Agenda for Change (AfC) job evaluation and matching policy and

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 1 of 35

Agenda for Change (AfC) job evaluation and matching

policy and procedure

Solent NHS Trust policies can only be considered to be valid and up to date if.

viewed on the intranet. Please visit the intranet for the latest version.

Purpose of Agreement

To inform managers when completing job

descriptions and person specifications for staff

under the Agenda for Change Terms and

Conditions

Document Type

POLICY

Reference Number

HR38

Version

Name of Approving Committees/Groups

Joint Consultative and Negotiating Committee

(JCNC), Policy Steering Group, Clinical

Executive Group

Operational Date

March 2021

Document Review Date

March 2024

Document Sponsor (Job Title)

Chief People Officer

Document Manager (Job Title)

Head of People Operations

Document developed in consultation

with

Joint Negotiating and Consultative Committee,

Staff side chair/leads, People & OD team,

trained managers, and trade Union matchers,

Intranet Location

Business Zone > Policies, SOPs and Clinical

Guidelines

Website Location

Publication Scheme

Keywords (for website/intranet

uploading)

Agenda for change, AFC, job evaluation,

evaluation, job matching, matching, pay,

banding, job description, person specification,

Policy, HR38

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 2 of 35

Amendments Summary:

Please fill the table below:

Amend

Issued

Page

Subject

Action Date

Review Log:

Include details of when the document was last reviewed:

Version

Number

Review Date

Lead Name

Ratification Process

Notes

February

2021

Joanna

Brooks

JCNC 21 January 2021

Policy Steering Group

Clinical Executive Group

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 3 of 35

SUMMARY OF POLICY

Based on the principles of partnership working, Solent NHS Trust aim to ensure that job matching,

and evaluation continues to be managed in a fair, objective, and consistent manner in accordance

with the national NHS Job Evaluation Scheme.

Job matching or evaluation is related to the post and not the individual person who happens to

be in the post at any given time.

Who this policy is for:

▪ All staff employed on NHS Terms & Conditions (Agenda for Change (AfC)).

When it applies:

▪ Prior to recruiting a new position and there is no suitable job description and person

specification to use

▪ When the responsibilities of the job but not the volume of work have significantly

changed, and you wish to apply for the banding of it to be reviewed.

▪ It is associated with a wider organisation change programme where new roles have been

developed and/or significant changes to existing roles will be an outcome.

▪ Vacancies in a department structure lead to a reorganisation of work and there is a clear

need to adjust the duties of a post.

This policy & procedure explains…

▪ When it is appropriate to request a job matching or job evaluation review

▪ How the process works and how long it takes

▪ Who is responsible at the different stages

▪ Who can provide support with queries

▪ How it is cross-referenced to our other Policies

▪ The right to appeal a matching outcome in the event the process has not been followed.

Flowcharts to support this Policy & Procedure are provided within appendix C of this document.

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 4 of 35

Table of Contents

Item

Contents

Page

INTRODUCTION AND PURPOSE

SCOPE AND DEFINITION

PROCESS/REQUIREMENTS

ROLES & RESPONSIBILITIES

TRAINING

EQUALITY IMPACT ASSESSMENT

SUCCESS CRITERIA/MONITORING EFFECTIVENESS OF GUIDE

REVIEW

REFERENCES & LINKS TO OTHER DOCUMENTS

Appendixes

Appendix A: Job Design Questionnaire

Appendix B: Model template Job Description and person specification

Appendix C: Job Matching Process Flow Charts

Appendix D: Appeal Process

Appendix E: Equality Impact Assessment

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 5 of 35

Agenda for Change (AfC) Job evaluation & matching policy and procedure

1. INTRODUCTION & PURPOSE

1.1 Solent NHS Trust is committed to ensuring an equitable and robust pay structure through

the application of a fair, consistent, and transparent comprehensive job evaluation

system across the Trust for all posts that are subject to Agenda for Change terms and

conditions of service.

1.2 The Trust is committed to providing equal pay for equal work and to working in

partnership with Staff-Side to ensure that this is delivered.

1.3 The nationally agreed job evaluation scheme must be used to determine the correct pay

band for all posts across the organisation. It is anticipated that the majority of posts will

be matched to a national profile.

1.4 The scheme will be operated in a robust and transparent manner and in accordance with

the agreed procedures detailed in this document.

1.5 The procedure will be supported by comprehensive records at each stage which may be

used for effective evidencing of decisions, monitoring and audit purposes.

1.6 This policy/procedure has been produced in order to assist managers when completing

and reviewing job descriptions/person specifications subject to Agenda for Change (AFC).

1.7 Under Agenda for Change (AFC) all jobs have to be considered against sixteen separate

criteria, to establish the AFC banding that particular job should be placed on (these can be

found within appendix A – Job Design form).

1.8 In order to match a job, it is important that job descriptions and person specifications are

clear and specify exactly what the individual is required to do to undertake the duties of

the job. It is the job which is banded not the individual.

1.9 A key component of this procedure is that the manager has the opportunity to speak to a

trained matcher before they invest time in amending an existing job description or

developing a new job description. This will help to prevent any unnecessary delays in the

process or re-work at a later date.

1.10 Once the job description and person specification for a job has been reviewed (and

agreed with the individual, if currently in the job), it can be sent for consideration by a

matching panel.

1.11 Although the panel will be able to request further additional information, if necessary, it

is in everyone’s best interest if the original paperwork contains all of the relevant

information the panel will require. If in any doubt, it is recommended the manager refer

to appendix A.

2. SCOPE & DEFINITIONS

2.1 This policy and procedure applies to all directly employed staff employed within the Trust

who are employed under Agenda for Change (AfC) terms and conditions. This policy and

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 6 of 35

procedure do not apply to staff employed under the Doctors and Dentists Terms and

Conditions of Employment or the Very Senior Manager Pay Framework (Directors).

