DRAFT

March 2015

Released as a Draft for Consultation with Unions 17 March, 2015

EMPLOYEE AND UNION ENGAGEMENT AND

CONSULTATION STRATEGY

CONTENTS

1. Transforming SA Health Vision 4

2. SA Health Context...............................................................................................................................4

3. SA Health Employee Relations Vision................................................................................................4

4. Transforming Health............................................................................................................................4

5. Working together to transform health..................................................................................................5

6. Our Principles for Employee and Union Engagement and Consultation.............................................6

7. Our Obligations Regarding Employee and Union Consultation..........................................................8

8. Consultation Governance....................................................................................................................9

8.1 Consultative Forums...........................................................................................................................9

9. Planning and Implementation of Change..........................................................................................10

10. Evaluation of Employee and Union Consultation and Engagment Strategy.....................................10

11. Evaluation of the Delivery of Transformation....................................................................................11

APPENDIX 1 Transforming Health Mindset.....................................................................................................12

APPENDIX 2 HR Principles.............................................................................................................................13

APPENDIX 3 Steps for Organisational Change...............................................................................................20

2

Employee and union engagement and consultation Strategy 1. Transforming SA Health VisionWe want consistent, safe, quality care. Best care. First time. Every time.

2. SA Health Context

SA Health is embarking on an era of unprecedented change, the case for which was established through an extensive discovery phase with our employees, consumers, community and other key stakeholders including unions. We learned that we have more doctors, more nurses and more beds than our interstate peers, but that despite this significant public investment, our safety and quality outcomes are overall no better. We have areas of excellence, but we also have substantial room for improvement to deliver the consistent standard of care that our community deserves.

We have amongst the most skilled and dedicated staff working in our system – they are best placed to know what could work better, how best to make that change and who needs to be involved to ensure its success. The workforce of a transformed SA Health will be characterised by effective planning and design centred on quality, patient care, workforce practices which increase flexibility and productivity, a culture of strong employee engagement, which empowers innovative thinking and continuous improvement, and adoption of organisational learning strategies which develop leadership mastery, and provide opportunities to grow the talents of our diverse people.

This strategy describes why employee engagement is the key to Transforming SA Health, and how we are going to achieve it. Its scope extends beyond our people who work in metropolitan hospitals, (the initial focus of Transforming Health) to embrace all of our staff who work in SA Health. Our ambition is for SA Health to be recognised as both nation leading in the delivery of safe, quality care, as well an employer of choice.

3. SA Health Employee Relations Vision

SA Health is committed to transforming the patient experience. International evidence shows the best predictor of our success will be the level of employee engagement. This means we need to create a positive employee relations climate, where our staff feel valued, are aligned to a shared organisational purpose, are confident that their input will be genuinely sought and listened to about change that impacts them. It means being open about the reasons for decisions in a timely way and providing the support they need.

By having great employee engagement, we will successfully transform SA Health.

4. Transforming Health

Transforming Health is a systematic approach to ensure all South Australians have equitable access to quality care. It is underpinned by 284 quality standards that were developed by our Clinicians, and which provide the framework for retaining what is already best practice, and highlighting opportunities for improvement and change. Many of the standards could not be met if we maintained the status quo. Collectively this thinking translated into a number of proposals which were articulated in the Transforming Health Proposals Paper for wider feedback.

3

Many of our staff and unions provided their feedback on the proposals, which was considered and informed Government’s decisions about the next steps to transform our health system. These decisions and the associated rationale are outlined in the companion document to this strategy, Delivering Transforming Health – Our Next Steps, which was released on 17 March, 2015.

To improve the consistency and quality of care across South Australia’s health system requires transformative change, including:

working differently and in stronger partnerships. This includes some services being delivered at new or different locations.

there must be increased focused on evidence-based, state-wide models of care, which for some specialities, will mean consolidating care at particular sites, or networking care delivery through a state-wide governance to ensure consistent, evidence based practice.

a range of initiatives which will significantly improve patient access and flow and unlock acute capacity that is required for service redesign.

Achieving these measures in a system that is already overcrowded, and where people feel they are delivering their best sounds unachievable, but it is possible. It will require us to work together in partnership, in the spirit of co-operation and genuine consultation.

5. Working together to transform health

The required transformation of SA Health will require a systemic and unprecedented shift in thinking and behaviour across the system. Our Clinicians have described the characteristics of this new mindset (Appendix 1). How our people feel about the change and the extent to which they are engaged and supported to influence it is crucial.

