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Human Resource Management Strategy (2003 - 2005)

Chapter 4 - Human Resource Management - The Agenda

Chapter 4 - Human Resource Management - The Agenda

The following agenda has been identified for possible action under this, our first HRM Strategy.

1. Recruitment

The Organisation recognises that effective recruitment is central to continued effective performance. Recruitment to the Civil Service is the responsibility of the Office of the Civil Service and Local Appointments Commissioners (CSLAC). Legislation is proposed which will give effect to greater devolution to departments and offices in the area of recruitment. While it is likely that CSLAC will continue to carry out large volume recruitment for the Civil Service e.g. at clerical and executive level, the Organisation would hope to utilise any opportunities which these changes might present in developing greater flexibility in recruiting temporary staff as appropriate.

The following methods of recruitment are open to the Organisation:

Direct open recruitment

Direct open recruitment to the Organisation is possible at Clerical, Executive, Investigator, Senior Investigator and Director General levels and is carried out by CSLAC.

Our Organisation's policy is to optimise its relationship with CSLAC in order to ensure that it receives as much information as possible in relation to vacancies, that it is represented on interview boards (relevant line manager, where appropriate) and, where they are held, (e.g. in relation to clerical grades) that the Organisation participates in open days.

The increasing devolution of responsibility in respect of HRM to line managers will generate a greater involvement by them in the recruitment process and a corresponding onus to provide comprehensive information to prospective candidates in relation to the Organisation and specific vacancies as they arise. In particular, the Organisation will maximise its input into the establishment of role profiles and corresponding competencies, and participation, in the selection process, in relation to direct open recruitment at Investigator and Senior Investigator levels. This is to ensure that our recruitment process is clearly understood by candidates, open to public scrutiny and giving candidates who meet the stipulated minimum requirements equal opportunity for selection and resulting in the appointment of applicants on the basis of merit and ability.

Recruitment from Interdepartmental Competitions

This is also possible at all levels in the Organisation. It is Organisation policy to seek to comply with general obligations pertaining to this mode of recruitment. As with open recruitment, it is Organisation policy to adopt a policy of optimising our relationship with CSLAC, in order to ensure that as much information as possible is provided in relation to vacancies, and that there is representation on interview boards where appropriate.

Temporary Clerical Recruitment

It is open to the Organisation to recruit clerical staff on a temporary basis to replace staff who are on term time for the duration of their absence. Such temporary staff are assigned by the CSLAC from among persons already placed on the CO panels. It is also open to the Organisation to re-employ staff on a temporary basis who were previously recruited from special temporary CO panels established by the CSLAC. Once the period of assignment in the Organisation has been completed the person returns to the CSLAC panel.

2. Tenure

Tenure in the Civil Service is governed by the Civil Service Regulation Act, 1956, which provides that established civil servants hold office at the will and pleasure of the Government. The programme of change Delivering Better Government recommended that this power be transferred to Secretaries General, giving them the right to appoint, discipline and dismiss staff. The Public Service Management Act, 1997 provides the framework within which these changes could take place, however, further enabling legislation, which is currently being prepared, is required to change the present situation.

The question of contracts of employment has emerged as central in consideration of the concept of tenure. In recent years all EOs coming to us by way of open recruitment have been initially appointed on a contract basis. This initiative has raised awareness of the issues surrounding employment contracts in the Civil Service.

The Organisation will monitor developments as they occur and impact in this area.

3. Probation

Full-time staff entering the Organisation are required to serve a term of probation, which can vary from one year to two years, depending on the method of recruitment. Following satisfactory completion of the probationary period the appointment of the staff member on a permanent basis is confirmed. In the event of unsatisfactory performance during a probationary period, a staff member may be dismissed or have his/her probationary period extended. As part of the assessment of a staff member during probation, a detailed report on performance, under a number of centrally agreed headings, is submitted by the line manager after each six month period during probation.

It is important that probation assessments are carried out in an objective, open and fair fashion and are consistent with any other forms of assessment carried out by line managers in respect of the same staff member e.g. increment forms or PMDS assessments, where applicable.

The Organisation will continue to support and guide line managers in carrying out probation assessments and will also provide any necessary support, training and guidance to assist new staff members to successfully complete their probationary periods.

4. Induction

The importance of good induction procedures which portray a positive image of the Organisation and reinforce the value placed on a new staff member is very important. Consequently, we need to have in place a structured, focused induction programme which introduces new recruits to the Organisation, career possibilities within it and staff support systems.