2.2 Matching occurs when trained panellists consisting of both line management and

colleague representatives are able to match a job description to a nationally agreed

profile. This profile describes a post which is standard within the NHS and which has

many common features with other similar roles. A list of all National Profiles can be

accessed on the NHS Employers website at www.nhsemployers.org. Panels can be

undertaken by trained panellists, with management and trade union colleagues, in equal

number, or we can outsource job matching and consistency checking to a reputable and

fully trained third party provider in the interests of efficiency.

2.3 Job Evaluation occurs only when it has not been possible to match a post against a

national profile because the role is unique and/or significantly different to other similar

roles elsewhere in the NHS. Posts which are unable to be matched against a national

profile will be evaluated using a Job Analysis Questionnaire (JAQ), which will be agreed by

you (if appropriate) and your line manager with support and guidance from trained

analysts/evaluators.

3. PROCESS/REQUIREMENTS

3.1 Factors considered when matching or evaluating a job.

The sixteen factors considered by the matching panel can be found within appendix A

Each of these factors are weighted. Each submission will be checked by a matching panel

to see if the factor weights for the job being considered match one of the many national

profiles, within certain boundary criteria.

3.2 Development of a job description

3.2.1 It is important that each job description contains sufficient information on each of the

factors described above. The job design form, which can be found in appendix A has been

designed to provide all of the information required to develop a clear and effective job

description.

3.2.2 Overall, it is important that the job description is specific, measurable, realistic, and

timely about the duties that individuals undertake. A copy of the template job description

in use within the Trust is enclosed at appendix B.

3.3 Development of a Person Specification

3.3.1 Person specifications are used to determine the skills and abilities, knowledge and

experience which are requirements of the job, and should be used for shortlisting

suitable candidates during the recruitment process to help assure only suitable

candidates are interviewed. It is generally expected, however, that the successful

candidate would have the necessary skills to undertake the job and capacity / ability to

develop further over a period of time. The jobseeker should demonstrate within the

application and selection process they fulfil the necessary skills and competencies to

undertake the job.

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3.3.2 In the person specification, details of the essential qualifications required to undertake

the job should be included together with any experience that it is essential in order for

the individual to undertake the duties. For example, if the individual needs a degree in

nursing this must be specified, as must additional qualifications in health visiting, child

protection, cardiology, district nursing, etc. if they are essential for the individual to

undertake the duties.

3.3.3 The manager also needs to consider the level of experience an individual must have

before they can undertake the job. Is it possible for example for the individual to be able

to undertake the duties if they are recently qualified? Do they need a specified period of

time after qualification? Do they need experience managing budgets, handling difficult

situations, juggling priorities, counselling skills for example?

3.3.4 When specifying requirements of the role it is important to ensure that we recognise our

local communities have a wealth of relevant experience and skills which may not have

been gained via the usual educational or career routes. In addition, Solent are able to

provide reasonable adjustments in the workplace for individuals who require support

with access, sight, hearing and neuro-divergencies (for example). So, “requires RSA level

3” may be more appropriately described as “can accurately transcribe meetings with

multiple attendees, via audio or in person to a standard of x words per minute”.

3.3.5 In all but exceptional circumstances managers should not specify a minimum number of

years’ experience required for any job as this does not necessarily relate directly to an

individual’s competence and may, in fact, contravene age discrimination legislation.

3.3.6 Solent NHS Trust promotes a range of employee friendly working practices and, as such,

the recruiting manager should consider which of these options may suit the particular job

which is being advertised.

3.3.7 It is also important to consider what other skills are required in order to undertake the

duties. If under a safe system of work an individual is required to be a first aider, then the

person specification must reflect this. Alternatively, if it is a genuine occupational

requirement, they hold a valid full driving licence or a PSV licence in order to do their

duties this must be specified. Please note a requirement to attend meetings on a variety

of sites would not make driving a genuine occupational requirement. Also please

remember that holding a UK driving licence does not mean an individual is able to drive in

the UK. In all cases it must be stated that the individual is legally able to work in the UK.

3.3.8 When looking at the skills they are required to undertake the duties, managers need to

again consider what is essential and what is only desirable. If they must be able to

produce complex spreadsheets or databases, then it needs to be recorded. Manual

handling, infection control, health and safety procedures should not be forgotten.

A copy of the person specification in use within the Trust provided in appendix B.

3.4 Additional Information

3.4.1 The job design form seeks to provide opportunity for the manager to provide

supplementary information which would not normally be available from a job description

or person specification.

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3.4.2 An organisational tree which specifies where the individual sits within the service line and

Trust should be provided.

3.4.3 If a manager wants to ensure they have included all of the relevant information, it is

recommended they refer to appendix A – Job Design form.

3.5 The process:

3.5.1 Where a manager has identified a need for a new job, or the need to review an existing

job then the manager should seek the advice of a trained matcher prior to investing any

time into developing a job description. This is to ensure they are following the most

appropriate process to resolve the identified need within their team.

3.5.2 When a job becomes vacant, the manager should consider both current and future

service needs, taking account of skill mix requirements and job design, and ensuring that

any recruitment activities are consistent with the workforce plan for the service. Any

relevant factors which have been highlighted by a previous incumbent of the job should

also be borne in mind when reviewing a job description for the purposes of recruitment.

3.5.3 Managers will be provided with access to a trained matcher, who they will be encouraged

to contact as soon as the need to recruit or develop a new job is identified by emailing

[email protected]hs.uk . The trained matcher will call the manager by return and:

3.5.3.1 Signpost the manager to a template or existing job description which is

appropriate, enabling the job to go straight to recruitment and/or avoiding the

need for unnecessary matching.

