 8. Action Plan Template...... 27 9. H&S Risk Assessment Monitoring Form...... 32 10. Recruitment & Selection Policy...... 36 11. Lone Workers Policy...... 45 12. Anti- Harassment and Bullying and Policy...... 48 13. Internet Acceptable Use Policy...... 53 14. Mobile Computing and Phone Policy...... 56 15. Whistle Blowing Policy...... 63 16. Recruitment of Ex-Offenders Policy...... 68 17. Staff Induction Checklist...... 70 18. Reference Request Template...... 74 19. CRB Policy...... 75 20. Learner Health and Safety Policy...... 77 21. Equal Opportunities Policy (Learner)...... 78 22. Customer Complaints Procedure...... 81 24. Health & Safety Checklist...... 83

This document provides examples only. Organisations should develop their own templates to relate to their working practices 1. Health And Safety Policy

The management of (organisation name) is aware of the importance of controlling and monitoring Health and Safety at work, and is fully aware of its responsibilities as an employer to provide a safe working environment for it’s employees.

We recognise that in addition we have a duty of care for those other people who are under our supervision or control whilst on our premises or on training courses and/ or training secondments which take place on premises that we do not own.

The company will also co-operate with it’s customer requirements, taking care whilst working on site to ensure that members of the public and other contractors are not put at risk by the work it is conducting. The company will take all reasonable steps to meet it’s health and Safety obligations under both the:

Health and Safety at Work Act 1974 Management of Health and Safety at Work Regulations 1999

Which includes providing:

Safe equipment and working methods Systems for the safe transporting, storage, handling and use of dangerous materials Emergency procedures Systems to meet the fire regulations Personal protective equipment Risk assessment (including fire risk assessments) Training in all the above

Management will undertake continuous reviews of health and safety to minimise risk to employees, sub contractors and the public. For any system to work, co operation with those carrying out the work is essential, and the company will ensure that there is suitable communication with feedback from employee’s.

It is also recognised that employees have duties and responsibilities, which include:

Acting with due care at all times Following instructions and emergency procedures Correct use of safety equipment and clothing Correct use of hazardous chemicals

The management of the company will give appropriate support and the necessary power and authority to those implementing the policy, in order to ensure it’s requirements are followed.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 2. Equality and Diversity Policy

Legal Considerations

Human Rights

The Human Rights Act 1998 has been considered with regards to this policy. Proportionality has been identified as the key to Human Rights compliance. This means striking a fair balance between the rights of the individual and those of the rest of the community. There must be a reasonable relationship between the aim to be achieved and the means used.

Data Protection Act 1998

Data Protection issues have been considered with regard to this policy. Adherence to this policy will therefore ensure compliance with the Data Protection Act 1998

The Race Relations Act 1976 Amendment Act

Race Relations issues have been considered with regard to this policy. Adherence to this policy will therefore ensure compliance with the Race Relations Act 1976

Disability Discrimination Act 1995 as amended by the Disability Discrimination Act 2005

Disability Discrimination issues have been considered with regard to this policy. Adherence to this policy will therefore ensure compliance with the Disability Discrimination Act 1995

The Sex Discrimination Act (SDA) 1975 (amended 1986)

Sex Discrimination issues have been considered with regard to this policy. Adherence to this policy will therefore ensure compliance with the Sex Discrimination Act 1975. This act prohibits sex discrimination in employment and it prohibits victimisation of a person who has exercised the EPA or SDA.

The Sex Discrimination (Gender Reassignment) Regulations 1999

Issues relating to this act have been considered with regard to this policy. Under this act, it is unlawful to treat a person less favourably because that person has undergone, intends to undergo or is undergoing gender reassignment.

The Gender Recognition Act 2004

This legislation came into force in April 2005; it amends the SDA 1975 and the Sex Discrimination (Gender Reassignment) Regulations 1999. Issues relating to this act have been considered. This act allows the legal recognition of transsexual people’s gender (acquired gender).

The Employment Equality (Sexual Orientation) regulations 2003

Under this act is it illegal to discriminate on the ground of sexual orientation in employment and training. Issues relating to this act have been considered in relation to this policy. This document provides examples only. Organisations should develop their own templates to relate to their working practices

Employment Equality (Sex Discrimination) Regulations 2005

The Employment Equality (Sex Discrimination) Regulations have been considered with regard to this policy. Adherence to this policy will therefore ensure compliance with the Employment Equality (Sex Discrimination) Regulations 2006.

Equal Pay Act 1970 (EPA) (amended 1983)

Under this Act, a person has a right to the same contractual pay and benefits as a person of the opposite sex in the same employment if the work is considered to be of equal value. Equal Pay Act falls under this policy.

Employment Equality (Age) Regulations 2006

The Employment Equality (Age) Regulation has been considered with regard to this policy. Adherence to this policy will therefore ensure compliance with the Employment Equality (Age) Regulations 2006.

Employment Equality (Religion or Belief) Regulations 2003

The issues under this act have been considered with regard to this policy. Adherence to this policy will therefore ensure compliance with the Employment Equality (Religion and Belief) Regulations 2003. This act offers protection for workers from discrimination and harassment at work on the grounds of region or belief. It covers all aspects for the employment relationship, including recruitment, training, pay, working conditions, promotions dismissal and references.

This policy applies to all members of staff regardless of contract type or length of service, senior management, agency contractors and temporary staff, consultants, associates, visitors, suppliers and stakeholders.

Policy Aim

(Name of Organisation) is committed to the principles of equality, diversity and human rights. Our vision of driving continuous improvement across our business can only be achieved by making the most of the talents and resources of all our staff. By recognizing and valuing individuals' unique differences, we will be better placed to develop understanding and confidence amongst all groups of people within (Insert name of organisation) . We will treat all individuals who operate within and outside (Insert name of organisation) with whom we associate openly, fairly, with dignity and respect. We will provide a working environment free from any harassment, bullying, victimisation and unlawful discrimination, ensuring equality of opportunity throughout all our processes and practices.

All members of staff, contractors, associates and business suppliers will be expected to actively demonstrate their commitment to these principles and are encouraged to challenge unacceptable behaviours in relation to issues of gender, race, ethnic or national origin, marital status, disability, mental health, religion, age, sexual orientation, or for any other This document provides examples only. Organisations should develop their own templates to relate to their working practices reason of difference. We will ensure that all our policies and procedures reflect these principles.

Diversity Statement:

(Enter Information about organisation activities)

We have a strong commitment to the principles of diversity and equality. We aim to provide an environment that caters for creativity and is free from discrimination through ensuring equality of opportunity in all our business activities. We will not tolerate any form of unfair discrimination. Decisions related to the recruitment, employment, training, progression and retention of staff are governed by our commitment to Diversity and by being an employer of choice. All customers, consultants, associates, suppliers, temporary and casual workers and potential and existing staff will be treated equally regardless of age, belief, caring responsibilities, colour, disability, Employment Status, ethnic origin, gender, gender reassignment, HIV status, nationality, race, religion or sexual orientation.

Policy Detail

Our commitment is supported by our values on equality and embracing diversity in the workplace and underpinned by a legal duty to provide services and employment fairly without discrimination and to keep to all relevant codes of practice.

We continue to demonstrate our commitment by:

 By ensuring that all members of staff including temporary, agency and casual staff and associates or consultants are personally responsible for implementing and promoting these principles in their day to day dealings with other staff, customers, associates, partners and stakeholders. Inappropriate behaviour is not acceptable and will be challenged.  Ensuring that all policies and procedures are fairly constructed and applied by undertaking equality impact assessments. If any evidence of differential impact is identified then the company will take steps to address and resolve them.  Continuing to include targets in our business to benefit the community by uplifting the share of our clients from under-represented groups. Each year, targets are set to improve the portfolio clients from the following  groups, ethnic minority backgrounds, women and disabled clients.  Modifying processes and procedures in such a way as to prevent any discrimination from occurring through impact assessments.  Monitoring the diversity data in the recruitment of new and existing staff by the main diversity strands and publish the results of that monitoring as part of periodic HR reports.  Promote an inclusive culture for work and develop the skills required by staff to work effectively in a diverse environment, through guidance, training and awareness raising.  Involving and consulting staff with regard to matters related to equal opportunities and diversity. This document provides examples only. Organisations should develop their own templates to relate to their working practices  Ensuring all staff are aware of the provisions of this document and other policies related to equality of opportunities and understand their rights and responsibilities under legislation and (Insert name of organisation) ’s policies and codes of conduct.  Ensuring that (Insert name of organisation) communicates clearly the requirement that those organisations accept the duty to provide services and interact with customers; staff and the public are in keeping with the requirements of relevant legislation in all its engagement processes with contractors, consultants, suppliers and associates.  Ensuring that we actively recruit from the local community and conducting our recruitment advertising in under represented areas of the community  Ensuring that applicants are given sufficient level of clear and accurate information about posts through advertisements, job descriptions and interviews in order to enable them to assess their own suitability for a post.  Ensuring that advertisements and recruitment drives are aimed to as wide a group of suitably qualified and experienced people as possible.  Making sure that all interviews are conducted on an objective basis and in accordance with competency based selection methods  Ensuring that all vacancies shall be given as wide an internal circulation as possible to staff who are likely to possess appropriate qualifications or have relevant experience have equality of opportunity.

Responsibilities

The ultimate responsibility for this policy rests with the Board of Directors, which is led by the Managing Director who ensures that there are systems in place to put this policy into practice on a day-to-day basis.

The Executive and Assistant Directors team is responsible for the implementation of this policy and accompanying policies both inside and outside the organisation and for ensuring that managers and staff fulfil their role in addressing diversity issues by promotion of this policy and delivering equality of opportunity.

Managers, staff, temporary, casual and agency staff, associates and consultants are responsible for ensuring that equal opportunities and diversity are promoted within their own division and are aware of their responsibility to challenge any unfair discrimination for reasons covered by equalities legislation.

All staff, contractors, consultants, business clients, customers and visitors to (Insert name of organisation) have a responsibility to adhere to this policy supporting equality and diversity at all times. Staff have a personal responsibility to attend the annual company wide training events and/ or utilise in-company learning material to ensure that they are aware of our current policy and legislative developments. All staff, contractors, consultants, business clients, customers and visitors to (Insert name of organisation) are also responsible for ensuring that his/her behaviour is appropriate with this policy

Recruitment, Selection and Promotion

This document provides examples only. Organisations should develop their own templates to relate to their working practices

(Insert name of organisation) has for many years maintained a diverse workforce and we will make necessary attempts to retain and widen the diversity as we develop. We will continue to advertise job vacancies in a variety of media ensuring that we make it possible for people from all sections of the community apply for jobs. Our Recruitment and Selection procedures have been formulated in accordance with current legislation and this policy. We aim to recruit the most suitable person for the job based on their skills and competencies. We ensure that no job applicant or employee receives less favourable treatment than another on any ground covered by this policy.

Job Descriptions and Person specifications are drawn up prior to any recruitment activity and reflect the requirements of the role and regularly reviewed.

Advertisements are clear and unambiguous and do not discriminate either directly or indirectly. All vacancies are advertised internally and/or externally.

Selection of candidates is carried out on the basis of ability to do the job at the short-listing and interview stage. We will always have more than one person carrying out the selection process and they must be fully aware of and adhere to this policy. In most cases, interviewers will have received training or a briefing from HR on recruitment prior to participating in the process.

All job applicants will be requested to complete a Diversity Monitoring form on their application for a position at (Insert name of organisation). The information given will be handled in accordance with Data Protection Act and will be used solely for monitoring purposes and will not form part of the selection process.

Learning and Development

(Insert name of organisation) regularly provides training on Equality and Diversity. All staff will be required to attend training events hosted by (Insert name of organisation) and all new members of staff will receive details of this policy and will be required to take part in training activities relating to Equality and Diversity as part of the Induction process.

We will ensure that training materials designed by (Insert name of organisation) will be free from undue bias and stereotypes and we will continue to promote diversity and equal opportunities for all.

Information on Learning and Development opportunities will be circulated to relevant staff and the take up of training will be monitored on an on-going basis. The results of this monitoring will be publicised on an annual basis.

Dignity at Work

In addition to our commitment to being an employer of choice we aim to create a culture in which all staff are treated with dignity and respect. There are specific policies in place that staff can use if they feel they have been bullied, harassed or victimized at work and we actively promote our commitment to challenge inappropriate or discriminatory behaviour.

Disability and Employment

This document provides examples only. Organisations should develop their own templates to relate to their working practices We aim to make employment and retention of people with disabilities an integral part of this policy. We aim to take specific actions to raise the awareness about disabilities and to ensure that people are made aware of their role and responsibilities in making sure that discrimination does not occur. We are committed to creating a working environment that does not prevent people with disabilities from taking up positions with us and that they have a fair and equal opportunity to reach their full potential. We are working towards providing full accessibility to our premises and where this is not possible, we will provide alternative working arrangements.

(Insert name of organisation) will support employees who become disabled by offering leave for adjustment to the disability and consult them and other relevant specialists to identify their needs in the workplace.

Time off for Religious Holidays / Festivals

(Insert name of organisation) will carefully consider any requests for time off to attend religious activities. Managers will negotiate provisions with staff to ensure that are reasonable consideration has been made. It the responsibilities of managers to ensure that any requests for time off for religious purposes are communicated to the HR team. Line managers are responsible for the approval of time off for religious activities.

Disciplinary, Grievance and Redeployment Procedures

In the case, where any employees, trainees or other persons who fall within the scope of this policy are not being offered equal opportunities, the circumstances will be investigated by the Managing Director or his nominee. Appropriate action will be taken, where necessary, to redress the effects of any practice which may be found to have unjustifiably limited the provision of equal opportunities.

(Insert name of organisation) will not tolerate any form of Discrimination, Harassment or Bullying, if individuals are found displaying such conduct, they will be subject to disciplinary action taken against them. Particular care will be taken to effectively deal with complaints of Harassment or Victimisation. All internal complaints from staff and managers must be processed through the Grievance procedures and complaints from external customers and clients will be managed through the customer satisfaction procedure.

Managers shall not discriminate against particular staff groups in selection for redeployment or redundancy. The Human Resources Manager will ensure the selection criteria are not discriminatory. We will ensure that redeployments and redundancies are to be carried out in a fair and consistent manner.

