Assessment and approval process
Once the senior manager responsible for the job role has submitted the evidence to Director and the relevant Strategic HR Business Partner, the DLT will assess the case and will determine whether to approve it.
The evidence should show that pay is a crucial factor in our ability to recruit or retain employees in this job. As a guide managers can use the information below.
Evidence summary table - to be agreed with the senior business partner
| Issue | Evidence criteria |
|---|---|
| Issue: Pay-related retention difficulties | Evidence criteria: Labour turnover should be in excess of 20 per cent over a 12-month period Or, number of times vacant over a 12-month period: twice in one year |
| Issue: Reasons for retention difficulty | Evidence criteria: Information from exit interviews Evidence of leaving for higher pay at same job level |
| Issue: Pay-related recruitment difficulties | Evidence criteria: Insufficient number of applicants or of a suitable quality Number of attempts at recruitment |
| Issue: Reasons for recruitment difficulty | Evidence criteria: Establish the link with pay Ensure other factors are not influencing (for example, job structure, advertising, recruitment pack, selection process and development opportunities) |
| Issue: Market issues | Evidence criteria: Surveys, professional body information, journal articles illustrating skill shortages or difficulties with occupational groups Large numbers of advertisements for similar posts Information from similar authorities |
Where evidence criteria is met
| Issue | Examples |
|---|---|
| Issue: Likely effectiveness of a supplement payment | Examples: Attract more applicants Pay in line with other authorities Pay databases |
| Issue: Evidence of difference of terms and conditions between the council and the marketplace | Examples: Define the significant difference between the council and national. Should be at least 10 per cent of salary Telephone survey or questionnaire |
| Issue: Assessment of likely impact of supplement payment | Examples: Existing post-holders Starting a precedent Budget provision |
| Issue: Review every two years | Examples: Check against criteria |
| Issue: Consideration of alternative recruitment and retention strategies | Examples: Consult with the talent and resourcing team |
Some posts are joint-funded or a partnership post where we are the employer. We will consider attraction or retention supplements if the criteria are met.
DLTs will record the reasons for such decisions. This will ensure we:
- apply the procedure fairly, consistently and is not gender-biased
- have clear and objective evidence
- justify any attraction or retention supplement
- record all attraction or retention supplements we awarded
- make comparable jobs a mixture of posts held by males and females
Where there is insufficient evidence to support a request, the DLT may:
- reject it, giving reasons to the relevant senior manager
- return it, requesting more evidence for further consideration
The relevant director determines and recommends the appropriate level of the supplement with the rationale documented at DLT meetings.
All attraction and retention payments are to be reported.