3.5.3.2 Advise the manager of the substance of the changes they are proposing to make

and the most appropriate method of accommodating the changes within our job

evaluation/matching and/or pay framework. It may be that the changes the

manager is wishing to make are purely contextual and can be met by utilising the

department specific section of our template job descriptions, thereby enabling

the job to go straight to recruitment and/or avoiding the need for unnecessary

matching. Where the changes the manager wishes to make are, in the view of a

trained matcher, substantive, then the changes to the job description should be

made by the manager using the tracked changes function, to the standard

outlined within the Job Design form (appendix A).

3.5.3.3 Or provide the manager with a Job Design Form – which encourages the manager

to capture all the relevant aspects of a job, with guidance provided at each stage,

to support the development of an effective job description. This form will then be

passed to the matching panel who will have all of the information they require to

match effectively within the single document. The inclusion of an organisation

chart is advised to help set the context for the job. The Job Design form can be

located in appendix A. Once a job design form has been used to match the job the

contents of the form will be used to develop an inclusive and accessible job

description to support effective recruitment to the new job.

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3.5.4 Following receipt of advice from a trained matcher, the manager must provide the

relevant documentation to JobMatching@solent.nhs.uk, the matching team will schedule

a panel to take place within 3 weeks of receipt of the correct information (the

documentation must provide the relevant information in an appropriate format to enable

the panel to match or evaluate the job effectively).

3.5.5 Matching panels typically take place once each week based upon the availability of

trained management side and staff side matchers.

3.5.6 Where the job requires matching the panel will be set up on the Intelligent Job Evaluation

System (IJES) by the Matching Administrator and the manager advised accordingly. The

manager, or nominated delegate, will be asked to remain contactable to enable any

queries to be resolved “on-the-spot”.

3.5.7 The Matching Team will select the national job profile most appropriate to the job being

matched.

3.5.8 The matching panel will usually take place with both management and staff side present

at the same time. The panel will use IJES to undertake and capture the results.

3.5.9 The job will then be passed for consistency checking. Consistency checking will typically

take place once every two weeks. The purpose of consistency checking is to review the

outcome of the job matching taking into account the job family (vertical consistency) and

equivalent jobs across the organisation (horizontal consistency).

3.5.10 Once consistency is complete, the manager will be advised of the outcome by the

Matching administrator.

3.5.11 The outcome of the matching panel can be appealed (once) with the expectation

sufficient evidence will be provided to support the appeal. Any appeal will be undertaken

as part of the Job Evaluation/Matching process, Matters relating to job

evaluation/matching are not otherwise included in the scope of the Trust’s Resolution

Policy

3.5.12 The job can be passed for recruitment, or in the case of a bone-fide review of an existing

job with an incumbent job holder in place, any change in banding (once approved) can be

processed.

3.5.13 The resulting job description will be reviewed by the manager and a trained member of

the P&OD team to ensure it is on the correct Solent template and is written inclusively to

attract a diverse pool of applicants.

A flow chart of the matching and evaluation process is available in appendix C, while

appendix D explains the appeal process.

4. ROLES & RESPONSIBILITIES

4.1 Trust Board Responsibilities

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The Trust Board has a responsibility to treat staff fairly and equitably and to ensure that

pay arrangements comply with Equal Pay legislation. It also has the responsibility to ensure

that mechanisms are in place so that when jobs alter, they can be re-assessed. This policy

and procedure set out the mechanisms that will operate and the processes that will be

followed. The Chief Executive and Executive Directors also have the responsibility to ensure

that this procedure is adhered to in the areas of the Trust that they directly manage and

for which they have link responsibility.

4.2 Manager’s Responsibilities:

▪ to ensure that staff are aware of this procedure.

▪ to ensure that job descriptions are accurate and up to date, by undertaking an informal

review with job holders on a regular basis, usually at least once annually, during the

annual appraisal cycle. Where a role has significantly changed during the period the

manager will take appropriate steps (as outlined within this policy & procedure) to

understand whether the role requires re-matching.

▪ to ensure that the appropriate budgeted establishment is available to support a

potential change in banding.

▪ to work in partnership with staff and where appropriate staff representatives when

establishing new posts as a result of organisational change or service development.

▪ to draw up and agree job descriptions, person specifications or complete a job design

form as required, dependent upon the circumstances.

▪ to allow trained matching/evaluation panel members time to participate in panels.

▪ to provide accurate information to matching/evaluation panels.

4.3 Employee Responsibilities:

Over time job roles develop and it is every employee’s responsibility to be flexible to

accommodate different ways of working to improve services. If a role significantly develops

the job description and person specification for the post may need to be reviewed,

updated, and signed when agreed by the manager and post-holders. It is the employees’

responsibility and right to co-operate with and contribute to this process. It is also the

employee’s responsibility to provide accurate information to a panel if the post goes

through a matching/evaluation process.

4.4 People & Organisational Development Responsibilities

▪ People & Organisational Development will arrange panel sessions and schedule posts

to be matched/evaluated with managers and post-holders (if any) to attend to provide

clarification and further information. The Department will maintain

matched/evaluated posts within the Intelligent Job Evaluation System (IJES) and

produce information to aid consistency checking to ensure that any results that appear

out of line with similar posts are checked to ensure that the system is operating

effectively and fairly.

▪ Information regarding matching and evaluation outcomes will be kept securely and

confidentially. Outcomes for new posts and where bandings increase will be notified

to the People Services team. Post-holders, if any, and the manager for the post will be

notified of the outcome.

▪ Training for panel members will be arranged by the Department and will be delivered

in partnership with staff side.

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 11 of 35

4.5 Staff Side Responsibilities - It is the responsibility of the unions and staff organisations

recognised by the Trust to:

▪ work in partnership with managers when consulted on new posts that are being

established.

▪ provide a representative(s) to be trained in delivering the job matching and evaluation

training and who will deliver that training in partnership.

▪ provide representatives who will be trained in the job matching and evaluation processes

and participate in panels.

