ࡱ> g Tbjbj 4r\r\Kb b   8<@|x48H]x_x_x_x_x_x_x$z>}x88xHxj!j!j!|]xj!]xj!j!ij pQ$b(mJIxx0x_m}r} p} p<j!xxj!x}b > :  QUEENS UNIVERSITY BELFAST __________________________ Capability Regulation (For Staff Grades 6/Ac1 and above) __________________________ (Regulation Governing Capability Pursuant to Statute XIII Part V) This Regulation will be used to deal with issues of performance. It is established pursuant to Statute XIII Part V. Purpose 2.1 The main mechanism used to manage staff performance is through the normal management processes including appraisal/regular reviews. Ordinarily, these are sufficient, since experience confirms that the vast majority of staff work at a satisfactory level to make a sustained and meaningful contribution to the activities of the University. Issues of misconduct are dealt with under the Disciplinary Procedure. 2.2 Very occasionally, however, an individual will encounter difficulty, failing consistently for no satisfactory reason to meet the targets agreed through the normal management processes. In such cases, managers are required to identify difficulties and facilitate the necessary improvements. Managers should bear in mind that under-performance may be due to issues outside the control of the member of staff. 3. General Principles 3.1 No action beyond an oral warning will be initiated against a representative of a recognised trade union until the appropriate full-time official is notified. 3.2 There is a need to ensure that this procedure is properly followed and complied with. Accordingly it is strongly recommended that the manager should discuss the circumstances of the particular case with a HR Business Partner and seek particular advice on procedural matters. People and Culture will be involved in each of the formal stages. 3.3 If the progress expected to achieve the standards has been made, the process will not proceed to the next stage as the required performance standards have been met. 4. Informal Procedure 4.1 General 4.1.1 In situations where it is considered that an individual is experiencing difficulties in the attainment of goals, and standards relating to the post, it is necessary and appropriate to review performance more regularly to ensure that progress is being made, or where needed to initiate the appropriate action set out in this document. 4.1.2 Whilst the prime function of the informal approach is to support and facilitate the redress of difficulties, should this be unsuccessful then a more formal approach will be adopted. In the event of the need to apply the formal approach, it should be noted that in applying this Procedure there must be full compliance with Statute XIII. 4.2 Identifying the Difficulty In initiating the process it is necessary for the manager to identify the difficulties or problems in the performance of the individual employee, and the standards or performance measures that should be attained. The employee should be advised of the time period during which improvement in performance is expected and the frequency of review. Where appropriate, the employee and manager should develop and agree an action plan setting out the steps that will be taken to make the necessary improvements. However, if the employee fails to agree these, the manager should issue to him/her the expected standards to be attained and the target dates. As deemed appropriate, the employee should be provided with the necessary support and assistance to help overcome those factors leading to poor performance. Such assistance may include the use of professional support, including training and development and access to specific programmes. 4.3 Progress Review Meeting The period of review will be dependent upon the objectives and targets set, but as a norm a manager will meet after six-eight weeks (or an appropriate timescale relating to the actual activities, particularly in relation to research) with the individual to review progress. If without good reason the progress expected to achieve the standards required has not been made, the employee will be informed that the matter is now more serious and the formal procedure outlined in Section 5 onwards will be applied. 4.4. Documentation The manager should ensure that appropriate documentation and records are retained relating to the informal procedure. This should include: (i) Identification of the performance standards which are unsatisfactory. Identification of any comparative information appropriate to other employees. (iii) The performance standards that have been previously discussed and set. (iv) The professional support, including training and development (which may include mentoring and working with others), and access to specific programmes which were requested by the member of staff, agreed and provided in an attempt to improve the individuals performance. (v) Why it is considered that the standards being attained remain unsatisfactory. (vi) Correspondence with the member of staff or note of any meetings. It is of critical importance that full supporting documentation is developed and maintained to enable due consideration to be given to all of the factors appropriate to the case. 5. Formal Procedure The member of staff may request one adjournment on the grounds that they are unable to arrange representation for a hearing, or that on reasonable grounds they require more time to prepare their case. Written records will be held of meetings that take place in relation to the issue. Although staff have a normal expectation of annual progression up to the contribution threshold for their grade, this is subject exceptionally to established procedures for dealing with performance problems. As such any forthcoming increment of salary will be withheld during the application of this Capability Regulation at the formal stages. 