Any employee who has, in good faith complained and/or taken action under Race Regulations Act 1976, Sex Discrimination Act 1975 (amended 1986) the Disability Discrimination Act 1995 and/or other aspects of this policy shall not receive less favourable treatment than any other employee.

Implications of the Policy

This document provides examples only. Organisations should develop their own templates to relate to their working practices Human Resources / Training

This policy applies to all members of staff regardless of contract type or length of service, agency contractors and temporary staff, consultants, associates, visitors, stakeholders and senior management. Equality and Diversity Awareness training will be provided to new staff during the Induction Programme. We provide company wide training on Diversity and Equality for all staff on an annual basis. Line managers not experienced in managing diversity will be trained and briefed by HR.

IT Infrastructure

Standard forms and guidance notes will be placed electronically on the internal system.

Monitoring/ Review

We will continue to review; monitor and report on our Equality and Diversity Policy and its practices to measure progress in achieving the policy aims and objectives are met. Management Information relating to the composition of our workforce and statistics on those who access our services and those who apply for employment are derived from diversity data collected on each of these activities. This information will be reported to (Insert name of organisation) ’s Board of Directors and Executive and Assistant Director Team on a bi-annual or annual basis. Any issues arising from the policy will be reported on an quarterly basis. Diversity data is held and managed by the HR team; we will also provide statistical data on all programmes and submit to our customers on a regular basis in accordance with the Data Protection Act 1995.

The introduction or review of (Insert name of organisation) ’s policies and procedures are subject to an impact assessment process to ensure that organisational policies and procedures do not operate against statutory equal opportunities legislation or diversity codes of practice.

The Human Resources team is responsible for reporting on the on-going monitoring of the policy. This policy will be reviewed by the HR Manager annually and submitted to the Board of Directors for final approval.

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3. Quality Policy

The Management of (Insert Organisation Name) is operating under the control of a quality management system along the lines laid down in (Insert any quality marks if applicable)

The Company places particular emphasis on obtaining client satisfaction by:

 Responding promptly and accurately to Customer inquiries and orders.  A constant pursuit of quality, value and reliability in the product or services and services that the Company supplies to its Customers.  Ensuring that its management and staff are fully trained to meet the requirements of the business and its customers.  Constantly striving to meet and where possible exceed its customer’s expectations.  Working closely with its Customers and Suppliers in seeking to establish the highest Quality standards;  Adopt a forward-looking view on future business decisions which may have an impact on Quality;  Train all members of staff in the needs and responsibilities of Quality Management.

To meet the specified requirement of the Customer, the Company applies a quality management system in conjunction with other management controls. The Quality Manual and Procedures Manual describe the system.

Responsibility for upholding this policy is truly Company-wide under the guidance and with the assistance of Top Management who encourage the personal commitment of all staff to address quality as part of their skills.

It is the Company’s policy to seek to operate to these standards continuously and to implement and operate quality standards through registration and annual review.

The Company complies with all legislation relevant to its industry and also the Health & Safety Executive.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 4. Sustainability & Environmental Policy

Introduction

This policy statement sets out (Insert name of organisation) aims for aiding sustainable development. The Company is committed to implementing actions to deliver the aims set out below. These actions will promote and embed sustainable development in all aspects of the Companies activities.

(Insert name of organisation) is committed to the principles of sustainability and minimising the adverse impact of its activities on the environment. This sustainability policy has been produced to endorse this commitment, guide staff, associates, partners and learners of required environmental practice and promote this commitment to sustainability to all stakeholders.

The policy encompasses the guidance from the Learning and Skills Council document ‘From Here to Sustainability’ (Insert name of organisation) recognises that its operations have an effect on the local, regional and global environment and that it can contribute towards the conservation and protection of the environment. As a consequence, the company is committed to continuous improvements in environmental performance and the minimisation of waste and pollution. Environmental regulations, laws and codes of practice will be regarded as setting the minimum standards of environmental performance.

We are committed to:

 Operating in accordance with relevant laws, regulations and professional codes of practice including the Waste Minimisation Act and the Cleaner Neighbourhoods Act  Continual improvement in our environmental performance through educating and developing our employees to conduct their activities in a sustainable way  Working closely with regulatory bodies, environmental organisations and other interested parties on issues of sustainability  Seeking and securing external validation of the quality of our arrangements for sustainable business practices through Green Mark certification at level 1 and progressing to higher levels over time.

Key Aims

Leadership

Promote and support sustainable development principles in all aspects of the individual leaders’ roles and across the organisation  Estates and resources  Curriculum  Learning delivery  Continuing professional development (CPD)  Strategic planning

This document provides examples only. Organisations should develop their own templates to relate to their working practices Incorporate sustainable development as a key theme of CPD for all staff  Establish a procurement policy to minimise the social, economic and environmental impact of our procurement choices and maximise the use of company resources.  Embed sustainability into the strategic planning process and closely monitor progress

Buildings and Estate

 Ensure that company business is conducted in a manner that improves energy efficiency and seeks to eliminate waste  Ensure that the management of existing buildings minimizes the environmental impact of the energy consumed  Promote the use of more sustainable modes of transport by encouraging staff and learners to use public transport, car share and cycle to get to work

Curriculum

 Promote sustainable citizenship and ecological awareness through sustainable development education within our delivery curriculum  Develop workforce skills to help create a low carbon economy

Community

 Maintain and develop appropriate local and regional partnerships to maximise benefits to the community  Support local markets, ethical and fair trade, and socially responsible initiatives within the community  Consider sharing facilities with local community agencies and groups to make the best use of resources  Be aware of, support and connect to, the economic strategies drawn up and developed by the local authorities and RDAs  Encourage learners and providers to undertake volunteering activity as part of a community commitment to sustainable development.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 5. Sustainable Procurement Policy

Our aims and objectives are to

 Minimise our environmental impact and deliver community benefits through better selection and improved usage of products and services;  Foster innovation in our supply markets to increase the availability and effectiveness of  sustainable solutions that meet our organizational requirements;  Encourage our suppliers to adopt practices that minimise their environmental impact and deliver community benefits in relation to their own operations and throughout the supply chains in which they operate  Work in partnership with suppliers to achieve our common goals and continually improve performance over time.

Specific targets The UK government has identified climate change as a key policy priority in order that future generations are able to enjoy their natural environment. To realise this goal, the government has mandated several procurement policies which (organisation name) is obliged to adopt. As a result, (organisation name) will, in its purchasing decisions, give preference to:

1. Any product which meets the specifications listed in the governmental Quick Wins List http://www.defra.gov.uk/sustainable/government/what/priority/consumption- production/quickWins/index.htm

2. Any product, service or supplier which can support the following objectives:

 A reduction in carbon emissions  An increase in energy efficiency p/m2  The reduction of waste arising  An increase in recycling figures  A reduction in water consumption by 25% on estate

Supplier Code of Conduct As the contracting organisation, we expect our suppliers to ensure their practices are supportive of our approach. We expect to purchase goods and services that have been produced or are delivered with minimum impact on the environment and with due regard for social issues such as employment conditions and welfare. As a result, (organisation name) reserves the right to refuse partnerships with organisations that do not achieve (or are unable to provide evidence of an action plan to address) the following minimum standards for their operations, employees and supply chain, in accordance with International Labour Organisation (ILO) conventions and other public sector commitments.

This document provides examples only. Organisations should develop their own templates to relate to their working practices Working Conditions

Freedom of Associative and Collective Bargaining (C87 & C98). As far as any relevant laws allow, all employees are free to form or join a Union, which pertains to the protection of the terms conditions of the employment of employees, such as wages, hours of work, working conditions and grievance procedures.

Elimination of Forced and Compulsory Labour (C29 & C105). Forced, bonded or compulsory labour is not used and employees are free to leave their employment after reasonable notice. Employees are not required to lodge deposits of money or identity papers with their employer.

Elimination of Discrimination in Respect of Employment and Occupation (C100 & C111). Discrimination based on factors non-relevant to the terms of employment is prohibited. Examples of non-relevant attributes include race, religion, gender, sexual orientation, disability, ethnicity, height, weight and age.

Abolition of Child Labour (C138 & C182). Work undertaken by people of 16 years or under without consideration for their personal development, safety, education or health is prohibited. This will be supported by policies and programmes, which promote the development of any employed child. Placing children in employment deemed to be hazardous (in accordance with ILO definitions) shall not be tolerated.

Supplier Diversity It is (organisation name) policy to encourage a diverse range of suppliers to tender to provide services, materials or expertise and our aim is to give equal opportunities to suppliers owned by under-represented groups. This enables (organisation name) to contribute toincreased social inclusion, whilst tapping into alternative sources to define the needs of the countryside and the aspirations of currently under-represented groups.

Environment Processes are in place to actively improve the efficiency with which finite resources (such as energy, water, raw materials) are used and the release of harmful emissions to the environment associated with manufacture, use and end-of-life product management are minimised.

(organisation name)’s Working Principles Our main focus will be on supply markets which have the largest environmental/social impacts by virtue of the size of our expenditure (i.e. top 10) and/or sustainability risks (i.e. specific and identifiable environment and/or social impacts regardless of size of expenditure);  We will ensure all key procurement decisions and actions are considered and determined by a cross-functional team of in-house specialists to ensure the most sustainable outcomes are achieved;  Appropriate environmental and social requirements will be integrated into all procurement activities, e.g. pre-qualification, specification and evaluation stage.  As far as possible, all tenders will be evaluated to take into account the environmental and/or social impacts of a particular product or service over its whole-life cycle, and appropriate supplier sustainability performance assessment criteria and weightings will be used. This document provides examples only. Organisations should develop their own templates to relate to their working practices  We will adopt a pragmatic approach to encouraging and influencing our suppliers to improve their sustainability practice;  Whilst this policy applies to all (organisation name) suppliers, we will strive to ensure that it does not place unnecessary and over burdensome requirements on small to medium enterprises (SME), putting them at a disadvantage in doing business with us.  As required, we will establish performance agreements with our key strategic suppliers, monitor their progress over time, and provide them with regular and constructive feedback.  As far as possible, we will conduct our procurement activities to support and deliver community benefits (e.g. recruitment of the long-term unemployed, skills development), and will work in partnership with other organisations to achieve this.

Accountability  All (organisation name) offices and relevant members of staff have shared responsibility for integrating the provisions of this policy into their decision-making.  In recognition of the need to support (organisation name) offices and their staff in their decision-making, the central procurement team is charged with the overall accountability for developing a coordinated and integrated approach to implementing this policy across the whole of (organisation name)  We will review this policy and associated procedures on an annual basis and involve our suppliers in this process;  We will verify, using external assessors, our performance against this policy whenever possible.  We will monitor and report where appropriate the environmental and social outcomes achieved from the application of our policy across our operations; and  We will report on our progress in implementing this policy to the management board, the Board of Directors and publicly to our key stakeholders on an annual basis.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 6. Safeguarding Children and Vulnerable Adults Policy

1. What is Safeguarding?

In recent years there has been increasing concern about the safety and welfare of both children and young adults.

Safeguarding is defined by the Children Act 1989 and Joint Chief Inspectors Report on Arrangements to Safeguard Children (2002) as meaning that:

“Agencies (and organisation’s) working with children and young people take all reasonable measures to ensure that the risks of harm to the individual’s welfare are minimised; and where there are concerns about children and young people’s welfare, all agencies (and organisations) take all appropriate actions to address those concerns, working to agreed local policies and procedures, working in partnership with other local agencies.”

2. Who Are We Safeguarding?

The Children Act 1989 states the legal definition of a child is ‘a person under the age of 18’.‘Young person’ is not a legal term, for the purposes of the policy and procedures, a young person is someone who might not perceive themselves as a child, but who is still in the age range of the legal definition, and therefore fall within the term ‘child’.

Key aspects of legislation have been extended to include protection for ‘vulnerable adults’.115(4) of the Police Act 1997 states that a person can be considered vulnerable if they are “substantially dependent upon others in performing basic functions, orability to communicate with those providing services, or to communicate with others is severely impaired”.may mean that they have a reduced ability to protect themselves from assault, abuse or neglect.can be as a result of a learning or physical disability (not normally to include dyslexia; a physical or mental illness chronic or otherwise (including an addiction to alcohol or drugs); or a reduction in physical or mental capacity.

3. Why is Safeguarding Necessary in Life Long Learning?

Life long learning providers are experiencing more contact with ‘children’ through taster days, jobs plus, Modern Apprentice and ‘NEET’ Train to gain and ESF programmes provision. (organisation name) has a common law and ‘Common Inspection Framework’ duty of care to take such steps that in the circumstances of an educational institution are reasonable to ensure that the child, young person or vulnerable adult, is safe and seen to have an enhanced duty of care.

4. Statement of Policy

(organisation name) is committed to safeguarding and promoting the welfare of children, young people and vulnerable adults, engaged in the breadth of its activities. This document provides examples only. Organisations should develop their own templates to relate to their working practices As a consequence (organisation name) has taken the view that in the interests of good practice there should be a clear policy and associated procedures to guide work with under- 18 year olds and vulnerable adults. (organisation name) recognises that it has a duty to help staff and learners recognise their responsibilities (through guidance, support and training), minimise risk and avoid situations (where possible) where abuse or neglect might be alleged.

5. Safeguarding Structure and Responsibilities

(organisation name) has in place an organisational structure for safeguarding children and vulnerable adults. Key senior staff with designated safeguarding responsibilities include:

 Designated Safeguarding Officer (Work Based Learning Manager) who has a (organisation name) leadership and coordination role including investigations if required.  Human Resource Manager (recruitment practice)  Quality Manager (monitoring)  Health and Safety Appointed person.

In those areas where staff and learners work with children and vulnerable adults as part of their roles, a manager is nominated to have responsibility for safeguarding in their area.

(organisation name) takes the view that all staff and learners are required to take a shared responsibility for the protection and safety of any children, young people and vulnerable adults on campus.must be aware of and abide by . (organisation name) Codes of Good Practice.

It is expected that all parents/guardians (either learners or from the general public) who bring children into (organisation name) site or any external facilities / events abide by the Code of Behaviour as well as health and safety regulations.

Processes are in place to check the suitability of staff and learners working directly with children and young people.staff and learners across the company will be in regular or significant occasional contact with under-18s or vulnerable adults in the course of their teaching or other work.is a commitment that such staff and learners have satisfactory Criminal Records Bureau (CRB) enhanced checks in place. In line with recommendations from ‘The Birchard Inquiry Report’ (2004) – recommendation 19 “New arrangements should be introduced requiring those who wish to work with children or vulnerable adults, to be registered.