Our employees are also represented by registered Industrial Associations, and this strategy recognises and respects the important role our Union partners play, and details the consultative architecture that we are committed to implementing as part of Transforming SA Health. We seek a shared commitment to resolving issues within SA Health, both locally and corporately, with the role of the Industrial Relations Commission of South Australia, reserved for what we hope will be the exceptions to where we are not able to reach a shared view on whether we have fulfilled our industrial obligations. Given that all parties are committed to the delivery of the highest standards of safe, quality care, we anticipate that this focus will inevitably provide an early and local pathway for resolution of issues.

The Employee Engagement and Union Consultation Strategy complements a range of other support strategies which will collectively form part of a coherent Workforce Strategy for SA Health, currently under development.

4

6. Our Principles for Employee and Union Engagement and Consultation

There are a number of principles which underpin the Employee and Union Engagement and Consultation Strategy for Transforming SA Health. These are that:

We:

are seeking to create an environment where our staff are aligned to our shared vision of delivering best care, first time, every time.

recognise that transformative change is necessary to achieve this vision, and also undertake to implement changes where there is demonstrable benefit to patient care and the community. We will not initiate any change where there is evidence that it would result in patient harm.

direct our Employee Engagement and Union Consultation principles toward ensuring alignment with the SA Health strategic priorities and values, and overall achievement of our vision.

are committed to creating a culture where our staff are valued, and feel safe, empowered and committed to use and develop their talents in the interests of quality patient care.

believe employee engagement creates a two-way relationship. We will involve our employees and their unions in decisions that affect them, listen and respond to what they have to say and invite their thinking about how we can continuously improve our services.

respect and recognize the role of Unions, as representatives of our employees, with a shared interest in their goals, aspirations and working conditions. It is recognized that in order to fulfil this role, Unions will need to have access to their members in their workplace that is respectful of patient / client privacy and in accordance with agreed access protocols.

are committed to the establishment and development of effective relationships with Unions, and will seek to create a two way relationship, and engage in a manner that reflects our expectation of mutual good faith and respect.

recognize that shared ownership of goals is optimized through early sharing of ideas and information, and especially with those impacted most directly by the change.

are committed to meaningful consultation, which involves the timely sharing of information and the exchange of views between our employees and their representatives, and the genuine opportunity for them to contribute to decision-making.

believe consultation is enabled through visible and consistent pathways and consultative arrangements and clear lines of accountability for their achievement. We will ensure the existence of high level relationships between Unions and the Department of Health and Ageing, as well as formal forums at a Network/SAAS level to facilitate local exchange of ideas, opinions and resolution of issues and disputes.

will establish a peak consultative forum in co-operation with Unions specifically for Transforming Health. It will focus on strategic, system-wide issues relevant to the program of change, as well as providing opportunity for pro-active issue resolution.

include Transforming Health as a standing agenda item on the Network and SAAS Industrial Liaison Forum.

value the diversity of our workforce, and appreciate that they have a variety of communication style preferences. We will seek to be responsive to these when planning our communication approaches.

commit to ongoing communication, and providing employees with information to make informed responses, using a range of different approaches, including

o An online presence as one source of truth for information.

o Newsletters, which will incorporate Frequently Asked Questions raised by our staff.

o Hard copies of communication information being readily available for staff who do not have access to a computer.

o Providing all relevant information to their representatives.

5

expect our Managers and Leaders to positively influence the employee relations environment by role modelling leadership in the achievement of constructive working relationships consistent with these principles.

understand that change creates uncertainty, and in some cases, contributes to emotional and psychological impacts for our employees. We will continue to provide support to employees through employee assistance services and we will adopt effective and respectful change management approaches.

will develop the capability of our staff, so that they are confident and have the skills and knowledge to fulfil their role, and to lead and sustain quality improvement.

will pro-actively contribute to, and seek to guide public sector employee relations policy, as well as continuously review our own policy and industrial instruments, to ensure that our employee and industrial relations arrangements support the achievement of Transforming SA Health.

expect all parties to communicate with each other respectfully, and in a way that seeks to develop a mutual understanding of each other’s goals and interests.

recognize that consultation means the authentic opportunity to contribute to the decision-making process. It does not necessarily result in agreement in all cases. When there are areas of difference, we will focus on what is best for patient care and the community of South Australia, to focus our decision-making and determine the outcomes.

will seek to promote constructive workplace relations at the local Network/SAAS level between employees and their managers, and the adoption of pro-active local issue and dispute resolution processes involving consultation, information sharing and negotiation.

