Organisational change

Sport Wales is committed to ensuring we pay equal pay for work of equal value.  Job evaluation determines the relative quality of jobs within an organisation and provides a rational basis for the design and maintenance of an equitable and defensible grading structure.  In order to assess the value of our jobs we use the Job Evaluation and Grading Support (JEGS) system.  JEGS is an analytical, points-based system which has primarily been used for UK Civil Service roles and has been adopted by a number of public bodies.  

Individual contribution to the role is covered by Sport Wales Behaviours which is designed to help develop the right mix of skills and behaviours to do the job well.  Job evaluation is separate from individual contribution.  It assesses the demands of the role.  

Job Evaluation is not concerned with how busy a post is or how heavily it is loaded.  The evaluation focuses on the nature of the tasks which need to be performed in the role and type of responsibilities which the role requires to be undertaken. 

Analytical job evaluation is recognised as a sound basis on which to determine work of equal value, as covered in the Equal Pay Act now incorporated in the Equality Act 2010.  It therefore provides a means to ensure that equal value pay issues are addressed.  

Care has been taken in the design of JEGS to avoid bias. The main risk to achieving fairness and consistency in job evaluation is bias which can be introduced into the job evaluation process in various ways.  If job evaluation is to be effective and able to support a credible, acceptable grading/pay banding structure, all forms of bias must be avoided and the evaluator must concentrate on the role and its requirements. Good practice in job evaluation is about building protection against possible bias throughout the job evaluation process.  To achieve fairness and consistency at Sport Wales the following good practice is applied: 

• involving post-holders and/or line managers in completing relevant job information documents when roles are evaluated 
• using trained evaluators to offer assistance to post-holders to complete job information documents 
• ensuring that evaluators and panel members are trained in job evaluation 
• ensuring job evaluation panel members are representative of the workgroups being evaluated 
• either using a job description which follow the JEGS factors, or anonymous Job Analysis Form (JAF) or job profile before the post is scored by evaluators and/or panel members 
• involving trade union representatives to support post-holders through the process, if required 
• to ensure transparency, keeping records for each role evaluated including the reason for each factor assessment 
• ignoring the characteristics and qualities of the post-holder (for example gender, age and experience) and focussing on the role.

It is likely that the majority of JEGS evaluations undertaken by departments will be paper-based. This process involves the following steps: 

• considering what information needs communicating to those involved including the trade unions 
• the evaluator obtaining an agreed job description or Job Analysis Form (JAF) where possible in discussion with both the post-holder and the manager 
• two evaluators scoring the anonymised job profile and then discussing any differences to reach an agreed scoring recommendation 
• the outcome being signed off and recorded by both evaluators 
• Paper-based evaluations should only be undertaken where the issues raised are likely to be straightforward. Where posts are likely to raise complex or disputed issues, a full evaluation should be undertaken. 

A full evaluation may be used when; 

• a new post is created and the grade is not obvious 
• an existing post changes significantly, raising doubts about the grade 
• posts are on the boundary of different grades 
• posts are subject to a grading review 
• a grading decision is disputed 

The full JEGS evaluation process involves the following steps: 

Collecting the evidence 

• considering what information needs communicating to those involved including the trade unions 
• where a job description is insufficient, a Job Analysis Form (JAF) will need to be completed by the post-holder or the line manager, in consultation with the post-holder.  Where there are multiple post holders the line manager should consult with a representative number. 
• Follow up questions and, if necessary, an interview of the post-holder carried out by a trained evaluator  

Scoring the post 

• the panel will consist of three trained evaluators, one of which is a trade union representative who will score the post using the JEGS software 
• the JAF, or job description if sufficient, will be considered by a job evaluation panel which discusses the job collectively and agrees an outcome 
• the total score and factor scores should be recorded, along with rationale, if necessary 

Where an evaluation decision has been taken on a post by a job evaluation panel, it is unlikely that there will be a case for reviewing that decision.  The post-holder should be informed about the decision.  However, there may be a need to review a full or paper-based evaluation where it appears that: 

• there has been a failure of process, for example, the relevant guidance has not been properly followed 
• significant new information or significant aspects of the post have not been taken into account when arriving at the evaluation outcome, or 
• some form of discrimination (unfair, biased or inconsistent treatment) has occurred in the way the evaluation was carried out. 

