Guidance – Individual Consultation

Introduction

The University utilises a range of contractual arrangements, reflecting the fact that levels of work are variable and sometimes unpredictable. As a result - particularly in areas where contracts are tied to the provision of external funding - the University aims to proactively manage the contract-end process to ensure that employment is preserved as far as possible.

Further information is available on the wider process within the Contract End Management Overview.

This guidance note provides further information and support for managers who are required to consult individually with relevant staff and to support them through this process.

 

Context

As a minimum, managers must begin individual consultation with employees who are 6 months from their end-date. To support this process (and the identification of those to be consulted), managers will receive a monthly summary from HR of all relevant employees. At the same time, the noted employees will receive an automated notification that the consultation period has begun and that they should expect contact from their manager. Whilst the 6 month point is flagged as the typical point at which consultation should begin, it may begin earlier if appropriate.

 

The Consultation Process

There is no time-limit on the consultation process and, if the circumstances merit it, it should run to the employee’s actual end-date to ensure that every opportunity to preserve employment has been discussed and explored.

Consultation should not be limited to one single meeting therefore follow up meetings/discussions should be planned accordingly. Additionally, notes should be taken as appropriate.

Employees may be supported at any consultation meeting by a Trade Union Representative or work colleague.

The process can end earlier (at any point), if an alternative outcome is secured (e.g. further funding is identified).

During the consultation process, managers should:

  • Explain to the affected employee(s) the full scope and reasons for their contract potentially coming to an end (typically related to the cessation of the funding or fixed-term role)
  • Consider whether or not any additional funding is likely to be secured (or whether any extension to the contract is likely)
  • Consider with the affected employee(s) ways to avoid, reduce, or mitigate any potential redundancy, including seeking their views then listening, reflecting and responding to them accordingly
  • Consider the scope for securing employment through other channels such as redeployment to another role by using the University’s vacancies pages and setting up job alerts or through other routes such as opportunities known to the manager/PI within their own specialist areas or through connections/links to other institutions. It may also be helpful to discuss the employee’s career aspirations at this point, with managers being well placed to offer further guidance and support for those who wish to move on.
  • Engage with employee representatives throughout the process (where applicable)

In circumstances where a wider redundancy pool is identified, HR advice should be sought as further consideration will need to be given to the potential need for a selection process to take place.

Where the process ends earlier (e.g. through confirming that additional funding is available), then this should be confirmed to HR via a Manager Request.

 

Managers/PIs may find the following helpful at this stage:

Template Letter - Invite to Individual Consultation Meeting

Checklist - Individual Consultation Meeting (Contract-End Process)