managing organisational change - ruh

Document name: Organisational Change Policy Ref.: 122 Issue date: 26 September 2013 Status: Approved Author: Alex Cudmore and Anne Dye of 21

Managing Organisational Change

Reference Number: 122

Author & Title: Alexandra Cudmore, Head of HR, Anne Dye, Vice Chair of Staff Side

Responsible Director: Krystyna Ruszkiewicz, Director Human Resources

Review Date: 6 September 2016

Ratified by: Strategic Workforce Committee

Date Ratified: 6 September 2013

Version: 8

Related Policies & Guidelines: Appeals Policy

Code of Expectations Managing Conduct Managing Health & Sickness Managing Poor Performance Managing Stress & Wellbeing at Work


Index: 1. Policy Summary _______________________________________________ 3

2. Policy Statements _____________________________________________ 3

3. Definition of Terms Used _______________________________________ 3

4. Duties and Responsibilities _____________________________________ 5

4.1. All Staff _________________________________________________________ 5

4.2. Managers________________________________________________________ 5

4.3. Employees ______________________________________________________ 5

4.4. Human Resources ________________________________________________ 6

4.5. Staff Side ________________________________________________________ 6

5. Organisational Change Process __________________________________ 7

5.1. Informal Consultation _____________________________________________ 7

5.2. Formal Consultation ______________________________________________ 7

5.3. Formal Consultation Process _______________________________________ 9

6. Monitoring Compliance ________________________________________ 10

7. Review _____________________________________________________ 10

8. References __________________________________________________ 10

Appendix 1: Support for Staff Affected by Change ____________________ 11

Appendix 2: Redundancy & Redeployment for Staff ‘At Risk’ ___________ 14

Appendix 3: Pay Protection _______________________________________ 17

9. Document Control Information __________________________________ 19

Ratification Assurance Statement _____________________________________ 19

Consultation Schedule _______________________________________________ 20

Equality Impact: (A) Assessment Screening ____________________________ 21 Amendment History Issue Status Date Reason for Change Authorised 7 Approved June 2008 Planned Review TCNC &

Management Board

8 Approved 6 September 2013

Planned Review Sue Smith Deputy Director of Human Resources


1. Policy Summary The Royal United Hospital Bath NHS Trust, hereafter referred to as ‘the Trust’, is funded through Public Monies. In light of this, the Trust’s Management & Staff Side Representatives recognise the requirement for those public funds to be used as efficiently as possible. The Trust recognises both the need to identify, implement, and monitor changes designed to improve efficiency, and to support staff to suggest, participate in and understand any changes. This Policy applies to all employees, including the Medical and Dental Workforce & those on fixed term contracts.

2. Policy Statements This Policy is in place to provide a framework for full & effective consultation with staff affected by a proposal for change. This Policy is in line with the Trade Unions and Labour Relations (Consolidation) Act 1992, and subsequent amendments. This Policy outlines sources of support and guidance for those affected by change, as the Trust recognises that change can cause anxiety.

3. Definition of Terms Used Additional Probable Earnings: The monthly average over 3 months preceding the first day of the employment in the new post including special duty payments, shift allowances, stand-by or on-call payments and other leads and allowances. Payments such as overtime (unless it is agreed regular contracted overtime) and other additional payments such as special staffing measures payments will not be included. Payments will be made on a monthly, flat rate basis for the period of the protection. At Risk: An employee whose contract of employment is at risk of termination (ending) as a result of a proposed change. Basic Wage or Salary: This is exclusively the monthly sum due in respect of basic hours worked by the individual concerned, within the standard working week. In addition to any responsibility or qualification allowances, proficiency payments or distinction award, reckoned in the day immediately preceding the first day of employment in the new post.


