Interchange Procedure and Guidelines for
Academic-Related Staff
Northern Ireland Interchange
Partner Group
Northern Ireland Interchange Partner Group Programme
Academic-Related Staff Grades 8 and above
Introduction:
The Interchange programme is a collaborative initiative designed to promote the exchange of
personnel and good practice between the public, private and voluntary sectors within
Northern Ireland. It is intended as a means of filling skill or knowledge gaps within
organisations; providing career development for eligible employees and sharing experiences
and good practice between member organisations
There are three types of Interchange available for eligible staff:
1. Outward secondment.
2. Short-term attachments (a selection of shorter developmental experiences/interchanges).
3. Access to the management network (cries for help).
and Directors/Unit Managers may avail of the programme to arrange:
4. Inward secondments.
Section 2 and Section 3 provide details on each. In addition to the above, from time-to time
opportunities exist for senior staff to attend either joint training seminars or 1 or 2 day training
programmes run by members of the Partner Group.
Details of secondment appointments will be available on this webpage and published in the
University Communications Round-up.
For advice and information on the Interchange Programme you may contact Mr Tony Earley,
Interchange Manager for QUB, on ext 1124 or email a.earley@qub.ac.uk
1
Section 1
Participating Organisations
Interchange is not new. Many organisations have had exchange programmes for a number
of years. What is new is the approach and commitment, articulated in the formation of the
Northern Ireland Interchange Partner Group (NIIPG). The organisations involved include:
NI Civil Service Departments/Agencies
NIO
NI Housing Executive
ACOVO
Shorts/Bombardier
Local Government Staff Commission
NI Court Service
HM Customs & Excise
Ministry of Defence
Down Lisburn Trust
Chamber of Commerce & Industry
Institute of Directors
Northern Bank
NIPSA
NICVA
PWC
Viridian
BT
Inland Revenue (NI)
Marks & Spencer
QUB
Ernst & Young
Royal Mail
Chief Executives’ Forum
Roles and Responsibilities
It is intended that the interchange programme will represent a contract between individuals,
their line managers, their interchange manager and the Interchange Unit in CPG.
For its part, the Interchange Unit in CPG will:
 continue to provide support and advice
 be responsible for brokering interchange opportunities between the organisations
involved in the programme, and
 Monitor and evaluate the overall programme.
This process will involve circulating opportunities identified by individuals and/or
organisations. It will be for the organisations, through the respective interchange managers,
to agree the terms and conditions of the interchange with the individual and their line
manager. It is also the responsibility of the exporting organisation to ensure keeping-in-touch
arrangements are in hand and for managing the individual’s return from an interchange,
where the interchange is for an extended period of time. It is also important to evaluate each
interchange opportunity. This is considered to be a shared responsibility between the
individual, the line manager, the interchange manager and the Interchange Unit.
What are the potential benefits of an interchange?
Those who experience interchange should:
 gain broader outlook, knowledge and skills through gaining experience with different
sectors, cultures, organisational working;
 develop practical solutions that are transferable to the workplace;
 develop a chance to establish new networks;
 develops flexibility and self confidence, with the opportunity to face new challenges
and situations in a “safe” environment; and
 boost their personal or career development plan.
2
Can I apply for an interchange?
You can apply for an interchange provided that you:
 are an employee at middle or senior management level in your organisation;
 have the agreement of your line manager, interchange manager,
and personnel section where this is deemed appropriate; and
 have the agreement of the appropriate budget holder, where
funding is required.
How do I find out about opportunities?
Interchange opportunities can be arranged in different ways. However, in all cases you will
need to gain the support of your line manager. Where you and your line manager have
identified an opportunity or need, you should complete a candidate pro-forma with your line
manager. This will include business and personal benefits and should be sent to your
interchange manager. The interchange manager will then liaise with the Interchange Unit in
CPG who will agree to circulate your completed pro-forma amongst the Partners Group – if a
host has an opportunity they will advise CPG who will, in turn, advise your organisation.
How do I identify a suitable opportunity?
To help you decide whether or not interchange is the right option for you, you should
consider the following questions with your line manager:







how does the opportunity link to my organisation’s business
needs?
what are the business benefits to my organisation?
what can I contribute to a host organisation?
what do I want to get out of the opportunity?
does it provide the opportunity to broaden my experience?
will it equip me with new knowledge and skills? and
is the timing right for my career development?
Who can I talk to about the opportunity?
There are various people you could talk to who could help you
come to the right decision about the opportunity:






your line manager;
your interchange manager;
your personnel department;
the Interchange Unit in Central Personnel Group;
colleagues who have previous experience of an interchange;
and
colleagues who currently are on an interchange.
Will my terms and conditions be affected?
Normally the interchange will be the result of a local agreement, which will have no bearing
on your existing terms and conditions of service. However, in the case of secondments, new
conditions may apply and a written agreement should be signed by all of the parties involved.
This agreement should set out arrangements covering your salary, associated allowances,
keeping-in-touch, training and development, performance appraisal, and any other relevant
matters.
3
Section 2
1.
2.
Secondments
1.1
The purpose of this procedure is to provide staff with general information as it
applies to the University’s participation in the Interchange Partner Group. The
procedure applies to voluntary secondments for a minimum period of 3
months and a maximum of 2 years for which the University may seek full cost
recovery from the host organisation, and which do not effect terms and
conditions of service. The duration of secondment will depend on the nature
and purpose of the proposed secondment and the organisation to which the
secondment is being made. The general principle is that the secondment
should be for a sufficient time for all parties involved to gain the maximum
benefit. The procedure for inward secondment of an employee of another
organisation in the Partner Group to the University and the list of other
Interchange options is available on request.
1.2
The University recognises that outward Interchange of its staff to other
organisations both public and private provides a valuable means of facilitating
skill acquisition or providing career development for experienced staff. It
affords staff first hand experience of different work environments, cultures,
issues and challenges, and provides access to excellent mentors.
1.3
Equally the University recognises that it has a role to play in sharing
knowledge and expertise with other organisations to facilitate their
development.
Access to Secondment/Outward Interchange
2.1
Normally a case for external secondment should be considered when a
Director or member of staff identifies a key skill or knowledge gap which
cannot be developed by using resources from within the department or from
elsewhere in the University.
2.2
Access to secondment opportunities will normally be restricted to full and parttime Academic-related staff in Grade 8 and above.
2.3
In addition a member of staff may apply for an advertised Interchange or seek
to arrange an Interchange, provided he/she satisfies the following criteria:
i.
He/she has been employed by the University for at least five years at the
date of application, and has completed two years service in his/her current
role.
ii. The secondment will have impact on the business needs of the unit,
Directorate, School or University and/or the secondment will help with the
career interests of the individual within the University.
iii. He/she has secured line manager approval for the secondment.
iv. The secondment is for a maximum duration of 3 years.
4
v. His/her: performance, conduct or attendance, are not currently being
assessed under performance management, discipline or attendance
management procedures nor has he/she initiated grievance action against
another member of University staff.
Normally eligible members of staff will have access only to one opportunity
for secondment every 10 years.
3
Identifying Interchange as a development alternative:
3.1
Secondments should be looked on as an integral part of staff development,
and as such may be initiated by either the individual or his/her manager.
Annual staff appraisal is the principle means by which development needs
and career aspirations are identified. Following the completion of the personal
development plan by the appraiser, both appraiser and appraisee may
consider external secondment as an alternative for skills and knowledge
development provided the expertise cannot be developed internally. In other
circumstances an individual may express an interest in a period of
secondment to his/her manager, or there may be instances where an
individual member of staff becomes aware of an Interchange opportunity for
which he/she considers his/herself suitable.
3.2
In all cases it is the responsibility of the Line Manager to satisfy him/herself
