Guidance On the Process For Handling Surplus Staff
Governing Governors and Heads of Group must identify staff surpluses at the earliest opportunity and notify the appropriate Area Manager or Director.
After taking account of projected natural wastage & control of vacancies within the timescale for reductions, staff and
trade unions should be informed of proposals for addressing surpluses. This communication and consultation should be maintained throughout the process.
Information provided may include the following:
- The work area, number and grade of staff likely to be affected with reference to the work and/or budget position
- Timescale for implementation
- Local arrangements for managing the situation and options available to achieve reductions
- Availability of support and guidance for staff
- Proposed actions giving reasons
Each surplus staff case is unique, management must therefore ensure that any staff declared surplus are treated on their individual merits. In developing an appropriate plan of action the following options may be considered:
- voluntary transfer within the daily travel area
- voluntary transfer involving a move of home to specified areas
- voluntary transfer involving a move of home to any part of the Prison Service (or Home Office where appropriate)
- reversion of operational specialists
- regrading and downgrading
- compulsory transfer within daily travel area (to include non mobile grades)
- compulsory transfer involving move of home (mobile grades only)
- detached duty
- voluntary early retirement
- compulsory redundancy
For information on voluntary and compulsory transfer, mobility of staff and transfer expenses click here.
Allowing staff to regrade or downgrade may be appropriate as an effective means of addressing a surplus situation but will normally attract mark time pay and must be on the basis of competence for the new grade/post
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