Version 18 September Version 17 February Version 16 January Record of Amendments Volume two. Version 15 November Version 14 October Version 13 February Record of Amendments Volume one. This gives details of changes to the handbook from November back to December when the handbook was first published.
Before the handbook was not always updated immediately when a new Pay and Conditions Circular was published. Therefore, the published amendments to the handbook do not mirror the published Pay and Conditions Circulars in every case. Readers should refer to the Record of Amendments Volume one above for a complete chronological record of all amendments prior to 1 January December Find out about unsocial hours payments, including who they apply to and the rates of pay.
Read our popular FAQs for how to deal with questions on bank holiday and lieu days for junior doctors, consultants and SAS doctors. Information, including frequently asked questions around managing staff required to self-isolate in your organisation during the COVID pandemic. Home Resources. Version 40 Version Version 37 Version 36 December Version 35 July Having appropriate working arrangements which are adaptable and flexible both to employees and employers will ensure that we will continue to have the workforce we need to deliver excellent patient care for the future.
This does not preclude other statutory or handbook entitlements where flexible working may be relevant. All policies should be supported by:. Employees have the right to be represented by a trade union representative in the appeal meeting. The published information should demonstrate outcomes for flexible working applications disaggregated by each protected characteristic of the Equality Act In addition, organisations should consider reporting outcomes by occupational group and also by department.
This policy should emphasise the benefits of flexible working arrangements, balancing work and personal life and employment breaks Section This should cover:.
In addition, employees have the right to appeal against the decision. Leave is normally unpaid, but may be paid by local agreement. Parental leave can be added to periods of maternity support paternity leave, maternity leave, adoption leave, and Shared Parental Leave. Employers should only postpone leave in exceptional circumstances and give written reasons.
Employees may also postpone or cancel leave that has been booked with local agreement. Pension rights and contributions shall be dealt with in accordance with NHS Superannuation Regulations. Periods of parental leave should be regarded as continuous service.
To qualify for statutory pay the employee and their partner must first meet certain qualifying conditions as described in the relevant legislation.
Also see Section The policy should be used in conjunction with other relevant policies for example sickness absence and flexible working. See section 15 regarding statutory legislation for employees who suffer a stillbirth after 24 weeks.
Each leave provision, including applications for and decisions about, should be reviewed annually by employers in partnership with local staff representatives.
Key to achieving work life balance is the provision and availability of flexible working opportunities. Flexible working can be an effective means of supporting staff as part of a wider commitment by the NHS to improve the quality of working life.
It also supports the retention of existing staff including those returning to work after maternity leave. It should take into account all religious or belief obligations and associated activities. All forms of leave should have regard to legal requirements and the need to ensure equity of access across all protected characteristics.
Policies should emphasise the benefits of flexible working arrangements, balancing work and personal life and employment breaks Section NHS employers are likely to see the number of employees requesting to work flexibly grow as its own workforce ages and these employees are supported to stay in work.
Flexible working arrangements should be available to all employees. All jobs should be considered for flexible working; if this is not possible the employer must provide written, objectively justifiable reasons for this and give a clear, demonstrable operational reason why this is not practicable.
Employees have a right to appeal the decision. Details of the qualifying conditions can be found on the www. It should also indicate that other reasons will be considered on their merits. In such circumstances written authority from the employer would be necessary.
The agreement should cover:. This will include consideration of diversity data. However, the Government, employers and representatives of staff organisations, may initiate consultation in the Council where they believe recommendations by the NHS Pay Review Body may have brought pay out of line, for jobs of broadly equal weight, in a way which may not be justifiable under the relevant legislation.
When both chairs are present, the functional chair will alternate each year. Irrespective of the number of permanent members, decisions may only be reached by agreement between the two representative groups. Meetings of the Council will be hosted by agreement between the two representative groups, and the expenses of individual members will be borne by the organisations nominating them. The employer representatives may invite one or more additional persons who appear to them to have special expertise or involvement in any of the items under discussion, to attend for the discussion of those items.
The weighting of membership among the staff representatives will be a matter for them to determine. The staff representatives may invite one or more additional persons who appear to them to have special expertise or involvement in any of the items under discussion, to attend for the discussion of those items. Decisions of the NHS Staff Council will be reached by agreement of both employer and staff representatives.