It may be possible to resolve some issues through informal discussion but where this does not resolve the situation, a more formal process may need to be followed. The post-holder would need to write to the HR team to explain their reason for requesting a review.  If the request is insufficient the post-holder will receive a written explanation as to why the request has been turned down.  If a review is agreed this might then involve: 

• a clear timetable with reasonable time limits so that everyone understands how long the process will take and when it will be completed 
• carrying out a full evaluation if the role has not already been fully evaluated 
• where the post has been fully evaluated, convening a further evaluation panel to review the scoring outcomes. This panel could include members of the original panel alongside new, independent members. 

The HR team will hold the library of job evaluations.  These are helpful when looking to identify roles for benchmarking and providing quality assurance. As a minimum, a record should be maintained which shows the following for all posts which have been evaluated: 

• the date of the evaluation 
• an anonymised job description/JAF 
• scores by factor 
• the finally agreed overall score 
• the evaluated pay band. 

In many cases, the characteristics of posts will change over a period of time, minor changes are unlikely to result in a grade change.  However, where there has been substantial change, managers have a lead responsibility for monitoring changes and referring the post for job evaluation where necessary.

There's one thing that makes more of a difference to our organisation than anything else; our people.  We recognise that our ability to recruit the best quality employees has a direct bearing on the achievement of our strategy.  This policy outlines the key principles which we will follow in relation to all recruitment and selection activity.  

We are committed to providing opportunities for growth and development for our staff and support will be given to help employees prepare themselves for more senior posts, where this is desired and appropriate.  All appointments to Sport Wales will be made on merit. 

We recognise our responsibility to provide job opportunities and recruitment processes that are fair, consistent and equitable.  Failure to adhere to this policy may leave us vulnerable to challenge, and as such, all employees involved in recruitment and selection should be aware of their responsibilities for its proper implementation.  

To make sure we’re attracting and recruiting the right people to support the direction and culture of the organisation, our values are embedded in all aspects of recruitment and selection.  These will be contained in all job descriptions and person specifications, be reflected in interview questioning, and continued through to induction, performance and development approaches. 

Prior to a vacancy being authorised, managers will consider all options to workforce planning for their department.  The HR team are available to support the planning process and identify opportunities and alternatives where replacement posts may not be possible. 

The recruitment and selection guide for managers gives further advice for recruiting managers. 

All posts must have an up-to-date job description/person specification.  The job description will describe duties, responsibilities and level of seniority associated with the post, while the person specification will describe the qualifications, knowledge, experience, skills and values required for the job. 

A job evaluation exercise will be carried out on all new jobs (not replacement posts), and in all cases where there has been a substantial change in the nature of the post since last evaluated.  

On some occasions it may be appropriate to advertise posts on an internal basis only.  This may be to encourage development opportunities and recognise and reward the skills of staff within the organisation.  This may also be required where there is the need to apply redeployment principles due to restructuring, and where skills are available within the existing workforce.  Depending on circumstances, internal only posts may be open to individuals employed on a casual or secondment basis, as well as to individuals on permanent or fixed term contracts.  Employees are asked to discuss any application with their line manager before applying for a position internally. 

On other occasions it may be considered necessary to advertise a vacancy both internally and externally concurrently.  For example, this may be required in order to widen the pool of potential candidates or where the skills required are not considered to be reflected within the current workforce. Internal candidates will still be eligible to apply for these vacancies but will compete with external candidates. 

The decision to advertise both internally and externally will be at the discretion of the recruiting manager, in discussion with the HR team.  

The HR team can advise on best practice advertising methods and associated costs. Recruiting managers will advise on industry specialist media or publications that they would like to utilise. 

All external vacancies will be promoted via our official social media channels. 

Our staff at Sport Wales are our biggest asset, and we demonstrate this through our commitment to developing a truly inclusive working environment within Sport Wales.  Our policies and procedures around recruitment and selection ensure that no job applicant receives unlawful less favourable treatment on the grounds of age, gender, colour, disability, ethnic minority, parental or marital status, nationality, religious belief, social status and sexual preference. 

