# Personnel Services Division Corporate Services London Borough Of Croydon Policy On Rewarding Additional Duties

additional payment accordingly.  Set end 

## Assessing Rewards For Additional Duties

PLEASE NOTE:  This is an illustration. 

The full procedure must be followed. 

## Rewarding Additional  Duties

 1. 
Scope 1.1 
The need for employees to take on additional duties can arise whilst a vacancy 
exists, during periods of absence, leave or reorganisation or because project work beyond normal requirements has to be undertaken.  The purpose of 
following this policy and procedure is to enable a service to function effectively. It 
should only be used as a short term measure up to a maximum of 6 months. 
Management of this policy and procedure is the joint responsibility of service 
managers and departmental personnel officers.  It should only be used if application of the secondment scheme is not a possibility.  Posts of all grades 
are covered by this scheme.  Its application is made easier by single status, 
which enables transition from former manual grades to admin posts. 1.2 
Secondment Scheme 
 
If the full duties of a post need to be covered for at least 6 months, or if the skills, knowledge and experience required for the role may be present elsewhere in the Council (e.g. for administration, finance, personnel or IT work), the Secondment scheme should be followed.  The Secondment Scheme requires that the post is advertised internally and filled following the Successful Staff Selection policy. This broadens opportunities for development to all Council staff in a fair and nondiscriminatory way.  In some circumstances, secondment opportunities may be 
opened up to partner/voluntary or other government organistions. 1.3 
This policy: 
 
(a) 
applies to all Croydon Council employees except Chief Officers, schoolbased staff and teachers, to whom other arrangements apply. 
 
(b) 
replaces the previous Acting Up Policy (taking on extra duties of a higher 
grade) and arrangements for paying Honoraria (payments made to reward 
employees whilst in "acting up" positions). 
 
(c) 
eradicates the notion of an 'acting up allowance'.  Employees either 
receive the full rate of pay for a post or an additional payment for carrying 
out additional duties. 
 
(d) 
incorporates the Council's principles of equality, transparency and 
 
management accountability. 
 
(e) 
provides a flexible and efficient method to reward employees carrying out 
duties in excess of those contained within their job description. 1.4 
Terminology 
 
Additional Duties Extra duties and responsibilities that differ from an employee's substantive job 
description. 
Additional Payment Payment for performing additional duties less than 100% of another post.  Not to be paid for performing 100% of the post - this should be rewarded by paying the evaluated grade for the job.  Pay and conditions must be agreed before the new 
arrangement starts. 
 
Secondment A development opportunity whereby an employee may experience working at a 
higher level for a period of at least 6 months.  Should always be considered in preference to the Rewarding Additional Duties scheme. 
End Date 
 
This is a preset end date of the arrangement, after which the line manager must review the situation and reconsider options to manage the team's workload. Under no circumstances should employees be assimilated into a higher graded post without applying for a post advertised according to the Council's staff selection policy. 
 
2. 
Framework 2.1 
It is for the line manager, in conjunction with Departmental Personnel, to decide 
which scheme to follow.  The Secondment Scheme, wherever possible, takes priority over both the Rewarding Additional Duties scheme and the option to employ an external agency worker. 2.2 
There is a step by step procedure to follow when deciding if this policy should be 
used, how it should be applied and when alternative policies would provide a more fitting solution (see flowchart). 3. 
Key Principles 3.1 
The need to maintain service delivery is the main reason for implementing the 
Rewarding Additional Duties policy.  A decision should be taken promptly and the most appropriate person selected to undertake the additional duties.  The principles of equality of opportunity and the Council's recruitment practices must apply to any decision.  Particular attention should be paid to the possibility of 
making reasonable adjustments to enable disabled employees to be considered. 
A corporate fund is available to support such adaptations. 3.2 
Temporary cover arrangements can offer employees an opportunity to broaden 
their experience, acquire new skills and may lead to a gateway to promotion.  
Additional duties can provide development opportunities to staff who have 
hitherto not received such opportunities.  Staff with relevant experience should, 
however, be considered before others.  If there are no such staff, consideration should be given to those who demonstrate the required potential to do the job. 3.3 
The ability to be flexible and adaptable to change is expected of all staff and 
managers.  Good performance where the quality and quantity of work is produced to standards and deadlines, or to defined competencies, should be the 
norm.  Additional financial reward should not be used to recognise good 
performance, nor should it apply to the carrying out of duties reasonably required of the postholder, as contained in their job description. 
 
