Secondment Policy
Human Resources
January 2011
HR/Secondment Policy
1
1.0
AIM
1.1
The University as an institution of learning and development is committed to
ensuring the careers of our staff are also developed as fully as possible. As
part of our approach to managing talent and succession planning,
secondment opportunities (i.e. undertaking work in another area of the
University, or outside the University, for a specified time period, sometimes in
a post at a higher grade, with increased or new areas of responsibility) are
encouraged. Internal Secondments are used when a University employee is
being temporarily located in another part of the University with a view to
returning to their substantive post at the end of the period.
1.2
The University recognises secondment opportunities as;




developmental for the individual;
an additional means of advancing career paths;
adding to the skills base of the organisation;
an opportunity to build or develop relationships with other organisations or
internal departments;
1.3
This policy is not intended to be prescriptive but to facilitate the development
of our staff to the benefit of both the individual and the University.
2.0
APPLICATION
2.1
This policy applies when the University identifies an opportunity which may be
offered as a secondment. Alternatively it can be applied when an employee
identifies a role for which they would like to be considered on a secondment
basis. It is recognised that each secondment opportunity differs dependant
upon the individual secondment arrangements and therefore the full terms of
this policy may not apply in all circumstances. The exact details of the
individual secondment arrangements will therefore be specified in the
secondment contract.
3.0
PRINCIPLES
3.1
One of our values at University of Warwick has always been on developing
self and others in order to demonstrate the highest standards of performance
and secondments are seen as one of a number of tools available to achieve
this.
3.2
Managers therefore will use their professional judgement in line with the
strategy and values of the University when considering secondment
opportunities.
3.3
If a secondment is not within their own department, Managers of the
substantive department should consider whether it is possible to release the
individual from their current role for the requested time period, considering the
needs of the department, the development needs of the employee and the
department’s ability to ensure that the employee can return to the substantive
role and the requirements of the organisation.
3.4
If an individual’s request for a secondment opportunity is refused, a review of
the decision can be sought from the next management level up from the
2
original decision maker. This is likely to be the Head of Department in most
cases. This decision is final and should be based on the areas listed under
3.3
4.0
THE PROCESS
4.1
INTERNAL SECONDMENTS
4.2
The University reserves the right to identify secondment opportunities for
individuals in line with the University or departmental needs and/or
developmental needs of the individual. Such opportunities may not be
advertised.
4.3
The filling of a vacant post by a secondment allows the secondee to broaden
and develop their experience while retaining the offer of a return to their
substantive post at the end of the secondment.
4.4
The Head of Department of the seconding department must agree in advance
that the substantive role (or an equivalent role) can be retained for the
employee.
4.5
For situations where the individual is approached by the University to
undertake a specific task or work for a specified period (i.e. for succession
planning or career development purposes) the secondment might extend
beyond 2 years. In such cases the University may agree to protect the
substantive post for an extended period and the terms of secondment will be
no less favourable than specified in this policy. The details of these
arrangements would be specified in the individual’s contract of employment.
4.6
If the secondee covers a post at the same grade level, no change is made to
the existing pay and terms and conditions.
4.7
If the secondee covers a post at a higher grade level as part of a
development plan, the secondee would normally be offered a ‘development
rate’ equivalent to 50% of the difference between their rate of pay and the
bottom of the next grade.
4.8
If the secondee as part of a development plan wishes to undertake a
secondment in a role at a lower grade, the secondee would be expected to
move to the pay, terms and conditions of the secondment post.
4.9
In circumstances where the secondee, based on previous skills and
experience or experience gained within the secondment is able to carry out
the full remit of the role with limited supervision the secondee would be
expected to move to the pay, terms and conditions associated with the
secondment post.
4.10
A secondment allowance representing the difference between the secondee's
substantive post and the seconded post may be paid as an alternative,
although this would be non pensionable. This would be appropriate where
undertaking the secondment could result in an individual having to change
pension schemes, which could be detrimental upon return to the substantive
role.
3
4.11
Guidance should be sought from the link HR Adviser.on the most appropriate
pay arrangements to be adopted which must be agreed with the secondee.
4.12
In order to arrange the secondment, the Head of Department will complete a
Request to Appoint Form and indicate that the appointment is to be a
secondment. HR will issue a secondment letter varying the contract of the
individual and confirming that the individual will return to their substantive post
or suitable alternative post on a specific date.
5.0
INDIVIDUALS
5.1
Individuals must approach their line manager to discuss the possibility of a
secondment application being supported by their department. It is strongly
recommended that this approach be made prior to an application being
submitted as this avoids disappointment or difficulties later in the process.