will be clear about consultation timeframes and provide employees who are impacted by the proposed change with sufficient time to understand the impacts, and consider and provide their views.

will act in good faith in seeking to achieve an outcome that is supported by our employees and Unions. In situations where we are unable to reach agreement, we will be clear about the decision, and why it is necessary to achieve our overall vision.

will facilitate and maintain constructive relationships with key stakeholders including Unions, based on:

o Open and honest communication

o Being professional and genuinely participating in consultative processes

o Seeking and valuing evidence based views.

are committed to achieving organizational change in a way which observes our obligations in enterprise agreements and awards.

respect the role and jurisdiction of the Industrial Relations Commission of South Australia in determining industrial disputes, pursuant to the specific provisions of the Fair Work Act 1994, and will engage in appropriate advocacy and representation in industrial forums.

will adopt the HR Principles, developed in consultation with Union partners, that apply to the management of organizational change.

will continue to engage with our staff, relevant unions, professional associations and representative bodies about how we will introduce the necessary changes to transform health in the months and years ahead. 

6

7. Our Obligations Regarding Employee and Union Consultation

Constructive relationships with our employees, and Union partners, contributes to the achievement of common goals such as safe, quality care, job satisfaction, safe work environment, wise use of resources, career development and opportunities.

A constructive approach to employee and union consultation, will create the environment where our people are empowered to contribute innovative thinking and practice, to focus on continuously improving the care we deliver, feel valued and recognised for their contribution, and result in effective recruitment and retention of our talent.

A key part of constructive relationships with our people, involves meaningful consultation. Consultation processes are also a legally binding and industrial obligation, and are intended to contribute to harmonious workplace relations.

There are various definitions of consultation, and for the purpose of this strategy, the definitions enshrined in our industrial instruments will be used. Generally it is defined as the sharing of information and the exchange of views between management in SA Health and relevant Unions, so that employees through their associations have a genuine opportunity to contribute effectively to the decision-making process. Consultation does not necessarily result in agreement in all cases.

We will observe our obligations, created through industrial arrangements, in regard to employee and union consultation, issue and dispute resolution. These include:

Public Sector Act 2009; Health Care Act 2008; Fair Work Act 1994 (SA); Relevant Enterprise Agreements and Awards; SA Health (Health Care Act) Human Resources Manual; and Other relevant public sector and SA Health policies.

7

8. Consultation Governance

The peak governance forum for Transforming SA Health is the Transforming Health Program Management Board. A tiered structure of accountability for leading employee engagement and union consultation, as part of the wider Transforming Health SA strategy, is outlined below.

The Consultative Framework aims to provide high level engagement and consultation about system-wide issues and impacts, as well as supporting local consultation, engagement and issue resolution.

In addition to the formal consultative arrangements with Unions, a range of communication and consultation initiatives will be initiated with employees consistent with every day good management practice.

8.1 Consultative Forums

Transforming Health Peak Union Consultation ForumThis is the peak consultative forum for SA Health and Unions, specifically for Transforming Health, and will focus on strategic, system wide issues relevant to the program of change, as well as providing an issue resolution pathway from local Networks for issues of strategic, state-wide significance. It is not the intention of this Forum to manage local Network issues, or to intervene where local resolution issues have not been genuinely implemented and exhausted. Similarly, it is not the role of the Forum to address issues which are specific to one discipline or Union, as existing consultative mechanisms exist for this purpose. The terms of reference for this Forum will be jointly developed. It comprises all Unions and senior SA Health Executives.

A representative of the Commissioner for Public Sector Employment will be included on this forum, given the significance of the change within the wider public sector, and to align the SA Health approach with wider public sector principles.

LHN/SAAS Site Specific Forums/Industrial Liaison ForumsFor Health Networks and SAAS, Transforming SA Health will be the centrepiece of their change strategy for a number of years. Network consultative arrangements will mirror the corporate strategy and embed Transforming SA Health as a significant agenda item for each Network/SAAS Industrial Liaison Forum (ILF). Where a change is of significant magnitude, the Network/SAAS ILF will consider whether a sub-committee focused exclusively on consultation about that change is required.

Network/SAAS ILFs will provide the point of consultation regarding significant changes impacting on Network/SAAS workforces, and support the development of associated Change Management Plans.

8

LHN/SAAS/NRAH Industrial Liaison Forums

Transforming Health Project Management Board

Transforming Health Peak Union Consultation Forum

LHNs/SAAS will also manage any escalated issues or complaints raised by employees regarding any local matters.