Continuous NHS Service: Service within the NHS without a break of 3 months or more. Continuous Trust Service: Service within the Trust (or previous entity of the same employer e.g. Bath District Health Authority) without a break of 3 months or more. Downgrading: Occurs when the new post, irrespective of its grade title, carries an hourly rate lower than that for the previous post, or salary scale with a maximum point lower than the maximum point for the previous post. Earnings in New Post: Means the sum of the basic wage or salary in the new post and of any remuneration in respect to overtime, shift work and other additional duties. Formal Consultation: A planned process of either 30 or 45 days (dependent on the number of staff affected) during which time staff identified as being affected by a change have an opportunity to provide feedback, and following which changes to terms and conditions may be made. Informal Consultation: A process of information gathering from staff or service users who may be affected by a future change proposal, following which a formal consultation may be considered. Marked Time: Pay based on marked refers to the salary that the employee received at that point in time, it does not include any future uplifts or increments which would be attained. Mutual Consent: Agreement – usually between an employee affected by change and their line manager or the proposer of the change – for the changes to be made either without formal consultation, or within a reduced period of time. Redundancy: The termination of an employee’s contract as the work they are contracted to undertake has materially ceased to exist or be provided by the Trust, where that service is not being taken on by any other provider. Redeployment: Transference of an employee’s contract to a reasonable, alternative post within the organisation, which may be at a lower band or with alternative duties, but where the employee meets all of the essential criteria on the person specification, or could do so within a short period of time with suitable support. TUPE: Transfer of Undertakings (Protection of Employment) Regulations 2006. Regulations concerning the protection of an employee’s terms and conditions when transferring employers as a result of a service transferring. TUPE applies where the majority of the employee’s role is part of that transferring service, in which case they are considered as ‘assigned’ to the TUPE.


4. Duties and Responsibilities

4.1. All Staff

Ensuring that they make the most effective use of resources available to them. Providing input on how systems, processes and roles within their own areas can be improved.

4.2. Managers

Ensuring the most effective use of the resources available and utilise these for improvement of the services they provide.

Leading, involving and empowering their staff to identify and make ongoing improvements to services. Ensuring that all their affected staff are kept informed and are equally and fully consulted in considering, determining and making changes to their roles and terms and conditions including discussing how the change may affect them in line with this policy. Ensuring that all options are explored before considering compulsory redundancy, so that redundancies are kept to an absolute minimum. Ensuring that all changes are implemented in a fair and consistent way, in line with Trust policies and employment legislation which does not unfairly discriminate against any member of staff.

4.3. Employees

Proactively engaging in any consultation process, including suggesting alternative ways in which the change could be implemented and identifying risks with both the current proposal and any other suggested. Taking part in any consultation processes and feeding back on how the changes affect them and / or could be improved or implemented better.


Working with their managers to change systems, processes and roles to improve the quality and efficiency of services.

Implementing changes that are finalised after a formal consultation

period.

4.4. Human Resources

Advising managers and staff on managing change within the Trust in line with this policy, legal requirements and best practice. Supporting and coaching managers in managing change effectively. Facilitating managers to keep all affected staff informed and consult meaningfully, equally and fully with them in line with this policy. Liaising with trade union and professional association representatives to ensure that meaningful formal consultation is carried out in line with this policy. Facilitating managers to ensure that all options are explored before considering compulsory redundancy, so that redundancies are kept to an absolute minimum.

4.5. Staff Side

Supporting their members and providing guidance and representation so that their views are fully communicated. Enabling meaningful formal consultation to take place where required before contractual change is implemented in accordance with legislative requirements.


5. Organisational Change Process

Organisational Change refers to a proposed change that will have a significant impact on staff.

An organisational change, as it affects an individual employee or group of employees is any change that alters their contracted:-

• work patterns; • work location; • grade, pay or other terms and conditions of service; • establishment of their post or leads to displacement of post(s) through

the reduction of numbers of posts; • fundamental nature of their role and main responsibilities / duties; • employer – e.g. through TUPE transfers, statutory instrument, enforced

secondment

Where a manager identifies the potential need for a change they must ensure that any consultation undertaken with staff is meaningful and offers a genuine opportunity to present alternative approaches to the change, identify risks, and provide feedback as to the impact of the change on their personal circumstances.

Consultation is the process by which the views of those affected by a proposal are sought, considered and appropriate amendments or alterations made, where a proposal is still considered to have continued merit.

5.1. Informal Consultation

Where a manager or employee identifies that there a potential change which would be of benefit to the service, for example, by improving patient safety or the patient experience, they should seek in the first instance to discuss these changes with staff at an informal level through existing communication routes, such as a team meeting.

Following an informal consultation changes may be made through mutual consent, where an employee, or group of employees, agree to a change to their terms and conditions. Where this is the case the change should be confirmed in writing.

5.2. Formal Consultation

Where a change is of sufficient magnitude, or where there is no / insufficient consensus from an informal consultation, a formal consultation should be explored.