The register will confirm that there is no known reason why an individual should not work with these client groups” as per working with children, To this end all employee’s will participate and be registered in the Independent Safeguarding Authority (ISA) and the Vetting and Barring Scheme (VBS) as required as of 12th October 2009 and to have all requirements in place before the stated final cut off date of 31st July 2015. This document provides examples only. Organisations should develop their own templates to relate to their working practices 6. Control Measures/Procedures

6.1 Learners

(organisation name) believes that children/young people have rights as individuals and should be treated with dignity and respect.will strive to provide a safe environment for any young people (under-18s) and vulnerable adults in its care while they are studying at (organisation name) visiting our premises or participating in (organisation name) activities. Activities at (organisation name) that involve children/young people and vulnerable adults, in organising learning and teaching and delivery of services, are risk managed and will be supported by risk assessments, and make reasonable, proportionate adaptations to their activities as appropriate. (organisation name) reserves the right to refuse to admit a child or vulnerable adult to a programme of study, or other managed activities, if it judges that the adaptation necessary to safeguard that individual’s wellbeing go beyond what is reasonable and proportionate. Where adaptations are reasonable and proportionate, Newman puts into place a number of ‘control measures’ (in the language of health and safety) in order to safeguard the wellbeing of children and vulnerable adults.are kept under review and added to as necessary. As a condition of admission to certain programmes of study where they will come into close contact with children and vulnerable adults (typically in initial teacher education, health and social care), learners (may or will be) required to undergo a CRB or enhanced Criminal Records Bureau check prior to the commencement of placement / training activity (organisation name) is obliged to refuse admission if the CRB disclosure disqualifies the applicant from practicing in their chosen field.

6.2 Staff

All (organisation name) staff members, contractors and volunteers are advised to minimise physical contact with learners, except for reasons of health and safety, or where physical contact may be a necessary part of learning.

(organisation name) reserves the right to deny employment to individuals where permitted criminal records checks suggest they might post a danger to the learning community.

(organisation name) also reserves the right to suspend and/or dismiss staff members, in accordance with its employment procedures, from employment or from undertaking a specific role with respect to that employment.may apply if information was withheld, when requested, about their criminal record at the point of employment, or acquires a criminal record during employment.

All members of staff working closely with children or vulnerable adults have to be alert to possibilities of abuse and any concerns about the behaviour of any adult with respect to that This document provides examples only. Organisations should develop their own templates to relate to their working practices child should be reported in accordance with procedures. This will be supported by relevant training, skills development and updates to ensure recognition, response, reporting, recording and referral are all to required standard.

Any staff member who considers that they themselves may be a vulnerable adult, can seek support from (organisation name) human resource, who will as required support with appropriate occupational health, or counselling.

CRB disclosures will be obtained for all staff and volunteers working in ‘regulated positions’ (as defined by the Criminal Justice and Court Service Act 2000) with children, young people or vulnerable adults as per ISA guidelines; (organisation name) will where appropriate evaluate information to determine individual’s appropriateness to work in such an activity.

Where staff are not engaged in regulated positions, but are involved in activities that may involve children or vulnerable adults, a risk management approach is taken to delivery of learning and teaching, and activities involving the wider public.

6.3 Other Groups

The parent/guardian of children on (organisation name) premises or arranged work placement activity, whether they are children of learners, staff members or visitors, remain their responsibility, unless they are enrolled as learners, or otherwise involved in (organisation name) managed activity.

The organiser of activities on (organisation name) premises or satellite centers that children are participating in (without their parent/guardian), is responsible for their safeguarding and wellbeing.

7. Procedures to be used when harm/abuse is suspected

All members of staff working closely with children and/or vulnerable adults have to be alert to possibilities of abuse.concerns should be reported to the Designated Safeguarding Officer who will decide what further action to take. It is the duty of staff to inform only not to investigate – this is the role of the Police and Social Services.

If staff, in the course of their work at (organisation name) have a child safeguarding issue brought to their notice, this must be treated as a priority over all work. Guidance with regard to a specific incident may be obtained from the Designated Safeguarding Officer.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 7. Equality and Diversity Impact Assessment

STAGE 1 – SCREENING

1. Identify main aims of the policy/procedure

1a.What is the aim, objective or purpose of the policy/procedure?

1b.What are you trying to achieve through the policy/procedure and why?

1c.Who are the main stakeholders in the policy/procedure?

1d. Who is intended to benefit from the policy/procedure and in what way?

1e. How do the policy/procedure outcomes help or hinder other organisational objectives, policies or values?

1f. Are there associated aims of the policy/procedure? What are they?

1g.Who defines the policy/procedure?

1h.Who is responsible for the policy/procedure? Who implements the policy/procedure?

1i.Is the responsibility for the policy/procedure shared with any other department or authority or organisation? If so what responsibility and which other parties?

This document provides examples only. Organisations should develop their own templates to relate to their working practices 2. Information collection

2a.What information is available on the impact of this policy/procedure? When and how is it collected?

2b.If gaps are identified in the data available, what records; data or information are you likely to need to develop and monitor an effective policy/procedure that benefits all groups equally?

3. Relevance of policy/procedure

3a.Will the policy/procedure involve, or have consequences for the organisations serves and employees?

3b.Could these consequences differ according to people’s racial group; disability; age; sexual orientation, faith or gender? E.g. because they have particular needs, priorities or experiences (or combinations of)

3c. Is there any reason to believe that people could be affected differently by the policy/procedure according to their racial group; disability; age; sexual orientation, faith or gender? E.g in terms of access to a service or the ability to take advantage of opportunities

3d.Is there any evidence that any part of the policy/procedure could discriminate unlawfully, directly or indirectly, against people from: some racial group; disability; age; sexual orientation, faith or gender?

3f. Is there any evidence that people of any racial group; disability; age; sexual orientation, faith or gender may have different expectations of the policy/procedure in question?

3g.Is the policy/procedure likely to affect relations between: certain racial group; disability; age; sexual orientation, faith or gender? E.g. because it is seen as favouring a particular group or denying opportunities to another

This document provides examples only. Organisations should develop their own templates to relate to their working practices 3h.Is the policy/procedure likely to damage relations between any particular racial; disability; age; sexual orientation; faith or gender group and the organisation?

If the answer to any of the above is ‘yes’; the policy/procedure will be relevant to responsibilities under all relevant legislation and a full assessment should be carried out.

3i. based on your answers above, what level of relevance does the policy/procedure have to each category? Tick one box for each equality category

Category High Medium Low Age

Disability

Ethnicity

Gender

Religion or belief

Sexual orientation

What is the overall level of relevance of this policy/procedure to equality and diversity?

High (Over 50% of responses in medium or high category)

Medium (Below 50% of responses in medium or high category)

Low (Responses only in low category)

4. The General Duty – race relations and disability

4a.Which aspect of the Race Equality General Duty does this policy/procedure or function relate to?

Tackling unlawful discrimination

Promoting equality of opportunity

Promoting good relations between people from different racial groups

None (not relevant to General Duty)

If ‘None’ please provide reasons:

This document provides examples only. Organisations should develop their own templates to relate to their working practices 4b which aspect of the Disability Equality General Duty does this policy/procedure or functions relate to?

Tackling unlawful discrimination

Promoting equality of opportunity

Eliminating harassment

Taking account of disabled persons disabilities

Promoting positive attitudes towards disabled persons

Encouraging participation in public life

None (not relevant to the General duty)

4c.Which aspect of the Gender Equality General Duty does this policy/procedure or function relate to?

Tackling unlawful discrimination and harassment

Promoting equality of opportunity between women and men

None (not relevant to General Duty)

5. Stage one overall assessment

Is this policy/procedure relevant to equality and diversity within the organisation

If YES, then move onto Stage Two

This document provides examples only. Organisations should develop their own templates to relate to their working practices STAGE 2: FULL IMPACT ASSESSMENT – CONSULTATION; ANALYSIS and DECISION MAKING

1. Consultation

1.1 Identify and list all of the internal and external groups likely to be affected by the policy/procedure either directly or indirectly

1.2 When completed detail here all consultation that has been undertaken. You need to include dates, numbers of persons present, organisations present, location and to detail the views of the groups you have consulted. You should identify the methods of consultation used and any difficulties in the methods of consultation should also be identified here

Enter dates from SAR and QIP meeting as required

2 Assessment, Analysis, Alternatives and Decision Making

2.1 Summarise the main findings of your consultations and the impact these are likely to have on different community groups, and on your policy/procedure. Detail what you propose to do as a result of this consultation

Enter dates from SAR and QIP meeting as required

2.2 Summarise what changes have been made to the policy/procedure to reduce or remove the potential for differential/adverse impact and why these changes have been made.

Also detail alternatives to the policy/procedure to reduce or remove the potential for differential/adverse effects that were considered but not implemented and why they were not implemented (Include reasoning and justification)

2.3 Will the policy/procedure be adopted? Why? Who has made the decision?

STAGE 3: MONITORING, REVIEW, AND TRAINING This document provides examples only. Organisations should develop their own templates to relate to their working practices 1. Monitoring

1.1 How will the policy/procedure and its effects on equality of opportunity and good relations be monitored once it becomes operational? Give full details of what sort of data will be collected and how and when it will be analysed. Will the monitoring include qualitative methods, such as surveys, or follow-up consultations?

2. Review

2.1 Has the policy/procedure got a review date to ensure ongoing compliance in light of emergent legislation and human rights, race relations, disability discrimination and case law? Detail who is responsible for carrying out the review and the date due (some policies/procedures may require more frequent review dependant upon circumstances)

3. Training

3.1 Is any additional staff training required as a result of the introduction or implementation of this policy/procedure (or the changes made to it)?

STAGE 4: AUTHORISATION

When the assessment has been completed arrange for the individual responsible for the policy/procedure to complete the following declaration -

I …………confirm that, on DD/MM/YY an impact assessment of the impact of this policy/procedure on (organisation name) Equality and Diversity has been completed to my satisfaction. The next review is scheduled for …………

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 8. Action Plan Template

1. Introduction

2. Our Vision and Mission

3. Our Strategic Objectives

4. Our targets

5. A New Strategy for Post 16 Education and Training in Greenwich

6. Progress Since the Inspection

7. Production of the Action Plan

8. Format of the Action Plan

This document provides examples only. Organisations should develop their own templates to relate to their working practices Action Plan Tables POST INSPECTION PLAN

Strategic Objective

SUCCESS CRITERIA

EVALUATION

What is to be done How it is to be done, and cost Who is to do it Outcomes, timescale and milestones Monitoring who, when, Cross how ref. -Issues table Outcome:

Timescale:

Milestone:

Outcome:

This document provides examples only. Organisations should develop their own templates to relate to their working practices What is to be done How it is to be done, and cost Who is to do it Outcomes, timescale and milestones Monitoring who, when, Cross how ref. -Issues table Timescale:

Milestones:

Outcome:

Timescale:

Milestones:

Outcome:

Timescale:

Milestones:

Outcome:

Timescale:

Milestone:

Outcome:

Timescale:

This document provides examples only. Organisations should develop their own templates to relate to their working practices What is to be done How it is to be done, and cost Who is to do it Outcomes, timescale and milestones Monitoring who, when, Cross how ref. -Issues table Milestone:

Outcome:

Timescale:

Milestone:

Outcome:

Timescale:

Milestone:

Outcome:

Timescale:

Milestone:

Outcome:

Timescale:

Milestone:

This document provides examples only. Organisations should develop their own templates to relate to their working practices What is to be done How it is to be done, and cost Who is to do it Outcomes, timescale and milestones Monitoring who, when, Cross how ref. -Issues table Outcome:

Timescale:

Milestone:

Outcome:

Timescale:

Milestone:

Outcome:

Timescale:

Milestones:

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 9. H&S Risk Assessment Monitoring Form

Room Hazard & explanation Likelihood of risk Controls in place Actions

Slipping or tripping working at height electricity Slight, moderate, non compliant How What reasonably practicable control What actions, if any, are needed flammable gasses vibration chemicals likely it is the hazard will cause accident measures have been put in place to resulting from this risk noise violence repetitive work or ill health & how serious the eliminate, control or minimise the assessment? Report these biological hazards transport work station consequences might be. How many risk of the hazard occurring through to the EDM. design people are exposed to the hazard, how stress seating temperature often and for how long? manual handling confined spaces machinery / work equipment

External

Passage ways

Reception

This document provides examples only. Organisations should develop their own templates to relate to their working practices Project team office 1

Project team office 2

Meeting room 4

3.17(a)

3.18 (MR1)

Project team This document provides examples only. Organisations should develop their own templates to relate to their working practices office 3

Kitchen

Finance Team Office

Storage room

This document provides examples only. Organisations should develop their own templates to relate to their working practices Store room

3.20t HR

Summary:

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 10. Recruitment & Selection Policy

Considerations

Human Rights The Human Rights Act 1998 has been considered with regards to this policy. Proportionality has been identified as the key to Human Rights compliance. This means striking a fair balance between the rights of the individual and those of the rest of the community. There must be a reasonable relationship between the aim to be achieved and the means used.

Data Protection Act 1998 Data Protection issues have been considered with regard to this policy. Adherence to this policy will therefore ensure compliance with the Data Protection Act 1998 and internal Data Protection policies.

Safeguarding Vulnerable Groups Act 2006 Safeguarding Vulnerable Groups Act provides the framework of the introduction of the new vetting and barring scheme for those working with children and vulnerable adults. Safeguarding issues have been considered with regard to this policy. The legislation aims to bar individuals from working in situations where evidence suggests that they present a risk of harm to children or vulnerable adults.

The Rehabilitation of Offenders Act 1974 The Rehabilitation of Offenders Act 1974 (Exceptions) Order 1975 and The Rehabilitation of Offenders Act 1974 (Exclusions and Exceptions) (Scotland) Order 2003

Diversity Policies Equality issues have been considered with regard to this policy. Adherence with this policy will therefore ensure compliance with Equal Opportunity legislation and internal Equality and Diversity policy.