The development of an induction training programme has been prioritised for immediate action and a detailed Action Plan is outlined in Chapter Five and in the Appendix. The Organisation will draw up and implement a comprehensive, focused Framework for Induction Training (FIT). The FIT will provide timely initial basic training and information so that new staff, regardless of grade, can quickly become assimilated into the Organisation and be provided with the basic tools to become a productive member of staff and to have the necessary understanding of the general environment of the Organisation as well as an appreciation of the values and ethics which reflect its unique ethos. The FIT will comprise a series of training and information modules and will identify the sections within the Organisation which will be responsible for delivery and sign off of each module.

The information on role profiles to emerge through the PMDS will feed into the induction process and be used to illustrate job content and responsibility. The development of performance management and the consequent changes in practices and attitudes should also contribute to the creation of a culture in which a more effective probationary system can operate.

5. Staff Planning

Staff planning enables the Organisation to project its short to long-term needs on the basis of the business plans so that we can adjust staffing requirements to meet changing priorities. The more challenging the environment, the more the Organisation needs good staff planning processes which identify:

• the number of staff required in a specified timeframe and the availability of expertise;
  
• early indications of potential recruitment or retention difficulties;
  
• surpluses or deficiencies in certain ranks or grades;
  
• availability of suitable qualified and experienced promotees.

Succession Planning

Succession planning enables the Organisation to assess the likely turnover in key posts, identify the cadre of suitable candidates to fill these posts in the future, and ensure that they have the right training and development to enable them to step up to these posts. Succession planning will minimise the impact of turnover in these key posts and afford early warning of any skill shortages or likely difficulties in finding suitable candidates. Key elements of the policy include the identification of key posts, causes of turnover, competencies for the key posts and the training required for them. The information derived under this policy will be fed into the training and development plans under PMDS.

Turnover

Turnover refers to retirement, resignation and internal/external promotion. While the Organisation cannot comprehensively plan for turnover, particularly in those areas e.g. external promotion, which are beyond our control, we will monitor turnover carefully to ensure that we minimise the difficulties in retaining staff.

6. Performance Management

Performance management and development is a broad term to describe the way a staff member's work performance, career and development needs are managed. It is a critical function of HRM. Its objective is to improve overall productivity and effectiveness by maximising individual performance and potential. Performance management is concerned with -

• improving individual and collective performance;
  
• communicating management's expectations to supervisors and staff;
  
• improving communication between senior management, supervisors and staff;
  
• assisting staff to enhance their career prospects through recognising and rewarding effective performance;
  
• identifying and resolving cases of underperformance; and
  
• providing important links to other HRM functions, such as training.

The Organisation considers that motivation is a central element, in the successful operation of performance management. The Organisation will encourage managers to increase performance through self-motivation, rather than external motivation (i.e. the imposition of rules and continual improvements to conditions of service) to bring about higher standards of performance. The basic principle underpinning motivation within the Organisation is that of managing staff effectively, so as to ensure that they will seek to give of their best voluntarily without the need for control through rules and sanctions. When staff are shown clear expectations, feel valued, trusted, encouraged and motivated, then they will be more likely to give of their best.

Although PMDS has been successfully implemented in the Organisation its progress will be carefully monitored and this has been prioritised for immediate action and a detailed Action Plan is outlined in Chapter Five and in the Appendix.

Underperformance

Underperformance can be defined as persistent failure to achieve set goals or objectives. The underlying causes can vary from personal problems, which affect the individual's ability to do the job, working up the scale to incompetence in performing the tasks assigned. Underperformance can also arise as a result of ineffective management, lack of commitment and/or ineffective communications. In addition, underperformance can have a serious de-motivating impact on other members of staff working with an individual who is underperforming.

The Organisation will ensure that the full range of strategies available to tackle underperformance will reflect the diverse causes. e.g. for staff who have underperformance difficulties of a long-term personal nature it is recognised that the issue should be dealt with in a non-threatening, supportive and encouraging manner.

A central thrust of the strategy is that underperformance must be tackled at the earliest possible opportunity. This can best be processed within an objective framework where competencies for the individual are clearly defined, work goals and objectives set, and agreed, between the manager and the individual and reviewed on a regular basis. As performance management becomes more embedded within the Organisation it will provide management and staff with a valuable tool to assist in dealing with this issue.