4.6 Job Matching/Evaluation Panel Member’s Responsibilities Panel members will:

▪ ensure that confidentiality regarding panel discussions and matching/evaluation outcomes

are maintained at all times.

▪ carry out the matching and evaluation processes in a fair and equitable manner, recording

panel discussions and decisions in the format required.

▪ participate in refresher training.

▪ commit to participate in panel meetings and will notify the People & OD Department at the

earliest opportunity should they not be able to attend their scheduled session.

5. TRAINING

5.1 Trained matching panel members have been provided with access to training to use the

intelligent job evaluation system (IJES)

5.2 Matching refresher training has been provided and will be reviewed annually with the

opportunity to shadow experienced matchers.

5.3 Trained matchers will be provided with coaching and mentoring to advise and support

managers to use and develop good quality job descriptions, at the outset of the process.

5.4 Communications will be developed for managers to explain the policy and procedure and

to signpost them to advice and support.

5.5 Senior managers will be briefed via their Head of People, in order that they can support

their line managers to access the right support to develop accurate and meaningful job

descriptions.

5.6 Where guidance is required, the People & OD department (Matching) team will provide

advice and guidance for individual managers as required.

6. EQUALITY IMPACT ASSESSMENT

6.1 Solent NHS Trust is committed to treating people fairly and equitably regardless of their

age; disability; gender reassignment; marriage and civil partnership; pregnancy and

maternity; race; religion or belief; sex; or sexual orientation. An equality impact assessment

has been carried out for this guide, which is attached at appendix E, and no significant

issues have been identified.

7. SUCCESS CRITERIA / MONITORING EFFECTIVENESS

7.1 Compliance and effectiveness of this policy will be monitored through submission of an

annual report to the Joint Consultation &Negotiating Committee (JCNC) , which will

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provide details of the number of posts reviewed by panels, the outcomes and the

proportion of roles able to be successfully matched at the first time of presentation to the

matching panel.

7.2 The Head of People Operations will ensure any subsequent recommendations are

undertaken and incorporated into this policy & Procedure if appropriate.

7.3 Non-compliance with this policy/procedure will be reported to the Chief People Officer

and subject to investigation as appropriate.

8. REVIEW

8.1 This document may be reviewed at any time at the request of either staff side or

management but will automatically be reviewed 3 years from initial approval and

thereafter on a triennial basis unless organisational changes, legislation, guidance, or non-

compliance prompt an earlier review.

9. REFERENCES AND LINKS TO OTHER DOCUMENTS

9.1 NHS Job Evaluation Handbook - NHS Employers

9.2 NHS Terms and Conditions of service handbook NHS Terms and Conditions of Service

Handbook - NHS Employers

9.2 Recruitment procedure

9.3 Starting pay and progression procedure.

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 13 of 35

Appendix A – Designing a new job role questionnaire

ELEMENTS OF JOB ROLE

DESCRIPTION/EXPLANATION

INFORMATION

(MANAGER COMPLETE)

Proposed job title

Ideally “does what it says on the tin”. For example, we

recommend Nurse – Diabetic Pathway or, Project Manager – IT

Infrastructure, or Human Resources - Adviser

Overarching description of role

Please also indicate if this is a training

role i.e., apprenticeship role

For example:

Is the first point of contact for all telephone enquiries

from members of the public due to attend the chest clinic,

colleagues, medical, and other professionals, enquiries

are prioritise and passed on to the most appropriate

person.

What is purpose of role?

What will be achieved by having this role

in your structure?

How would success of the role be

measured?

For example:

Making appointments, explaining the reason for any

delay, and dealing with routine.

Enquiries of a similar nature are actioned by the

individual without reference to others.

Where does the role sit in the

organisation and department

structure?

Please provide organisation structure with proposed role

positioned within it.

Please paste organisation structure

document here

Who does the role report to?

Please provide the job title to which the new role reports into

Please complete the information below to support the development of a job description and person specification

The role will then be matched

You do not need to supply a separate job description or person specification at this stage

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 14 of 35

Communication & Relationship

Skills

Measures the skills required to

communicate, establish, and

maintain relationships and

gain co-operation of others.

Takes account of skills

required to motivate,

negotiate, persuade, make

presentations, train others,

empathise, communicate

unpleasant news sensitively

and provide counselling and

re-assurance. It also takes

account of difficulties involved

in exercising these skills.

Main type of clients/ patient’s individual corresponds with:

(e.g., children, stroke patients, mental special needs, elderly or

frail, deaf, individuals who have difficulty understanding complex

messages or whose first language is not English, bereaved,

assault victims, terminally ill.)

For example:

Composes routine letters and emails on a daily basis,

regarding appointments and similar information. More

complex letters are typed on behalf of others.

It is important to show the level of the work being

undertaken and the level of any tact or persuasive skills

needed. If the individual is needed to communicate in a

language other than English of where there are specific

communication difficulties (young children, disabilities)

these need to be explicit.

Knowledge, Training &

Experience

Theoretical and practical

knowledge; professional,

specialist or technical

knowledge; and knowledge of

the policies, practices and

procedures associated with the

job.

Measures all the forms of

knowledge required to fulfil the

Please articulate specific minimum qualifications and/or evidence

of competencies required to take the role here, or their equivalent.

Please refer to the qualification table provided. Please also avoid

requesting experience defined by time wherever possible.

How much induction does the individual require in order to do the

job? (a day, a week, a month, longer than this)

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 15 of 35

job responsibilities

satisfactorily. This includes

theoretical and practical

knowledge; professional,

specialist or technical

knowledge; and knowledge of

the policies, practices and

procedures associated with the

job.

It takes account of the educational level

normally expected as well as the equivalent

level of knowledge gained without

undertaking a formal course of study; and the

practical experience required.

Analytical and Judgement Skills

Measures the analytical and

judgement skills required to fulfil

the job responsibilities

satisfactorily.