5.1 Formal Stage 1 Where performance standards have not been attained and no reasonable explanation is provided under the informal procedure, the issue should now be dealt with formally. The line manager will write to the member of staff setting out those aspects of performance which remain unsatisfactory, inviting the member of staff to a meeting to discuss the issue at which they may be accompanied by a representative of a recognised trade union or University colleague. They will be informed of that right and the nature of the meeting. In addition to a suitable course of remedial action, the line manager may issue an oral warning to the member of staff. A note will be held by the line manager and will normally remain active for six months. The line manager should confirm the oral warning, identify the performance standards to be obtained, confirm the consequences should no improvements be made, confirm the date of the next review meeting which should as a norm take place six eight weeks thereafter (or an appropriate timescale relating to the actual activities, particularly in relation to research) and advise the staff member of their right of appeal. 5.2 Formal Stage 2 (i) If the progress expected to achieve the standards required has not been made and no reasonable explanation has been provided, the line manager will inform the employee that the matter is now more serious. The line manager will write to the member of staff setting out why performance remains unsatisfactory, inviting the member of staff to a meeting to discuss the issue at which they may be accompanied by a representative of a recognised trade union or University colleague. They will be informed of that right and the nature of the meeting. (ii) If the line manager decides that performance remains unsatisfactory a written warning may be issued to the member of staff. A copy will be held on the personnel file and will remain active for twelve months. In addition to identifying the performance standards to be attained, the employee should be informed of the consequences if no improvements are made and the date of the next review meeting which should as a norm take place six eight weeks thereafter (or the appropriate timescale relating to the actual activities, particularly in relation to research) and advise the staff member of their right of appeal. 5.3 Formal Stage 3 (i) If the progress expected to achieve the standards required has not been made and no reasonable explanation has been provided, the line manager will inform the employee that the matter now constitutes an issue which may result in a final written warning. The line manager will write to the member of staff setting out why performance remains unsatisfactory, inviting the member of staff to a meeting to discuss the issue at which they may be accompanied by a representative of a recognised trade union or University colleague. They will be informed of that right and the nature of the meeting. (ii) If the line manager decides that performance remains unsatisfactory a final written warning may be issued to the member of staff. A copy will be held on the personnel file and will remain active for a maximum of twenty four months. In addition to identifying the performance standards to be attained, the employee should be informed of the consequences if no improvements are made and the date of the next review meeting which should as a norm take place six eight weeks thereafter (or the appropriate timescale relating to the actual activities, particularly in relation to research) and advise the staff member of their right of appeal. 5.4 Appeals Against Warnings Given By Line Manager A member of staff who has received a warning will be advised of their right to appeal the warning to the People and Culture Director. The Head of HR Business Partnering (or nominee) will establish and manage the appeal process. The appeal must be lodged in writing stating the grounds of appeal within ten working days of the warning being given. The appeal will be considered by the next senior manager and their reasoned decision, normally given within twenty working days of the appeal being lodged, shall be final. The next senior manager could decide to uphold, reject or amend the decision of the line manager. Normally witnesses will not be called but the next senior manager, where appropriate, has the authority to determine whether witnesses will be called. The member of staff should attend the appeal meeting and make oral representation. The member of staff may be accompanied by a representative of a recognised trade union or University colleague. If the member of staff does not attend, the meeting may proceed in their absence where the next senior manager considers that such absence is unreasonable in the circumstances. 5.5. Formal Stage 4 (Hearing by a Panel) 5.5.1 Normally, six - eight weeks (or the appropriate timescale relating to the actual activities, particularly in relation to research) after the final written warning has been issued, progress should again be reviewed with the individual concerned. If the progress expected to achieve the standards required has not been made and no reasonable explanation has been provided, the line manager will inform the employee that the matter now constitutes an issue which may result in dismissal. The line manager will provide the Head of HR Business Partnering with a written report summarising the actions to date and the proposed further action. The Head of HR Business Partnering (or nominee) shall forward the report to the Vice-Chancellor who will determine whether the matter will be referred to a hearing by a Panel and will inform the member of staff in writing that their performance remains unsatisfactory. The Head of HR Business Partnering (or nominee) will convene a Panel to consider the matter with at least ten working days notice being given. The Panel shall consist of three persons drawn from the following lists none of whom shall have had any involvement with the case and each of whom has consented to act. A Chair drawn from a list approved by the Senate. One member drawn from a list agreed, by the Academic Council in the instance of a Panel considering the case of a member of the academic or research staff, or a member of University Operating Board in the instance of a Panel considering the case of any other member of staff falling within the scope of Statute XIII. A member of staff nominated by the People and Culture Director. Any relevant Health Trust or other relevant body may be represented on any Panel convened under this regulation to deal with a member of the clinical academic staff falling within clause 18(1) of Statute XIII and the Panel shall be enlarged for this purpose. 