Policy Aim

The Aim of the policy is to establish the general principles against which recruitment and selection of all staff will be carried out at (organisation name)

General principles will cover:

Recruitment Requests Publication of vacancies Interview and assessment Responsibilities of interviewers Treatment of applicants Safer Recruitment procedures under Safeguarding legalisation

(organisation name) Recruitment Policy draws upon the recent legislation around Safeguarding and new Vetting and Barring Scheme. The Act introduces a centralised vetting system for people working with children and vulnerable adults. The new Independent Safeguarding Authority (ISA) will be operational from 12 October 2009. Employees and

This document provides examples only. Organisations should develop their own templates to relate to their working practices volunteers will need to apply to register with the ISA and will be assessed using data gathered by the Criminal Records Bureau. Only ISA-registered persons can undertake regulated activity, involving frequent or intensive contact with children or vulnerable adults. Employers who employ an unregistered person could be imprisoned or fined up to £5,000. Registration and checking will become mandatory in November 2010.

(organisation name)has reviewed this recruitment procedures to ensure that the necessary checks will be carried out and to prepare for vetting all existing staff who are considered as a ‘Registered Appointed person’.

Safer Recruitment Procedure

In order to ensure safer recruitment (organisation name) will:

 Ensure that when a post is advertised the advertisement makes clear the organisation's commitment to safeguarding and promoting the welfare of vulnerable adults and young people  To help deter, reject or identify people who might abuse vulnerable adults or young people are otherwise unsuited to working with them by having appropriate procedures for appointing staff.  To operate such procedures consistently and thoroughly while obtaining, collating, analysing and evaluating information from and about applicants.  To seek to secure an ongoing safe and secure environment for vulnerable adults or young people by ensuring all staff are suitably trained in recognizing and responding to signs of abuse.  Ensure that the job description makes reference to the responsibility for safeguarding and promoting the welfare of vulnerable adults and young people.  Obtain and scrutinise comprehensive information from applicants and take up and satisfactorily resolve any discrepancies or anomalies.  Obtain independent professional and character references that answer specific questions to help assess an applicant's suitability to work with children and follow up any concerns.  Conduct a face to face panel interview (with at least one panel member who has completed the safer recruitment training) to explore the candidate's suitability to work with children as well as his/her suitability for the post.  Verify the successful candidate's identity.  Check his/her previous employment history and experience.  Verify that s/he has the health and physical capacity for the job.  Conduct the mandatory check list in accordance to Vetting and Baring scheme and an enhanced disclosure criminal record check via the CRB (Note: a check is required prior to the commencement of employment is available).  Ensure new staff are familiarised with our Safeguarding procedure and and Safer Working Practices.

This document provides examples only. Organisations should develop their own templates to relate to their working practices  Ensure that new staff and existing staff receive regular awareness training

Policy Detail

The recruitment process

The following procedure should be used when a post is to be filled. The Recruiting Manager must:

 Ensure that the duties of the post are defined.  If the post is new or the duties substantially changed, arrange for the post to be reviewed ahead of commencing any recruitment activities.  Complete the Recruitment Request Form and obtain the necessary approvals. (See Recruitment Request Form and related Guidance)  Send the completed form to HR. No vacancy can be processed without the Managing Director’s authorisation.  Discuss with HR the most effective means of obtaining suitable candidates.

Diversity

(organisation name)has published a statement about its commitment to the promotion of equality of opportunity (see Equality & Diversity Statement). All managers involved in the recruitment process must ensure that all their actions are in accordance with this statement.

It is expressly unlawful to discriminate, either directly or indirectly, on the grounds of gender, age, marital status, race, colour, ethnic or national origins, religion or belief, sexual orientation, or disability in respect of:  who should be offered employment  the terms and conditions upon which employment is offered  refusing or deliberately omitting to offer employment  providing opportunities for promotion, training or other benefits and services

Advertising Positions

We support and improve employment in the local community through our recruitment campaigns; we ensure that all posts are advertised with government employment services such as Jobcentre Plus and Islington Borough Council. We are committed to providing equality of opportunity to all sections of the community as we continue to successfully recruit from the community to ensure that we benefit those who live locally and the community as a whole. It is very important, therefore that all posts are advertised as widely as possible and that all applicants are dealt with in the same way and given the same information and opportunity to make an application. All posts must be advertised on (organisation name)website, and internally via company wide communications. Posts advertised internally are accessible to (organisation name)staff and colleagues.

Some specialists posts will be externally advertised in specialist or national media, these are subject to the required approval being in place (that is approval by the Managing Director). This document provides examples only. Organisations should develop their own templates to relate to their working practices Applicants are fully informed about the vacancy for which they are applying and to ensure that they provide (organisation name)with all the information we require, adverts must direct applicants to the further details, which will provide more information. Advertisements should include the following points:

(organisation name) logo (plus other logos IiP, Customer First, ISO 9001 & ISO 27001 as appropriate)  Job title  Salary Range (if applicable)  Brief details of the job  Key details of person specification  Type of employment contract i.e. Fixed Term, Permanent or Temporary post  How to obtain further information  Email address for applications  Closing date for applications  Interview date or likely week when interviews will be held  (organisation name) Equality and Diversity statement

Shortlisting

The purpose of shortlisting is to identify those candidates whose application shows the strongest evidence of a match with the job description.

Those carrying out shortlisting must be clear that the criteria against which the candidates are to be assessed are the essential competencies, skills and experience specified in the job description.

In cases where a large number of applicants meet the essential criteria, it may be necessary to include desirable as well as essential criteria in order to arrive at a reasonable field of candidates.

Who should carry out the shortlisting?

Anyone with access to the job description and the applications can, in theory, carry out an adequate shortlisting process. Sometimes impartiality and responsibility have to be balanced. The table below indicates some of the arguments for and against using different managers:

For these reasons it is sometimes appropriate for shortlisting to be carried out by more than one person with the final list being agreed after discussion of any differences of opinion.

If requested to do so, HR will identify those candidates who appear to meet the criteria most closely before they pass all the applications to you. If you require this pre-selection process please contact the HR department.

This document provides examples only. Organisations should develop their own templates to relate to their working practices Other things to take into account

Where there is doubt about an applicant’s eligibility on the grounds of right to work in the UK, HR should be consulted.

Documentation

Managers carrying out shortlisting will receive from HR a pack containing:

 The job description  A copy of any advertisement  Copies of CV’s or application forms  The Shortlisting Form containing the list of applicants. If you have requested prior shortlisting by HR the form will also specify the criteria used.

The line manager should record their shortlisting decisions on this form and sign it before returning the paper copy to HR. The form also requires the line manager to confirm the interview date, the names of all interviewers, and any assessments required in addition to the interview.

Assessments

For some jobs a single interview is an appropriate method of selection, but in the light of the costs and the problems which arise from making a poor recruitment decision, the line manager should consider whether more than one interview or other methods of assessment should be used. Guidance on other assessment methods is given in the document Guidelines on Assessment Methods for use in Recruitment and Selection, and advice is also available from HR.

Interviews

All shortlisted candidates will take part in a competency-based interview. This assesses a combination of skills, knowledge, behaviour and personal qualities, and is based on the assumption that past behaviour predicts future behaviour.

Who should interview?

(organisation name) selection interviews should be carried out by a minimum of two people, one of whom must be the line manager of the post being filled. Provided other interviewers are competent for the task they may be from another department. All interviewers should have some knowledge of the nature of the duties of the post. It may be appropriate (although it is not mandatory) to include a representative from HR, who are trained and experienced interviewers.

Interviewers should preferably have received training in competency-based interviewing. Those who have not been trained and are unfamiliar with the interview process will be briefed by HR prior to the interviews to ensure that they have an understanding of the interview methodology, and of the legal framework within which recruitment takes place. The sections This document provides examples only. Organisations should develop their own templates to relate to their working practices below (Conducting an Interview and Questions to Avoid) give brief guidance on interview methodology and the form that questions should take.

One interviewer, usually the line manager, will take the lead role in ensuring that all interviewers have agreed their approach, that the interviews are conducted fairly and objectively, that the outcome of the interviews is fully recorded and that HR receive the necessary information to make an offer of appointment.

Preparation for the Interview

Prior to the interview it is the line manager’s responsibility, in agreement with the other interviewers and HR, to identify the criteria to be tested and the questions which will provide evidence that the candidate meets those criteria. It is strongly recommended that more than one question, perhaps exploring different aspects, is used to establish how well candidates meet each criteria. This is more likely to establish differences between candidates than if only one question is used.

Interview questions should be framed to gain evidence that the applicant meets the criteria of the post as specified in the job description. The applicant should be encouraged to show how they meet the criteria by providing information about situations they have dealt with in the past which give evidence of their knowledge, skills or experience.

Questions should seek answers illustrating behaviour, e.g. ‘Tell me about a time when you were required to use your decision-making abilities within a restricted deadline’. This question taps into the competency of decision making, requiring the candidate to demonstrate by their past behaviour that they meet the criteria.

In framing questions, it is important to ensure they are relevant to the selection process. The checklist below may be helpful in doing this.

Does the question:

 Ask something about the candidate you cannot learn from the application?  Ask for specific information needed to determine whether the candidate is suited for the job?  Require the candidate to present experiences relevant to the job?  Ask the candidate to demonstrate knowledge, skills or practical experiences in relation to the job?  Require the candidate to provide information about how they function in the workplace?

If it is not possible to answer yes to at least one of these, then the question should not be used, except in the form of an ice-breaker, when it will not be scored.

The Interview Score Sheet should be used to record the competence areas being tested and the questions to be asked.

This document provides examples only. Organisations should develop their own templates to relate to their working practices Questions to Avoid

It is not acceptable to ask personally intrusive questions. Avoid questions that probe the candidate’s:

Family background and history Political views and opinions Marital status Religion, belief and religious customs Country of origin Sexual orientation Plans for marriage or pregnancy Number of children Childcare arrangements Age Maiden name or any other previous name Nationality (questions of eligibility to work in the UK should be considered at the shortlisting stage) Ability to read, write or speak fluently in foreign languages (unless there is a requirement for use of a foreign language) Where personal information is volunteered, interviewers should take particular care not to allow themselves to be influenced by that information.

No questions should be based on assumptions regarding the roles of either men or women within the home and the family. Where a job involves necessary unsociable or irregular hours or other arrangements that might impact heavily on life away from work, the full facts should be presented to all candidates. All should be asked if they have understood the requirements and would be able to meet them if appointed.

Conducting an Interview

The time allowed for an interview will depend on the complexity of the role, the number of criteria being tested and whether or not other assessment methods, e.g. a presentation, are included.

At the beginning of the interview, candidates should be put at ease, interviewers should be introduced, and the format of the interview explained. Take care that casual enquiries, aimed at putting candidates at ease, do not accidentally stray into any of the areas mentioned in “Questions to Avoid” above.

It is often appropriate to ask one or more “ice-breaker” questions. Such questions are intended to put the interviewee at ease by introducing a question on a relevant topic that can be answered with little difficulty by all shortlisted applicants. This gives them confidence in the sound of their own voice, helps to relax them, and is likely to make the subsequent interview more reflective of actual abilities. Nothing is more likely to make an interviewee perform below their capabilities than failing to give a good answer to the first question asked. Ice-breaker questions should not be scored.

It is acceptable for interviews to begin with specific questions about professional background and work history, particularly where these are relevant to the professional skills and knowledge required for the role, and where information in addition to that which may be

This document provides examples only. Organisations should develop their own templates to relate to their working practices gained from the CV or application form is required.

All candidates should be asked the same previously agreed questions. It is acceptable to probe or ask follow-up questions in the following circumstances:

 to encourage the applicant to keep to the subject under discussion;  to help the candidate understand the question being asked;  to clarify areas where the candidate has not clearly explained themselves;  when the candidate clearly needs prompting to answer the question fully (fluency should not be confused with capability);  to encourage the candidate to be specific rather than to talk in generalities;  to check that the candidate’s understanding of the subject is more than superficial.

It is not fair to other candidates to ask different questions.

It is important that interviewers record key points relating to their understanding of whether or not the candidate appeared to meet the criteria for the post. These notes should be recorded on the Interview Score Sheet and should provide sufficient information to justify the score given for each competence. Interviewers should record their individual scores for discussion at the end of the interview.

The interview may also be used to explore whether adjustments may need to be made to working conditions and/or environment for those candidates who have indicated that they fall under the provisions of the Disability Discrimination Act 1995 and 2005. If there is any doubt whether such required adjustments conform to the definition of “reasonable” no comment should be made during the interview, but the matter should subsequently be discussed with HR. In considering whether the candidate meets the criteria for the post it should be assumed that required adjustments can be made and satisfactorily assist the candidate.

At the end of the interview the candidate should be asked whether they have thought of anything they would like to add to the answers they have already given. They must be given the opportunity to ask relevant questions. He/she should also be given an indication of what will happen next and how long it is likely to be before they receive any further information.

After the interview

Interviewers should discuss their individual scores, and the reasons for them, in order to arrive at a single agreed score against each competence area. It may also be a sensible precaution to check marks awarded to the first and last candidates seen for consistency. The total score should then be used to rank candidates. There is no “pass mark” as such, but candidates consistently scoring 2 or less in key competencies are unlikely to be suitable for appointment.

If it is not possible to make a recruitment decision, the line manager should consult with HR concerning the next steps, e.g. second interviews for some of the candidates, alternative assessments to the interview, or, possibly, re-advertisement.

If candidates request feedback this should be provided by the most appropriate person: normally the line/recruiting manager for internal candidates, and HR for external candidates. This document provides examples only. Organisations should develop their own templates to relate to their working practices It is the line manager’s responsibility to ensure that all necessary documentation is fully completed and that the decisions and any other feedback are communicated to HR for them to take necessary actions. This is achieved by the completion of the Interview Report Form. It is the line manager’s responsibility to discuss and agree the salary to be offered with the Managing Director, in accordance with pay policy and taking into account relevant internal relativities. HR will not make a formal offer to the successful candidate(s) until they have received a completed form and confirmed the details in discussion with the line manager.

The Interview Report Form will be used in the evaluation process and will form part of the formal record of why candidates were or were not selected and will be retained for six months by (organisation name); after that time they will be destroyed

Conditional Offer of Appointment and Unsuccessful Candidates

Any offer to a successful candidate will be conditional upon:

 Receipt of satisfactory references; (It is hoped that these will have been received by the day of interview but it is not always the case)  Verification of identity and qualifications (It is hoped that this can be resolved on the day of the interview ).  Satisfactory CRB or Enhanced CRB Disclosure  Satisfactory checks under the Independent Safeguarding Authority Barring and Vetting requirement  Confirmation of ISA registration as applicable for ‘RAP’ and ‘CAP’ appointees

Implications of the policy

Human Resources / Training

The policy affects all staff involved in the recruitment process. Line managers not experienced in competency-based interviews may need to be trained or briefed by HR.