In dealing with underperformers all managers should be cognisant of the following underlying strategies:

• being proactive in recognising their responsibility for dealing with incidents of underperformers;
  
• ensuring that all staff know exactly what is expected of them, with jointly set objectives taking into account each individual's capabilities within the performance management framework;
  
• adopting a developmental approach in dealing with underperformers;
  
• consulting with staff who may be underperforming, recommending appropriate remedial action (e.g. training or other

developmental measures, mentoring,) and monitoring progress in this regard;

• creating a working environment where underperformers are encouraged through training (both on the job and otherwise), coaching, counselling and support to improve their performance;
• utilising the Employee Assistance Scheme where it is apparent that personal problems are a factor in underperformance.

While such a developmental approach to handling cases of underperformance will succeed in most cases, there may also, however, be occasional exceptions to this rule. Work is currently ongoing at central Civil Service level regarding a policy to deal with exceptional cases. The Organisation will take cognisance of any central developments in this regard.

7. Partnership

The partnership process is an important catalyst for the bringing together of management, staff and unions in a spirit of co-operation to further the Organisation's goals and to create a supportive environment for all staff. Experience of the process to date has been very positive. The Partnership Committee meets every two months and, together with its various sub-groups which draw on members outside of the Committee, it plays an important role in progressing the Organisation's change management agenda and issues of concern to staff. The Committee will also play a key role in bringing to fruition current and future Action Plans under the HRM strategy.

8. Disciplinary/Grievance Procedures

There are centrally agreed guidelines and procedures for dealing with grievance and disciplinary matters. The Department of Finance Circular 11/2001 sets out the current grievance procedures. These seek to deal in a fair and impartial manner with complaints of individual staff members which are within the scope of the procedure and are not appropriate for discussion under the Conciliation and Arbitration Scheme. The scheme relates to complaints by officers about acts or omissions of management which affect their official positions. The scheme also provides for referral of a complaint to an independent Mediation Officer where a complaint cannot be resolved locally.

The guidelines and procedures for dealing with disciplinary matters are set out in the Department of Finance Circular 1/92. This circular relates to the investigation of officers who may have been guilty of misconduct, irregularity, neglect or unsatisfactory behaviour. It also provides for an independent review by an Appeals Board.

The Organisation will ensure strict compliance with the centrally agreed guidelines and procedures should the need arise to apply them. The Organisation will also ensure that all staff are made fully aware of the guidelines and procedures. It is to be expected that PMDS, with its in built training and development elements and constant review of performance against agreed targets, will help to create an environment which will minimise the possibility of grievance or disciplinary issues arising.

9. Industrial Relations

On the industrial relations front management will continue to engage constructively with union representatives through meetings and correspondence in a prompt and open fashion and will continue to communicate management information to the union branches which relates to matters relevant to working conditions of staff or other matters considered to fall within the industrial relations ambit.

10. Rewards and Motivation

People work for reward whether that reward is monetary, non-monetary or a combination of the two. The Organisation is committed, as part of its wider HR strategy, insofar as it is possible, to develop that mix of rewards which best supports the type of employee behaviour required. Furthermore, in developing practice in this area the HRM strategy will provide for consultation with staff so as to develop mechanisms which will be seen as being open, transparent and fair. This has been prioritised for immediate action and a detailed Action Plan is outlined in Chapter Five and in the Appendix.

Elements of Rewards System

The following are the main elements of the rewards system as currently operated by the Organisation:

Pay/Increments/ "Acting up" Allowances
Promotion/Upgradings
Merit Awards
Recognition/Encouragement
Interesting Projects/Job Satisfaction
Secondment/Placement in Like Organisations
Specialist Training

The HRM strategy recognises that there are other less tangible or "intrinsic" rewards which individuals enjoy particularly when they know that they are doing a good job. These "intrinsic" rewards include feelings of competence, empowerment, achievement, responsibility, accomplishment and independence. While it may be difficult to measure these rewards, or to consciously confer them, they are recognised as being very important, contributing significantly both to job satisfaction and to overall performance.

The Organisation operates a formal annual Merit Awards scheme to mark outstanding achievement or exceptional performance in relation to work of the Organisation or maintenance of standards and continued delivery of service in particularly difficult circumstances. Traditionally the Merit Awards have been announced following the pre-Christmas Management Meeting.

A Merit Award can be granted to an individual or a group of staff members. A Merit Award is not applicable where the performance/achievement has already been recognised by, for example, payment of special allowances. The Merit Award may vary in value depending on the level of exceptional performance involved.

The process involves nominations for awards being put before the Management Committee by Senior Investigators and following discussion and agreement an Office Notice sets out the grounds for the award in each case.