5.5.2 The member of staff will also be notified of their right to be accompanied by a representative of a recognised trade union or University colleague. They will be provided with all relevant documentation normally three working days prior to the hearing. If, without good cause, the member of staff does not attend the hearing, the Panel shall proceed in his or her absence and shall permit their representative, if in attendance, to present the case. 5.6 At the hearing the procedure adopted shall be such that it allows the opportunity for: the Panel to consider all relevant information, to question managers, the member of staff and their representative and any witnesses. the line manager(s) to put their case, to ask questions and for witnesses to provide evidence. The line manager(s) will have an opportunity to make final representations. The member of staff or their representative to put their case, to ask questions, to call relevant witnesses. The member of staff or the representative will have an opportunity to make final representations. Where the matter is particularly serious, but still falls short of warranting dismissal the Panel may give consideration (subject to the provisions of clause 10 of Statute XIII), to other action in conjunction with a formal written warning including: Withholding any forthcoming increment in salary. Suspension without pay (for up to three months) and Reduction in grade and/or loss of title. 5.7 The Panels reasoned decision will be issued by the Head of HR Business Partnering (or nominee) in writing and shall normally be provided to the member of staff within ten working days of the decision being reached. 5.8 Clinical Academic staff action under Part III or under Part IV may be taken against a member of clinical staff as defined in clause 18(1) of Statute XIII in respect of incapacity arising in connection with the clinical work or activities of a member of staff, as if the work or the activities were performed in and for the University. 6. Appeals Against Findings of the Panel 6.1 The member of staff is entitled to appeal the decision of the Panel. S/he must lodge an appeal in writing with the People and Culture Director, within ten working days of notification of the Panel decision. The appeal must state the grounds on which it is made. 6.2 On receipt of an appeal the Head of HR Business partnering (or nominee) will convene an Appeal Panel which shall consist of three persons drawn from the following lists, none of whom shall have had any involvement with the case and each of whom has consented to act: A Chair drawn from a list approved by the Senate. One member drawn from a list agreed, by the Academic Council in the instance of an Appeal Panel considering the case of a member of the academic or research staff, or a member of University Operating Board in the instance of an Appeal Panel considering the case of any other member of staff falling within the scope of Statute XIII. A member of staff nominated by the Registrar and Chief Operating Officer. Any relevant Health Trust or other relevant body may be represented on any Panel convened under this regulation to deal with a member of the clinical academic staff falling within clause 18(1) of Statute XIII and the Panel shall be enlarged for this purpose. 6.3 The Head of HR Business Partnering (or nominee) will arrange for an appeal hearing. The member of staff will be notified in writing of the date of the appeal hearing, with at least five working days notice being given. Relevant documentation will be provided normally three working days prior to the appeal hearing. They will also be notified of their right to be accompanied by a representative of a recognised trade union or University colleague. The hearing of the appeal should normally take place within twenty working days of the appeal being lodged. In exceptional circumstances, or by mutual agreement, this period may be extended. 7. Appeal Hearing 7.1 The Appeal Hearing is not a re-hearing of the case put before the original Panel unless that is necessary to remedy previous defects. The Appeal Panel is required to consider if the original decision was inappropriate on the grounds of appeal specified. Witnesses may be called only with the Appeal Panels permission. The Appeal Panel may vary the procedure in 7.2 below where it is considered appropriate to do so without unreasonably prejudicing the interests of the parties. 7.2 The procedure will be as follows: (i) The member of staff or the representative will make submissions. (ii) The Appeal Panel may question the member of staff and the representative. (iii) The presenting officer for the Stage 4 Panel will make submissions. (iv) The Appeal Panel may then question the presenting officer for the Stage 4 Panel. (v) The member of staff or the representative will have the opportunity to make final submissions. (vi) The presenting officer for the Stage 4 Panel will have the opportunity to make final submissions. (vii) The parties will be invited to withdraw before the Appeal Panel considers its decision. 7.3 The member of staff should attend the Appeal Hearing but the hearing may proceed in their absence where the Appeal Panel considers that such absence is unreasonable in the circumstances. 8. Appeal Decision 8.1 The Appeal Panel may confirm, increase, set aside or reduce any sanction imposed by the Panel. 8.2 Where the decision confirms the decision of the original Panel, any sanction imposed will take effect from the date of the original Panels decision. 8.3 Where the decision involves a variation of the action, the Appeal Panel will state the operative date. 8.4 The Appeal Panels reasoned decision will be issued by the Head of HR Business Partnering (or nominee) in writing and shall normally be provided to the appellant within ten working days of the decision being reached. 8.5 The decision of the Appeal Panel shall be final. 8.6 If the appeal is unsuccessful, the original penalty will take effect from the date of the letter advising of the original Panels decision. 8.7 Any dismissal, or notice of dismissal, shall be cancelled, withdrawn or modified if an Appeal Panel decides that the member of staff should not be dismissed or should only be dismissed with notice. 9. Confidentiality 9.1 It is expected that all parties, including the member of staff, will respect the confidentiality of the procedure. Breach of confidence may compromise the integrity of the procedure and may be subject to disciplinary action.  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