IT Infrastructure

Standard forms and guidance notes will be placed electronically on the internal system.

Related Policies

Redeployment Policy Equality and Diversity Policy Quality Management Policy

Monitoring/Review This policy will be monitored by the HR Manager at least annually.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 11. Lone Workers Policy

Introduction

(organisation name) recognises that some staff are required to work by themselves for significant periods of times without close or director supervision in the office, in isolated work areas and out of hours. The purpose of this policy is to protect such staff so far as is reasonably practicable from the risks of lone working.

(organisation name)also recognises it has an obligation under the Health and Safety at work Act 1974 and the Management of Health and Safety at work Regulations 1999 for the health, safety and welfare at work of its employees. These responsibilities apply equally to those staff that, for whatever reason work alone.

The policy is provided for the use of all staff at (organisation name)in their day to day work. This policy applies to all situations involving lone working arising in connection with the duties and activities of our staff.

This policy encourages Lone workers to be mindful of ‘Safe learner’ and ‘Safeguarding’ requirements at all times and should report any incidents immediately to (organisation name) designated Appointed Person.

Lone workers are those who work by themselves without close or direct supervision.

It is recognised that any member of staff may spend a limited amount of their working time ‘alone’.

Policy Aim

The aims of policy are to:

 Increase staff awareness of health & safety issues relating to lone working  Ensure that the risk of lone working is assessed in a systematic and ongoing way, and that safe systems and methods of work are put in place to reduce the risk so far is reasonable practicable ensure that appropriate support is available to staff in all areas that equips them to (organisation name)risk and provides practical advice on safety when working alone ensure that appropriate support is available to staff who have to work alone  Encourage full reporting and recording of all adverse incidents relating to lone working and reduce the number of incidents and injuries to staff related to lone working

Responsibilities

Employees are responsibility for

 Taking reasonable care of themselves and others affected by their action  Following rule and procedures designed for safe working This document provides examples only. Organisations should develop their own templates to relate to their working practices  Reporting all incidents that may affect the health and safety of themselves and others and asking for guidance as appropriate.  Taking part in training and staff briefing sessions that affect this policy  Reporting any dangers or potential dangers they identify or any concerns they might have in respect of working alone  Referring and reporting all suspected or actual incidents relevant to our mandatory requirements as per ISA act 2009 and general safeguarding procedures

Directors, Senior Managers and Line Managers and where appropriate the Health and Safety Representative are responsible for:

 Ensuring that all staff are aware of this policy  Ensuring that all risk assessments are carried out and reviewed regularly in line with health and safety policy  Putting procedures and safe systems of work into practice which are designed to eliminate or reduce the risks associated with working alone  Ensuring that staff groups and individuals identified as being at risk are given appropriate information, instruction and training including training at induction, refresher training  Ensuring that appropriate support is given to staff involved in any referrals under our Safeguarding requirements  Managing the effectiveness of preventive measures through an effective system of reporting, investigation and recording incidents.

Risk Assessments

Risk assessments for staff must include the following:

 Safe access and exit  Channels of communication and report in any emergency  Site security  Security arrangements  Managers must ensure that risk assessments are in place to meet the specific needs of all lone workers within their area of control

Incident Reporting

An incident can be defined as unplanned or uncontrolled event that has potential to cause injury, ill health or damage to individual members of staff or others

In order to maintain an appropriate record of incident involving lone workers it is essential that all incidents be reported to the Health and Safety Representative

The facilities Manager will also review incidents linked to issues of security. This document provides examples only. Organisations should develop their own templates to relate to their working practices All incidents relevant to any safeguarding or ISA requirement must follow the policies and procedures to ensure that the legal obligations are met in full, any potential evidence remains uncontaminated, and must take president of any on-going activity with prompt reporting to the Safeguarding appointed person and appropriate emergency services.

Contacting the police

If a situation arises which precipitates the need for Police attendance, the employee at risk should call 999. Further details on emergency contacts can be found on notice boards in (organisation name) communal areas.

Support for Staff

All new staff will receive (organisation name) Employee Handbook, included in which will be reference to the Lone Workers Policy, and this will be highlighted in (organisation name)Induction programme

Employees working for (organisation name) should know that their safety come first. Staff should be aware of how to deal with situations where they are at risk, or unsafe.

In the event of serious breaches of ISA & Safeguarding protocols the employee will have access to ongoing professional counselling and legal support and where appropriate be given additional support as outlined in (organisation name)whistle blowing policy

Incident Reporting Procedure

In line with the flow chart adjacent, all incidents, accidents and Safeguarding concerns will follow the process and procedure outlined

N.B. If your concerns relate to the behaviour of a member of staff, contact should be made with the Human Resources Department so that a decision can be taken on whether additional HR procedures should be followed.

Monitoring Review

This policy will be monitored by the Quality Improvement team and HR Manager at least annually.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 12. Anti- Harassment and Bullying and Policy

Policy Aim

Harassment and Bullying of any kind is a serious issue which can affect people’s health, work performances, promotion, job prospects and learning and achievement. (organisation name) is committed to eliminating all forms of intimidation, harassment or bullying, wherever they are identified.

This applies to harassment and bullying on the grounds of gender, race, ethnic origin, disability, age, nationality, national origin, sexual orientation, religion, belief, marital status, social or any other characteristic

This policy is therefore intended to provide a framework, which will assist in the prevention of harassment and bullying and to ensure compliance with all ‘Safeguarding’ protocols and provide guidance as to what action should be taken if such incidences occur.

Implementation

All employees, associates, agency contractors, temporary employees, learners, and subcontractors have a responsibility to recognise harassment and bullying and take appropriate action in accordance with this policy immediately they become aware of any such behaviour.

Definition of bullying

One definition of a bully is a person who hurts, persecutes or intimidates someone in a weaker position.

(organisation name) defines workplace bullying as:

 any unwanted or unwelcome behaviour towards an employee or groups of employees which offends, insults or undermines them  repeated attacks on personal or professional work which are usually unfair and without warning or good reason  an abuse of power that can cause such stress that people lose their confidence.  Inappropriate use of all information technology; forwarding of images, film etc which may result in offending, embarrassing any individual or group

Summary of the Code of Conduct

(organisation name) expects all of its employees, associates, agency contractors, temporary employees, learners, and subcontractors to:

 treat each other with respect  work with colleagues to achieve goals  maintain high standards of work and behaviour  promote and demonstrate (organisation name) values and adhere to relevant This document provides examples only. Organisations should develop their own templates to relate to their working practices organisational policies  seek help if for any reason they are unable to make their proper contribution

This policy and procedure applies to all employees of (organisation name) we will have responsibility for ensuring that any Incidents of harassment or bullying are dealt with in line with all safeguarding policy and procedure.

Line Managers will have overall day to day responsibility for ensuring that harassment and bullying are not practised at (organisation name)

What is bullying?

You may feel you are being singled out for unfair treatment by any individual or group. Although there is no comprehensive list of bullying behaviour and there is no one type of person who is likely to be a bully, the list below should give an idea of some behaviour that constitutes workplace bullying.

 Competent people being constantly criticised, having responsibilities removed and being given trivial tasks to do  shouting at people  picking on people, either in front of others or in private  blocking promotion  regularly and deliberately ignoring or excluding individuals from any/all activities  setting a person up to fail by overloading them with work or setting impossible deadlines  consistently attacking a individual in terms of their professional or personal standing  regularly making the same person or group the butt of jokes

Director and Manager Responsibility

Managing performance

Directors, managers and senior members of staff, associates, contractors or learners have the right and the responsibility to manage the performance of all those people working to them (organisation name) expects them to fulfil this responsibility vigorously but in ways that do not constitute harassment or bullying.

Guidance notes

Targets for performance should be set and the success of individuals and teams in achieving them should be monitored.

None of this is at odds with (organisation name) intention to create a positive and supportive working environment for its employees, associates learners and other users of its services provided that it is done openly, fairly and humanely. One of the keys to this is that This document provides examples only. Organisations should develop their own templates to relate to their working practices while Directors and managers may properly criticise performance it is not part of their role to criticise or abuse the person whose performance is causing them concern.

Directors and managers are individually responsible for seeing that harassment and bullying are not practised at (organisation name) If an employee, associate, contractor, learner or user of our services alleges to their Director, manager, or ‘safeguarding’ designated person that someone in their area of responsibility is harassing or bullying others then it is the Director or manager’s duty to investigate with support from the appropriate Designated person or HR Manager. He or she should approach those who have allegedly been bullied, tell them of the allegation (without saying who made it – for further guidance please refer to (organisation name) ‘Whistle Blowing’ Policy and reporting procedures) and ask if any of them have either been bullied themselves or have witnessed bullying. If anyone says ‘yes’ then the /manager is responsible for resolving the situation, in the ways described in the other parts of this policy document, and for seeing that the harassment or bullying ceases.

The Director/Manager is also required to monitor the situation and to use whatever powers are necessary to remedy it, at this point (organisation name) disciplinary procedure, and compliance with ISA protocols and reporting procedures maybe necessary.

The responsibilities of people who witness bullying or its effects each one of us has a responsibility for the climate, the culture, of the organisation we work in. By accepting this responsibility we take an active part in creating its future; by not accepting it we take no less active a part. If we as individuals allow a bully to go unchallenged then we are actively supporting a culture in which bullying is acceptable (organisation name) therefore expects its employees to report all instances of bullying that they become aware of, either because they witness it or because they see its effects on a colleague.

Some judgement will need to be exercised in the way that bullying is reported. In many cases the best person that the witness should speak to is the bully, pointing out their behaviour and its unacceptable nature. On other occasions it will be better to report the (organisation name) to someone who has a management responsibility for the alleged bully. Sometimes it may be best to seek advice from the HR Manager or appropriate manager / designated person.

Both of these require fact-finding and although(organisation name) will aim to conduct this promptly it may still take some time. During this time both the person making the allegation and the person against whom it is made are likely to need support, and are entitled to it. The principles of natural justice apply and there is a presumption of innocence until guilt is proved. This does not mean that an alleged bully will not be suspended while the fact-finding takes place – that may be necessary or it may not as individual circumstances will vary from case to case. If this is the case, it will be necessary to follow (organisation name) agreed disciplinary procedure and compliance with safeguarding and ISA reporting procedures

You may approach any of the following:

 The Managing Director  Your senior manager  Your line manager  ‘Safeguarding’ Designated person  The HR Manager This document provides examples only. Organisations should develop their own templates to relate to their working practices  A colleague

Employee Assistance Programme

This service is available free of charge to all employees of (organisation name) It is provided by a group of specialist advisors, who are there to help others to find ways of dealing more effectively with a variety of personal and practical issues that can cause stress or difficulty. Support can be given over the telephone and it is completely in confidence.

The employee assistance programme provides an opportunity for you to talk to someone who is understanding, accepting and supportive to you during a difficult time. They will help you re-assess your coping skills in dealing with work relationships or personal difficulties and to try out ways that may be more effective for you to recognise common reactions to stress, loss, trauma or bereavement.

They will also try out some ways of dealing with these reactions and gain information that may help you if you need to get in touch with other support services.

Procedure for dealing with incidents of harassment and bullying

 Staff informed of such behaviour should first listen to the individual concerned and make such enquiries necessary to clarify exactly what has been happening.  The individual should be assured that they have acted correctly by reporting this in line with relevant policies and procedures (for example ‘Safeguarding or ‘Whistle blowing’) to someone who may assist.  The staff member should attempt to give advice and support to individual about how to deal with the bully, in accordance with this policy document, but should also state that they shall seek advice from other sources.  The staff member should make a written summary of events and complete a complaint form to bring this information to the attention of the safeguarding appointed person or HR manager who may look for outside guidance on the matter if appropriate; this would then be discussed as a team.  The relevant staff member should follow this up and talk to all the individuals concerned (person being bullied/ bully), agree actions and follow them through. All details should be recorded.  Employers, mentors and parents should be involved as appropriate and with the full agreement of the individual concerned.  Specific actions by bully/ bullies (e.g. violence, theft etc) may have to go through (organisation name) disciplinary procedures and compliance where appropriate with ISA reporting protocols  If a learner has suffered any form of harassment or bullying, he or she should be fully supported by the relevant staff member until the situation has been brought to a satisfactory result and fully resolved.

Incident Reporting Procedure This document provides examples only. Organisations should develop their own templates to relate to their working practices In line with the flow chart below all incidents and Safeguarding concerns will follow the process and procedure outlined.

If your concerns relate to the behaviour of a member of staff, contact should be made with the Human Resources Department so that a decision can be taken on whether additional HR procedures should be followed.

Monitoring review

This policy will be monitored by the Quality Improvement team and HR Manager at least annually.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 13. Internet Acceptable Use Policy

1. Acceptable use agreement

(organisation name) has actively pursued making advanced technology and increased access to information available to its staff.

 The purpose of this acceptable use agreement is to ensure that all employees are aware of and understand their responsibilities when accessing the Internet and email.  That all users of our systems and equipment fully understand and action all ‘safeguarding’ protocols relevant to: ISA legislation; all legislation relevant to children and inappropriate images, ‘The Common Inspection Framework ‘and are embedded in all activities.

2. Conditions and rules for use

Acceptable use

 The purpose of the Internet is to facilitate communications in support of the business goals of (organisation name) Your use of Internet services provided by the Company must be in support of and consistent with the objectives of (organisation name)

Privilege

 The use of the Internet and Email is a privilege, not a right. Inappropriate use, including any violation of these conditions and rules, may result in cancellation of these privileges, as well as disciplinary action as specified in the employee handbook.  (organisation name) senior management has the authority to determine appropriate use and may deny, evoke, suspend or close any employee’s access at any time based upon its determination of inappropriate use by that employee.

