Line Managers. To adhere to the Agreement in ‘local’ consultations and negotiations with Staff-side representatives.
Line Managers. The intention is to cover First Line Managers who directly manage a team and do not have other managers reporting to them. Management roles excluded are as per the coverage clause and listed below: o The Chief Executive o Executive and Senior Leadership Teams o Directors (including Regional Directors) o Group Directors of Operations o Roles that manage other managers The intention is that those members of the P & C and Finance Directorates who interpret/implement/cost employment terms and conditions are excluded from PAKS CA coverage.
Line Managers. It is agreed the Line Managers will have no entitlement to a morning tea break where they stop work. It is agreed that a Line Manager can take refreshment whilst continuing to work, but with no formal fixed break. Lunch/Morning Tea Break Salaried Staff Employees will take a lunch break to suit the needs of the job. That is, the break will generally be taken at an allocated time each day unless specific circumstances occur which require an early or delayed
Line Managers. Line managers including Registered/Home Managers and Deputy Managers are responsible for implementing Xxxxxxxx’s policy on training and development. Specifically, their role is to ensure that the training and development needs of their staff are identified, taking account of both individuals and groups, and that these are appropriately addressed. Line managers have an important part to play in encouraging/facilitating people's involvement in training and development activities, both as participants or organisers, and in providing guidance/feedback with regard to the skills and knowledge required for their current role. Line managers are responsible for addressing any issues with employees not attending or engaging with training allocated to them. This will be recorded within supervision and a plan will be set to support the employee to meet their training targets. Line managers are also responsible for; Providing the tools to support training and development (e.g. the performance review process) Co-ordinating the delivery of certain training and development activities that are organised centrally; Maintaining records with regard to the development of Xxxxxxxx’s staff such as Training Matrix’s and workforce development plans Ensuring the experience, qualifications and skills of the staff team is thoroughly considered when looking at referrals to the home. Ensuring employees are receiving effective supervision where training is scheduled and allocated to them.
Line Managers. This document provides guidance on the limits on working time and the entitlements provided in the Working Time Regulations. It also provides information on the arrangements which have been made in order to implement the Regulations in Shetland NHS Board (The “Collective Agreement for Working Time Regulations”). This guide seeks to answer commonly raised questions regarding the implementation of the Working Time Regulations. Please refer to the relevant sections in the Collective Agreement for definitions etc. Line Managers are responsible for ensuring that these Regulations are implemented appropriately within their sphere of responsibility and that local arrangements/procedures are amended/developed as required. Further advice can be sought from the Personnel Department.
Line Managers. Managers have a responsibility to: • Actively ensure that any misconduct is actively identified challenged and tackled in accordance with Company procedures; • Provide clear expectations of conduct and examples of where conduct would be perceived to fall short of these expectations; • Ensure staff have appropriate access to documents outlining standards e.g. Competency criteria and guidance, Code of Conduct; induction etc…; • Assign an appropriate person as Investigating Officer; • Suspending staff ( with advice from HR) if necessary and ( if necessary) agree if it is a potential criminal act; • Notify staff member within timescales of alleged incident and level of investigation; • Refer to HR before dismissing an employee; • Deal informally with initial and minor disciplinary issues; • Deal with investigation and disciplinary processes fairly, consistently and in accordance with relevance procedure and with advice from HR; • Be able to explain clearly the reasons behind decisions made in respect of disciplinary process and provide evidence to substantiate these decisions; • Explain clearly the standards of behaviour expected in future and in order to avoid further disciplinary action; • Be prepared to act as Investigating Officer for investigations outside immediate field or team; • Clear and timely correspondence and reporting; • Ensuring necessary release arrangements, room bookings, note takers are in place.