It takes account of requirements

for analytical skills to diagnose a

problem or illness and

understand complex situations

or information; and judgmental

skills to formulate solutions and

recommend/decide on the best

course of action/treatment.

For example:

Collects statistical information about the number of

patients attending clinics, recording it onto a

spreadsheet or the RIO computer system and

obtaining reports on a monthly basis, on average.

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Planning and Organisational

Skills

Measures the planning and Organisational

skills required to fulfil the job responsibilities

satisfactorily. It also takes account of the

complexity and degree of uncertainty

involved in activities.

Takes account of the skills required for activities such

as planning or organising clinical or non-clinical

services, departments, rotas, meetings, conferences

and for strategic planning. For example:

Organises weekly case conferences on a variety of sites

with clinicians, typing reports following the case

conferences within specified timescales whilst ensuring

confidentiality is maintained. Taking minutes at ad hoc

management meetings, distributing them as appropriate.

Physical Skills

Considers hand-eye co-ordination, sensory skills (sight,

hearing, touch, taste, and smell) dexterity, manipulation,

requirements for speed and accuracy, keyboard and

driving skill.

Responsibility for

Patient/Client Care

For clinical staff it is

important to state the

exact level of care

provided.

For example: A Health Care

Assistant on a ward would

provide personal care to

patients, while a Primary nurse

would develop programmes of

care. Implementing

programmes of care will include

making minor modifications to

the care plan within specified

limits.

This would probably be missed on current administrative

job descriptions. However, in the case of a medical

secretary or ward clerk it may be appropriate to include:

Advising patients on a daily basis about appointments etc.

For a porter it could include moving patients from one

ward to another. While other ancillary workers could

include providing ancillary services direct to patients,

such as drinks, housekeeping duties on wards.

Words like specialist or highly specialist should not be

used; instead, specific examples should be given in the

job description which would indicate the nature of the

duties. Examples could include providing advice to

colleagues on safeguarding issues. It would be

reasonable to expect the person specification to require

additional training or qualifications if an individual is a

specialist.

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 17 of 35

Responsibility for

Policy and Service

Development.

The level to which

they develop and use

policies.

Do they:

• follow policies,

• have responsibility for implementing them,

• develop them for their service area, Directorate, Trust or

wider.

It is important that the level of responsibility is specified.

Does the role have

responsibility for finance or

resources?

Measures the responsibilities of

the job holder for financial

resources (including cash,

vouchers, cheques, debits, and

credits, invoice payment,

budgets, revenues, income

generation); and physical assets

(including clinical, office, and

other equipment; tools and

instruments, vehicles, plant, and

machinery; premises, fittings,

and fixtures; personal

possessions of patients/clients

or others; goods, produce,

stocks and supplies).

It is important to say what financial and other resources

individuals are responsible for.

Takes account of the nature of the responsibility (for

example, careful use, security, maintenance, budgetary

and ordering responsibilities); the frequency with which

it is exercised; the value of the resources; and the

degree to which the responsibility is shared with others.

For example, are they:

• An authorised signatory,

• Responsible for monitoring budgets,

• Holding a delegated budget from a service,

• A budget holder (accountable for the spending within a

specified budget),

• A multiple budget holder for several sites.

• Alternatively, do they handle cash at least weekly,

• Or have overall responsibility for the safe use of equipment

used by others.

Human Resources

Will the role have line

management responsibility or

responsibility for people related

matters?

Specify the level of responsibility the individual has for

staff, including the training of others. For example:

• Do they supervise staff by allocating work on a day to day

basis?

• Provide on average weekly clinical/professional

supervision, or training in own discipline?

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Includes responsibility for such

personnel functions as

recruitment, discipline, appraisal

and career development; and

the long-term development of

human resources.

The emphasis is on the nature of

the responsibility, rather than the

precise numbers of those

supervised, coordinated or

developed.

It includes work planning and allocation;

checking and evaluating work;

undertaking clinical supervision;

identifying training needs; developing

and/or implementing training

programmes; teaching staff, students, or

trainees; and continuing professional

development (CPD).

• Are they responsible for undertaking NVQ assessments?

• Do they manage a group of staff (including

undertaking appraisals, first level of disciplinary

and other action)?

• Alternatively, is a major part of their job teaching or devising

training?

Responsibility for

Information Resources.

Measures the responsibilities

of the job for information

resources (for example,

computerised; paper based;

microfiche) and information

systems (both hardware and

software, for example,

medical records).

It takes account of the nature

of the responsibility (security;

processing and generating

For example, do they:

• Record personally generated information such

as clinical observations, time sheets, etc.

• Have responsibility for data entry and storage of data.

• Have to create formal databases or spreadsheets

using computer systems. It is essential that the

frequency of this work is included.

• Take and transcribe formal minutes such as board

minutes, case conferences etc. It does not include

taking notes at departmental meetings or

processing notes taken by others.

• Adapts information systems for others on an

ongoing basis. Does not include one off

adaptations to systems in the employees’ area of

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 19 of 35

information; creation, updating

and maintenance of

information databases or

systems); and the degree to

which it is shared with others.

It assumes that all NHS

information is confidential.

work.

• Design and develop significant systems for others.

• Manage and Develop systems at a Departmental level as a

major part of their job.

• Have corporate responsibility for the provision of information

systems for the organisation.

Responsibility for research

and development

Measures the responsibilities of

the job for informal and formal

clinical or non-clinical research

and development activities

underpinned by appropriate

methodology and

documentation, including formal

testing or evaluation of drugs,

or clinical or non-clinical

equipment.

It is important that the job description specifies

exactly what level if any of research and

development the individual undertakes. For

example:

• How often do they undertake research and

development activities, including testing drugs

or equipment, formal non-clinical research

(human resources, communications, health

education) or formal clinical research?