It will also be open to the government, the organisations representing staff or employer organisations to make a case for adjusting the differentials between pay bands. Any such additions should be periodically reviewed by the NHS Pay Review Body and may, over time, be adjusted or withdrawn to reflect changes in the relevant material factors. For instance, in the scale of labour market pressures and their impact on recruitment and retention. Additionally, the NHS Staff Council will have a monitoring role in the identified areas, and where inconsistencies are emerging recommendations and advice will be given to local employers and staff representatives.
They should agree in partnership a procedure to resolve differences locally, based on the framework in Annex 19 England or Annex 19 Scotland, Wales and Northern Ireland or, in the case of disagreements over decisions on job profile matching or local job evaluations, based on the protocols set out in the Job Evaluation Handbook 1 within three months see paragraph Appeals may not be made against the evaluation of a nationally profiled post.
There is a right to a review on the grounds that the post does not match the national profile but not on the grounds that the national profile is incorrect. Unless the text indicates otherwise, any reference to NHS employers in this Handbook shall mean any of the following organisations:. Staff on the following transitional pay points on 31 March will automatically move to the top step pay point of their pay band on 1 April Staff who were not in receipt of these payments on 31 March will not be eligible to receive these from 1 April onwards.
Table 10 a - One off consolidated cash payments to specific points in Bands 8a, 8b, 8c, 8d and 9. For further information refer to FAQ 2. The current pay circulars for the devolved administrations of Scotland, Wales and Northern Ireland can be found at the following links:. Northern Ireland. This Annex is an archive of pay bands and pay points in England since 1 October The pay Tables are reproduced in exactly the form in which they appeared in the Handbook when they were published.
Consequently, they contain references to Sections which have been deleted e. Section Assimilation and protection. Deleted Sections and Annexes are available in archived copies of the handbook on the web site of the NHS Employers organisation.
Visit www. Read pay bands and pay points in Scotland. Read pay bands and pay points in Wales Read pay bands and pay points in Northern Ireland. From 1 April , the temporary consolidated payments will continue to apply only to staff in receipt of them as at 31 March As a minimum, the intention is that there will be no reduction in pay for these staff prior to them reaching to top of their pay band. Staff who are not in receipt of these payments on 31 March will not be eligible to receive these from 1 April onwards.
For further information on the interim arrangements please refer to the guidance issued by the NHS Staff Council. This should be read in conjunction with this Annex. Download the PDF for the pay points from 1 April Download the PDF for pay points from 1 April Download the PDF for pay points from 1 November In order to assist local partnerships who are reviewing on-call in line with Section 2 England , Section 2 Wales or Section 2 Scotland and Northern Ireland and Annex 29 the location of each of the Whitley on-call systems, in the Handbooks and Advance Letters of the functional Whitley Councils, is indicated below.
Whole-time healthcare chaplains and whole- time healthcare chaplains' assistants. Effective from 1 September , the following staff will cease to be paid unsocial hours payments via the provisions of this annex, and will be paid unsocial hours payments under the provisions of section 2: maintaining round the clock services England :.
Should a member of staff opt to be paid their unsocial hours payments under the provisions of section 2, they will not be able to switch back to having their unsocial hours paid under the provisions of this Annex.
Staff members remaining on this annex will continue to receive their unsocial hours payments during periods of sickness absence. The following provisions for unsocial hours payments will apply to ambulance staff employed by ambulance trusts ambulance boards in Scotland.
Pay enhancements will be given to staff whose working pattern in standard hours, but excluding overtime and work arising from on-call duties, is carried out during the times identified below:. The pay enhancement will be based on the average number of hours worked outside these times during the standard working week, and will be paid as a fixed percentage addition to basic pay in each pay period. The enhancement will be pensionable and count for sick pay, but will not be consolidated for purposes of overtime or any other payment.
Once the average has been agreed, the payment will not normally change because of small week to week variations in the shifts worked. It will, therefore, be payable during short periods of leave or training. It will, however, be re-calculated if there is a significant change in working pattern. This average will be calculated over a week reference period or over the period in which one cycle of the rota is completed, whichever most accurately reflects the normal pattern of working.
For the purposes of the calculation, short meal breaks taken during each work period will be included. An eight-hour shift from pm to pm would, therefore, include four qualifying hours for staff in pay bands 1 to 7, irrespective of when in that period a meal break was taken. The enhancement will be paid as a percentage of basic salary each month, subject to a maximum of 25 per cent for staff in pay bands 1 to 7 and 10 per cent in pay bands 8 and above.
Basic salary for these purposes will be regarded as including any long-term recruitment and retention premium. It will not include short- term recruitment and retention premia, high cost area payments or any other payment. Where the average exceeds five hours a week during the times set out above, there will be a banded system of pay enhancements.