Job adverts will be placed strategically in order to guarantee the widest possible reach, ensuring accessibility and inclusiveness.  All job adverts outline Sport Wales’ commitment to equality, as does the information contained within our recruitment materials.  

All recruiting managers and participants involved in recruitment and selection will have received equality training.  Information and guidance will also be available from the HR team, outlining fair and robust procedures to eliminate any opportunities for discrimination. 

‘Blind’ shortlisting will take place for all vacancies, where applications are anonymised and all personal details are removed, before being seen by the shortlisting panel.  This helps ensure that processes for recruitment and selection will be free from discrimination and should not disadvantage any job applicant. 

We are a level 2 Disability Confident employer and offer interviews to disabled applicants who meet the minimum criteria for a job vacancy, in line with the scheme. 

All candidates will have the opportunity to apply for a position in Welsh, currently on request.  Where an applicant expresses Welsh as their preferred language, the rest of the recruitment and selection process, including all correspondence and interviews, will be offered in Welsh. 

Shortlisting candidates for interview will consist of an assessment against the job description and person specification using their job application.  Shortlisting will be carried out by at least two people, one of which will be the Recruiting Manager for the post.  The HR team can advise on how best to assess and score candidates during shortlisting. 

The selection process will minimise bias. Therefore, no person who has a close personal relationship with a candidate should shortlist or be on the interview panel. 

All interviews will be conducted by a panel of a minimum of two people, one being the Recruiting Manager (Chair) and one being a member of the HR team.  Panels should contain no more than four individuals. 

The recruiting manager is responsible for developing the interview questions.  During interviews, all panel members will use this to make notes and score candidates.  Notes will need to be clear, fair and justifiable as they may be open to challenge. 

Interview questions should include a combination of technical (post specific) and value-based questions.  Interview questions should not be in any way discriminatory or unnecessarily intrusive. Interview question guidance is available for Recruiting Managers. 

There are a range of selection assessment methods that can be used alongside the traditional interview which will help the panel gain a greater insight into the candidate.  Common assessment types include presentations, psychometric testing, ability and aptitude tests.  Further guidance is available for Recruiting Managers. 

Following interview/assessment the recruiting manager will make appointment recommendations, clearly showing the reason for appointment or non-appointment.  

Candidates attending an interview will be reimbursed any reasonable expenses incurred. 

Once a decision has been made, direct offers of employment will be made by the Recruiting Manager.  

Feedback to unsuccessful candidates on their application and interview will only be provided on request to those short listed for interview.  Due to our practice of anonymised shortlisting we are unable to provide specific feedback to candidates who were unsuccessful at the shortlisting stage. 

If the second highest scoring candidate has scored high enough to be appointed, the recruiting manager has the option of adding this candidate to a reserve list.  The reserve list will be held for 6 months.  If a vacancy arises in that time, with the same job description, person specification and salary scale, the Recruiting Manager has the option to offer the role to the applicant on the reserve list, with no need for a further interview. 

Records for successful candidates will be added to their personnel file upon commencement of employment.  All other documentation relating to the vacancy, including records of individual assessments will be kept for one year.  

The data equality and diversity data obtained through application processes will be used to monitor equality and diversity which is necessary to help us ensure we are meeting our equality obligations.  Information gathered on individual candidates will be treated as strictly confidential, and processed only privacy notice. 

All appointments will be subject to the receipt of satisfactory references.  References will only be sought after an appointment offer has been accepted.  References for staff that are leaving, or have left, the organisation, should be provided in writing only.  They must be factual and objective, as they may be open to challenge.  Please refer the reference to the HR team to review before issuing, to protect Sport Wales’ interests. 

Sport Wales works with the Disclosure and Barring Service to enable safer recruitment decisions by identifying candidates who may be unsuitable for certain work, especially that involving close and regular contact with children or vulnerable adults.  Eligible posts will require a satisfactory Disclosure and Barring Service (DBS) check, and this will be made clear to applicants before any offer of employment is made. For further information, and full details of the procedure, please refer to the Sport Wales DBS Policy. 