Managing the Rewards System

A central objective of the HRM strategy, and of the PMDS, is to manage the performance of individual employees so as to maximise their contribution to the achievement of the goals of the Organisation. This means that, to the extent that these reward elements are within the control of the Organisation, they should be allocated in a way which motivates people to perform well and rewards those who do perform well.

11. Promotion

Promotion denotes that an individual has the competencies, i.e. the skills, abilities, knowledge and attributes, required to perform effectively at the next highest grade. The competencies reflect the knowledge and skills exhibited in observable behaviour in the relevant areas of work. The Organisation recognises the important motivational aspect of promotion policy, whilst seeking to ensure such policy reflects our operational needs at any given time.

The primary purpose of promotion is to fill a post through the selection of the most suitable person for the position or grade that is vacant. The fundamental principle underlying our system of promotion is that of equality of opportunity, based on merit. In this context it is the policy of the Organisation to adopt a merit-based approach to promotion, underpinned by a relevant competency framework. The Organisation will strive to select the most suitable person at any particular time, taking into account legislative and strategic considerations together with agreed central and local arrangements. The process of assessment will be fair and transparent. The Organisation will utilise the performance management process to develop role profiles and competencies which will assist in defining jobs more clearly and accurately for competition purposes. This has been prioritised for immediate action and a detailed Action Plan is outlined in Chapter Five and in the Appendix.

The Organisation recognises that it is good management practice and good communications practice, to provide feedback, after a promotion competition, to staff who were considered, but not selected. A proactive approach in giving promotion feedback to staff after the relevant exercise has taken place will be adopted.

In relation to interdepartmental promotion competitions which eligible staff from the Organisation apply for on an on-going basis the Organisation will seek to provide any necessary support to such staff in order to maximise their chances of success in such competitions. In particular, the Organisation will put procedures in place, to assist staff who wish to avail of such support, to help them prepare applications in a proper fashion and to advise on the best approach to the interview process. Such support will be of particular importance for staff who have not been through a structured interview which is the normal interview procedure followed by CSLAC.

A promotion policy for the Civil Service is being considered by the Department of Finance under the change management agenda. In particular, the following issues are being considered:

• the operation of inter-departmental panels;
  
• a continuation of the trend towards competitive, merit based, internal promotions;
  
• the equality dimension;
  
• protecting the integrity of the system;
  
• succession planning;
  
• career progression for those unlikely to be promoted in the short to medium term.

The Organisation will refine its promotion policy in line with any agreed developments which may emanate from that source.

12. Training and Development

The Organisation has identified properly targeted training and development as essential in helping to equip staff at all levels to carry out their work to best effect and to respond efficiently and effectively to new challenges. From a personal development perspective training is central to career progression and as such is an important resource in motivating and retaining employees.

As part of the process of modernising HR, and in parallel with the implementation of PMDS, the Office will produce training strategies. Commitments in the area of training and development agreed at Civil Service level will be translated into specific performance indicators for our Organisation and included in the strategy.

In devising training strategies, emphasis will be placed on ensuring that the skill requirements of the Organisation are being met. A substantial training input will be required to ensure the effective implementation of the following key initiatives:

• the management of performance and development;
  
• the introduction of new financial and HRM systems;
  
• quality customer service;
  
• interpersonal skills training;
  
• work specific skills training;
  
• technical training, e.g. relevant legislation, statutory functions, operating procedures.

The volume and range of the above areas makes it essential that training policies are well thought-out, structured and effective. Efforts will be made to ensure that the right people are receiving the right training and that staff are in a position to apply what is being learnt. Feedback from training programmes will be analysed and used to further refine training policies. In order to ensure an organisation-led approach to training and development, this has already been prioritised for immediate action and a detailed Action Plan is outlined in Chapter Five and in the Appendix.

13. Placement and Mobility

Decisions on placement and mobility will be taken fairly and objectively in the light of the requirements of the particular job, the development needs of individual staff and the general operating requirements of the Organisation. The issue of staff placement and mobility is multi-faceted and encompasses movement:

within the Organisation;
across the Civil Service;
within the wider Public Service;
between the Organisation and the private sector;
between the Organisation and other national administrations.

It is the policy of the Organisation to identify and pursue opportunities in these areas. Recent examples include placements arranged with the European Ombudsman, the Health Service Commissioner in the UK and the Office of the New Zealand Ombudsman. However, the extent of such initiatives depends on the value placed on such initiatives by management in other relevant organisations and the extent to which a reciprocal pro-active approach is adopted.