3.4 
Managers are responsible for ensuring that, in covering additional duties, staff are not overloaded in terms of their volume of work.  They need to bear in mind the requirements of the Working Time Regulations and Health and Safety at 
Work legislation.  Service objectives should be reprioritised if necessary. 3.5 
Managers should ask staff  to consider the risks involved by taking on any 
financial commitments afforded to them whilst being paid at a higher level which 
may not be sustainable on return to a substantive grade. 3.6 
Opportunities should be offered in the first instance to a ringfenced group of all 
appropriate employees.  The selection process must be seen to be fair and 
unbiased.  Personnel must be involved in decisions about how to proceed when a change in status of a vacancy occurs, for example when a temporary vacancy 
becomes permanent. 3.7 
In certain work locations, like care homes, emergency cover decisions may have 
to be arranged at very short notice.  Ring fence decisions should be made in 
advance so there is a procedure to follow when, for example, a manager does not show up for work.  In this way an instant decision can be made about who 
the most appropriate person is to take on additional duties for a very short period of time.  This is one circumstance where the 4 week minimum duration can be disregarded and extra pay can be awarded to the person taking on the 
manager's tasks. 
 
4. 
Procedure 4.1 
A decision needs to be made about how to deal with the need for additional 
duties to be undertaken.  Recruitment of external temporary cover should not automatically be decided upon in preference to utilising the skills, knowledge and 
experience of existing employees.  The decision will involve assessment of the 
volume, duration (at least 4 weeks) and grade of additional duties balanced 
against available resources within the Council and impact on current workloads. 4.2 
A short application form (see Appendix 2) will enable all interested employees to 
be considered to take on additional duties. Managers must be able to justify their 
selection against criteria where more than one applicant has expressed an interest. 4.3 
When deciding how to share additional duties between various employees, 
managers should bear in mind the Council's Equal Opportunities Policy and the fact that some employees are only able to undertake a limited amount of 
additional hours (eg working parents). Consideration should always be given to the impact additional work could have on different categories of workers. 
5. 
Impact of Sickness Absence or Ill-Health 
 
5.1 
Where sickness absence during such an arrangement gives rise to operational 
difficulties the primary concern is effective and efficient service delivery.  Another 
employee can be selected (using the same selection process) to carry out the 
duties.  The first arrangement should be allowed to run its course.  Where 
applicable the Corporate sickness and ill-health procedure should be followed to measure the impact of carrying out additional duties has had on the employee. 
 
6. 
Duties at the Same Level 6.1 
If the duties are at the same level as those of the substantive post (as measured 
under the Job Evaluation Scheme) and simply reflect an increase in workload 
volume, a calculation should be made of the additional hours which need to be 
worked before identifying who is to do them.  Extra hours should be rewarded either at the agreed overtime rate relating to the substantive post  (for posts up to and including PO6) or by time off in lieu (or by plain time for a part-time worker up to full-time hours).  It should be clarified and agreed in advance when additional hours are to be worked and how the outcome of these activities will be measured.  This should be completed by the line manager and Departmental 
Personnel before the arrangement commences. 6.2 
If staff are working to their full capacity and take on same-grade additional duties, 
e.g. if additional duties have arisen from a project or to provide cover for an absent colleague of the same grade,  part of their substantive post will need to 
be covered in an alternative way or objectives may need to be re-prioritised if additional hours are to be avoided. 
 
7. 
Duties at a Higher Level 7.1 
Where an employee is required to undertake additional duties and 
responsibilities which are calculated under the Job Evaluation Scheme at a 
higher level than their substantive post, an additional payment should be paid. 
This can apply to situations involving the take up of either some or all of the duties of a more senior post.  If only some of the higher level duties are to be 
covered, the depth and breadth of the duties and responsibilities should be assessed by departmental personnel using the Job Evaluation Scheme. 7.2 
Where an employee undertakes the full duties of a higher graded post, certain 
terms and conditions related to that post will apply to that person for the duration of the arrangement.  This will not affect the rights of the substantive postholder. Such measures will be decided on a case by case basis and made known before 
employees are invited to apply. 7.3 
Absence due to maternity leave or sickness (especially when there is a disability 
related reason for it) will not trigger an early review of the arrangement (which 
could be deemed discriminatory).  The arrangement should continue until its prearranged end date is reached (a maximum of 6 months). 7.4 
If an annual pay award or increment becomes relevant during the period, it 
should also be implemented at the higher salary level.  This will ensure that the employee is paid the correct rate for the job they are doing. 
7.5 
Where additional duties are not linked to a specific senior post, Job Evaluation of 
the extra duties alone may result in a grade higher than the substantive post, resulting in entitlement to additional payment.  Job Evaluation must never be used in this context to upgrade a person permanently, however; only to evaluate the temporary level of the post. 
 