The payment will not vary unless the working pattern changes sufficiently to take the number of qualifying hours outside the band over the reference period as a whole. Where unsocial hours working is limited or very irregular averaging no more than five hours a week over the reference period pay enhancements will be agreed locally.
These may be fixed or variable, and based on actual or estimated hours worked, subject to local agreement. To ensure fairness to staff qualifying under the national rules set out above, locally agreed payments may not exceed the minimum percentage in the national provisions. For part-time staff and other staff working other than This will be done by calculating the number of hours which would have been worked outside normal hours, if they had worked standard full-time hours of This number of hours is then used to determine the appropriate percentage set out in table Where staff work shifts which always include a fixed amount of overtime rostered overtime the hours worked outside normal hours should be calculated as if they were working non-standard hours in excess of For an example of the effect of this, see annex 6.
Where staff have agreed self-rostering arrangements with their employer, local provisions should be agreed to ensure that the enhancements payable under these types of provisions are shared fairly between members of the team. In these cases employers and staff side representatives should agree the level of payment appropriate for the team, on the basis of the unsocial hours coverage needed to provide satisfactory levels of patient care. This should be based on the period covering a full rota or, where there is no fixed pattern, an agreed period of not less than thirteen weeks activity for that team and divided between team members, subject to a formula that they agree.
Agreement should be reached locally on pay enhancements for staff on annual hours agreements who work outside normal hours. The agreement should respect the principles of this annex to ensure that the arrangements for these staff are consistent with those for other staff working outside normal hours. Work for a staff bank run by the employer should be treated as a separate contract for the purpose of these rules and any additional payment due calculated as a percentage of their bank earnings, based on the number of bank hours worked outside normal hours.
Local employers and staff side representatives, working in partnership, should develop protocols which ensure sensible planning for unexpected absence such as the use of first on-call rotas for overtime and minimise the need for frequent or sudden changes to agreed normal working patterns. The payment is not applicable to shifts which staff agree to work as overtime, or that they swap with other staff members. Good management practice should ensure that this type of payment is not used where absence is predictable e.
Appropriate monitoring of these payments should be undertaken at both a local for example ward and strategic i. This annex only applies to ambulance staff who receive their unsocial hours payments via the provisions of Annex 5 under this agreement. The below sections show examples of special cases under the provisions for work outside normal hours.
In this case only the shift worked on Saturday is outside the normal hours set out in paragraph 2 of Annex 5. The hours worked outside normal hours each week are, therefore, seven hours including for this purpose the short meal break. Because the pattern is regular, this is also the average.
If this person had worked full-time standard hours of The figure of 14 hours a week is, therefore, used in Table 11 in Annex 5 to determine that the appropriate enhancement to the part-time salary is 17 per cent. The enhancement would only need to be re-estimated if the average number of hours outside normal hours increased by three hours a week to 17 hours or more, or fell by more than one hour a week to under 13 hours.
Neither is likely, however, unless the shift pattern changes. A team of staff provide services to patients in their homes. Most visits take place during the day, but a limited number of patients require an evening visit to settle them for the night. In the past this has been covered by a shift pattern of four weeks of early shifts and one week of late shifts. In this case, the team, who work well together, ask their manager if they can agree among themselves each month who will cover the evening work.
They also ask if they can control the timing of late shifts to better balance work and home life and allow more patients to be settled at a time they prefer, and if they can share the unsocial hours payments to avoid money being an issue in the rostering.
In this case the employer and team agree that the previous shift pattern satisfactorily defines the degree of unsocial hours working necessary to provide a satisfactory level of patient care. The unsocial hours enhancement due under these rules would then be calculated on the basis that each team member worked the number of hours outside normal hours implied by the four-early one-late shift system, and a percentage enhancement is paid on that basis to each team member irrespective of the actual rostering, provided the team continue to provide satisfactory levels of patient care.
A number of staff members ask if they can work variable hours to allow them to better combine work and care responsibilities, subject to working an agreed number of hours annually. In order to allow for the fact that standard hours are variable under this agreement, the employer and employee agree to estimate the average hours worked outside normal hours on the basis of the average for colleagues in the same role in the same work area, subject to a retrospective adjustment if there were evidence that the actual average hours worked outside normal hours over the year as a whole had varied significantly from this level.
A member of staff in pay band 6 works full-time on alternate early and late shifts Monday to Friday. No hours are worked outside normal hours during the early shift. But four hours per day are worked outside normal hours during each late shift. This results in an average of ten hours per week being worked outside normal hours, and the staff member receives an enhancement of 13 per cent of salary under the normal rules. However, they also work an eight-hour bank shift once a fortnight on average during a weekend period.