To initiate a formal consultation the manager proposing the change should draw up a consultation proposal with support from HR and present this to the Trust’s Consultation Sub Group, a sub set of the


Trust’s Consultation and Negotiation Committee, to be reviewed by Staff Side to ensure it is not against the Trust’s interests.

A formal consultation paper must include: • Details of the current service; • Rationale for change; • The proposal; • Staff directly affected by the change; • The impact of the change on those staff, including any ‘at

risk’ & the redeployment process to be applied; • The timeframe for consultation; • The financial impact of the proposal (anonymised if

appropriate); • Feedback methods through the consultation process; • Process to be followed after the consultation period

concludes.

Employees wishing to provide feedback are encouraged to do so with the support of their Trades Union Representative in one of three ways:

• In person, through a one to one meeting with either the manager or HR Lead;

• In writing, using the standard preform provided through the consultation;

• As a group, through a formal meeting with the manager & HR lead.

Where an employee is not in work due to Maternity Leave or Sickness advice should be sought from that employee as to how they wish to feedback on the proposal provided that the employee or Occupational Health have confirmed that they are able to participate in the process.

A consultation affecting less than 90 employees will usually be held for 30 days, where more than 90 employees are ‘at risk’ the consultation period will be 45 days, with the option for this to be extended in either case by agreement with the manager & operational HR lead.

Following the conclusion of a consultation all employees affected will be formally notified of the outcome of the consultation, including responses to key themes within the issues raised by employees as part of the consultation. Should the consultation be deemed as successful, a date will be communicated for implementation.

Appeals against the outcome of a consultation process should be made in line with the Trust’s Appeals Policy.

Support for employees affected by change is provided in Appendix 1.

Employees who are confirmed as ‘at risk’ following a consultation will be supported in line with Appendix 2.

Employees eligible for Pay Protection will be managed in line with Appendix 3.


5.3. Formal Consultation Process

.

Line manager agrees change with appropriate senior management / HR / Finance

Consultation Process: Written and Verbal feedback provided through proformas and one to one meetings

Manager writes draft consultation paper with HR support

Launch Meeting: Launch letters Consultation Paper Feedback Proforma Option of one to ones

Consultation Period ends

Selection / slotting in / ring-fenced / open competition interviews take

place.

If staff are still at risk, they are given notice of redundancy /

placed ‘at risk’ of redundancy & the formal redeployment process is implemented

Consultation Paper submitted to TCNC Consultation Sub Group & presented by Line Manager with HR support

Approved

Amendments needed

Successful

Unsuccessful

Review


6. Monitoring Compliance The HR Department will be responsible for monitoring that this procedure is followed and may be consulted at any stage through the process to offer advice to those involved. Monitoring information will be provided to the Head of HR, who will share this with the Strategic Workforce Committee. Should the monitoring uncover any shortfalls in the implementation of the policy, the HR team will work with the relevant management team to draw up an action plan for improvement. This action plan may include:

• Additional training for line managers and/or employees; • A risk assessment; • An action plan in support of the risk assessment.

7. Review This policy will be in effect for three years, unless otherwise stated. Prior to the third anniversary of the policy the author will be asked to review it and make any necessary changes prior to further ratification. This Policy will be reviewed in partnership with Staff Side through the appropriate forum.

8. References Trades Union & Labour Consolidation Act (1992) http://www.legislation.gov.uk/ukpga/1992/52/contents Health & Safety Executive http://www.hse.gov.uk/

http://www.legislation.gov.uk/ukpga/1992/52/contents

http://www.hse.gov.uk/


Appendix 1: Support for Staff Affected by Change Employees affected by change may need additional support. Employees are able to self-refer to both the Trust’s Occupational Health and Employee Assistance Programme. However, there are key factors to take into account when supporting staff affected by change. How People Experience Change Change has a profound effect on people, and often they do not realise it consciously. Each person will respond differently to the change, dependent upon many factors such as past experience, their personal circumstances, their personality, how they feel about change, and their own level of resilience. People very often experience strong feelings in response to change:

Fear is by far the strongest feeling that can be evoked, and may lead to worry, anxiety, poor sleep, and irrational thinking. Change is a process people go through, which usually involves different phases and takes time. The effects of change last long after the change has happened. This is normal as people adapt to new ways of working and new team dynamics.