Monitoring

 (organisation name) reserves the right to review any material accessed by employees with Internet access to determine the appropriateness of such material. (organisation name) may review this material at any time.  All emails in the company’s mail databases are the property of (organisation name) and can be accessed by management for review if necessary. Employees should be informed that emails they send can be recovered even after deletion

Network etiquette This document provides examples only. Organisations should develop their own templates to relate to their working practices  All employees are expected to abide by the generally accepted rules of network etiquette. These include, but are not limited to, the following:  Be polite. Do not get abusive in your messages to others.  Use appropriate language. Do not swear, use vulgarities, or any other inappropriate language. Do not engage in activities that are prohibited under UK law.  Do not use the network in such a way that you would disrupt the use of the network by other users.

Security

 Security of (organisation name) computing resources is a high priority, especially since the systems are used for our daily business.  Users must abide by the following security steps:

 Do not download software from the Internet onto any disk drive in use at the company without prior consent of management and the ICT team.  Do not allow any other employee to use your login name and/or password without the permission of management.

Enforcement

The ICT Officer will enforce and monitor this policy and any deliberate violation will be passed on to the Senior Management for action in accordance to engagement contract.

Unacceptable behaviour:

 Transmission of any material in violation of any UK regulation is prohibited. This includes, but is not limited to, copyrighted material, threatening or obscene material, to send offensive or harassing materials, to be involved in any form of on line bullying of others, or material protected by trade secret.  The use of the company email system to circulate any offensive, indecent or obscene material, or anything likely to cause offence on grounds of: sex, sexual orientation, race , disability, age, religion or belief.  The use of the company email system to forward what can be constructed as inappropriate, discriminatory or libellous content  Publishing defamatory and/ or knowingly false materials about (organisation name) colleagues, associates or customers on social networking sites, ‘blogs’ (on line journals) ‘wikis’ or any other publishing format.  Use for commercial activities outside of (organisation name) business objectives, product advertisement, or political lobbying is also prohibited.

This document provides examples only. Organisations should develop their own templates to relate to their working practices In compliance with ISA Act 2009 we are required to report any offence / investigation and outcomes of any investigation, to the independent Safeguarding Authority ‘where incidents will be recorded as per ‘ISA Registration’, ‘Vetting and Barring’ regulations. And may result in removal of an individual from the ISA scheme and being placed on the ‘Barred List’.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 14. Mobile Computing and Phone Policy

Part 1 Laptops and Blackberry’s

Overview

This policy sets out the guidelines for taking (organisation name) data and computers outside its main premises on either a laptop or Blackberry. The standards outlined below are designed to ensure that the equipment and information contained on them are afforded an adequate level of protection. This also extends to information processed exclusively within a member of staff’s home. The policy also covers the access of Outlook Webmail which is available to all staff with an email account.

2. Laptop Policy

 (organisation name) has three laptop computers which are available to all staff. They can be taken on a daily basis to use at external sites or overnight for use at the users home.  The users will be required to book the laptops in advance and agree a return date for them. ICT will keep a log sheet for each laptop and users will need to sign out the equipment and a member of ICT will sign it back in. It is the user’s responsibility to make sure the log sheet has been completed when they return equipment or they could be held responsible for any missing equipment.  Users must take good care of laptops to prevent accidental damage.  Users must not attempt to install any software on the laptops without prior authorisation, or configure the standard hardware and software configurations.  All laptops will have passwords enabled for both the Administrator and Local User accounts. Users will be informed of the account and password when they pick up the equipment.  When not in use all laptops will be kept in the secure server room at ...... Users need to ensure that they are kept secure when in their care. They should not be left overnight in other organisations offices or any other public buildings.  Users should return the laptops with all data they have worked with removed. ICT will check this and remove anything they find.  Users are not allowed to take the laptops abroad without prior consent.  If the laptop is stolen whist on loan the user must report the theft to both the ICT department and the police immediately.  Users must comply with all ‘Safeguarding’ and ‘Common Inspection Framework’ policy requirements at all times.

3. Blackberry Policy

 Blackberry devises are a combined phone, email and internet access technology that can talk directly to the company’s Exchange email Server. This document provides examples only. Organisations should develop their own templates to relate to their working practices  The phone element of a Blackberry should be used in accordance with the Mobile Phone section of this document. The Internet element should be used in accordance with the Internet Acceptable Use Agreement Policy.  The Blackberry handset that each user is given will be recorded on the spreadsheet O2 Blackberry Information.xls This includes the Sim card phone number and PIN: number of the handset.  The email interface connects directly to the user’s office based email account. Therefore the user must take the same care and courtesy when working from the devise as when working from the office.  The Blackberry’s are used to provide a mobile solution so staff can keep in contact and keep working whilst out of the office. This does not mean they are now expected to be available by email at all times of day. The times of email connectivity can be set on the devise and staff are entitled to turn off the connectivity outside their normal working hours.  Blackberry’s hold lots of important company data in the form of emails and are an expensive technology to purchase. Staff must take diligent care of the devises for both these reasons. They should keep the Blackberry locked when not using it and not let anyone else use the devise to send or receive mail. It should be as secure as a user’s desktop pc in the office.  If a user does loose their Blackberry they should contact the ICT department immediately as the devise can be shutdown and the memory cleared remotely.  If a member of staff breaks or losses a Blackberry through negligence then they may be asked to meet the costs of replacement themselves.  Users are not allowed to take their Blackberry abroad without prior consent.

4. Using mobile computers securely

 Users must remember that all data held on mobile computers belongs to (organisation name) and the same security measures apply to it as data held within the office.  Users must not let other people use (organisation name) mobile computers or data.  All data being loaded on to (organisation name) laptops must be scanned for viruses by the local copy of Symantec Anti-Virus.  Mobile computers should never be left unattended in a public area.  Users must never give the password to a mobile computer to anyone outside the company.  All data must be removed from laptops before it is returned to the ICT department.

This document provides examples only. Organisations should develop their own templates to relate to their working practices Part 2 Mobile Phones

1. Overview

This document has been produced to allow designated (organisation name) employees who use company mobile phones, and employees who use their own mobile phones on company business to derive the benefits of increased efficiency through the use of Mobile Telecommunication while ensuring the protection of its assets, integrity, employee rights and Health & Safety.

2. Provision of Mobile Phones

 (organisation name) provides a company mobile phone for specific designated staff posts.  Designated staff are Directors, Employed Business Advisers, Programme Managers and any designated staff that requires a company mobile phone to effectively perform their duties.  At the request by the respective Service Director, and with the agreement by the Managing Director, and as long as there is a pool phone available, (organisation name) will provide a pool mobile for business usage while away from the office. The phone can be obtained from IT team.  These consist of predominantly handheld phones.

3. Service Provision

 All (organisation name) mobile phones are on a single corporate contract negotiated and administered centrally by the Finance Co-ordinator.  The ICT Officer will carry out all purchase negotiation, replacement and other matters surrounding mobile phones.  Where a service needs adjustment, checking or advice, requests should be sent to the ICT Officer by the user’s Line Manager and subsequent agreement by the Managing Director.  In relation to the day-to-day care and use of phones, the individual users are responsible as may be applied in relation to the further provisions of this policy.  Voicemail needs to be set-up by the user.

4. Procurement and Distribution

A Line Managers must request all mobile phones. The user of the mobile phone will be required to sign a receipt when taking out and when returning the equipment. Receipts will be kept by the ICT team.

This document provides examples only. Organisations should develop their own templates to relate to their working practices 5. Usage

 All users must abide by the terms in the Mobile Phone Policy.  (organisation name) Mobile Phones are not to be used for individual “business” or private matters related to personal income generating activities.  From time to time a personal call may be made, if important, while the use is on (organisation name) business. As with the use of other (organisation name) telephone lines, personal (i.e. non-business) calls should be avoided and where necessary should be of short duration. This privilege should not be abused while engaged on . (organisation name) business.

6. Call Charges

Any private calls that are made, either frequent, long distance (STD or ISDN), or of a long duration will necessitate reimbursement to (organisation name) by the user. (organisation name) will pay for all business call charges. All (organisation name) phone accounts are monitored and users shall be responsible for providing an explanation of call charges if requested. The allocation of costs will be to the Division in which the member of staff is currently working, unless otherwise specified and authorised.

7. Security of mobile phones

Staff issued with a mobile phone purchased by (organisation name) must ensure the security of the phone (and any allied equipment) at all times. The following items should be addressed:  Should a mobile phone be lost or stolen, the user must report the matter to the ICT Officer within 24 hours for notification to service providers and replacement.  Users must care and use the phones in their possession in a responsible manner. Breakage, damage or loss of equipment may necessitate the reimbursement of any associated costs incurred by (organisation name) in relation to the repairs or replacement of the affected equipment. Users are required to keep mobile phones clean, and in serviceable condition to the best of their ability, and report all irregularities immediately to the ICT Officer.

There are a number of built in protection mechanisms that the user may need during the day to day operation of the mobile phone:

 Activate the keypad lock;  A PIN code must be used to lock the phone so that if the phone is subsequently stolen or lost a PIN code must be used to unlock the phone.

This document provides examples only. Organisations should develop their own templates to relate to their working practices  Secure the phone at home as if it is a personal possession.  Mobile phones must not to be left in unattended vehicles.  While in the office, store the phone and associated equipment with due care. If lending the phone to other members of staff, make a record of when and to whom.

8. Procedure for Upgrade

Upgrades can only be initiated through the ICT Officer. All unused mobile phones should be surrendered to the ICT team.

9. Emergency

All pool mobile phones issued to users are done so on the specific understanding that in the event of an emergency, the ICT Officer reserves the right to request the return of any phone for the period of the emergency.

10. Security – PIN numbers

PIN numbers must be applied to mobile phones. Please ensure this facility is used at all times to minimise security risks. Do not disclose PIN numbers with other members of staff. However, the PIN number should be given to the ICT Officer, who will store PIN numbers in a secure location.

11. Use of Personal Mobile Phones

Personal mobile phones should not normally be used to make business calls. In case of any business calls made in this way, the corresponding Service Director needs to authorise the Expenses Reimbursement form.

12. Courtesy

 As a matter of professional courtesy, we advise mobile phone users to either turn off their phone or divert it to voicemail or another number, or set the phone into “silent mode” during office hours, meetings, training courses, seminars etc.  In exceptional circumstances, where it becomes necessary to take a business call, it is courteous to inform colleagues that an urgent call is expected.  When conducting business away from (organisation name) premises users should endeavour to comply with any local restrictions on the use of mobile phones.

13. Use of mobile phones whilst driving

 As from 1st December 2003 it is illegal to use mobile phones whilst driving. Most modern mobile phones have a voicemail facility that can be used in such This document provides examples only. Organisations should develop their own templates to relate to their working practices circumstances.  (organisation name) staff are not allowed to take or received calls while driving.  (organisation name) will not be responsible for any penalties incurred while using the mobile phone for business.

14. Health Advice to Mobile Phone Users

There has been considerable speculation in the press regarding the possible damaging effects on health, as a result of prolonged use of mobile telephones. To date there is no clear evidence to support these claims.

The Independent Expert Group on Mobile Phones (The Stewart Report) reported in May 2000 that:

".The balance of the evidence available does not suggest that RF (Radio Frequency) radiation from mobile phones or base stations causes cancer or other brain diseases. However, there is now evidence that effects on biological functions, including those of the brain, may be induced by RF radiation at levels comparable to those associated with the use of mobile telephones. There is, as yet, no evidence that these biological effects constitute a health hazard, but at present only limited data are available. This is one reason why we recommend a precautionary approach."

There has been some suggestion that using mobile phones via a "hands free kit" might reduce the amount of radiation delivered to the head. In two recent studies that used differing methodologies, one indicated that this was not the case, whilst the other indicated the use of such kits was beneficial. Some research has also indicated that the use of mobile phones in hands free mode by drivers does not reduce the risk of an accident.

Suggested Precautions

If using a mobile telephone, it may be advisable to avoid continued use for prolonged periods;  The use of an approved hands-free set.  The intention of these precautions is to advise only, so that mobile phone user can make their own informed decisions.  For further information, The Department of Health has more information on its website, which can be found at: http://www.doh.gov.uk/mobilephones/

15. Enforcement

The ICT Officer will enforce and monitor this policy and any deliberate violation will be passed on to the Senior Management for action in accordance to engagement contract.

16. Unacceptable behaviour

The following range of behaviour; (as defined by our 'Safeguarding' policies and procedures); is deemed unacceptable; by all users of this equipment:

 Visiting internet sites that contain obscene, hateful, pornographic or otherwise illegal This document provides examples only. Organisations should develop their own templates to relate to their working practices material.  Use the internet to send offensive or harassing materials, or be involved in any form of on line bullying of others.  Publishing defamatory and/or knowingly false materials about Prevista Limited, colleagues, associates, learners or customers on social networking sites, ‘blogs’ ‘wikis’ or any other online publishing format.  The use of the company email system to circulate any offensive, indecent or obscene material, or anything likely to cause offence on grounds of: sex, sexual orientation, race, disability, age, religion or belief.

In compliance with ISA Act 2009 we are required to report any offence / investigation and outcomes of any investigation, to the independent Safeguarding Authority ‘where incidents will be recorded as per ‘ISA Registration’, ‘Vetting and Barring’ regulations. And may result in removal of an individual from the ISA scheme and being placed on the ‘Barred list.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 15. Whistle Blowing Policy

Statement

(organisation name) is committed to the highest possible standards of openness, probity and accountability. In line with that commitment we expect employees, and others that we deal with, who have serious concerns about any aspect of our work to come forward and voice those concerns.

Principals

Employees are often the first to realise that there may be something seriously wrong within our Company. However, they may not express their concerns because they feel that speaking up would be disloyal to their colleagues or to the Company. They may also fear harassment or victimisation. In these circumstances it may be easier to ignore the concern rather than report what may just be a suspicion of malpractice.

(organisation name) is committed to the highest possible standards of openness, probity and accountability. In line with that commitment we expect employees, and others that we deal with, who have serious concerns about any aspect of our work to come forward and voice those concerns. It is recognised that most cases will proceed on a confidential basis.

The policy document makes it clear that you can do so without fear of victimisation, subsequent discrimination or disadvantage. This whistle-blowing policy is intended to encourage and enable employees to raise serious concerns within the Company rather than overlooking a problem or 'blowing the whistle' outside.

The policy applies to all (organisation name) employees and associate staff. It also covers employers and mentors and those providing work placements under contract to (organisation name)

These procedures are in addition to the Company's safeguarding policy, complaints procedures and other statutory reporting procedures.

