Organisational change

​​​​​​​​​​​​​​​​​​​Introduction

​This document comes in 2 parts.

Part 1 sets out the Jersey Public Services policy and principles regarding organisational change.

Part 2 provides the procedure, setting out how to implement the policy with links to toolkit items to give you more information. The procedure is intended as a guide only and may change or be varied from time to time.

This policy supersedes all previous policies, circulars and procedures connected with Organisational Change in the Public Service.

​This policy forms part of the code of practice for performance and accountability. This code will be reviewed at the start of each term of States Employment Board, or earlier where relevant legislation or regulations change.​

Organisational change policy​

Policy purpose

This policy sets out the procedure and principles that are used when making organisational changes. This can be to the services we provide or how existing services are delivered, including undertaking consultation, implementing change, and managing potential redundancies.

To be able to respond to change, Chief Officers may review service requirements not only within their departments but across the organisation. To optimise operational resources and efficiency, re-organisation may occur which may lead to redeployment and redundancy.

Policy principles

Read the policy principles document.

Policy scope

This policy applies to all Jersey public servants on permanent contracts of employment, or those on fixed term or zero hours contracts with a minimum of 2 years continuous service. It applies to all public servants employed by the States Employment Board. Any reference to public servants includes the wider non-executive arm of public services.

This policy does not apply to:

However, the policy principles can be used as best practice for areas containing these individuals in the case of major organisational change.​

Consideration should be given to communicating with the above out of scope groups regarding their role in the organisation when others around them may be affected by organisational change.

Continuous service definition

Continuous service refers to a period during which an employee is continually employed by an employer. This means there are no breaks within an employee’s service of more than 1 week.

Continuous service will be broken after a 1 week gap between contracts.

​In circumstances where there are 2 fixed term contracts with a break of no more than 26 weeks between contracts, service shall not be broken for the purpose of continuous service, however the period in question shall not be counted towards the overall continuous service period.

For the purpose of computing continuous service for redundancy purposes, where there has been a break between 2 fixed term contracts of no more than 9 weeks, service shall not be broken for the purpose of continuous service, however the period in question shall not count towards overall continuous service period.​​

Performance and accountabilities

Find the performance and accountabilities toolkit​.

Organisational c​hange definition and example​s

What is organisational change

Organisational change refers to situations in which teams or services are restructured and those changes will impact directly on the scope and, or nature of roles. Organisational change can range from a significant review of the way a service is delivered to something simpler such as a review of how a specific piece of work is handled.

Larger changes

Organisational changes that affect pay or job security, involve major restructuring of a department or business area, or involve transfer to another employer .​

Changes that can affect pay or job security

Examples of such changes include, but is not an exhaustive list:

Changes involving major restructuring of a department or business area

The Chief Officer may determine that the whole department or a specific area of a department should be restructured.

Changes involving transfer to another employer

Changes resulting in staff transferring to a different employer will be normally handled in line with the Government of Jersey’s transfer of public sector employees guidelines.  

Organisational changes that do not affect pay or job security, do not involve major restructuring of a department or business area, and do not involve transfer to another employer.

Minor changes will fall within the scope of those permitted under the employee’s terms and conditions of employment.

Examples of such changes may include but is not an exhaustive list:

In cases of minor change, a fair and transparent communication plan will be considered and carried out in a timely fashion. This will normally be a 7 day, 1 week period.

In these scenarios, employees and their trade union representative, should they choose to invite them, can be notified of the changes through different methods such as:

All communications will be carried out in line with the Government of Jersey Values.

The procedure

The 6 key stages for implementing major organisational change are:

1. planning and proposals
2. consultation
3. implementation preparation
4. concluding the change period
5. next steps
6. review

​​ Stage 1: planning and proposals​

For change to take place effectively, the department or area must be suitably prepared to assess change readiness. Effective two way communication at each stage of the process with employees and trade union representatives can be important to a successful outcome.​

Advice should be sought from the department’s People Services representative before any action is taken in relation to a proposed organisational change. They can offer support and guidance through the stages of the change process and provide necessary briefings, a toolkit of template letters and supporting documents. Details of the full process and relevant toolkits are owned by the Business Partners.

Defining the change period

The formal consultation period is a minimum of 30 calendar days, however in exceptional cases, this may need to be longer. There is benefit to all involved in the organisational change to complete this in as quick a timescale as possible. 

A senior officer in the affected department will work closely with People Services to map out the change period and process which will be split into 2 parts. The 2 parts are a formal consultation period and an implementation period. They may establish a steering committee to support this process. Any proposals will need to be approved by the steering committee and, or the Chief Officer.

The Minister must be consulted on the proposed changes prior to the final proposition being submitted to the Executive Leadership Team (ELT) for endorsement. Following endorsement, The States Employment Board (SEB) must be notified of any organisational change proposal for noting.​

Stage 2: consultation

A business case for the proposed changes should be prepared and shared with relevant trade union and staff representatives prior to the launch of formal consultation. Details of what this should include can be found in the toolkit which the People Services representatives will provide. This should be arranged no less than 7 calendar days prior to the launch of consultation. This length of time may be reduced if agreed by all parties involved or if circumstances demand. This information is classed as strictly confidential and embargoed and must not be shared with anyone until the official start date of consultation.

Formal consultation starts from the date affected employees have been provided with a copy of the consultation paper and relevant presentations. No decisions are final until after the consultation process is complete and closed.

The consultation paper and relevant presentations should be shared with the affected employees, usually at an open consultation meeting to which trade unions and staff representatives should also be invited. This will be the formal opening of consultation. However, if it is deemed more appropriate or requested then individual consultation meetings may be held.