In the expected small number of matters that are unable to be resolved and formal escalation processes are adopted, the Department for Health and Ageing as the Employer will assume the lead role, including for those issues or disputes which impact more than one Network.

9. Planning and Implementation of Change

Given the Government’s release of its next steps, a Transforming Health Workforce Change Strategy will be developed, identifying the deliverables, required changes, areas of impact, timing, and anticipated workforce changes including workforce transition principles and processes. This will identify the key stakeholders and associated consultative arrangements.

Each Network will also develop a Change Management Implementation Plans, which will identify the change impacts for their service, and develop Implementation Plans for significant change, and change which involves workforce redeployment, retraining and redundancy. This will provide further clarity about the structural and operational changes, so that the parties can reach a common understanding of their respective rights and obligations, and identify processes which ensure compliance.

The SA Health Human Resource Principles for Change Management, detailed in Part 12 of the SA Health (Health Care Act) Human Resources Manual will guide the change management approaches. (Appendix 2). These principles have been previously agreed with Unions.

A key aspect of the transformation will be effective communication. A strategic Transforming Health SA Communication Plan will detail all the tools and mechanisms that will be used to ensure key communications reach employees and their Unions.

Each Network will be responsible for developing communication strategies and materials for employees and unions, Where the issue impacts other Networks, there will be a collaborative approach to the development of such messages and communication materials.

Where the issues have state-wide implications, each Network will ensure that its communication aligns with, and is consistent with the corporate message, and is otherwise in accordance the Employee and Union Engagement and Consultation Principles outlined in Section 6 of this document.

The consistency and clarity of this communication will be enhanced by the designation of Communication Officers within each Network, with a portfolio responsibility for Transformation Health. All feedback and concerns raised by employees will be captured and considered throughout the consultation period, and implemented as appropriate. Local and corporate Workforce professionals will also have a role in leading and managing this communication and engagement.

10. Evaluation of Employee and Union Consultation and Engagment Strategy

SA Health is committed to evaluating the effectiveness of its Employee and Union Engagement and Consultation framework, and will undertake a range of initiatives to measure its performance including:

Talking directly with our people, and encouraging them to provide us with feedback about how we are performing;

Conducting annual Employee engagement surveys, with a focus on communication and consultation about change and sharing the results with our employees so we can continuously improve. It will also be feasible to initiate focused ‘pulse surveys’ regarding the quality of communication and consultation using the Your Voice Survey methodology, in order to identify areas where additional

9

effort is required to support employees with good information, communication and opportunities to contribute to proposed change.

Monitoring of workplace grievances and disputes, to identify whether these relate to a departure from our stated committed to engagement and consultation.

Seeking feedback from Unions, the Office of the Public Sector and the Industrial Relations Commission of South Australia.

11. Evaluation of the Delivery of Transformation

Ultimately, the extent to which SA Health achieves the positive transformation of our health services will depend on whether we have engaged the hearts and minds of our people. The success of our employee and union engagement and consultation strategy will therefore be judged by the extent to which we successfully deliver the outcomes of Transforming SA Health, with the ultimate goal of providing the right care, first time, every time.

10

APPENDIX 1

11

APPENDIX 2

These HR Principles are part of the SA Health HRM Manual. They have been previously agreed with Unions.

PART 12 – HR Principles

Purpose and scopeThe following HR Principles may be applied to organisation change processes on advice from the Workforce Directorate. It will be necessary to identify the scope of positions falling within the change process.

Affected unions will need to be advised that it is proposed to apply these HR Principles and the organisational change processes to which they apply. Affected unions must be consulted about organisational changes as provided by applicable Enterprise Agreements.

Subject to clause 8, these principles and procedures will apply for the duration of the change process.

These principles and procedures apply to ongoing/permanent non-executive employees in-scope of the change process.

These principles and procedures should be read in conjunction with the following, where applicable:

Health Care Act 2008 Relevant awards and enterprise agreements SA Health (Health Care Act) Human Resources Manual.

1. Guiding principlesThe management of the transition of ongoing/permanent non-executive employees will be based on fairness and equity, and in particular the following principles will be applied:

1.1. Employees will be provided with support and assistance through the change process in order to better manage the emotional and psychological aspects of change. This will be provided by the employee assistance programs (EAP) as per clause 7.

1.2. Consultation with employees and employee representatives will be consistent with relevant enterprise agreements and awards.