You are responsible for making employers and mentors aware of the existence of these procedures.

Aims and Scope of This Policy

This policy aims to:

 Encourage you to feel confident in raising serious concerns and to question and act upon concerns about practice  Provide avenues for you to raise those concerns and receive feedback on any action taken  Ensure that you receive a response to your concerns and that you are aware of how to pursue them if you are not satisfied  Reassure you that you will be protected from possible reprisals or victimisation if you have a reasonable belief that you have made any disclosure in good faith. This document provides examples only. Organisations should develop their own templates to relate to their working practices  There are existing procedures in place to enable you to lodge a grievance relating to your own employment.  The whistle-blowing policy is intended to cover major concerns that fall outside the scope of other procedures.

These include:

Conduct which is an offence or a breach of law Disclosures related to miscarriages of justice Safeguarding issues Health and safety risks, including risks to the public as well as other employees Damage to the environment The unauthorised use of public funds Possible fraud and corruption Sexual or physical abuse of customers and colleagues Other unethical conduct

Thus, any serious concerns that you have about any aspect of service provision or the conduct of staff, employers, mentors or others acting on behalf of the Company can be reported under the whistle-blowing policy. This may be about something that:

 Makes you feel uncomfortable in terms of known standards, your experience or the standards you believe the Company subscribes to; or  Falls below established standards of practice; or  Puts learners at risk of physical, emotional, sexual abuse or neglect; or  Amounts to improper conduct.

Personal Safeguards - Harassment or Victimisation

(organisation name) is committed to good practice and high standards and wants to be supportive of employees and learners.

(organisation name) recognises that the decision to report a concern can be a difficult one to make.

If what you are saying is true, you should have nothing to fear because you will be doing your duty to your employer and those for whom you are providing a service.

(organisation name) will not tolerate any harassment or victimisation (including informal pressures) and will take appropriate action to protect you when you raise a concern in good faith.

Any investigation into allegations of potential malpractice will not influence or be influenced by any disciplinary or redundancy procedures that already affect you.

This document provides examples only. Organisations should develop their own templates to relate to their working practices Confidentiality

All concerns will be treated in confidence and every effort will be made NOT to reveal your identity if you so wish. At the appropriate time, however, you may need to come forward as a witness.

Anonymous Allegations

This policy encourages you to put your name to your allegation whenever possible.

Concerns expressed anonymously are much less powerful but will be considered at the discretion of the Chief Executive or Safeguarding Appointed Person.

In exercising this discretion the factors to be taken into account would include:

The seriousness of the issues raised The credibility of the concern; and The likelihood of confirming the allegation from attributable sources.

Untrue Allegations

If you make an allegation in good faith, but it is not confirmed by the investigation, no action will be taken against you. If, however, you make an allegation frivolously, maliciously or for personal gain, disciplinary action may be taken against you.

How to Raise Concern

As a first step, you should normally raise concerns with the Centre Manager. This depends, however, on the seriousness and sensitivity of the issues involved and who is suspected of the malpractice. For example, if you believe that management is involved you should approach the Chief Executive who will do his utmost to ensure impartiality.

Concerns may be raised verbally or in writing. Staffs who wish to make a written report are invited to use the following format:

 The background and history of the concern (giving relevant dates);  The reason why you are particularly concerned about the situation.

The earlier you express the concern the easier it is to take action.

Although you are not expected to prove beyond doubt the truth of an allegation, you will need to demonstrate to the person contacted that there are reasonable grounds for your concern.

You may wish to consider discussing your concern with a colleague first and you may find it easier to raise the matter if there are two (or more) of you who have had the same experience or concerns.

You may invite a work colleague to be present during any meetings or interviews in connection with the concerns you have raised.

This document provides examples only. Organisations should develop their own templates to relate to their working practices How Will We Respond

(organisation name) will respond to your concerns. Do not forget that testing out your concerns is not the same as either accepting or rejecting them.

Where appropriate, the matters raised may:

 be investigated by management, internal audit, or through the disciplinary process or where specific legal requirements may require it  be referred to the police  reported to independent safeguarding authority  reported to institute for learning

In order to protect individuals and those accused of misdeeds or possible malpractice, initial enquiries will be made to decide whether an investigation is appropriate and, if so, what form it should take.

The overriding principle which (organisation name) will have in mind is the public interest. Concerns or allegations which fall within the scope of specific procedures (for example, child protection or discrimination issues) will normally be referred for consideration under those procedures.

Some concerns may be resolved by agreed action without the need for investigation. If urgent action is required this will be taken before any investigation is conducted.

Within ten working days of a concern being raised, the responsible person will write to you:

 acknowledging that the concern has been received  indicating how we propose to deal with the matter  giving an estimate of how long it will take to provide a final response  telling you whether any initial enquiries have been made  supplying you with information on staff support mechanisms, and  telling you whether further investigations will take place and if not, why not.

The amount of contact between the member of staff considering the issues and you will depend on the nature of the matters raised, the potential difficulties involved and the clarity of the information provided.

If necessary, we will seek further information from you.

Where any meeting is arranged, (off-site if you so wish), you can be accompanied by a work colleague.

(organisation name) will take steps to minimise any difficulties which you may experience as a result of raising a concern.

For instance, if you are required to give evidence in criminal or disciplinary proceedings (organisation name) will arrange for you to receive advice about the procedure.

This document provides examples only. Organisations should develop their own templates to relate to their working practices The Company accepts that you need to be assured that the matter has been properly addressed. Thus, subject to legal constraints, we will inform you of the outcome of any investigation.

The Chief Executive has overall responsibility for the maintenance and operation of this policy. The Chief Executive will maintain a record of concerns raised and the outcome (but in a form which does not endanger your confidentiality).

This policy is intended to provide you with an avenue within (organisation name) to raise concerns and hopes you will be satisfied with any action taken.

If you are not, and if you feel it is right to take the matter outside the company, the following are possible contact points:

 the local authority – Children's Services Department  local Safeguarding Board  Independent Safeguarding Authority  your local Citizens Advice Bureau  relevant professional bodies or regulatory organisations  a relevant voluntary organisation  the police.  If you do take the matter outside the company, you should ensure that you do not disclose confidential information.

This policy will be reviewed annually by the board of directors.

Please Note: This policy does not replace the Complaints procedure.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 16. Recruitment of Ex-Offenders Policy

Purpose

(organisation name) is committed to the principle of equality of opportunity and, subject to the over-riding consideration of protecting children and vulnerable people, undertakes to treat all applicants for positions fairly and not discriminate unfairly against any subject of a Disclosure on the basis of conviction, ISA vetting procedure or other information revealed.

All potential job applicants.

This policy has particular reference to those concerned with recruitment and inspections.

Policy Statement

As an organisation compliant with the Independent Safeguarding Authority (ISA) Legislation to assess applicants’ suitability for positions of trust, (organisation name) complies fully with the ISA and CRB Code of Practice.

(organisation name) is committed to the fair treatment of its staff, potential staff or users of its services, regardless of gender, disability, race, colour, ethnic or national origin, nationality, sexuality, marital status, age, religious or political beliefs or offending background.

This written policy on the recruitment of ex-offenders is made available to all Vetting (via ISA) and Disclosure applicants at the outset of the recruitment process.

We actively promote equality of opportunity for all with the right mix of talent, skills and potential and welcome applications from a wide range of candidates. We select all candidates for interview based on their skills, qualifications and experience.

A Disclosure is only requested after a thorough analysis has indicated that one is both proportionate and relevant to the position concerned.

For those positions where ‘Vetting’ via ISA and Disclosure is required applicants will be informed that this will be requested in the event of them being offered the position.

Where Vetting (via ISA) and Disclosure is to form part of the recruitment process, we encourage all applicants called for interview to provide details of their criminal record at an early stage in the application process. We request that this information is sent under confidential cover to a designated person within (organisation name) and we guarantee that this information is only seen by those who need to see it as part of the recruitment process.

Unless the nature of the position allows (organisation name) to ask questions about your entire criminal record, we only ask about "unspent" convictions as defined in the Rehabilitation of Offenders Act 1974.

We ensure that all those in (organisation name) who are involved in the recruitment process have been suitably trained to identify and assess the relevance and the circumstances of offences. We also ensure that they have received appropriate guidance and training in This document provides examples only. Organisations should develop their own templates to relate to their working practices the relevant legislation relating to the employment of ex-offenders, e.g. the Rehabilitation of Offenders Act 1974.

At interview, or in a separate discussion, we ensure that an open and measured discussion takes place on the subject of any offences or other matter that might be relevant to the position. Failure to reveal information that is directly relevant to the position sought could lead to withdrawal of an offer of employment.

We make every subject of a CRB Disclosure aware of the existence of the CRB Code of Practice and make a copy available on request.

We undertake to discuss any matter revealed in a Disclosure or Vetting procedure (via ISA) with the person seeking the position before withdrawing a conditional offer of employment.

Having a criminal record will not necessarily bar applicants from working with us. This will depend on the nature of the position and the circumstances and background of the offences with due consideration given to our responsibilities to protect children and vulnerable people, and acceptance for registration; where applicable; with the Independent Safeguarding Authority (ISA)

Adherence to Policy

Responsibility for the implementation, monitoring and development of this policy lies with the Human Resource Manager. Day to day operation of the policy is the responsibility of ‘Appointed Person’ who will ensure via SAR and QIP processes / procedures that all aspects of this policy are adhered to.

Complaints

Any applicant wishing to raise a complaint should do so, in writing, to the Human Resource Manager within 15 working days, at the latest, of the alleged incident. An investigation will then be conducted by following our complaints and grievance procedure. The Human Resource managers ruling will be final. The individual will receive written notification as to the outcome.

Offer of Assignment / recruitment

The offer of any assignment / recruitment is conditional upon the company receiving a satisfactory ISA /CRB Disclosure, and references.

The majority of our positions working with children and vulnerable adults, are exempt from the Rehabilitation of Offenders Act 1974, and are also conditional upon proper disclosure of any criminal convictions, cautions or bind over’s that fall within this Act, and the successful vetting check and; (where applicable); registration with Independent safeguarding Authority as required by ISA legislation.

(organisation name) has the final decision as to whether these requirements are satisfied.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 17. Staff Induction Checklist

Staff Induction Checklist for all new Employees (Including Temporary contacts of more than 3 months)

The document is intended to be used as a checklist to ensure all stages of a new employee’s induction are completed. Once completed, this checklist and any other relevant documentation should be returned to the HR Department.

Employee Name: Managers Name:

Division /Location: Start Date:

To be completed by line manager in conjunction with individual:

AREA TO BE By When ACTION DATE COVERED / Who COMPLETED

Pre-Arrival By arrival  Make contact with member of staff at least 5 working date days prior to their start date – ensure they have received relevant documents and information prior to starting

 Arrange workspace and computer access

 Ensure ICT account form is completed and IT equipment and account is set up Housekeeping Day 1  Welcome and allocation of workspace & provide Handover Notes  Introduce Team Members

 Issue door access codes (as appropriate)  Explain Induction Process  Welcome Pack  Checklist  Induction Workshops Tour of the Day 1  Health & Safety – To cover the Health and Safety Premises Policy

Safeguarding  Arrange ‘Safeguarding’ awareness Training  Issue Safeguarding Policy?

 Arrange Equality & Diversity Training

Health &  Arrange H&S Induction Training Safety  Fire Evacuation Procedure – walk through

This document provides examples only. Organisations should develop their own templates to relate to their working practices  First Aid & Accident Reporting – walk through

 Security Arrangements

 Location of office amenities

 Security – including access/restrictions to buildings

 Tea/coffee and lunch facilities

 Office facilities  Booking Meeting Rooms

Corporate Day 1  Check individual has read “Employee Handbook” Information (to show/discuss)  Describe (organisation name) Aims & Objectives

 Talk through Organisation Chart – give copy of (organisation name) Business Plan

 Talk through Divisional objectives and targets

 Talk through Job Description

 Clarify hours of work, breaks, TOIL in relation to division

 Annual leave Process

 Sickness Reporting Process

 Communication mechanisms, including meetings, briefings, newsletter etc

 Advise staff information for department, company taskforce meetings

 Investor in People  The standard

 How to log in

 How to use the internal drive Use of IT policy  Explain process

 Explain the Integrated Competency Framework (ICF)

 Explain Development Opportunities

Setting During  Discuss, agree and document objectives – to take Objectives Weeks individual through probationary period 1 – 7  Explain Notice Period during Probation

Departmental  To arrange induction session with HR – (To cover HR Information Policies and Procedures) (either visit or read  Senior Management Team

This document provides examples only. Organisations should develop their own templates to relate to their working practices  Facilities  Refer to Local procedures Sign off induction checklist / handbook as required  Finance  Expenses & Timesheets

 Quality  Understand all Quality Marks & Standards

 Health & Safety Contact Safeguarding Reporting procedures information on the S. Drive Whistle blowing policy – Lone working policy During Weeks  Investors in People Internal Review Process 1 - 7  The Standard

 Business Continuity

 Business Continuity & Security

 Data Protection

 Corporate Governance

 Provide a copy of the 3 year strategy

Reviews to take place at the end of each week and signed off

Review Week Date Signature of Employee Signature of Manager

Week 1 Review

Week 4 Review

Week 8 Review

Forward original and retain copy to HR:

This document provides examples only. Organisations should develop their own templates to relate to their working practices HR on receipt: Date Date entered on HR Database and filed in personal file:

Print Name

Signature

HR on receipt: Date Date entered on HR Database and filed in personal file:

Date Signatures on Induction handbook Print Name confirmed and HR data base and personal file updated

Signature

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 18. Reference Request Template

NAME has given your name as a referee for the position of XXXXX here at (organisation name). I would be grateful if you complete the reference form below. I have enclosed a copy of the job description for your information.

Company name/ Job Title:

Period of Employment:

Please explain the Reason for Leaving:

Safeguarding: Has this person been subject to disciplinary action or had allegations made against them which relate to either the safety or welfare of children, young people or vulnerable adults (including unsubstantiated or pending action/allegations)?

Disciplinary Action: Has this person been subject to disciplinary action (including unsubstantiated or pending action/allegations)? Do they have any known convictions or is there any ground for concern?

Further information Any other information or comments that you think would be useful, this may include strengths, areas of development, specific accomplishments or achievements:

I appreciate in advance your time and attention in this matter. A SAE is enclosed for your convenience, and in the meantime please do not hesitate to contact me if you have any queries.