7.6 
The employee must be reminded of their substantive status and that the 
temporary arrangement is not a permanent promotion. 
 
8. 
Calculating Additional Payments 
 
8.1 
There are two dimensions to the calculation: the percentage of the total job 
performed and the duration of the arrangement.  If 100% of the post is being covered, the full rate of pay for the higher graded post must be paid.  Where only 
part of a post is being covered, the difference in salary between the substantive post and the lowest spinal column point of the more senior grade should be paid. The additional payment will be equivalent to at least one spinal column point if the salary scales of the two posts overlap.  In other circumstances it will be the 
equivalent to the difference between the substantive salary and the first spinal point of the higher grade e.g. employee who is on scp 34 at grade SO2 and undertakes duties of a PO1 post will be granted an additional payment equivalent to the difference between scp 35 and 34. 8.2 
Please see 'Guidelines for calculating Additional Payments', the agreement to be 
signed by the employee and the application form for an additional payment. 
 
9. 
Recording and Monitoring 9.1 
A record form for an additional payment (Appendix 1) should be completed and a 
copy should be kept on the employee's personal file. 
9.2 
All such arrangements must be monitored periodically by Departmental 
Personnel and Personnel Services to determine access rates for different 
groups, review the length and reasons for such arrangements and ensure consistency of application.  Departments will complete a monitoring sheet for each employee who applies and forward an annual statistical report to Personnel Services.  This will show all rewarding additional duties arrangements, including the grades of substantive postholders, grades of posts being covered, time period involved and percentage of duties covered. If a need for continuation beyond the originally agreed period arises, Departmental Personnel must review the reasons for the cover and consider a permanent solution to the vacancy.  All such cases must be included in the annual report to Personnel Services 
Departments will need to justify new, ending and continuing arrangements and 
clearly identify funding available to support them. 
.

## Application To Take On Additional Duties

Post (or Part Post) applied for: Grade: 
Using the attached Job Description and Person Specification, please show below why and how you meet the shortlisting criteria for the post. Only those applicants who meet these criteria will be shortlisted. 

Signed (applicant):  


You may attach additional sheets if necessary 
 
RECORD OF ADDITIONAL PAYMENT ARRANGEMENT 
To be completed by the relevant Line Manager with advice from Departmental Personnel What alternative solutions have been considered (Explain why alternatives were rejected): Description of work that needs to be covered: Method used for selecting the individual: (eg. breadth of pool, ring-fenced group selected, staff selection procedure followed, etc.) 

  
What would be the consequences if the additional responsibilities were not covered? 
 

 
Additional payment proposed and basis of calculation (Specify whether to be paid as a lump 
sum or monthly) 
 
Approved by: 
(Chief Officer) 
 
Name: 
 
Designation: 
 
Signature: 
                          
                                (Chief Officer) 
                                                                
                                _________________________ 
                                                                                             
Date: 
 
A copy of this form to be kept on the postholder's personal file. 
 

                           Rewarding Additional Duties 
    
                   EQUAL OPPORTUNITIES MONITORING 
    
The Council is required to monitor all its Personnel Policies and Procedures to identify any possible concerns about unfair 
 treatment to particular groups of staff.  You are therefore asked to provide the following information to the monitoring 
    process. How you complete this form has no connection to the evaluation of your application in any way. 

 

Do you consider yourself to have a disability (i.e. a 
physical or mental impairment which has a substantial and long-term adverse effect on your ability to carry out normal day-to-day activities)? Yes 


No 
 
If you have a disability what equipment, adaptations 
or adjustments to working conditions would assist 
you in carrying out your duties? 
 
What is your gender? Male  
 
 
Female 
Which of the following best describes your ethnic 
origin?   *Please tick one box only.* 
 
(a) White: British  
20  Irish  
  21  Other         22 
(b) Mixed: 
White & Black Caribbean   
30 
White & Black African 
 
  
31 
White & Asian 
 
  
32 
Other Mixed Group 
 
  
33 
(c) **Asian or Asian British:** 
Indian 
40 
 Pakistani 
41 
Bangladeshi 
42 
 Other Asian 
43 
(d) Black or Black British: Caribbean 
50 
 African 
 51 
Other Black background 
  
  52 
(e) Chinese or other ethnic group: Chinese 
60 
Any other ethnic group 
70 If "other" please specify:- 
To which one of the following age groups do you belong? Under 20  
20-29  
30-39  
40-49  
50-59 
60 and over 
What is your current Grade? 
 