• Do they undertake surveys or audits?

• Research and Development is at least 20% of the job.

• Do they control, co-ordinate and

implement Research and Development

programmes or activity as a requirement

of the job?

Is a substantial part of the job initiating and developing research

and development programmes which can include securing of

funding and supports the objectives of the organisation or wider

health service. It is important to specify the level involved.

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Freedom to Act.

Measures the extent to which the

job holder is required to be

accountable for their own actions

and those of others, to use their

own initiative and act

independently; and the discretion

allowed to the job holder to take

action.

It takes account of any

restrictions on the job holder’s

freedom to act imposed by, for

example, supervisory control;

instructions, procedures,

practices, and policies;

professional, technical, or

occupational codes of practice

or other ethical guidelines; the

nature or system in which the

job operates; the position of the

job within the organisation; and

the existence of any statutory

responsibility for service

provision.

• Are they guided by standard operating

procedures, good practice, established

precedents etc., but can seek advice on non-

routine matters?

• Work may be checked randomly or on a sample

basis.

• Are they guided by codes of conduct, precedent

and clearly defined occupational policies?

• Work being managed rather than supervised. This

will apply to qualified professional staff.

• Are they guided by principles, broad occupational

policies, and legislation?

• This will include departmental managers, and clinical

practitioners who specialise in a particular field.

• Are they guided by general health, organisational or

broad occupational policies but provide advice to

the organisation on how they should be

interpreted? Normally only one job in any service

could be assessed at this level.

Are they required to interpret overall health service

policy and strategy, setting goals and standards for

others?

Physical Effort

Measures the nature, level,

frequency, and duration of the

physical effort (sustained effort

at a similar level or sudden

explosive effort) required for the

job.

Physical Effort:

Takes account of any circumstances that may affect the

degree of effort required, such as working in an

awkward position or confined space.

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Mental Effort

Measures the nature, level,

frequency, and duration of the

metal effort required for the

job (for example

concentration, responding to

unpredictable work patterns,

interruptions, and the need to

meet deadlines).

Emotional Effort

Measures the nature, level,

frequency, and duration

demands of the emotional effort

required to undertake clinical or

non-clinical duties that are

generally considered to be

distressing and/or demanding.

Mental Effort: The amount of concentration that is

required by an individual to undertake the role should be

For example, if an individual is required to draft long

reports. An assessment of the amount of time spent

answering telephone enquires or dealing with other

queries would be beneficial.

Emotional Effort: Again, it should be possible to

assess the amount of emotional effort required to

undertake the job.

It is important that the frequency of undertaking tasks

is assessed. For example, an individual who is caring

for the terminally ill may deal with distressing

situations more frequently than an individual who

works with orthopaedic patients.

Make sure the type of client group provided e.g.

responsible for drafting care plans for patients with

terminal or other illnesses, on a daily basis, providing

emotional support to them and relatives as appropriate.

Working Conditions

Measures the nature, level,

frequency, and duration of

demands arising from inevitably

adverse environmental

conditions

Such as inclement weather, extreme heat/cold, smells,

noise, and fumes and hazards, which are unavoidable

(even with the strictest health and safety controls), such

as road traffic accidents, spills of harmful chemicals,

aggressive behaviour of patients, clients, relatives,

carers.

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Does the job entail sitting or standing in a restricted position for a

substantial period of the working day (at a keyboard, driving, using

a telephone headset, standing at a machine in a restricted area,

standing while serving meals or making sandwiches)?

Working Conditions

Continued

DOES THE INDIVIDUAL MOVE OBJECTS (includes pushing

pulling objects between 6 and 1 kilos, moving patients with

mechanical aids over 15 kilos, manoeuvring patients for treatment

or personal care purposes, running from a standing start)? HOW

OFTEN (Each shift, more frequently, less frequently, never)

DOES THE INDIVIDUAL MOVE OBJECTS (pushing, pulling,

lifting objects over 15 kilos without mechanical aids, lifting heavy

containers, heavy manual digging, heavy duty pot washing,

running from a standing start pushing a trolley)? HOW OFTEN

(more than once a shift, weekly, monthly, less often.) ON

AVERAGE WHAT PERIOD OF TIME DOES EACH LIFT TAKE (5

minutes, 10 minutes, 20 minutes, longer than this)

HOW OFTEN DOES THE INDIVIDUAL COME INTO CONTACT

WITH dirt, dust, smells, noise, inclement weather, and extreme

temperatures (several times a week, three times a month, less

frequently than this, never)

HOW OFTEN DOES THE INDIVIDUAL HAVE TO DEAL WITH

body fluids, foul linen, fleas, lice, noxious fumes (several times a

week, three times a month, less frequently than this, never)

DOES THE INDIVIDUAL COME INTO CONTACT WITH face to

face physical aggression, spills of harmful chemicals, and road

traffic accidents at work? Is this on a ward, in the community, on

Trust premises?

HOW OFTEN IF THE INDIVIDUAL REQUIRED TO DRIVE FOR

WORK (daily, weekly, several times a week) not home to work or

return.

HOW OFTEN IS THE INDIVIDUAL REQUIRED TO USE A

COMPUTER AT WORK (several hours a day, less frequently)

HOW OFTEN IS THE INDIVIDUAL REQUIRED TO WORK

OUTDOORS (weekly, several times a week, less frequently,

never)

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 23 of 35

OTHER SIGNIFICANT INFORMATION

RELEVANT TO THIS POST:

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Appendix 2 – Model template Job Description and person specification

Job Description

** this template will cover the requirements of the majority of administrative roles. There is a

separate template format designed for clinical roles which covers the additional factors related

to undertaking a professional clinical role within Solent NHS Trust**.

Position Details

Title:

Band:

Hours per week

Accountable to:

Service:

Purpose of the Position

Summary (no more than 2 paragraphs) here

Service Description:

Please note that this section is to be added by the service and must be approved by the relevant manager.