A warm welcome to Sport Wales is crucial to help new starters settle into their new role and to ensure they have the knowledge and support they need to perform their role.  This begins before they join (onboarding) and continues throughout their first few months in post (induction). 

All appointments will be made subject to a probationary period of six calendar months.  After three and six months a review meeting will take place between the post holder and their line manager.  The probationary period can be extended by a further three months should the line manager consider this appropriate. 

Although most communication with candidates will now be automated via our online recruitment system, it is important to maintain a high level of customer satisfaction. Therefore, candidates will still have access to contact details in case they have difficulty accessing or navigating the system or have any questions on the role. 

Employees that leave the organisation will be invited to attend an exit interview.  The information provided is useful in identifying trends, learning and development, and evaluating the effectiveness of HR policies and procedures. 

Any candidate who believes they have been treated unfairly or has a complaint about the recruitment process should contact the HR team outlining their concerns. 

Sport Wales has always prided itself on planning ahead and on being a forward thinking organisation. It is Sport Wales intention to avoid, wherever possible, the necessity for redundancy. However, both Sport Wales and PCS (our recognised Trade Union) recognise that there is a commitment to continuous improvement in the delivery of public services and providing value for money.   Sport Wales will endeavour to support all employees throughout this process, whether they remain at Sport Wales or exit.   

Sport Wales value and recognise the benefits of working in social partnership with our union; we will seek to engage with PCS throughout any redundancy process.  There will be consultation on our approach and principles with PCS at the outset and will continue throughout the process Sport Wales is committed to taking appropriate measures to avoid redundancies. Sport Wales will ensure equitable and fair treatment of all its employees.   

This document sets Sport Wales approach to conducting a redundancy exercise.  We will always aim to avoid redundancies in the first instance.  However, where they are unavoidable, we aim to keep the impact of such change to a minimum. 

Prior to confirming any redundancies, Sport Wales will take steps to explore all other alternatives that are suitable to maintain the needs of our organisation.  

Sport Wales will explore the following options (which are non-exhaustive):  

• Redeployment of employees to other suitable alternative work with retraining may be appropriate 
• recommending employees for vacancies arising in other departments within Sport Wales  
• where an employee or employees within Sport Wales possess appropriate experience and suitable skills, Sport Wales will look to them before seeking assistance from contractors, agency staff, or consultants 
• restricting recruitment 
• natural turnover  
• reduction in hours and/or pay (with agreement from employees)  
• reducing or eliminating overtime 
• non-renewal of fixed term employee contracts if Sport Wales has reasonable justification for so doing 
• consider voluntary redundancy (although Sport Wales reserves the right not to accept a volunteer if it has reasonable reasons for such refusal). 

Management  

• Produce restructuring proposal including rationale for restructuring.  
• Gain agreement from Board and/or Welsh Government, if appropriate.  
• Meet with employees affected as part of the consultation process.  
• Respond to employee consultation feedback.  
• Communicate outcomes decisions with wider team.  
• Confirm redundancies with those affected.  
• Act in accordance with this policy and guidance from HR.  
• Discuss suitable redeployment opportunities with staff ‘at risk’ of redundancy.  
• Support employees throughout the process.  
• Consider appeal requests (this will be considered by management not involved in the restructuring process)  

HR  

• Provide management with advice, support and planning throughout the restrucring exercise.  
• Ensure statutory consultation periods are adhered to.  
• Notifying the Trade Union at an early stage, where practicable, providing details of proposal before any consultation period  
• Attend consultation meeting with ‘at risk’ employees, if required  
• Liaise with management to identify suitable alternative employment opportunities for ‘at risk’ employees.   
• Along with line manager, support affected employees throughout the process  

Employees  

• Attend consultation and other meetings as required.  
• Providing written documents to assist in redeployment process, if applicable.  
• Submitting any requests for voluntary redundancy within the timeframe specified.  

Sport Wales is committed to the full involvement of employees and their representatives throughout any redundancy exercise and sufficient time will be allocated to ensure consultation is meaningful. To this end, Sport Wales will engage with the trade union/ employee’s to analyse any proposals submitted. Sport Wales will ensure, wherever possible, these submissions are incorporated into the process of handling the prospective redundancies.  