1.3. Communication with employees will take a number of forms including newsletters, personal correspondence, emails, web pages and briefing sessions.

1.4. Employees currently engaged on a casual, temporary or contract basis are excluded from these principles and procedures and therefore their employment arrangements will be considered on a case-by-case basis when taking into account the new organisational structure arrangements.

1.5. Consultation will occur with relevant unions in relation to proposed organisational structures.1.6. The implementation of new structural arrangements will not be used as a mechanism for

addressing unsatisfactory performance issues.1.7. Managers have an essential role in fulfilling management obligations. They should be aware of

and ensure that all staff fully understand proposed changes and are consulted regularly during implementation of the change process as it relates to the manager’s staff. Managers are reminded that they must:

Support staff in accessing the EAP as required Consult and involve staff who are absent from work on extended sick leave,

maternity leave, special leave or on temporary contracts in other locations Consider the referral of unattached employees or redeployees objectively and

pursuant to public sector redeployment principles

12

Ensure existing role descriptions/job and person specifications are up-to-date (in consultation with the substantive incumbent). Role descriptions/job and person specifications will be used to determine whether a position is unchanged or different. Accordingly, the accuracy of role description/job and person specifications is fundamental to the accurate translation of positions

1.8. All staff will continue to participate in performance review and development during the change process to identify any areas for their improvement and development needs.

1.9. Where an employee is aggrieved by a decision or process arising out of the change process, and in order to achieve timely resolution of these issues, the procedures set out in clause 6 will be utilised.

1.10. New and/or changed structures will be reflected appropriately in role descriptions for new positions.

1.11. All applications for leave of absence approved prior to the change process will be honoured.1.12. Employees will be formally advised in writing of their transfer to a new position. This will be done

prior to transfer.1.13. Employees required to travel between work locations during their working hours will be paid for

the time occupied in travel and will be reimbursed for motor vehicle mileage if using their own vehicle. No employee is required, under any circumstances whatsoever, to use their private vehicle for official purposes if they do not wish to do so.

1.14. Employees who were former Commonwealth employees at RGH at the date of transfer to the State Government may continue to remain in their present Commonwealth superannuation scheme while they remain employed (without a break in service) by SA Health.

1.15. Employees who are members of the SA Ambulance Service Superannuation Scheme may remain in that scheme if transferred to the Department for Health and Ageing from the SA Ambulance Service as part of an administrative restructure.

2. Definitions2.1. Unchanged position (eg: less than 20% change) means an existing position required in the new

structure where the duties, responsibilities and scope are substantially the same.

2.2. Different position (eg: more than 20% change) means:

a position required in the new structure where the duties, responsibilities and scope have not previously been performed within one position, or

an existing position required in the new structure which will undergo a significant change in duties, responsibilities and scope (this may result in a different classification level).

A change in location and/or reporting relationships do not of themselves constitute a position being a “different position”.

2.3. Non retained position means an existing position that will not be retained in the new structure.

2.4. Unattached employee means a substantive employee whose position is not retained in the new structure or whose position has significantly changed.

2.5. Merit based selection process means choosing the best person for the job, based both on candidates’ abilities and their potential for development. The primary consideration in a selection decision must be based on an assessment of relative suitability using a selection process based on the Role Description/Job & Person Specification.

2.6. Substantive means the employee who is ongoing/permanent in the position (including individuals on leave or who have a right of return to the position).

13

2.7. Work/functional group means substantive incumbents of the subject unchanged positions (eg: where substantive incumbents would have translated into an unchanged position if an equal number of positions had been available in the new structure). The scope of the ‘work group’ will require consideration on a case-by-case basis, and may not be limited to a single work unit located at one site.

2.8. Position location means the location where the employee will typically report for work.

2.9. Quarantine process means where positions are advertised for restricted groups of ongoing/permanent in-scope employees.

3. Filling of positions in the new structure3.1. Unchanged positions

3.1.1.Substantive incumbents of unchanged positions will be confirmed in the position in the new structure where:

an equivalent number of unchanged positions will be retained in the new structure, or

the number of unchanged positions in the new structure exceeds the number of substantive incumbents.

3.1.2.Where the number of substantive incumbents exceeds the number of unchanged positions retained in the new structure, a quarantined merit based selection process will be undertaken to appoint to the available positions.

3.1.2.1. In the first instance, the positions will be filled through an expression of interest (EOI) process for the relevant work group.