This is treated as a separate contract under these rules. So the enhancement for working outside normal hours for their bank work is calculated as if they were a part-time worker working all their hours outside normal hours.
In this case the hours worked for the bank each week are four hours, all of which fall outside normal hours. Under the rule for part-time workers in paragraph 8 of Annex 5, if the person had worked full-time for the bank with the same proportion of hours outside normal hours they would have worked This figure is therefore used to determine the appropriate enhancement to the income from the bank, which in this case is 25 per cent.
In this case the enhancement to bank earnings does not need to be re-calculated, however many hours are actually worked for the bank at weekends, since they are all outside normal hours. If, however, the person started doing significant bank work in normal hours, the enhancement might need to be re-estimated if the proportion worked outside normal hours fell to 21 hours out of every A person works on a maintenance team which deploys staff on alternate weeks of early and late nine hour shifts, am to pm and pm to pm Monday to Friday, with a half hour meal break.
Because their shift pattern always includes a fixed amount of overtime, this is treated as rostered overtime within a non-standard working week.
As a result all the hours may count towards the total of hours outside normal hours, but this is then adjusted for the longer week. If, however, they had worked the same proportion of hours outside normal hours in a standard week, the total would have been just under 6. This qualifies for a payment of 9 per cent of basic pay for working outside normal hours, in addition to the normal overtime payment for the overtime hours.
An important aspect of managing the provision of emergency cover outside normal hours is ensuring good management practice and, where necessary, ensuring appropriate protocols are put in place. This should reduce the difficulties arising from the unpredictability within the system. Similarly, in line with good working practices, employers should ensure that staff are given adequate time to be made aware of their working patterns, as a guide, at least four weeks before they become operational.
Flexible working arrangements are a key element of the Improving Working Lives Standard and ensuring the effective management of the rostering process can impact on unexpected difficulties.
This substantial database of jointly agreed advice and guidance includes information on the importance of effective partnership working on health, safety and wellbeing, guidance on the prevention and management of stress at work and on the prevention and management of sickness absence.
There are comparable initiatives providing similar information in each of the other UK countries e. A series of Improving Working Lives toolkits have been produced to provide guidance to both managers and staff covering the whole range of issues within Improving Working Lives, including flexible working.
Specific toolkits have also been produced aimed at particular staff groups, for example, allied health professionals and healthcare scientists. The zones for high cost area payments are defined as inner London, outer London and fringe areas. These zones are based on the PCT geographical boundaries as set out below. To ensure consistency in the application and payment of recruitment and retention premia, local employers should adhere to the following protocol.
Account should be taken of the number of applicants, relevant national vacancy data and local labour market information, the media used and any non-pay improvements which could be made to the employment package e. If it could be reasonably assumed that vacancies could be filled through, for example, advertising in different media or by waiting for an expected increase in supply for example from new trainees then vacant posts should be re-advertised.
However, if on the basis of paragraphs 2 and 3, it is decided that the vacancy problem can be addressed most effectively only through payment of a recruitment and retention premium, the employer should decide in partnership with local staff representatives whether the problem is likely to be resolved in the foreseeable future in which case any premium should be short-term or whether it is likely to continue indefinitely in which case any premium should be long-term see Section 5.
The employer should then consult with neighbouring employers, staff organisations and other stakeholders, before implementing any premium. Where possible, local turnover rates should be compared with national rates. However, if it is decided that a retention problem can be addressed most effectively only through payment of a recruitment and retention premium, the employer should decide whether the problem is likely to be resolved in the foreseeable future in which case any premium should be short-term or whether it is likely to continue indefinitely in which case any premium should be long-term see Section 5.
The employer should then consult with neighbouring employers, relevant staff organisations and other stakeholders. Once recruitment and retention premia are awarded, they should be reviewed annually. The principle consistent with equal pay for work of equal value should be that where the need for a recruitment and retention premium is reduced or has ended, short-term premia should be reduced or withdrawn as soon as possible, consistent with the protection period in Section 5.
Long-term premia should be adjusted or withdrawn for anyone offered a qualifying post after the decision to withdraw or reduce the premium has been made. Where NHS organisations acquire earned autonomy or foundation trust status in England, they will have greater autonomy in relation to the use of specified local freedoms under this agreement. In these areas:. The specified local freedoms which can be exercised with greater autonomy are outlined in the below sections.