Please also ensure that the following information is recorded in this section:

• Identified patient/client group for the role

• Area of speciality/ clinical practice and setting that role will primarily be delivered in.

• Key points of integration and collaboration with other teams; services or providers

• The anticipated outcomes of the role/intervention

Main duties

▪ Administrative

▪ ICT

▪ Role duties

▪ Team duties

▪ Customer/patient/service user//other stakeholder duties

Management and Leadership (where appropriate)

Limits of Authority

• May/may not suspend staff under the disciplinary procedures.

• May/may not dismiss staff under the disciplinary procedures.

• May not take annual leave without prior agreement of the manager

General Requirements

• Ensure they and where appropriate their staff:

o adhere to trust policies and procedures at all times,

o comply with trust standing orders, standing financial instructions, policies, procedures, and

guidelines,

o follow any policies and procedures in relation to infection, prevention, and control.

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o are aware of their responsibilities in relation to safeguarding children, and vulnerable

adults, and the specific responsibilities placed on individuals who care for such

clients/patients

o take all reasonable steps to manage and promote a safe and healthy working environment

which is free from discrimination,

o comply with the trust policy on confidentiality, and the Data Protection Act 1998 as

amended, relating to information held manually or on computerised systems,

o respect the confidentiality and privacy of clients and staff at all times,

o maintain a constant awareness of health, welfare and safety issues affecting colleagues,

patients, visitors, and themselves, reporting any accidents or fault in line with trust policy,

o fully participate in health and safety training,

o participate in personal training, development, appraisal, and attend all relevant training

courses as required.

o comply with the professional body code of conduct

• This job description seeks to outline the key duties and responsibilities of the post; it is not a

definitive document and does not form part of the main statement of Terms and Conditions. The

job description will be reviewed during the annual appraisal process.

• The post holder may, with their agreement, which should not reasonably be withheld, be required

to undertake other duties as required, which fall within the grading of this post, to meet the needs

of this new and developing service.

• Individuals who are required to hold a professional registration in order to practice must continue

to be a member of their professional body throughout the lifespan of this job description. Such

individuals will be required to notify the Trust immediately if their professional body limits or

changes the terms of their registration.

• This job description will be reviewed yearly as part of the annual individual appraisal, to ensure that

it reflects the responsibilities of the post. No changes will be made without full consultation with

the post holder.

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 26 of 35

PERSON SPECIFICATION

Post:

Requirement

Where a specific requirement is identified, Solent NHS Trust will

consider relevant skills and experience obtained via an alternative route

(where the identified standard can be met) and/or where the standard

can be met with reasonable adjustments i.e., appropriate access,

equipment and/or software.

Essential

Desirable

Met

Criteria 1: Qualifications

Criteria 2: Experience

Criteria 3: Skills

Criteria 4: Knowledge

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 27 of 35

Requirement

Where a specific requirement is identified, Solent NHS Trust will

consider relevant skills and experience obtained via an alternative route

(where the identified standard can be met) and/or where the standard

can be met with reasonable adjustments i.e., appropriate access,

equipment and/or software.

Essential

Desirable

Met

Criteria 5: Equality

Be able to demonstrate and understanding of the principles of equality,

diversity, and inclusion and how they apply to staff and patients in a

healthcare setting. Able to demonstrate personal commitment to

challenging discrimination and promoting equalities, at an appropriate

level for the post.

Criteria 6: Other

Is able to work legally in the UK

Is able to work with children and vulnerable adults

Ability to travel daily for meetings across a range of sites in

Southampton/Portsmouth/Hampshire.

For posts which require a professional registration, postholders hold a

valid up to date registration with their professional body.

For posts where postholders are required to drive as part of their role

they hold a valid full driving licence which enables them to legally drive

in the UK

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Appendix C – Job Matching Process

i) Advertise to Replace an Existing Role (No changes required)

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ii) Manager wants to make updates to an Existing Role

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iii) Unique Role

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Appendix D – Appeal Against Evaluation/Matching outcome

1. In the event that groups of staff or individuals are dissatisfied with the result of matching or

evaluating they may request a review. This review should be conducted by a new panel with

the majority of its members different from the original panel.

2. The request must be made within three months of notification of the original panel’s

decision. In order to trigger a review, the jobholder(s) must provide details in writing of

where they disagree with the match or evaluation and evidence to support their case (please

refer to template below).

3. If requested by an employee, the employee’s own staff side organisation representative

and/or the line manager can be present.

4. Where a formal review is necessary, the review panel operates in the same way as the

original one and follows the procedure for matching, including having available/contactable

job advisers or representatives.

5. The review panel can:

• confirm the same match / evaluation outcome.

• confirm a match to a different profile or make a different evaluation,

• or in the case of matching reviews only, refer the job for local evaluation.

6. Since the NHS JE Scheme places paramount importance on the issue of accurate and up-to-

date information, the review panel must only consider the facts before them.

7. The jobholder will have provided evidence relating to the factor levels they disagree with.

However, if the panel wishes to revisit other factors, they need to provide justification for

doing this for example because the new evidence provided is thought to alter other scores.

They will then need to refer to the evidence they have been presented with, submit

supplementary questions to the job advisors or representatives (two people representing

management and staff in the area of work under review) where necessary and allow the

jobholder to provide additional information.

8. Panels should only complete the review once they are satisfied that all relevant evidence has

been examined.

9. All panel members will have been trained on the importance of matching or evaluating jobs

using accurate information rather than making assumptions which are not evidenced. It is

important that this process should equally apply to the review procedure; the risk in making

assumptions about somebody’s job could lead to pay inequality and the scheme being

brought into disrepute.

10. The review panel’s decision, whether it changes the banding outcome or not, must be subject

to quality and consistency checking.