Those substantive incumbents who are unsuccessful (or who do not apply) will be declared unattached employees. Workforce Directorate will work with unattached employees to identify if any suitable vacancies exist in the new structure on a progressive basis.

3.1.2.2. If positions remain vacant they will be advertised in the usual manner, eg: NOV* or external press (subject to approval by Workforce Directorate).

*At this point Workforce Directorate may refer unattached employees and/or broader public sector work injured employees or redeployees.

3.2. Different positions

The position will be advertised in the usual manner, eg: NOV* or external press (subject to approval by Workforce Directorate).

*At this point Workforce Directorate may refer unattached employees and/or broader public sector work injured employees or redeployees.

3.3. Reclassification

Employees who would otherwise have been reclassified on or after the date the HR Principles come into effect will be paid a temporary allowance equivalent to the classification level determined until such time as the new structure is implemented or the position’s status is determined. For SA Ambulance Service employees this will be facilitated via a temporary salary allowance; for health unit employees this will be facilitated via a higher duties payment; and for Department for Health and Ageing employees this will be facilitated via an additional duties payment, which means these allowances are included as salary for superannuation purposes.

14

Confirmation of classification in the new organisational structure occurs where:

3.3.1.management or an existing ongoing/permanent SA Health employee has made application for reclassification, and

3.3.2.the position has been approved by the appropriate delegate to be at a higher level, and

3.3.3.that the role occupied by the employee is required in the new structure and is categorised one classification level higher than their existing substantive classification, and

3.3.4.the incumbent is in receipt of a reclassification allowance as a result of the assessment,

then the employee will be confirmed in the new position subject to the provisions of these principles and procedures.

In respect of matters relating to career structure/classification, the provisions of applicable Enterprise Agreements will prevail over these HR Principles to the extent of any inconsistency.

3.4. Non retained positions

Where a position will not be retained in the new structure, the incumbent will become an unattached employee and will be considered for referral to any suitable vacancy in accordance with these principles.

3.5. Unattached employees

Unattached employees are those staff affected by the establishment of the new structure. Where for instance, existing ongoing positions are identified as not required in the new structure or staff are unsuccessful for a new position in the new structure, affected staff will, in the first instance, become unattached employees.

3.5.1.Managers will be responsible for providing meaningful work (at the substantive classification level) to the employee until they have been placed in a suitable ongoing/permanent position.

3.5.2.In the event that any ongoing/permanent employee is not placed in an ongoing/permanent position once suitable positions in the new structure have been filled, the employee will be formally declared a redeployee and referred for redeployment case management.

3.5.3.If no suitable positions at the employee’s substantive level are identified, and appropriate consultation and agreement with the employee has been made, the employee will be placed into a position at a lower classification level. Where an employee is placed on an ongoing/permanent basis in a position at a lower classification level, established income maintenance practice will apply in accordance with redeployment provisions.

3.6. Employee Right of Return

In the case of Public Sector Act employees, unless otherwise negotiated, all existing employee right of return arrangements will be honoured. In the case of employees engaged pursuant to the Health Care Act 2008, a commitment in relation to a return to substantive position following any secondment/leave/temporary contract, etc will also be honoured.

4. Change in position locationThe process for change of position location is outlined in Appendix A.

5. NotificationAll in-scope employees will receive progressive written notification of their situation, e.g. upon translation to the new structure or status as an unattached employee.

15

6. Grievance resolution processGrievances in relation to the application of these principles should be handled in accordance with the following:

6.1. The grievance should, in the first instance be referred to the employee’s line manager for consideration and resolution.

6.2. If the grievance is not resolved the matter should be referred to the Executive lead for determination.

The provisions of clause 6 do not limit a party’s right to avail themselves of the industrial and grievance avoidance procedures in accordance with clause 3 of the SA Health (Heath Care Act) Human Resource Manual or relevant awards and agreements.

Employees with a concern/grievance arising from a process or procedure not directly related to the implementation of the change process should follow the grievance procedures outlined for Health Care Act 2008 employees.

7. Employee assistance programs (EAP)

Employees may access EAP services available in their Health Network/SA Ambulance.

8. Review of these principles and proceduresIt is acknowledged that it may be necessary to review these human resource principles and procedures as organisational structural arrangements develop. Any such review during the change process will be undertaken in consultation with the relevant industrial organisations.

16

APPENDIX A

Process for Change of Position LocationWhere an unchanged position will move to another location(s), affected substantive incumbents will be given a reasonable period of notice (eight weeks) in writing of the requirement to change locations. No substantive incumbent will be forced to move their household.