Become Negative

Lose Focus

Lose Interest

Sabotage the Change

Show signs of Stress

http://webserver.ruh-bath.swest.nhs.uk/welfare/eap/index.asp?menu_id=4

http://webserver.ruh-bath.swest.nhs.uk/welfare/eap/index.asp?menu_id=4


What People Need during Times of Change

• Clear reasons for the change • A vision of the benefits of the outcome • The key steps involved and envisaged timescale • How they will be included • How the changes, and the process of the change, will affect them • What people can expect – at least in the short-term • A clear plan of support for them • Regular updates, even if it’s to say that you do not have any more information

at this point You will need to inform people over and over – they will not be able to take it in just once • Agree the best way of communicating with them; eg meetings, email, etc • Communicate clearly and with realistic expectations • Implement regular, consistent opportunities for people to talk to you; e.g. one-

to-ones, team meetings, informal discussions. • Keep the change on meeting agendas • Create a focal point where written information can be viewed by all • Invite their feedback and views • Discuss the impact of the change on them and their work, and openly

acknowledge that change can be stressful • Encourage staff to find solutions within their control; eg any short-term

measures to help them cope better • Allow space and time for their concerns, questions, and most of all, their

feelings. Support: • Let staff know that supporting them is part of the plan for this change • Tell them who they can contact for support and give them the phone numbers • Be approachable and encourage them to talk to you • Be present as much as possible, even if only a few minutes each day. Your

presence will give staff reassurance and a sense of stability during the change – even if they don’t tell you as much.

. .

Communication Information Support Control Inclusion

Information

Communication

Support


• Display support information (eg EAP, Occupational Health) where staff will see it

• Encourage peer support amongst the team • Notice those individuals who may be struggling or who need additional

support. Ask how they are doing and what they need to help them cope. • Thank and praise staff for their efforts to continue doing their work whilst

going through the change. • Change is a time when people perceive they have less control over their life;

help staff remain focussed on what is within their control • Identify and communicate clear and realistic expectations you have of them • Draw upon and help them work to their strengths; eg prioritising tasks, their

care of patients, etc • People often perceive they are being ‘left out’ of the decision making when it

comes to change, or they may feel as though they don’t matter and are expendable.

• Help them feel included in as many ways as possible: consultation processes, group discussions, problem-solving, team events

Support for Managers: • You are going through this period of change too – what support do you have

in place for yourself? • If you cannot give your staff as much of your time as they need, is there some

other way of supporting them? For example, can you nominate someone to disseminate the latest information to them (facts), and you focus what time you have with supporting them with their work and their feelings?

• You may feel at times you are surrounded by negative feelings and behaviour regarding the change. This could be the normal process taking place and not anything to do with you. Talking with other managers may give you reassurance and ideas.

Dealing with Resistance: • Try and understand the reason for such strong reactions. It could be that the

change has ignited other resentments. • A training course or team-building day may help staff understand the theories

of the change process, and give them a chance to share their experiences. • Strengthen the positive team-members, to help carry all of you through the

process • Be patient and the resistance may reduce as people come to terms with the

change and start to adapt. Use your own support system so you aren’t drained by the resistance.

Cindi Bedor EAP Manager

Control

Inclusion


Appendix 2: Redundancy & Redeployment for Staff ‘At Risk’

At Risk An employee is considered to be ‘At Risk’ when the work that they undertake has either ceased or will cease and as such their role is no longer considered to exist, i.e. the employee is at risk of being made redundant. Redundancy Redundancy occurs when the work an employee is contracted to undertake has materially ceased to exist or to be provided by the Trust, where that service is not being taken on by any other provider. Wherever possible the Trust will seek to avoid compulsory redundancies by reviewing recruitment activities – including considering fixed term contracts - reducing or eliminating the use of temporary staffing in the affected area, offering staff the opportunity to reduce their hours, offering voluntary redundancy or early retirement, and seeing to redeploy staff into alternative roles within the Organisation.

In the case of voluntary redundancy or early retirement being considered, employees are advised to seek support from their pensions officer with regards to impact of any changes on their longer term pension benefits. In considering voluntary redundancy, managers will consider the cost implications associated with those requesting to be made redundant as a contributory factor as to whether the redundancy request can be supported. Redeployment Redeployment is the process of transferring an employee who is ‘at risk’ to a similar role within the organisation which is considered to be reasonable alternative employment, i.e. where the employee meets all of the essential criteria, or would be able to do so within a reasonable timeframe. Reasonable alternative employment may be at one band below the post which is ‘at risk’, in which case protection will apply, or at more than one band below with the employee’s consent.