What Grade is the post/part post you are applying to cover? 
For office use only: 
        successful    ****    unsuccessful 
Outcome of application 
What is your religion?  
 
Please tick one box only. 
 
None 
1 
Christian 2 
Buddhist 
3 
Hindu 
4 
Muslim 
5 
Sikh 
6 
Jewish 
7 
Other 
90 If "other" please specify:- 
What is your Sexuality?  
 
Please tick one box only. Heterosexual 
 
Gay Man or Lesbian 
Bisexual 
 
Prefer not to say In which Department do you work? Education 
Executive 
Planning and 
 
Office 
Transportation Finance 
 
Environmental,Cultural 
 
and IT 
 
and Sports Services Housing 
 
Corporate 
  
Social 
 
 
Services 
  
Services 

GUIDELINES FOR PAYING ADDITIONAL PAYMENTS 
1. 
KEEPING RECORDS 
 
All arrangements made for additional payments must be recorded on the 
Council's Personnel and Payroll system.  Where 100% of a higher graded post is 
being undertaken, the first action should be to transfer the employee from their 
substantive post to the higher graded position.  The end date should be recorded 
on page 703 of IMPPS.  This will ensure that all pay and benefits relating to that 
post are automatically awarded.  It will also remind Departmental Personnel 
when the situation ends. 
 
If only some of the duties of a post are being covered or additional work is of a 
project nature, it is possible to record this as a temporary arrangement on page 780 of IMPPS where there is a 'Notes' facility on screen.  This will produce a reminder report in a similar way. 
 
An end date should be set in advance, recorded and adhered to.  The employee will revert back to their substantive post on the Personnel and Payroll System after the end date. 
 
2. 
CALCULATING ADDITIONAL PAYMENTS - PERCENTAGES OF HIGHER 
GRADED POSTS   
 
The following examples show how additional payments may be calculated.   
 
Payment should be based on the lowest scale point within the higher grade. Code 061 should be entered on to screen 600 of IMPPS to ensure the right 
amount of pay is paid. (N.B.  This code should not be used for recording any 
other type of allowance.  This will need to be re-calculated every time a pay award or increment becomes effective.) 
 
Examples (based on 2002 pay rates).  All figures have been rounded down here 
for easier understanding.  Actual calculations need to be exact. 
 
1. 
A PO2 (Scp 35) post becomes vacant and will take 12 weeks to fill. 
 
 
Two SO1 post holders (at 29 and 31) will share 50% of the duties of the 
PO2 post, the remainder being covered by more senior colleagues. - 
i. 
Difference between scp 29 and scp 35 = £2,583 
 
 
Additional payment = 12/52 x 2,583 x 25% = £149 
ii. 
Difference between scp 31 and scp 35 = £2,472 
 
 
Additional payment = 12/52 x 2,472 x 25% = £142 
 
Although the two SO1 post holders are paid different amounts, this is 
consistent because it reflects the different additional effort required as 
well as the difference between their substantive grade and those of the higher graded duties. 

2. 

A PO8 (scp 54) post-holder has been on sick leave for 4 weeks and is expected to be away for approximately a further 4 months. 

 
 
A PO4 post-holder (on scp 44) has been covering 75% of the duties of the PO8 post for the past 4 weeks and will assume the full duties for the remainder of the sick leave - 
 
Difference between scp 44 and scp 54 = £9,867 
 
Additional payment = 1/12 x 9,867 x 75% = £616  
 
Plus 1/12 x 9,867 = £822 per month until PO8 returns to work. 

 
3. 

SAME GRADE ADDITIONAL DUTIES 
In cases of increased duties of the same grade (for example temporary project work, covering a vacant post), Departmental Personnel should consult the Head of Personnel Services to discuss the possibility of additional payment. 4. 

ADDITIONAL PAYMENT AGREEMENT 
 
This statement is to be incorporated into a letter to the employee receiving an additional payment.  It is to be signed by any member of Council staff  who will be receiving an additional payment for taking on additional duties at a more senior level than their substantive post. 

"I understand that this arrangement will end after a maximum of six months. 

Management have the discretion to end the arrangement earlier giving one month's notice. I may also end it in the same way. 

I understand that the maximum length of entitlement to any enhanced terms and conditions will be for the duration of my taking on additional duties, and in any event will last up to a maximum of 6 months." 
Name: 


Signature: 
Date: 
Reason for Additional Payment: 
End Date: 
 

## Ending Acting Up And Honoraria Arrangements