5.2
Individuals should identify the benefits for their development from the
secondment opportunity and how any new knowledge or experience gained
will be of benefit to their substantive department. This can be discussed with
a line manager prior to application.
6.0
DURING THE SECONDMENT
6.1
Secondees will maintain their continuous service and annual leave record at
the time of the secondment. Any increased annual leave entitlement will be
applied pro-rata for the period of the secondment.
6.2
Any increments and pay awards due will be made to the substantive post as
normal so that the employee returns to the same salary that they would have
received had the secondment not occurred, including increments.
7.0
END OF THE SECONDMENT
7.1
Before a secondment is due to finish and the individual either returns to
his/her substantive organisation or returns to his/her substantive post or
alternative post in the University, a meeting should be arranged between the
individual and his/her line manager at least one month prior to the return date.
The purpose of the meeting is to ensure that both line manager and individual
are up to date with any developments and issues etc. before an individual
leaves.
8.0
EXTENSION / REDEPLOYMENT
8.1
The obligation of the ‘home’ department will normally cease after two years.
Any extension beyond two years could be offered as a fixed term contract on
the basis the individual is aware that their right to return to their substantive
post has been relinquished. Secondees will have the choice to return to their
substantive post should this occur.
8.2
At the end of any extended secondment, the University will assist the
individual to try and find a suitable alternative post, in line with the Fixed Term
Guidelines and the Redeployment Guidelines. In the event this is not
possible, and the individual becomes redundant, the continuous service of the
individual will be the basis for any payment made.
4
8.3
Where the employee has been employed in the seconded post for 12 months
or more and has applied through the normal recruitment and selection
process, the employee may be able to be confirmed in role at the discretion of
the Head of Department and in consultation with the link HR Adviser. Any
decision will be taken on a case by case basis depending on the
requirements of the Head of Department.
8.4
If the employee’s substantive role is identified as being at risk of redundancy
whilst he/she is on secondment for up to 2 years, the employee will be
involved in all discussions as if he/she had remained within the substantive
department.
8.5
Where the employee’s substantive role is confirmed as redundant and no
alternative roles are identified, the employee can choose to remain in the
seconded role on a fixed term basis until the end of the secondment. A
revised secondment agreement will be issued which confirms the fixed term
basis and the arrangements that would apply at the end of the fixed term.
9.0
NOTICE PERIODS
9.1
During the secondment, the notice periods as specified in the individual’s
secondment contract will usually apply unless agreed otherwise.
10.0
10.1
EXTERNAL SECONDMENTS
External (outgoing) secondments are used when a University employee
remains under contract with the University but is based with another
organisation for a defined period of time.
10.1.1 Whilst on external (outgoing) secondment, secondees will usually maintain
the same terms and conditions relating to their employment at the University
of Warwick unless there is an agreement to the contrary. Any increments and
pay awards due will be made as normal and the host organisation will be
invoiced for the salary costs, usually on a quarterly basis. Continuous service
will be maintained.
10.1.2 Secondments will usually be for a maximum period of 2 years, although a
longer period can be agreed. It is important that a role is available for the
secondee to return to unless/until any agreement is reached with the
organisation the individual is seconded to, regarding a permanent role offer.
10.1.3 Where the employee’s substantive role is confirmed as redundant and no
alternative roles are identified following consultation, the employee would be
made redundant from the University. Upon agreement with the individual
discussions would be undertaken with the organisation to which the individual
is seconded to ascertain the opportunities for new employment on a
permanent or fixed term basis.
10.2
External (incoming) secondments are used when an individual comes to
work for the University while maintaining their employment contract with
another employer for a defined period of time.
10.2.1 If considering offering a secondment to a named individual (other than one
named in a grant), the Head of Department should set out the business case
via their HR Adviser to the Director of Human Resources and the Registrar or
5
Deputy Vice-Chancellor (or their representatives) for restricting the
employment opportunity. It should be noted that there may be issues relating
to eligibility to work if the named individual is a non-EEA national. Such
considerations should be fully explored before any discussions are entered
into with the named individual to avoid committing the University to a verbal
contract of employment.
10.2.2 The usual process would be for the substantive employer to continue to pay
the secondee’s salary and to invoice the University, normally on a quarterly
basis although individual arrangements may vary.
10.3
In the case of either outgoing or incoming external secondments,
agreements are available from HR which can be customised depending on
the specific requirements.
11.0
REVIEW
11.1
This policy will be monitored and reviewed on an annual basis by HR.
.
6