11. The jobholder has no right of appeal beyond the review panel if their complaint is about the

banding outcome.

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12. It is important that good records are kept of the review outcomes and any amendments

made to the original match or evaluation to provide an audit trail for the future.

13. The jobholder should be provided with a detailed job report of the review of the match or

evaluation.

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 33 of 35

Appendix E

Equality Analysis and Equality Impact Assessment

Equality Analysis is a way of considering the potential impact on different groups protected from

discrimination by the Equality Act 2010. It is a legal requirement that places a duty on public sector

organisations (The Public Sector Equality Duty) to integrate consideration of Equality, Diversity, and

Inclusion into their day-to-day business. The Equality Duty has 3 aims, it requires public bodies to

have due regard to the need to:

• eliminate unlawful discrimination, harassment, victimisation, and other conduct

prohibited by the Equality Act of 2010.

• advance equality of opportunity between people who share a protected characteristic and

people who do not;

• foster good relations between people who share a protected characteristic and people who

do not.

Equality Impact Assessment (EIA) is a tool for examining the main functions and policies of an

organisation to see whether they have the potential to affect people differently. Their purpose is to

identify and address existing or potential inequalities, resulting from policy and practice

development. Ideally, EIAs should cover all the strands of diversity and Inclusion. It will help us better

understand its functions and the way decisions are made by:

• considering the current situation

• deciding the aims and intended outcomes of a function or policy.

• considering what evidence there is to support the decision and identifying any gaps.

• ensuring it is an informed decision.

Equality Impact Assessment (EIA)

Step 1: Scoping and Identifying the Aims

Service Line / Department

People & Organisational Development

Title of Change:

Updated Job evaluation & matching procedure

What are you completing this EIA for?

(Please select):

Policy

(If other please specify here)

What are the main aims / objectives of

the changes

To update the procedure to reflect updated practices which intend

to improve the efficiency and effectiveness of Job evaluation and

matching, ensure Solent remain true to their principles of equal

pay and reduce recruitment lead times.

Step 2: Assessing the Impact

Please use the drop-down feature to detail any positive or negative impacts of this document

/policy on patients in the drop-down box below. If there is no impact, please select “not

applicable”:

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 34 of 35

Protected Characteristic

Positive

Impact(s)

Negative

Impact(s)

Not

applicable

Action to address negative impact:

(e.g., adjustment to the policy)

Sex

Yes

The procedure itself focuses on the job rather

than the individual and the identity of the

individual is not taken into account by the job

evaluation and matching procedure. Proper

use of job evaluation and matching processes

and consistency checking will support Solent’s

commitment to equal pay and reduce the risk

of Gender Pay inequality.

Gender reassignment

Yes

Proper use of job evaluation and matching

processes and consistency checking will

support Solent’s commitment to equal pay

and reduce the risk of Gender Pay inequality.

Disability

Yes

Proper use of job evaluation and matching

processes and consistency checking will

support Solent’s commitment to equal pay

and reduce the risk of potential pay inequality.

Policy emphasises reasonable adjustments in

section 3.3.4.

Age

Yes

Proper use of job evaluation and matching

processes and consistency checking will

support Solent’s commitment to equal pay

and reduce the risk of potential pay inequality.

Sexual Orientation

Yes

Proper use of job evaluation and matching

processes and consistency checking will

support Solent’s commitment to equal pay

and reduce the risk of potential pay inequality.

Pregnancy and

maternity

Yes

Proper use of job evaluation and matching

processes and consistency checking will

support Solent’s commitment to equal pay

and reduce the risk of potential pay inequality.

Marriage and civil

partnership

Yes

Proper use of job evaluation and matching

processes and consistency checking will

support Solent’s commitment to equal pay

and reduce the risk of potential pay inequality.

Religion or belief

Yes

Proper use of job evaluation and matching

processes and consistency checking will

support Solent’s commitment to equal pay

and reduce the risk of potential pay inequality.

Race

Yes

Proper use of job evaluation and matching

processes and consistency checking will

support Solent’s commitment to equal pay

and reduce the risk of potential pay inequality.

If you answer yes to any of the following, you MUST complete the evidence column explaining what

information you have considered which has led you to reach this decision.

Assessment Questions

Yes / No

Please document evidence / any mitigations

In consideration of your document

development, did you consult with

others, for example, external

Yes

JCNC and specifically Chair, Nursing and Unison leads

were consulted and engaged with the development of

the updated procedure. We also engaged with

Associate Nursing Director (who has oversight of

Agenda for Change job evaluation and matching Policy and Procedure – v1 Page 35 of 35

organisations, service users, carers, or

other voluntary sector groups?)

professional standards for Nursing and Allied Health

Professionals.

Have you taken into consideration any

regulations, professional standards?

Yes

Yes, Agenda for Change Terms and conditions and the

NHS Job Evaluation Handbook (2020) which applies to

all professions employed under Agenda for Change

(National) Terms and Conditions.

Step 3: Review, Risk and Action Plans

How would you rate the overall level of impact /

risk to the organisation if no action taken?

Low

Medium

High

☐

◼

☐

What action needs to be taken to reduce or

eliminate the negative impact?

One of the reasons for reviewing the job evaluation

and matching process was because it was believed that

there was a risk of roles being developed around

specific individuals rather than the needs of the

organisation and the specific job. The risk of this

circumstance arising is reduced by the implementation

of the updated procedure.

Who will be responsible for monitoring and regular

review of the document / policy?

Head of People Operations. Joint Consultative &

Negotiating Committee (JCNC).

Step 4: Authorisation and sign off

I am satisfied that all available evidence has been accurately assessed for any potential impact on

patients and groups with protected characteristics in the scope of this project / change / policy /

procedure / practice / activity. Mitigation, where appropriate has been identified and dealt with

accordingly.

Equality

Assessor:

Joanna Brooks

Date:

18/02/2021