that the proposed secondment serves business need and that the business
requirements for the duration of the secondment period may be satisfied either
by the re-allocation of duties to existing staff, or that other temporary
arrangements may be made. Managers should look positively on the absence
period as an opportunity in which other members of staff may benefit from a
period of development through acting-up.
3.3
In all cases the Line Manager reserves the right to refuse a request for
secondment for business reasons.
3.4
Should the Line Manager feel that a period of secondment for the duration
noted above cannot be accommodated for business reasons, managers and
staff members may consider a short-term attachment details of which are
included in section 2 of this procedure.
3.5
The member of staff should then communicate his or her intention to apply for
Interchange opportunities, or to seek assistance in arranging an Interchange
or a short-term attachment or other type of Interchange opportunity to the
Interchange Manager. Two options now exist for the member of staff:
3.6
i
He/she may ask assistance in promoting him/herself as an Interchange
candidate to the Partner Group, or
ii
respond to a suitable Interchange as and when trawled by the Interchange
Manager.
During a period of secondment a member of staff does not cease to be an
employee of the University and will be required to under-go appraisal, (the
arrangements for which should be agreed prior to the commencement of
secondment) may apply for posts advertised internally by the University and
will continue to have access to discretionary pay etc.
5
3.7
A secondment period may not normally be followed by a career break for the
purposes of becoming employed by the Interchange Partner although may be
considered for other reasons.
3.8
Normally, it is anticipated that the member of staff will be returning to his/her
own post.
3.9
Members of staff who are successful in obtaining out-ward Interchanges, may
be required to work a period of one month’s notice with the University and
may only proceed with the Interchange if satisfactory arrangements to cover
the absence period have been put in place.
3.10
Prior to and during the secondment period, it will be the joint responsibility of
the manager and member of staff on secondment to make regular contact
about the progression of the secondment and all issues affecting the
employment of the member of staff on secondment, with Queen’s University.
4.
Role of the Interchange Manager
4.1
The Interchange Manager will communicate all Interchange opportunities to
staff, ensure the process for application is implemented, and provide advice
and information on the operation of the scheme.
4.2
The Interchange Manager will maintain a register of staff seeking Interchange
opportunities and attempt to match available prospective candidates with
suitable Interchanges, and will assist members of staff in seeking
Interchanges within the Partner Group.
4.3
Staff and line managers will be encouraged to consider Interchange
opportunities which are routinely trawled around the Partner Group as and
when they arise.
4.4
In addition the Interchange Manager will monitor interchange activity in the
University and the progression of individual interchanges.
4.5
Where a manager and member of staff have agreed that a member of staff
would benefit from a short-term Interchange, the Interchange Manager will
promote this to the Interchange Partner Group.
6
Section 3
1.
In some cases secondment may not be the most appropriate way to address a
development need or a department may not be able to accommodate a request for
secondment, in which case other features of the Interchange Programme may be
considered. These are listed below:
1.1
Short Term Attachments
The following is a list of short-term attachments:
2.

Attachments last for a maximum duration of three months and are suitable
for the delivery of specific short-term projects.

Contact/Discussion Groups: ad hoc or established groups which meet
regularly to discuss current topics or matters of common interest.

Mentoring: regular contact or feedback from a more senior person for
development purposes in one organisation to a more junior one in another.

Shadowing: accompanying some-one throughout his/her working week.

Twinning: regular meetings with a member of staff at a similar level in a
different organisation for mutual benefit and support.
Access to Networks, Training and. Cries for help.
2.1
Members of the Interchange Partner Group are happy to share expertise,
knowledge and learning on most aspects of their business policies,
procedures and processes. Should a member of staff require guidance on for
example the development of a new policy, a procedure or wish to gain insight
into new initiatives or seek advice on implementing new ideas or strategies;
they may avail of the network.
2.2
The mechanism via which members of staff may access this is by
communicating the need to the Interchange Manager and help is sought via
contact with other Interchange Managers.
7