Relocation ProcessThere are two circumstances that will be covered by the principles in this Appendix A:

The movement of employees where there are more employees than positions in one location, but vacancies exist in other locations

The deferral of the relocation of employees whose primary location is changing or the position is no longer required in that location.

Note: the provisions of this Appendix A do not apply to the movement of employees within the City of Adelaide.

1. More substantive incumbents than unchanged positions that are to move to a new location(s)

1.1 In the first instance, substantive incumbents at the same level will be asked to volunteer to work at the new location(s).

1.2 If the number of volunteers exceeds the number of positions available in the new location(s), the positions will be advertised through a quarantined Expression of Interest process for the affected employees only.

1.3 If there are insufficient volunteers within the affected work unit location (where the position(s) is no longer required) then other excess staff in other locations who are in-scope of these principles will be asked to volunteer, provided they meet the minimum essential requirements and are of the same substantive level.

1.4 If more employees nominate to move to a new work location than there are positions, then a merit-based selection process must apply to determine who moves to the nominated location.

1.5 If there are still more employees than positions in the affected work unit location, a merit-based selection process will be conducted to determine those employees that will be excess. Once this has been determined these employees will be managed in accordance with these HR Principles and Procedures.

1.6 If there are still new or existing vacancies in work unit locations after this process, they will be filled in accordance with these HR Principles and Procedures.

Staff will be given an opportunity to discuss any relocation proposal for their position with their managers and their Human Resource Consultant, including deferral of the immediate need to move locations. No employees will be forced to move their household to continue their current substantive job if its location changes as a result of the establishment of the new organisational structure pursuant to this document.

All staff affected by the requirement of a change of location of their substantive position will be given a reasonable period of notice of eight weeks in writing to make arrangements to meet the conditions above.

17

2. Deferral of location change requests1

2

2.1 Employees who are still unable to move after the eight week notice period, and after negotiation with their managers still believe that they will suffer unreasonable hardship as a result of required relocation of their employment, can submit a request in writing giving reasons for consideration by the Executive lead.

2.2 The Executive lead will consider each submission against the criteria listed below and then make a determination as to whether deferral of location is warranted. In considering written submissions the Executive lead may seek advice from any relevant information source in making a decision, including staff making the requests.

2.3 Employees will be notified of the outcome of their submission within 14 days of lodgement.

3. Relocation deferral criteria factorsThe three major factors to be considered in assessing relocation deferment requests are:

certified medical conditions for staff or their dependants family responsibilities other extenuating circumstances that will cause significant financial or personal hardship for the

employee (evidence must be provided).

Please note that the consideration of deferral of relocation is only available to ongoing/permanent employees in relation to the work location of their substantive position. This process does not apply to either temporary employees or those ongoing employees in temporary positions, where the work location of their temporary position is changing.

18

APPENDIX 3

The following is provided as an approach to help planning of organisational change. The actual requirements are detailed in the SA Health HR Manual.

Steps for Organisational Change – Implementation Plan – [Work Unit or Brief Description of Change]

StepDate Task Relevant DocumentStep 1 Decision made

Appropriate delegate makes final decision of organisational change following the implementation of appropriate employee engagement and union consultation requirements.

[Briefly outline the change here]

Step 2 Prepare relevant documentation and initial meeting scheduleDescribe the workforce impacts of the organisational change.

The minimum documentation required to be completed before an announcement should occur is:Old organisational structureNew organisational structureAffected Positions spreadsheetProposed Implementation Plan (which observes the HR Principles)

The proposed implementation plan should be sufficiently detailed, and include:HR Principles which include methods for filling the new structure (e.g. direct match, closed merit etc)Proposed timetable for implementing changeConsultation timeframes, including mechanisms for providing feedbackAvailability of any employee support options (e.g. Employee Assistance Services, resume and interview training, SA Super workshops, etc.).

Step 3 Schedule Employee and Union meetings to announce the change and commence consultation on implementation of the decisionEmployee meetingInvite all staff potentially impacted by the decision (and make all reasonable attempts to contact those on recreation leave, sick leave, long service leave, secondment, maternity leave or otherwise absent from the workplace) to a meeting to discuss the new structure. Allow a minimum of 24- 48 hours notice between the invitation being sent, and the planned meeting time.Union meetingInvite relevant unions to a meeting to discuss the organisation change and table relevant documentation.