In relation to internal mobility within the Organisation the agreed policy is that in normal circumstances staff members would move to a new work area every four to six years.

There is no centrally agreed mobility scheme in place in relation to Government Departments, however, there is nothing to prevent individual departments or offices actively seeking to arrange staff placements where such arrangements are deemed suitable by all the parties concerned. The same applies in relation to placements in the wider public service and the private sector. These arrangements, where they prove possible, can be made as short term swaps or one-way placements.

14. Work Arrangements

The Organisation recognises that flexible working arrangements provide significant opportunities for staff to balance work and life commitments. Whilst the effective operation of the various schemes is subject to the principle that the operating requirements of the Organisation are not adversely affected, the Organisation has been to the fore in accommodating and implementing the full range of flexible working arrangements. The Organisation will continue to ensure that access to such schemes is fair and equitable. The Organisation will also ensure that staff availing of the various schemes are not placed at a disadvantage in so far as training, placement and mobility are concerned. Similarly, the Organisation will seek to ensure that no adverse inferences are drawn by interview or selection boards in relation to participation in the schemes in terms of experience or suitability.

There are a wide range of statutory and non-statutory schemes available to Civil Servants. These are:

Statutory Entitlements

• Adoptive Leave
• Carer's Leave
• Force Majeure Leave
• Parental Leave
• Maternity Leave
  

Work/Life Balance Schemes

• Career Breaks
• Flexi Time
• Paternity Leave
• Special Leave for Domestic Circumstances
• E-working
• Term Time
• Worksharing
• Study Leave
• Exam Leave

15. Leadership

Effective leadership is required at all levels in our Organisation: viz. at the level of the Ombudsman and Information Commissioner, the Director General, Section Heads, Support Unit Managers and Team Managers. An organisation that fosters these behaviours will empower its staff and enhance working life, it will generate an ongoing capacity to develop and change and it will see new ideas generated, and processes and procedures improved.

It is essential that the Director General and the Senior Management Team provide effective leadership. However, if the reservoir of knowledge and talent within the Organisation is to be fully tapped then Section Heads, Support Unit Managers and Team Managers should also exhibit the type of qualities associated with good leadership.

As already mentioned PMDS is making managers more focused on the challenges associated with "people management skills". The HRM strategy will enhance management capabilities and, through empowerment and training will actively encourage leadership behaviours in all our managers.

While both leadership and management competencies are necessary within our Organisation there are important differences between these competencies. Management is concerned with coping with complexity of tasks assigned to a group of individuals, leadership is about coping with change. Peter Drucker put it in the following terms:

"Managers are people who do things right and leaders are people who do the right things".

We need good managers and we also need good leaders but, above all, we need good managers who are also good leaders. Effective leaders are good at motivating their staff and tend to display the following behaviours:

• they have a vision for their section which is derived from the business plan and the Organisation's values;
• they are able to communicate this vision to their staff and create participation and involvement;
• they are trusted by their staff to do what they set out to achieve and are consistent in their approach;
• they recognise and reward success;
• they display self awareness of their own strengths and weaknesses.

In summary, they are able to develop and communicate a vision which gives meaning to the work of others.

An important method for delivering these behaviours and competencies will be through the individual training and development plans emerging through the PMDS process. Training in this area has already been delivered for the senior and middle management cadre. Further training will be delivered in accordance with individual training and development plans.

The primary method, however, of delivering leadership competencies will be through the attitude and behaviour of individuals. At all levels of the Organisation, every member of staff should contribute to developing leadership skills both for themselves and the Organisation as a whole. This will entail willingness by individuals to take responsibility to contribute fully to the Organisation and a willingness to take on new and unfamiliar roles. Hand in hand with this will go a need for the Organisation to contribute in terms of providing support and understanding for its staff as well as ensuring openness and consistency around contribution and performance at all levels in the Organisation.

16. Organisation Structure

Organisation structure embraces the following issues:

• hierarchy i.e. the way in which decisions are made in the organisation;
• the grading structure i.e. the way in which different levels of responsibility are distributed throughout the organisation;
• the relationship between the line functions (i.e. those which carry out the core business of the organisation) and the support functions (e.g. Corporate Services, IT etc.).

In developing a HRM strategy there are two main issues arising from the standpoint of organisation structure (i) does the structure reflect best practice from a HR strategy perspective and (ii) is the structure aligned with the organisation's statement of strategy and business planning objectives?