Dependent upon the nature and scope of the change, consultation methods may include all or some of the following methods:

Purpose of individual consultation meetings

The individual consultation meetings will:

Feedback and suggestions

Employees should be given a mechanism to provide feedback during the consultation period. Any ideas put forward, including any practical suggestions of ways to mitigate or avoid redundancies,​ will be considered and reasoned responses will be provided as appropriate.

Employees on leave

If an employee is absent from work, for example on sick leave, parental leave, career break, secondment or any other form of leave, the employee must still be consulted, especially if the proposed changes place their substantiative role at risk of redundancy or their substantive role has changed significantly as part of the restructure.  

Line managers should ask for confirmation on how the employee would like to be consulted, for example, participation in group consultation meetings, meetings at an agreed venue, by telephone or in writing, and should try to accommodate these requests where reasonable. It may be necessary to hold individual consultation meetings and People Services can advise further on this matter. Find more information in pregnancy and maternity section below in the procedure.

Conclusion of consultation

Once reasonable consultation has taken place which is normally after 30 days of sharing the consultation paper and outcomes with employees, a meeting should be arranged with trade unions and staff representatives to share the close of consultation outcomes. This information is strictly confidential and embargoed until affected employees are informed. This meeting provides trade union representatives with advance notice on the outcomes and the impact on employees, the number of employees at risk of redundancy, pay protection and confirmation of next stages with anticipated timeframes.

Any report, presentation or other information should be provided to the Employment Relations department no later than 7 calendar days prior to the meeting where possible.

A close of consultation meeting should be held with all employees in scope to outline the effect of the planned change on them. Employees will be provided with the following:

To ensure transparency, the close of consultation paper is shared with all employees, highlighting any changes arising because of feedback received, the confirmed revised structure, and next steps with anticipated timeframes.​

Risk of redundancy

At this stage, affected employees will be informed if their role is at risk of redundancy. They should be provided with details of the process that will be followed, the next steps and what options and support will be made available to them. Consultation needs to be completed and closed before employees are issued with formal notice of redundancy.​

Find more information in the compulsory redundancy policy.​

Stage 3: preparation for implementation

Once consultation has taken place, preparations for implementing changes will take place. Details should be provided of how the changes are going to be implemented, any variations from the consultation period and next steps along with timeframes.​

Alternative employment for job matching and role allocation involving potential redundancy

We will make all attempts to avoid redundancies wherever possible. Employees who are at risk of redundancy will have the opportunity to apply for suitable alternative roles before they are advertised more widely.

There will be an appropriate assessment method and selection criteria put in place for allocating employees to roles in the new structure. If there is a risk of redundancy, then the procedure for filling posts will be made available and explained as part of the consultation process. Any methods used will be fair, objective, consistent and relevant to the roles in question.

Written confirmation of any outcomes will be provided and, where appropriate, details of any other remaining options available to mitigate redundancy. Job matching and role allocation guidelines are available from the People Services representative supporting.

Voluntary redundancy, release scheme or early retirement

Details of whether a voluntary release scheme is currently open or closed can be found on the MyStates (internal website) page for voluntary redundancy.

Changes involving redundancy

Where a change process involves redundancy, there are specific additional stages and obligations with which the employer and employees must comply with. Find more information in the compulsory redundancy policy.

Chief Officers should generally inform the Minister for their service area and department of any compulsory redundancies planned in their departments, as well as the Minister for Social Security.

Stage 4 and 5: concluding change period and next steps

If you have not been successful in securing a post within the new structure, you will be served with notice of compulsory redundancy and will enter the redeployment scheme.  

Find more information in the compulsory redundancy policy and redeployment policy​.

Fixed term contracts

There is no requirement for the employer to give notice when a non-permanent contract is ending, as the notice has already been provided. However, if you are eligible for redeployment, you should speak with your line manager if you are interested in being placed on the redeployment register to ensure every opportunity is available for you to be redeployed. Find more information in the redeployment policy.

Redeployment support

Find more information in the redeployme​nt policy.

Pay protection

Pay protection may be applicable if you are redeployed. Find more information in the pay protection policy.

Implementation of change

Any changes that need to be made to implement organisational change will commence and will be dependent upon the type of change. This may include the following:

Stage 6: review

Evaluation of change

It is good practice to undertake a post-change review to include the following:

It may be beneficial to involve affected employees and union representatives when evaluating or reviewing a change process.

Flexible working arrangements

In the event you have an agreed formal flexible working arrangement in your existing role, this flexible working arrangement ceases if you move to an alternative role.

Employees can submit a new flexible working request under the flexible working policy. 

Pregnancy an​d maternity leave

If an employee is pregnant or on parental leave, special consideration is necessary as pregnancy is a protected characteristic for discrimination purposes, and redundancy should be avoided where and if possible. Consultation with employees on parental leave must be completed. However, if they refuse, any consultation must be placed on hold until their period of parental leave has ceased.

An employee has the right to be involved in consultation should they choose, and this should be paid at a flat hourly rate for any meetings held relating to consultation.  

Should the individual choose not to be involved during their leave, they should be consulted with upon their return to work.

Right to be represented or accompanied, including companion support

By law, any employee can bring one person to a formal meeting; this can be a trade union representative or a workplace colleague. In addition, employees who require reasonable adjustments may also be entitled to companion support.

Right to be accompanied

Su​pport and wellbeing

Your wellbeing is our priority and everyone should feel safe and supported in the workplace. Sources of wellbeing support and guidance can be found for public servants on MyStates (internal website).

​Confidentiality

We all have a right to confidentiality throughout this procedure.

Find more guidance in the general tool​kit for confidentiality.​

Glossary​

See our glossary of terms for definitions or explanations.​

People policies glossary​