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Secondments & Loans : Good Practice Guidance
The aim of secondment or loan should be to - aid career development, plug skills gaps, create contacts, identify good practice and/or enhance organisational flexibility.
Before the secondment/loan
- The objectives of the secondment/loan should be agreed and understood by all parties - both from the perspective of the individual's career development and the organisations involved.
- Secondment/loan represents an opportunity for individual development and therefore personal objectives should be agreed - these might include:
- Learning on general, procedural or management issues from the other organisation
- Identification of good practice that could be applied on return
- Broadening of experience generally or in relation to a specified skill or competence
- Creation of networks or a dialogue within another organisation
- Creation of a more outward or flexible approach to work related issues
- It is essential that the secondment/loan agreement is understood by the individual and the organisations to be involved - this must include in particular, pay and conditions issues and arrangements for performance and conduct management and crucially, the implications in regard to return from the secondment/loan.
During the secondment/loan
- Development of an induction plan to support objectives and maximise benefit to the receiving organisation
- Agreement to any relevant ongoing formal or informal training available from the new organisation
- Ongoing contact between the secondee and his or her line manager from the home establishment or group.
- Management of performance appraisal - outward secondees will normally remain subject to SPDR and therefore adequate liaison needs to be carried out with the new organisation about completing relevant SPDR documents or alternative arrangements to provide related information to the home establishment or group.
- Notifying any concerns about an individual's conduct during the secondment/loan.
- Management of the Keeping In Touch scheme (KITS) which must include notification of any careerdevelopment or promotion opportunities for which the secondee may be eligible and additionally might include:
- Relevant Notices and Instructions
- Prison Service News or Prison Service Journal
- Management information - national or local (e.g. monitoring, business plans, organisational or personnel changes etc.)
- Information on national or local social events potentially of interest
Before the end of the secondment/loan
- Planned programme of appropriate re-induction or assimilation back into the organisation - depending on the duration of the secondment and whether the return is to the same job, establishment/group.
- Where the return is to be in a different establishment/group the transfer and job options should take into account any new learning, experience or skills acquired during the secondment/loan.
After the secondment/loan
- The secondment/loan should be carefully evaluated in relation to the original agreed objectives and how best to utilise any achievements to the benefit of either the individual or the establishment/group.
- Development of a plan, linked to SPDR, utilising new experience or skills in the context of the job and career development including how this could be progressed or built upon and how (if appropriate) links with the other organisation might be maintained.
- The secondment/loan experience may be assessed as to whether the career development of other staff might be supported in this way and whether the establishment or group might benefit in enhancing organisational effectiveness.
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