The organisation structure of a typical department or office tends to be hierarchical in nature, it is strong on control and strong on consistency of decision-making and operations. But it may inhibit rapid communication between the top and bottom layers of the organisation and thus can be slow to adapt to changing circumstances. It does not encourage innovation or risk-taking. It is designed to serve primarily the needs of the organisation as opposed to the people who work for the organisation. Given the people-centred focus of a HRM strategy the question arises as to what extent the strategy may be constrained by the demands of organisation structure.

A flatter structure would help to empower staff but would raise questions about certain core needs of the organisation viz. consistency and quality of decision-making. A hierarchical structure facilitates these needs. Speed of decision-making and customer responsiveness are also very important but these are best achieved in a relatively flat structure rather than a hierarchical structure. Essentially, a balance has to be struck between meeting the best interests of the organisation and those of staff.

Of course, not everything is handled in our Organisation within the confines of the hierarchical structure. There are many issues which do not neatly fall within the remit of any particular section. Traditionally, these issues have been handled by the Management Committee (e.g. business plan projects). There are also cross-organisation teams at Investigator level and below (e.g. the Partnership sub-committees). These cross-organisation methods of working can create a more cohesive approach to decision-making and, in the process facilitate cross-organisation communication. They also foster a spirit of inclusiveness and can help to improve the Organisation's processes because the team members are closer than management to the point of service delivery.

Flatter structures and team-based working create new challenges for management and for staff. In a strongly hierarchical structure mistakes and incorrect working methods are quickly picked up by its control mechanisms. Once these control mechanisms are removed new ways have to be found to ensure consistency and quality. Thus, staff training becomes very important and also well documented operating procedures in order that there is clarity of roles and responsibilities on both sides.

It is our policy to foster cross-organisation and team-based working and, in this way, to create a better balance between serving the needs of the organisation and developing staff participation and inclusiveness.

17. Equality

The Employment Equality Act, 1998 precludes discrimination with respect to all aspects of recruitment, selection and employment on the basis of nine grounds. These are: gender, marital status, family status, age, disability, race, religion, sexual orientation and membership of the Traveller Community. This is complemented by the Equal Status Act, 2000 which outlaws discrimination in the provision of goods and services. All of our HR policies will be �equality proofed� by this Organisation to ensure compliance with this legislation. Strategic equality objectives will be incorporated into all policies to ensure that Civil Service level indicators are met.

On the specific question of gender, a new Gender Equality Policy for the Civil Service has been agreed with the Civil Service unions. Implementation of the policy is being supported by two key documents: A Guide to Affirmative Action in Gender Equality and An Outline of the Structure of Responsibility, Accountability and Monitoring for the Delivery of Gender Equality within the Civil Service. These documents set out the guiding principles for Departments in implementing the Gender Equality Policy.

These documents provide the basis upon which this Organisation developed the policy on gender equality which has been adopted by the Partnership Committee. Implementation of this policy document has been prioritised for immediate action and a detailed action plan is outlined in Chapter Five and in the Appendix.

18. Bullying and Harassment

Bullying and harassment are among the forms of discrimination which are legally defined and deemed unlawful under the Employment Equality Act, 1998. It is the responsibility of management to ensure that the work environment is kept free from harassment and bullying and to ensure that appropriate policies have been devised and publicised to staff for dealing with incidents in this area. Two members of staff have received specific training in the investigation of complaints in this area.

The agreed anti-harassment and bullying policy for the Civil Service is set out in the document, A Positive Working Environment and the development of this policy will be processed via the Partnership Committee.

19. Health and Safety

The Health and Safety Committee within the Organisation has traditionally focused on such matters as safety in the work environment. However, in recent years there has been a growing awareness of the need to develop a broader Civil Service health policy, encompassing all aspects of occupational health. Initiatives of this nature are sometimes referred to as wellness at work schemes. Recent examples of the development of this aspect of the policy within this Organisation have been the Partnership Committee's initiative on health screening for staff and the utilisation of the Employee Assistance Service in individual cases. It is the policy of the Organisation to develop this aspect further in addition to traditional health and safety policies.

The nature of the work of the Organisation means that from time to time staff are inevitably exposed to difficult situations which can be stressful. Staff may be required to deal with people in extreme distress. Conflict situations can arise with a small proportion of clients who express their anger and frustration through abusive or threatening behaviour against staff. In some cases conflicts arise with public bodies. The Organisation, through the Partnership Committee, will develop guidelines for staff in dealing with "difficult" clients. It is also intended to outsource a general training session on stress management and at a later stage to provide a special customised course on stress management for individual staff members who express a wish to receive such further training in stress management.

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