Yours sincerely

Name Human Resources Manager

This document provides examples only. Organisations should develop their own templates to relate to their working practices Return to top

This document provides examples only. Organisations should develop their own templates to relate to their working practices 19. CRB Policy

Scope and Introduction

This policy applies to all members of staff regardless of contract type or length of service, employment status, agency contractors and temporary staff, consultants and Associates.

(organisation name) is committed to having a transparent, fair and equitable recruitment and selection processes in place and to ensuring that they are sufficiently robust to make sure that the employees it recruits are trustworthy and reliable.

In some cases where a contract stipulates CRB checks to be carried out, (organisation name) will use the Criminal Records Bureau (CRB) Disclosure service to assess the suitability of such applicants, and requires that applicants provide an Enhanced Disclosure.

General Principles As an organisation using the Criminal Records Bureau (CRB) Disclosure service to help assess the suitability of applicants for positions of trust, (organisation name) complies fully with the CRB Code of Practice regarding the correct handling, use, storage, retention and disposal of Disclosures and Disclosure information. It also complies fully with its obligations under the Data Protection Act and other relevant legislation pertaining to the safe handling, use, storage, retention and disposal of Disclosure information and this written policy on these matters, is available to those who wish to see it on request.

Storage & Access

Disclosure information is never kept on an applicant's personnel file and is always kept separately and securely, in lockable, non-portable, storage containers with access strictly controlled and limited to those who are entitled to see it as part of their duties.

Handling

In accordance with section 124 of the Police Act 1997, Disclosure information is only passed to those who are authorised to receive it in the course of their duties. We maintain a record of all those to whom Disclosures or Disclosure information has been revealed and we recognise that it is a criminal offence to pass this information to anyone who is not entitled to receive it.

Disclosure information is only used for the specific purpose for which it was requested and for which the applicant's full consent has been given.

Retention

Once a recruitment (or other relevant) decision has been made, we do not keep Disclosure information for any longer than is absolutely necessary. This is generally for a period of up to six months, to allow for the consideration and resolution of any disputes or complaints. If, in very exceptional circumstances, it is considered necessary to keep Disclosure information for longer than six-months, we will consult the CRB about this and will give full consideration to the Data Protection and Human Rights of the individual before doing so. Throughout this time, the usual conditions regarding safe storage and strictly controlled access will prevail. This document provides examples only. Organisations should develop their own templates to relate to their working practices Disposal

Once the retention period has elapsed, we will ensure that any Disclosure information is immediately suitably destroyed by secure means, i.e. by shredding, pulping or burning. While awaiting destruction, Disclosure information will not be kept in any insecure receptacle (e.g. waste bin or confidential waste sack). We will not keep any photocopy or other image of the Disclosure or any copy or representation of the contents of a Disclosure. However, notwithstanding the above, we may keep a record of the date of issue of a Disclosure, the name of the subject, the type of Disclosure requested, the position for which the Disclosure was requested, the unique reference number of the Disclosure and the details of the recruitment decision taken.

Managers should contact HR if a CRB disclosure for their staff is required. The HR department will provide advice and assistance to managers and employees who require a CRB disclosure.

This policy will be monitored and reviewed by the HR Manager at least annually.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 20. Learner Health and Safety Policy

The management of (organisation name) is aware of the importance of controlling and monitoring Health and Safety at work, and is fully aware of its responsibilities as an an employer to provide a safe working environment for it’s employees. We recognise that in addition we have a duty of care for those other people who are under our supervision or control whilst on our premises or on training courses and/ or training secondments which take place on premises that we do not own. The company will also co-operate with it’s customer requirements, taking care whilst working on site to ensure that members of the public and other contractors are not put at risk by the work it is conducting. The company will take all reasonable steps to meet it’s Health and Safety obligations as required by the:  Health and Safety at Work Act 1974  Management of Health and Safety at Work Regulations 1999  Our obligations under LSC “Safe learner” Policy and Common Inspection Framework. Which includes the monitoring, recording and reporting of any issue relevant to the provision or non compliance with:  Safe equipement and working methods  Systems for the safe transporting, storeage, handling and use of dangerous materials  Emergency procedures  Personal protective equipement  Risk assessment (including fire risk assessments)  Training in all the above Management will undertake continuous reviews of health and safety to minimise risk to employees, sub contractors and the public. For any system to work, co operation with those carrying out the work is essential, and the company will ensure that there is suitable communication with feedback from employee’s and learners It is also regognised that employees and all learners have duties and responsibilities, which include:  Acting with due care at all times  Following instructions and emergency procedures  Correct use of safety equipement and clothing  Correct use of hazardous chemicals The management of the company will give appropriate support and the necessary power and authority to those implementing the policy, in order to ensure it’s requirements are followed. Name: Position: Date:

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 21. Equal Opportunities Policy (Learner)

(organisation name) Business Plans, Strategies and Policies confirm our commitment to providing equal opportunities in education, training and employment for everyone regardless of their nationality, religion, religious belief, racial or ethnic origin, disability including limitations to physical access or resources, marital status, age, gender, sexual orientation or preference, level of literacy or Numeracy, behavioural or learning difficulties etc. All those working with (organisation name) are required to hold the same responsibility and commitment.

We will make sure everybody involved in our training and development activities are treated fairly, and will make every effort to prevent any activities or procedures that unfairly discriminate, either directly or indirectly. We will monitor what we do and the impact of our actions and regularly discuss / resolve any issues or problems relating to equal opportunities with learners.

Overall Aims – (organisation name) seeks to ensure that:

 The content, delivery and assessment of our training programme do not discriminate and take into account the needs of all our existing and potential learners. All training and assessment activities will be provided in such a way as to ensure all provision is fair and reliable and will be monitored and reviewed regularly to make sure that all learners are able to participate equally and have the support they need to achieve their qualification.

 Where practical we will make reasonable adjustments to ensure that learners and staff who have a disability will have equal access to the opportunities for training and development which (organisation name) Limited has to offer. This could include but will not be limited to carrying out assessments out of assessors’ normal working hours, carrying out assessments at weekends, providing specialist equipment or making changes to assessment locations.

 The style and language of documentation, advertising and publicity materials will be closely monitored to prevent discrimination or offence and to ensure they are easily understood and do not reflect stereotyped or biased attitudes.

 All members of staff will be responsible for carrying out the policy in their day-to-day activities.

 Procedures and processes are effective and deal fairly, swiftly and firmly with incidents of discrimination among assessors, verifiers, candidates and others involved in (organisation name)’s work.

 Its Appeals Procedure and Complaints and Grievance Procedures are effective.

This document provides examples only. Organisations should develop their own templates to relate to their working practices Harassment and Bullying

Harassment and bullying refers to any behaviour which is threatening, intimidating, insulting, and abusive and disrupts an individual’s quality of life or work. We will not allow any form of harassment against learners, staff, associates or sub-contractors under any circumstances and there are procedures in place to deal confidentially with any complaints of harassment and bullying either at work or during any part of training.

We will investigate any complaints, take action to stop them happening again and ensure that any victim of harassment receives appropriate support and counselling.

Any concerns about harassment and bullying must be reported to (organisation name) even if there is a separate policy in place at the workplace.

Complaints of any kind must follow (organisation name) Complaints and Grievance procedure and individuals will be encouraged to discuss any concerns either formally or informally.

The following list is not exhaustive but provides some examples of unacceptable behaviour:

. Physical contact - physical assault, threatening behaviour or gestures, unwanted and unnecessary touching, patting, pinching etc.

. Verbal conduct - sexual innuendo, lewd remarks, offensive jokes, mimicry of accents, abusive language, questions about a person’s private life, derogatory remarks about a person’s colour, religion, sexuality, lifestyle, disability, customs or culture, gossip or slander.

. Non-verbal contact - display of pornographic or suggestive pictures or poster- offensive graffiti, defacing notices or letters, offensive cartoons, flags or emblems, screensavers, leering etc.

. Unacceptable conduct - isolation, aggressive or threatening behaviour, setting a person up to fail, belittling a person, undermining a person professionally or personally, changing or taking away responsibilities without notice, over-scrutiny, unfair allocation of jobs, misuse of internet, email, memos etc.

Implementation

In order to implement this policy successfully, (organisation name) Limited will:

 Issue its equal opportunities policy to all staff, learners, appointed agents and employers and make it available to anyone else who wishes to see it.

 Regularly monitor employers and their equality policies to ensure they meet at least our minimum standards in terms of equality of opportunity through employer visits, during reviews with learners and through having service level agreements that set out expected standards.

 Carry out ethnicity, gender and disability monitoring of all learners and staff and continue to set targets for recruitment, retention and achievement accordingly. This document provides examples only. Organisations should develop their own templates to relate to their working practices  Review all of our policies annually to make sure they meet the needs of everyone involved with our organisation

 Inform prospective learners and staff at the beginning of any interview that they are covered by (organisation name) Limited equal opportunity policy and invite them to comment on any questions that they feel may be discriminatory.

 Give the results of initial assessments in a confidential environment.

 Not carry out any unnecessary ability testing of learners.

 Take into account learners’ previous experience for accreditation of prior learning (APL).

 Take steps to identify and meet learners’ needs and will refer any learner that we are unable to help to other agencies so that they get the support and advice they need.

 Regularly review and monitor our facilities for equality of access and make improvements or adjustments where necessary.

 Take into account the needs of staff and learners who have religious or cultural customs requiring a particular type of dress.

 Respect the right of individuals to practice their own faith. Fasting periods and other religious requirements such as private prayer will be considered on a case-by-case basis whilst on our premises. Employers will be encouraged to offer the same flexibility.

 Carry out any Positive Action activities needed to make sure under-represented groups have equal access and are encouraged to take advantage of training and career development opportunities

 Encourage learners who wish to discuss issues in connection with religious festivals, celebrations and practice to speak to their tutor or assessor.

 Staff and learners will receive at least annual training and updates on equal opportunities, rights and responsibilities.

(organisation name) will formally monitor the effectiveness of this policy and their progress against targets and any actions required annually and informally on a day-to- day basis

(organisation name) Limited is committed to complying with all relevant legislation e.g. The Sex Discrimination Act (1975), The Race Relations Act (1976, amended 2000) and the Disability Discrimination Act (1995 and 2003 and all amendments) and will comply with the letter and spirit of all laws and directives.

This policy will be reviewed annually. As part of our review process, we will consult with employers, learners, staff, associates and any other stakeholders to look at the impact of our policy on those it is meant to protect. We will do this by collecting feedback from questionnaires, programme reviews, focus groups and meetings and use the results to update the Development Action Plan.

This document provides examples only. Organisations should develop their own templates to relate to their working practices 22. Customer Complaints Procedure

Customer Satisfaction

Any customer who makes a complaint will be treated with courtesy and in accordance with the company's customer care standard and Equal Opportunities Policy. For complaints about any aspect of the activities at any of Prevista’s offices or arising from a course or activity provided by Prevista at an external training location, every effort will be made by all staff to diffuse a situation and:

A: attempt to resolve issue informally yourself B: discuss with your line manager to resolve informally C: refer to the Director within your division D: should staff not be able to resolve the issue then the following procedure will apply.

Note: the timeframe set out below will commence from when a complaint becomes formal.

Stage Complaints Procedure Timeframe 1. Complaint received in writing: Day 1 · must be forwarded to the Quality Manager immediately. · Should the Quality Manager not be available the letter of complaint matter must be forwarded to the Divisional Director.

Complaint received in person: Day 1 · must be forwarded to the Quality Manager immediately. · Should the Quality Manager not be available the matter must be referred to the Divisional Director.

Complaint received by telephone: · Complainant must be informed that the matter will be Day 1 referred immediately to the Quality Manager whose name will be given. · The following details must be recorded and emailed to the Quality Manager. 1) Time complaint received 2) Name of complainant 3) Name of organisation (where relevant) 4) Telephone number 5) Brief information on nature of complaint 2. The Quality Manager will contact the complainant on the Day 1/2 same day or if received after 5.00pm as soon as possible the next working day. The Quality Manager will ascertain in greater detail the nature of the complaint.

This document provides examples only. Organisations should develop their own templates to relate to their working practices 3. The Quality Manager under supervision of the Day 4 appropriate Divisional Director will carry out a full investigation and will provide to the complainant a realistic timescale within which the complaint will be resolved. The timescale should be based on recognition that fast resolution of a complaint can prevent further problems.

4. When the investigation has been carried out the Quality Day 6 Manager will write to the complainant informing him/her of this with a proposed solution and an apology. The complainant should be informed that where s/he is dissatisfied with the outcome of the complaint s/he should contact the Managing Director.

5. The Quality Manager will complete a customer Day 8 complaints form QMF 07 - CUSTOMER COMPLAINT Form.doc and update the customer complaint register QMF 07a - CUSTOMER COMPLAINT REGISTER.doc and a copy will be passed to the Managing Director and the executive team for their records.

6. If the customer is not satisfied with the outcome and recourse from the Managing Director, s/he can take the complaint to the Chair of the Board. There is no further internal appeal.

7. A review of complaints will be undertaken regularly by the Executive Directors and the Board together with the measures put in place to prevent similar complaints in the future.

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This document provides examples only. Organisations should develop their own templates to relate to their working practices 24. Health & Safety Checklist

It is a requirement of the Learning and Skills Council (LSC), that appropriate Health & Safety requirements are in place where LSC funded learners are employed. Please review the workplace against the criteria below and make comments where appropriate e.g. any actions required. Once the initial workplace check has been carried out the tutor should then review the checklist when visiting site or at least a minimum of every 3 months.

COMPANY NAME SITE ADDRESS

MANAGER NAME

TEL NUMBER

No Criteria Yes/No Comments

1 Is there current Employers / Public Liability Insurance Cover (minimum £5m)?  Insurance Company Name:  Policy Number:  Renewal Date:

2 Is there a Health & Safety policy? (must be displayed if more than 5 employees)

3 Have significant risks been assessed? (Must be documented if more than 5 employees)

4 Have COSHH assessments been carried out?

5 Are employees aware of any requirement for protective wear?

6 Is there a Health & Safety Law poster displayed entitled “What should you know”?

7 Is there a list of current first aiders?

8 Are there first aid boxes available?

9 Are evacuation procedures displayed?

10 Where is the fire assembly point?

Assessor Signature Date

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