Slotting in Where a post exists which is essentially the same in nature as the post ‘at risk’, the employee may be slotted into the role following a skills assessment. For example, where a Band 5 Staff Nurse is displaced following the closure of their ward but a Band 5 Staff Nurse vacancy exists on a similar Ward or Unit. Slotting in only applies where there are the same number of vacant posts as ‘at risk’ employees.


Ring Fencing Ring Fencing refers to when a post or posts are identified as being similar to the posts ‘at risk’, and consequently as suitable alternative employment for employee(s) who are ‘at risk’, but where there are fewer posts than staff. In this case employees will compete against other ‘at risk’ employees through a selection process for the ring fenced posts. For example where 10 Band 5 Staff Nurses are ‘at risk’ as a consequence of their ward being reduced and there are 5 Band 5 Staff Nurse Vacancies, those vacancies will be ring fenced for the 10 affected nurses in the first instance.

Reduced Competition Where an employee is ‘at risk’ but they cannot be slotted into a post, and there is no option with regards to ring fencing, the employee will be considered for redeployment to other posts within the organisation. The Employee will have priority status over applicants who are not at risk but will not have priority over other staff being considered for redeployment as a consequence of advice from Occupational Health, for example.

Employees seeking alternative roles through reduced competition will be formally notified of their status as a redeployee at the end of a successful consultation process and invited to meet with the Operational HR Lead or Manager from the consultation to agree those roles which are suitable alternative employment. The Operational HR lead for the consultation will be responsible for ensuring that the employee is kept aware of posts which could be considered as suitable alternative employment for an initial period of 6 weeks, following which progress should be reviewed with the employee and the designated manager. Where a post is identified, the employee will be subject to an application and assessment by the recruiting manager as to the appropriateness of the match of the redeployee’s skills for the role. This will be based on the essential criteria on the person specification. Where an application is successful, the redeployee will be entitled to a 4 week trial period in post, following which, the redeployment will either be identified as successful, or the redeployee will return to the redeployment process. Where redeployment is successful, this will be confirmed in writing to the redeployee. The employee will then adopt the Terms and Conditions of their new post – including notice periods - with the exception of pay, if pay protection applies. Where redeployment has been unsuccessful after 6 weeks, the period can be extended by a further 6 weeks with the consent of the employee and the manager leading the change.


Where a redeployee rejects a post identified as suitable alternative employment they will lose their entitlement to redundancy. Failed Redeployment Where it has not been possible to identify suitable alternative employment for an employee who is ‘at risk’ they will be served notice of redundancy in a formal meeting, the outcome of that meeting will be confirmed in writing. The letter confirming their notice of termination of employment due to compulsory redundancy should identify the employee’s last day of service taking into account their contractual (or statutory) notice period. The letter should also confirm their right to appeal. Where appropriate, staff under notice of redundancy may be placed on gardening leave, paid leave equivalent to their notice period, where there is no role for them to undertake.

An employee should not undertake NHS employment within 4 weeks of being made redundant or their redundancy payment will be reclaimed. A post that has been made redundant shall not be advertised on a like for like basis within a 6 month period. Accommodation Employees whose contract is terminated on the basis of redundancy and living in on site accommodation will be asked to vacate their accommodation within 6 months of the termination of their contract.


Appendix 3: Pay Protection

The purpose of protection is to provide support within organisational change to enable an employee to adjust to a lower level of earnings over a transitional period.

Protection of Pay arrangements cover any employee who is required by management as a result of organisational change, to make changes which affect their terms & conditions. For example:

• Move to a new post which may mean downgrading and/or • Reduce basis hours and/or • Suffer a reduction in basic wage or salary and/or additional probable

earnings.

Pay protection arrangements do not apply in cases of redeployment due to personal choice, conduct, or capability and health.

Short Term Pay Protection Short-term protection will be given for up to 6 months (depending on length of service) if there is any reduction in additional probable earnings, such as shift duty allowance payments to the individual due to the change in the employment in the Trust.