The aim of consultation is to give employees the opportunity to discuss the redundancy situation, share their views and to explore the possibility of alternative action.  Employees will have the opportunity to voice their concerns, feel a part of the process and be in a better position to make informed decisions.  

Consultation Process  

The consultation timings will reflect statutory provisions when handling potential redundancy situations.  These are 30 days for restructuring involving 20 to 99 redundancies and 45 days for over 99 redundancies.  Employees who are on leave, including maternity and sickness will be communicated with as soon as possible and protection will apply as appropriate.  

A period of consultation will begin for those highlighted as being at ‘risk’ of redundancy. Sport Wales will inform them of the following:   

• the reason(s) for the redundancy proposals 
• the proposed structure highlighting those roles at ‘risk’ of redundancy 
• the total number of employees affected 
• the proposed method of selecting the employees who may be redundant 
• the proposed method of carrying out the redundancies with due regard to any agreed procedure, including the period over which the redundancies are to take effect 
• the proposed method of calculating the amount of any redundancy payments.  

The Trade Union and/or employee representative will also be provided with this information.  

Consultation will be undertaken with a view to reaching agreement with the appropriate representatives (collective) and employees (individual). The information (mentioned above) will be discussed as well as ways in which redundancies can be avoided, how the number of employees to be made redundant can be reduced, and how the consequences of the redundancies may be mitigated.  Final decisions will not be made until employees and/or appropriate representatives have had the opportunity to respond to the proposals within a set time frame.  Where agreement cannot be reached, Sport Wales will explain why it cannot adopt the views put forward by the representatives or employees. 

In the event that notice of redundancy is served, the employee will be invited to discuss the decision with their manager or appropriate representative. During this meeting the employee will be notified of the timescales of redundancy in addition to any redundancy payment that may be available.   

Matching and Selection   

Sport Wales will consult with affected employees regarding the proposed new structure, including Job Description content.  Where there are changes to existing posts, a new Job Description and Grade will be provided, in some cases this will be an indicative grade and will be clearly communicated as such.     

Where there are changes to posts, Sport Wales will look to evidence which existing posts match the new post.  This will involve setting matching criteria by comparing the Job Description or Job Analysis Form with the new proposed post.  Matching will be completed by the relevant Director, Head of Service or Lead and will be verified independently by another Director, Head of Service or Lead.  Where there is a 70% or higher match the post holder(s) will be matched to the new post.  Where there are a higher number of matched post holders than the new structure requires, voluntary redundancy will be considered.  If a higher number of post holders remain, a selection interview/assessment will apply which would involve a scoring matrix, with the lowest scoring post holder(s) being selected for redundancy.  At this stage, if employees do not wish to take voluntary redundancy Sport Wales will look to avoid this by undertaking redeployment options as outlined below.  

Where there are no posts with a 70% or higher match, the post will be ringfenced (protected) for the displaced employee(s) who are within the relevant work area, with those of the relevant grade taking priority.  To determine suitability, an interview / assessment process will be used with a minimum selection criterion based on the requirements for the post and person specification.  Those who do not meet the minimum criteria, or score the lowest, will be selected for redundancy.  At this stage, if those eligible for redundancy payment do not wish to take voluntary redundancy, Sport Wales will look to avoid this by undertaking redeployment options as outlined below. If there is no successful candidate, then the post will be advertised internally and externally concurrently.  

If an employee is displaced as a result of their post being no longer required in the proposed structure, they will go into the redeployment pool.  They will also be able to apply for any other suitable vacancies in the organisation (which are not ringfenced).  Any employees who are displaced will have the opportunity to apply for posts at both a higher and lower grade if the post is not ringfenced or if the post is ringfenced but there are no successful applicants.  

There may be options for voluntary redundancy should expressions of interest be received. These will be reviewed on a case by case basis.  A key consideration will be if a volunteer will protect the position of another colleague at risk if they can then slot into the now vacant position. 

When a redundancy exercise is proposed, Sport Wales may take the initial step of inviting applications from all areas of the business for voluntary redundancy for a restricted period of time.   

