Restructuring Policy & Procedure - August 2026
In this section
- 1. Introduction
- 2. Scope
- 3. Roles & Responsibilities
- 4. Employees
- 5. Human Resources
- 6. Change
- 7. Planning and Preparation
- 8. Consultation
- 9. Consultation During a Phased Restructure
- 10. Implementation – Filling New Posts in the New Structure
- 11. Process Review
- 12. Period of Adjustment
- 13. Temporary and Fixed Term Employees
- 14. Seconded Employees
- 15. Support
- 16. Excess Travel
- 17. Ensuring Equality of Opportunity
- Appendix A - Restructure Project Plan Template
- Appendix B - Consultation Letter
- Appendix C - Consideration for Post Letter
- Appendix D - Assessment of Compatibility Pro-Forma
- Appendix E - Confirm in Post - Offer Letter
- Appendix F - Confirm in Post - Invitation to Interview
- Appendix G - Unsuccessful Letter
- Appendix H - Notification to Staff of New Posts
- Appendix I - Expression of Interest in New Post - Supporting Statement
8. Consultation
Prior to the commencement of consultation with the employee groups affected, and circulation of the proposals to other relevant stakeholders, the Project Lead will, via their Lead/HR Business Partner and share the proposal documentation (Proposal Consultation Briefing, and initial Delegated Officer’s report) with the recognised Trade Unions. Agreement should be reached on the time scale such information should be considered as confidential. Although the recognised Trade Unions will be unable to share this information this does not imply that there has been agreement with the changes prior to commencement of the consultation stage.
The consultation process may involve:
Receiving and addressing any questions on the proposals for change;
Considering any comments, views or alternative proposals put forward on the change proposals as a basis for determining any final decision to proceed or otherwise;
Considering any comments or views on the change procedure and any communications specific to the change exercise in question.
The strategic direction shaping the proposals may have been previously shared at departmental forums for engagement with trade unions. The detailed information, which should include the existing and proposed staffing structures and the financial implications of the proposal, must be provided no later than seven calendar days in advance of the opening consultation meeting with staff. This will afford the respective trade unions prior knowledge of and, where appropriate, the opportunity to input into the consultation briefing document at an early stage.
The Project Lead will write/email to all the relevant staff to invite them to a meeting to open consultation on the proposals (Appendix B). The project lead can also contact individuals in advance of sending out any correspondence if this is deemed appropriate. A copy of the ‘Proposal Consultation Briefing’ document will be provided at the meeting along with the current and proposed staffing structure, draft timetable and draft job profiles for all new or amended posts (for comment).
Consideration needs to be given to the size of the staff group affected, and whether more than one meeting or meetings at different geographic locations are appropriate (refer to manager’s roles & responsibilities), to ensure that all relevant employees (including those absent) are involved in the process.
A record of the meeting, along with all attendees should be kept. If a member/s of staff cannot attend the consultation meeting an opportunity to contact or meet separately with the Project Lead should be given. Due regard must also be given to ensuring that any member of staff who may be absent from their substantive post, e.g. on internal/external secondment, paternity/maternity leave, sickness absence, career break etc. is given the opportunity to attend the consultation meeting. If an employee is unable to attend, they should be contacted by the Project Lead and provided with the relevant information. Follow up the meeting with an email wherever possible confirming what was discussed and agreed. This can also be shared with staff who were unable to attend for any reason.
The timescale for the consultation period will be relative to the extent of the restructuring proposal *. Employee and trade union consultation will run simultaneously. Both should be encouraged to submit comments on the proposals.
At this point wider publication of the proposals may be instigated. This will have been agreed as part of the communications strategy in the project plan, or the need to do so may become apparent during the consultation period.
Staff will be offered the opportunity of a 1-1 meeting with an appropriate manager should they wish to discuss any issues outside of the group setting or raise any matters which may necessitate consideration in the implementation of the re-structure.
At the close of the consultation period, all responses must be read and considered, and the proposal reviewed considering any relevant comment. Consultation feedback incorporating a response to all comments received must be published and circulated to all staff and trade unions involved in the process. Dependant on the volume of response, it may be appropriate to theme the discussion points.
A further group meeting would not normally be called at this point, having closed consultation. There is however discretion to hold a further meeting if it is considered that this can resolve any residual issues. This can be requested by the project lead or trade union representative on behalf of employees in the service area being restructured. The project lead will review the proposal documents, job profiles etc., considering the consultation exercise. It may be necessary to issue amended documents for further consideration and approval of SLT and DMT. Where no changes are deemed necessary or appropriate, the project lead will confirm that all is unchanged and proceed to publish the finalised documentation.
* The supporting HR Business Partner will advise on the appropriate consultation periods where proposals indicate the potential for a ‘collective redundancy’ situation.