Step 4 Hold meeting with Staff and UnionsMeet with unions and provide:

19

StepDate Task Relevant Document Letter to unions advising of change New organisational structure Current organisational structure Proposed Implementation Plan Affected Positions spreadsheet Letter seeking specified advertising approval (if applicable) Flow charts, etc.

Immediately following the meeting, email the applicable union secretaries the same information provided to union representatives at the meeting.

Step 4 Hold meeting with employeesMeeting with employees in relevant unit. Announce the new structure, timelines for consultation, methods of communication for consultation and proposed implementation.

Ensure the following topics are discussed: Nature of changes proposed Expected effects on employees Any other matters likely to affect employees Access to confidential Employee Assistance Services

Advise employees that those employees in affected positions will be contacted to schedule individual meetings as soon as possible.

Consider method of distribution of documentation (i.e. intranet site, hand outs, email distribution, mail outs etc) and advise employee how they can access:

Current organisational structure New organisational structure Proposed Implementation Plan Employee Assistance Services documentation Flow charts, etc.

Step 5 Hold individual meetings with affected employees and provide letterPreparation for meetingContact employees in affected positions (including those on sick leave, long service leave, secondment, maternity leave or otherwise absent from the work place) to schedule individual meetings as a matter of priority following the initial announcement. Advise employee they can bring a support person to the meeting if they wish, which may be a union representative.

If required, develop an outline of key discussion points for individual meetings.

Prepare a letter that outlines the change, and identifies the SA Health and Public Sector obligations under the Redeployment, Retraining and Redundancy provisions. This letter should be provided to the employee at the individual meeting.

If an individual meeting is not able to be held for whatever reason, the letter should be posted to the particular employee (note, this will require some modifications to the template).

MeetingEnsure the employee has been able to access documents outlined in Step

20

StepDate Task Relevant Document4(a), and referred to during meeting with all staff. Consideration given to providing any other relevant material i.e. role descriptions for potential positions.

Manager to determine whether the employee could be matched to a vacant permanent position or new/modified positions through a specified/close merit process (issue letter 1a). During the meeting the employee will be given information relevant to their situation eg:

Newly created positions (where appropriate) Information about specified advertising or closed merit (where

appropriate) List of vacant permanent substantive positions within the Network

(where available) EAP details and other support information

Where an employee is unable to be placed in an alternative position, the employee is to be advised and receive a letter that they are classified as an Employee Requiring Placement (ERP) and that there are two options available to them:

accept a Voluntary Redundancy (VR); or pursue transfer (and/or re-deployment) opportunities initially within

SA Health and then across the public sector. (Provide the detail related to both of these options, including likely

timeframe for VR offer).Step 6 Approval for specified advertising

Where a position is able to be filled by a closed merit process, the manager is to write to the relevant union to advise of this.

Step 7 Ongoing period of consultationContinue consultation with employees and unions in accordance with consultation timeframes decided and documented in the Implementation Plan. Allow reasonable time for consideration of employees and unions comments and suggestions on the implementation plan. Schedule further meetings as and when required.

Reasonable consultation is dependant upon the size of the change and various other factors. Generally speaking, a minimum of 2 weeks consultation period should be allowed. Please consult Workforce Relations for specific advice.

Where appropriate small working groups may be developed to identify: Proposed new or altered role descriptions Proposed work flow for new or altered positions Training required for new or altered positions

Ongoing consultation may include seeking employee and union feedback on proposed: changes to working arrangements, changes to roster, changes to role.

Step 8 Consultation period endsAdvise employees and unions in writing of completion of consultation period, and finalisation of the Implementation Plan.

Step 9 Communication to other stakeholdersDevelop and implement a communication plan to other members of the Network / SAAS (eg clinical staff, administration staff, nursing staff etc) who

21

StepDate Task Relevant Documentwill be indirectly affected by the change, by way of workflow/work practices.

Step 10 Implement decisionCommence the process of implementing the decision in accordance with the Implementation Plan (and the HR Principles)

Commence filling processes (if applicable). 1: many – closed merit process 1:1 direct matches – based on suitability assessment 1:1 direct match elsewhere in Health Service – based on suitability

assessment

Where placement in an alternate role has been possible – confirm appointment to position. Issue confirmation letter

Complete Payroll and Establishment paperwork, where necessary, eg, permanent employee movement form (EMF), position maintenance request (PMR) to abolish a position.

Step 11 Notify Employees Requiring Placement of their statusSend letter to employees who have not been successful in obtaining a position under new structure, advising of their status and available options.

22