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As a result, organisational change will sometimes be necessary in order to meet these challenges, which may result in a range of workforce changes.  \nThe Trust recognises that its employees are the most valuable of its resources and aims, as far as possible, to achieve necessary changes in the workforce by turnover and natural wastage, redeployment, and retraining avoiding compulsory redundancy wherever possible.  \nThis document outlines the procedure for managers to follow when leading a change project which affects staff.  \nStatement and Principles  \nOrganisational change is driven by the business needs of the Trust and individual departments. Change can be triggered either by the external environment or by an internal review of organisational requirements. Examples of significant organisational change include the reorganisation, relocation, merger, expansion or closure of a service, competitive tendering or outsourcing, or a major change in working practice.  \nIn order to meet changing business needs more effectively, there may be occasions when managers need to implement relatively minor changes. Minor changes and adjustments to duties and working practices may be implemented without recourse to the formal procedures in this procedure but will require informal engagement with staff affected, for example an individual job description or a change in line management. Any situation which may lead to redundancy or significant change to contracts of employment will not be deemed to be a minor change and will require formal consultation.  \nThe Trust and individual departments are responsible for deciding the size and most efficient use of the workforce but in doing so is committed to the following principles for managing organisational change:  \no the Trust will provide such information about the proposed organisational change in accordance with good employee relations practice to disclose to staff and the trade unions  \no the Trust will work in partnership with the Trade Union and Staff Organisation representatives from the earliest stage possible  \no staff will receive notice of any organisational change which may affect their futures at the earliest opportunity  \no staff will be treated as individuals with due regard to their personal and employment circumstances and their career aspirations at all stages of the change management procedure  \no staff will have the right to be accompanied by a trade union representative or current work place colleague not acting in a legal capacity at formal meetings to discuss the organisational change  \no requests by the employee for additional support at any individual meetings should be considered e.g. where disability is involved and familiarity with the impairment or the individual or specialist input would be beneficial.  \no the Trust will consider all reasonably practicable steps to avoid compulsory redundancies  \no staff will be able to access training and development, as appropriate to meet new skill requirements and where appropriate to identify new career opportunities, with funding and time to attend training and development activities being considered  \no career support is available from the HR and Training and Development departments. This may include access to support in seeking Suitable Alternative Employment e.g. interview skills  \nStaff will be considered against their substantive post and contractual arrangements throughout the proces","cbCaikgn7aYOg7IE","https://ap.wps.com/l/cbCaikgn7aYOg7IE","pdf",215845,"English","# Introduction\n## Statement and Principles\n## Procedure\n### Informal Engagement\n### Consultation Procedure","[{\"question\":\"What is the purpose of the change procedure guidance?\",\"answer\":\"It provides a procedure for managers leading change projects that affect staff, covering how changes are managed and what principles should guide decision-making.\"},{\"question\":\"When can minor changes be handled without formal consultation?\",\"answer\":\"Minor changes and adjustments to duties and working practices may be implemented without the formal procedure, provided informal engagement with affected staff occurs and redundancy or significant contractual changes are not involved.\"},{\"question\":\"What must managers prepare for formal consultation?\",\"answer\":\"Managers prepare a consultation document covering the current situation, impacts on service and other areas, relevant health and safety and equality assessments, job descriptions and matched reports, rationale and options for change, proposals and timescales, and the financial and staffing implications.\"}]","Change Procedure - Guidance Document for Managers and Employees | PDF",1789565107]