Protection payments will be based on the 4-month period, prior to the change

and an average payment and will be paid for the following periods:-

Years of Continuous Trust Service Months Protection 4-12 months 1 1-2 years 2 2-3 years 3 3-4 years 4 4-5 years 5 5 + years 6

Any additional earnings will be offset against short-term protection payments; i.e. employees will not receive additional payment until they have surpassed their short-term protection pay.

At the end of the protection period, pay and other earnings will revert to that of the new post. Long Term Pay Protection

Long-term protection will be given for up to 2 years for employees that have been downgraded by management resulting in a reduction in their basic wage or salary.

Protection will be on the employee’s basic salary as outlined below:


Years of Continuous Service Years of Basic Salary Protection 2 to 5 years Continuous Trust Service or 15 to 20 years

Continuous NHS Service 100% for 1 year

Greater than 5 years Continuous Trust Service or greater than 20 years Continuous NHS Service

100% for year 1 75% for year 2

During the period of protection, the employee will receive protection on a marked time basis.

At the end of the protection period, pay and other earnings will revert to that of the new post.

Cessation of Pay Protection Pay protection will cease when:

• Protection expires; • Basic pay and earnings in the new post permanently exceed that of the

old post; • The individual moves on their own application to a new post, where

earnings reach the level of the original post; • The individual reduces hours on their own application their protection,

will be reduced accordingly on a pro rata basis.


9. Document Control Information

Ratification Assurance Statement

Dear Sue

Please review the following information to support the ratification of the below named document.

Name of document: Managing Organisational Change

Name of author: Alexandra Cudmore / Anne Dye

Job Title: Head of HR / Vice Chair of Staff Side

I, the above named author confirm that:

• The Policy presented for ratification meets all legislative, best practice and other guidance issued and known to me at the time of development of the Policy;

• I am not aware of any omissions to the Policy, and I will bring to the attention of the Executive Director any information which may affect the validity of the Policy presented as soon as this becomes known;

• The Policy meets the requirements as outlined in the document entitled Trust-wide Policy for the Development and Management of Policies (v4.0);

• The Policy meets the requirements of the NHSLA Risk Management Standards to achieve as a minimum level 2 compliance, where applicable;

• I have undertaken appropriate and thorough consultation on this Policy and I have documented the names of those individuals who responded as part of the consultation within the document. I have also fed back to responders to the consultation on the changes made to the Policy following consultation;

• I will send the Policy and signed ratification checklist to the Policy Coordinator for publication at my earliest opportunity following ratification;

• I will keep this Policy under review and ensure that it is reviewed prior to the review date.

Signature of Author: Date: 04.09.2013 Name of Person Ratifying this policy: Sue Smith

Job Title: Deputy Director of HR

Signature: Date: 06.09.2013

To the person approving this policy: Please ensure this page has been completed correctly, then print, sign and post this page only to: The Policy Coordinator, John Apley Building. The whole policy must be sent electronically to: [email protected]

mailto:[email protected]


Consultation Schedule

The following people have submitted responses to the consultation process: Name of Committee/s (if applicable) Date of

Committee TCNC Policy Sub Group 25.04.2013 TCNC Policy Sub Group 27.06.2013 TCNC Policy Sub Group 26.07.2013 Strategic Workforce Committee 05.09.2013


Equality Impact: (A) Assessment Screening To be completed when submitted to the appropriate Executive Director for consideration and approval. Person responsible for the assessment: Name: Alex Cudmore Job Title: Head of HR

Does the document/guidance affect one group less or more favourably than another on the basis of:

Yes/No Comments

Race Yes No Ethnic origins (including gypsies and travellers) Yes No Nationality Yes No Gender (including gender reassignment) Yes No Culture Yes No Religion or belief Yes No Sexual orientation Yes No Age Yes No Disability (learning disabilities, physical disability, sensory impairment and mental health problems)

Yes No

Is there any evidence that some groups are affected differently? Yes No

If you have identified potential discrimination, are there any valid exceptions, legal and/or justifiable? Yes No N/A

Is the impact of the document/guidance likely to be negative? Yes No N/A

If so, can the impact be avoided? Yes No N/A What alternative is there to achieving the document/guidance without the impact? Yes No N/A

Can we reduce the impact by taking different action? Yes No N/A

If you answered NO to all the above questions, the assessment is now complete, and no further action is required.

If you answered YES to any of the above please complete the

Equality Impact: (B) Full Analysis

managing organisational change - ruh

Documents