This annex is effective from 1 July The AA guides provide different illustrative costs for private car use based on a range of different annual mileages and cars in different price ranges. In order to obtain the figures in Table 17 the NHS Staff Council has taken the figures in the guides for cars in the middle price range and an assumed annual combined private and business mileage of 10, miles,on which all the cost items in Table 17 are based.
Those rates will apply to all journeys undertaken from 1 July See the notes on rounding in row The average price of fuel in row 7 in Table 17 is a calculation of the combined average price of petrol and diesel which is in line with the method used by the AA to take account of fluctuations in fuel prices.
The NHS Staff Council has agreed that the standard rate of reimbursement for motor cycle users in Table 7 will be 50 per cent of the unrounded rate for car users in row 12 in Table This rate will apply to all eligible miles travelled see paragraph Paragraphs 12 to 15 explain how rates will be reviewed.
The NHS Staff Council has agreed that the reserve rate in column 4 of Table 7 will be 50 per cent of the unrounded value of the standard rate for car users in row 12 in Table The first review will take place soon after the new AA guides to motoring costs are published, normally in April or May.
Each item of cost in Table 17 will be updated using the appropriate new values in the latest AA guides. The new unrounded value in row 12 in Table 17 will be compared with the unrounded value in the same row at the time of the last change in the standard rate of reimbursement Column 2 in Table 7 in Section If the difference between these two values is 5 per cent or greater, up or down, the standard rate of reimbursement will change in line with the new value in row 12 in Table Rounding, as described in row 12 in Table 17, to obtain the new whole number values for Table 7, will be the last procedure to be performed.
If a change in the standard rate of reimbursement is produced by this procedure the rate for motor-cyclists in Column 4 in Table 7 in Section 17 and the reserve rate will also be reviewed, in line with the provisions in Section If there is a change in the standard rate of reimbursement Column 2 in Table 7 the rate in column 3, for mileage over 3, miles per year, will be adjusted in line with the new value in row 13 in Table 17 and the provisions in Section A second review of the rate in Column 2 in Table 7 will take place in November each year.
This check will look at the average fuel price in the twelve month period ending in October. The value of the entry in row 7 in Table 17 will be updated using information published by the AA on the average price of fuel in the twelve month period ending in October. The new unrounded value in row 12 in Table 17 will be compared with the unrounded value in row 12 at the time of the last change in the standard rate of reimbursement Column 2, in Table 7, in Section If a change in the standard rate of reimbursement is produced by this procedure the rate for motor-cyclists in Column 4 in Table 7 and the reserve rate in Column 4 will also be reviewed, in line with the provisions in Section If there is a change in the standard rate of reimbursement Column 2 in Table 7 as a result of this second review, the rate in column 3 for mileage over 3, miles per year will be reviewed in line with the provisions in Section Rounding, in line with the note in row 12 in Table 17, will be the last procedure to be performed.
In the NHS the default position is that employees use their own vehicles for travel in the performance of their duties, except where the employer has made specific alternative provision. This Annex refers to vehicles provided to employees under a lease agreement, allowing them to use the vehicle for both NHS business and private purposes. Also, it refers to vehicles leased or owned by the employer and made available to employees for NHS business use only.
The details of written lease vehicle policies, will be for local partnerships to design and agree. The possibility of using a lease vehicle should be considered whenever it is expected that the business miles travelled in a year will exceed 3, miles 1.
The arrangements for reimbursing the employee the costs of using the vehicle on NHS business must be made clear to the employee. When the employee is reimbursed fuel costs at a rate per mile travelled on official business the rate per mile must be reviewed regularly to ensure that it takes account of fluctuations in fuel prices.
Local policies should set out details of early termination costs and the circumstances in which these would apply. Whenever it is possible, the employer and employee should explore opportunities for the employer to keep the vehicle and avoid the costs associated with the premature termination of the lease agreement.
An example of circumstances when this may be appropriate is when an employee with a lease vehicle transfers to a job with another NHS employer in which there is a continuing need for significant official travel.
Local partnerships should agree the circumstances in which hire facilities are to be used and the arrangements for reimbursing employees the costs they incur. The use of pooled, hire and lease vehicles and the reimbursement of associated costs, will be in line with rigorous principles of effective and prudent use of public money, the NHS Carbon Reduction Strategy in England and its equivalents in the other UK countries.
The Sustainable Development Unit SDU is keen that organisations should make use, whenever it is possible and practicable, of low carbon lease vehicles in line with relevant legislation.