The final decision on accepting a voluntary redundancy application will be made by a Sport Wales panel.  Employees must be aware that volunteering for redundancy will not necessarily lead to an approval of that application. Sport Wales may deem that the volunteer’s skills and capabilities are such that it would be detrimental to the Sport Wales’ future prospects if they were no longer available. In some cases, the cost of redundancy is prohibitive. In these circumstances, the application is likely to be denied.  

Any acceptance of an application for voluntary redundancy will be confirmed in writing and the individual invited to a meeting to discuss arrangements for the termination of their employment, including any entitlement to redundancy pay. 

To avoid redundancies, employees who are not matched to a suitable post or are unsuccessful in obtaining a suitable post will be able to enter the redeployment pool.  Sport Wales will provide employees with as much information as is possible about any alternative employment to enable employees to assess their suitability for the post before their contract of employment comes to an end.    

If suitable alternative employment can be found, both the employee and Sport Wales are entitled to suggest that re-employment take place over a trial period (for example, four weeks) and any such trial period will be written into the offer.  If either Sport Wales or the employee decide that the trial period is not working, Sport Wales and the employee will be entitled to consider the application of voluntary redundancy, unless the reason in question is unconnected to the new employment such as an incidence of gross misconduct. In addition, the employee will also have the option to remain in the redeployment pool for the remainder of their notice period.  

If Sport Wales offers the employee re-employment of a job that is of the same grading and skills, but the employee unreasonably rejects an offer of suitable alternative employment, there will be no entitlement to a redundancy payment. The same will apply in the event that the employee, having taken up the offer of the suitable alternative role, then resigns before the end of the trial period.  

Employees who are pregnant or have started maternity, paternity, adoption or shared parental leave in the past 18 months will be given preference over other employees in the search for suitable alternative vacancies.   

Where there is more than one suitable applicant for a vacancy, Sport Wales will use a selection process akin to those used in a normal recruitment process, to allow for fair selection of the most suitable applicant.   

If the employee is re-employed by Sport Wales in any capacity within 12 months of leaving, the entitlement to compensation will no longer be applicable and the employee’s service will be treated as continuous for contractual purposes.  The employee will be required to repay the full compensation amount.  If the employee is employed by a body listed in the Local Government Modification Order after an interval of not more than 4 weeks, the employee’s existing continuity of employment will be recognised, however the full compensation amount will have to be repaid. 

Voluntary Redundancy will be applied as follows for employees who have over two years’ service:  

• 3 weeks’ pay per year of service, based on actual weekly pay (those aged over 55 and in the LGPS may have a pension strain as detailed below)  
• Payment capped at the equivalent of 18 months’ pay  
• Payment is also subject to any cap implemented by the government, e.g. introduction of £95,000 compensation payment cap   
• Contractual notice will apply.  All employees will be expected to work their notice period.    
• Those aged over 55 in the LGPS will have access to their unreduced pension.  Compensation payments will be adjusted to take account of any pension strain costs.  Any surplus compensation will be paid to the employee by Sport Wales.  
• As per HMRC rules, the first £30k of any compensation payment on termination of employment will be paid tax and NI free (subject to any other qualifying factors)  

Compulsory Redundancy will be applied as above with the following adjustments to the calculation of the compensation payment:  

• 2 weeks’ pay per year of service   
• Payment capped at the equivalent of 12 months’ pay  

Employees with under 2 years’ service, will not qualify for redundancy pay but will receive contractual notice.  

Employees will be entitled to appeal against their selection for redundancy.  Details of how to appeal will be contained in the confirmation of redundancy letter.  

Sport Wales recognises that a period of change brings uncertainty and unease.  We will offer employees and managers support and assistance through our counselling provider.  

Those who are under notice of redundancy will be offered financial advice, job seeking advice and funded training up to £1,000 from Sport Wales.  This funded training will be paid directly to training providers and can be used to cover the cost of any form of training that the employee may find useful to develop themselves.  

Employees may also be able to access ReAct funding of up to £1500 for retraining.  Employees will be given contact details to contact ReAct to discuss their eligibility.  This would be in addition to the £1000 funded by Sport Wales.  

Reasonable time off will be given to allow employees to look for another job, arrange training, attend interviews and seek information about alternative employment.