Record
Page updated: 01/04/2026
It is important to record concerns or disclosures of domestic abuse and sexual violence and the actions you have taken, accurately and confidentially. You should also keep an accurate record of incidents at work, including:
- persistent phone calls,
- emails and
- visits.
HR
Behaviour and Standards
Domestic Abuse and Sexual Violence
- Supporting Victims or Survivors
- Guidance for Managers
- Guidance for Colleagues
- Asking Difficult Questions
- Perpetrator
- Help and Support
Employee relations
- Capability
- Disciplinary
- Grievance
- Investigations
- Collective disputes
- Suspension
- Trade Union Facilities Time Agreement
- Disciplinary Policy and Procedure Guidance Chief Officer
- Grievance Relating to Grade
- The Role of the Companion during the Disciplinary and Grievance Process
- Grievance Policy
- Collective Disputes Policy & Procedure
- Suspension Protocol - June 2026
- Capability Policy & Procedure - June 2026
- Investigation Policy - June 2026
Employee Support
Equality & Diversity
- Disability: Reasonable Adjustments
- Black, Asian and Minority Ethnic Staff
- Religion and Belief
- Transgender Guidance
- Equality and Diversity Monitoring
- A Guide for Managers Supporting Lesbian, Gay and Bi Staff
- Neurodiversity Policy
- Neurodiversity
- Religion and Belief Guidance for Managers - July 2026
- Reasonable Adjustments: A Manager’s Guide - July 2026
Flexible Working and Job Share
Jobs & Careers
Leave and absence
- Adoption & Surrogacy Leave
- Annual Leave
- Career Break
- Compassionate Leave
- Flexi-time
- Maternity Leave
- Paternity Leave
- Purchase of Additional Annual Leave
- Shared Parental Leave
- Time off for dependants
- Unpaid leave
- Neonatal Care Leave & Pay Policy - April 2025
- Disruptions to Working Arrangements
- Time Off Policy - February 2026
- Shared Parental Leave - Process Guide for Headteachers
- Paternity Leave Policy - April 2026
- Bereaved Partner’s Paternity Leave
- Parental Leave Policy
- Annual Leave and Holiday Pay Policy - July 2026
Leaving the council
Directory
Pay & benefits
- Childcare voucher scheme
- Eye tests
- Health Care Plans
- Pay
- Pension Scheme
- Salary Finance
- Travel and Subsistence Policy
Recruiting an Agency Worker
Recruitment
- Disclosure and Barring Service - Guidance for managers
- DBS referrals flow chart
- Employment References - Guidance
ResourceLink / MyView
Restructuring
Sickness Absence
- Recording Absence
- Return to Work Interviews
- Phased Return to Work
- Attendance Management Meetings
- The Stages of Sickness Absence
- Occupational Health
- Occupational Health Referrals
- Occupational Sick Pay
- Case Conferences
- Reasonable Adjustments (Disability)
- Ill Health Retirement
- Ill Health Retirement - Non Teachers
- Ill Health Retirement - Teachers
- Related Absence
- Sickness & annual leave
- Managing respiratory tract infections including Covid
- FAQ's for employees
- Sickness Absence Policy
Volunteering
Whistleblowing
Workforce and succession planning
- Introduction
- Stage 1 - Starting Point
- Critical Role Analysis
- What is your demand and supply?
- Gap Analysis
- Action Plan
- Reporting
- Workforce and Succession Planning Solutions
Close Personal Associations and Relationships Guidance
- 2. Scope
- 3. Principals
- 4. Roles and Responsibilities
- 5. Definition of Close Personal Associations / Relationships
- 6. Defining a Relevant Team or Establishment or Work Area
- 7. Recruitment and Appointment of Employees
- 8. Requirement to Disclose a Close Personal Association
- 9. Where there is a Relationship Between Applicant and Manager or Team Colleagues
- 10. Authority to Appoint
- 11. When Issues Cannot be Managed Effectively
- 12. When a Relationship Breaks Down
- 13. Conduct or Performance Issues
- 14. Close Personal Associations between an Employee and a Child / Young Person or Vulnerable Adult
- 15. Colleagues Affected by a Close Personal Association
- 16. Provision of References
- 17. Financial Regulations
- 18. Associations with Contractors or Potential Contractors
- 19. Failure to Disclose a Close Personal Association
- 20. Ensuring Equality of Opportunity
- Appendix 1 - Officers' Declaration of Personal Interests
- Appendix 2 - Relationship Protocol
Fixed Term/Temporary Contracts Guidance - August 2026
- 2. Purpose
- 3. Scope
- 4. Differences Between a Fixed Term Contract and Temporary Contract
- 5. Workers
- 6. Successive Use of Fixed term/ Temporary Contracts
- 7. Issuing Fixed term/ Temporary Contracts
- 8. Rights of Fixed term/ Temporary Employees
- 9. Fixed Term/Temporary Contracts and Restructuring
- 10. Fixed-term or Temporary Employees Applying for Secondments
- 11. Selection for Redundancy
- 12. Redundancy Payment
- 13. Continuous Service
- 14. Access to Permanent Posts
- 15. Renewal and Non-Renewal of Fixed Term/Temporary Contracts
- 16. Reviewing Fixed term / Temporary Contracts
- 17. Renewal of a Fixed term / Temporary Contract
- 18. Non-Renewal of a Fixed Term / Temporary Contract
- 19. Ensuring Equality of Opportunity
- Appendix A – Restructuring and Fixed Term/ Temporary Contracts Q&A
- Appendix B – Consultation Invite Letter Fixed Term/ Temporary Contract
- Print Page
Employee Contracts
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