Incidental expenses allowance this allowance is subject to a tax liability. Late night duties allowance this allowance is subject to a tax liability. See Appendix A in the twenty third report of the Review Body www. Maintenance staff Work in exceptional conditions Care of patients allowance Working with psychiatric patients allowance Use of special equipment allowance Smallpox and typhus. Ambulance officers and control room assistants Extended trained staff — paramedic allowances.
Ancillary staff Care of patients allowance Foul linen payments Qualification allowances Instructional pay Local flexibility additions e. Ambulance officers and control room assistants Stand-by ambulance officers only Re-call to work Rotary shifts control assistants only Alternating shifts control assistants only Night duty allowance control assistants only Weekend working control assistants only Unsocial hours ambulance officers only.
In the transitional period following the introduction of Agenda for Change, a list of jobs was agreed for which there was prima facie evidence from both the work on the job evaluation scheme and consultation with management and staff representatives, that a premium was necessary to ensure the position of the NHS was maintained during the transitional period. The jobs concerned are listed in Table For chaplains, the premium was set locally at a level not less than the level of any accommodation allowance already in payment.
The Hartley Employment Tribunal determined that the NRRP in payment to maintenance craft workers was justified until 31 March , but must cease after that date unless a review demonstrated continuing justification. The Tribunal also determined that any transitional protection would need to be justified. NRRP currently in payment should be protected for a transitional period of two years as follows:.
On 1 April all payments will cease, subject to the outcome of a Staff Council review demonstrating evidence to support continuation of a NRRP. All employers should agree procedures with their local staff representatives for dealing with differences over the local application of the national agreement, to their individual pay and terms and conditions of service, including:. The procedure should provide that an employee who wishes to appeal must first attempt to resolve the issues of concern informally before recourse to these procedures.
Therefore, as a first step, the problem should be discussed between the employee and management and, if wanted by the employee, a union representative. If, during the informal stage, it is agreed after having considered the issues that the matter can be resolved without recourse to the appeal procedure, then they should confirm the agreement in writing. This agreement may include a recommendation that the case should be linked with a number of similar cases and dealt with by local review, rather than by individual appeal.
Appeals may not be lodged more than six months after the employee was notified or could otherwise have reasonably been expected to be aware of the decision giving rise to the appeal. Where an appeal proceeds it should commence with a statement in writing from the appellant.
The appeal should then be heard using the locally agreed procedure. Organisations can use already established grievance procedures or develop a new system if deemed necessary. The decision of the local appeal procedure is final and there will be no further levels of appeal. The local appeal panel or equivalent body may, however, consult the NHS Staff Council on the interpretation of this agreement before reaching a decision, and should do so where an issue of interpretation is material to the case and has not already been clarified by the council.
The decision of a local appeals procedure does not establish any precedents beyond the organisation concerned. There are separate protocols for locally resolving any disagreements that arise from the procedure for matching jobs against national job evaluation profiles, or from local job evaluations.
These protocols include provision for referring the matching decision or local evaluation to a second panel. There is no right of further appeal beyond the second panel. The appeal should then be heard using the Implementation annexes Annex S: Local appeals procedures locally agreed procedure.
The NHS Job Evaluation Scheme recognises that all healthcare professionals who have, as a base level, graduate qualification, evaluate sufficient to justify a different pay band. This means that it is very likely that they will be placed on pay band 5. Thereafter, most professionals will spend a period of several years in pay band 5, developing their role. It is the case, thereafter, that for a minority of staff there is some divergence, as different professions follow different career pathways.
There are also often different organisational structures in place to deliver healthcare. There are groups of staff such as midwives who tend to move quickly to operate in roles that demand a level of autonomous decision making, in the overall delivery of care, that exceeds that normally associated with jobs allocated to pay band 5. Typically, these roles operate without the influence of other professional groups.
Where supervision operates, it is generally management supervision and does not normally impinge upon clinical practice. In such circumstances job size should be reviewed no earlier than one year and no later than two years from the date of qualification, using the NHS Job Evaluation Scheme. It is not expected that the review will be widespread practice as the majority of staff will work in circumstances in which there is regular clinical supervision and the delivery of care and treatment is subject to control or influence from other healthcare professionals.
The Job Evaluation Handbook explains the scheme and processes to support equal pay for work of equal value. Find out how NHS jobs are matched to nationally evaluated job profiles.
Discover expert job evaluation training, along with guidance and advice to help support you with job evaluation in your organisation.
Download the job analysis questionnaire to get all the information you need to evaluate a job locally in your organisation.
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