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With more members in more workplaces than any other union in the education sector, the National Education Union uses your experiences to influence government and employers on the issues that you tell us matter most.

We will maintain pressure on government to reduce your workload and share best practice and continue to lobby against funding cuts.

When it comes to your pay, conditions and pensions, we continue to oppose pay related to pupil performance, and we are campaigning for an end to the public sector pay cap.

We will ensure you are treated fairly in appraisal and capability sessions. The National Education Union also represents supply teachers employed by schools, local authorities and agencies.

Many members now work in academies and, with the number of academies and free schools continuing to grow, it is vital that you are a part of the National Education Union: together we can help protect your pay and conditions.

Unparalleled experience of dealing with similar issues in the independent sector lies in our heritage, putting us in the perfect position to provide the specialist back-up you need, including if you are working in a free school.

If your school is part of a multiacademy trust MAT , our negotiators will represent your interests. If you work for a stand-alone academy, support is available through your workplace reps and union staff.

As the largest union in the independent sector, the National Education Union is focused on achieving better working conditions for you as well as supporting your career development.

We have strong independent sector expertise and, with the collective strength of ATL and the NUT in the National Education Union, we are well equipped to manage the unique challenges you face.

We represent more teachers and support staff working in independent schools than any other union.

We have approximately 30, members in the sector across the UK — from teachers to technicians, headteachers to teaching assistants, librarians to ancillary staff.

We are also recognised by more independent sector employers than any other union, with nearly half of the agreements covering support staff.

The National Education Union will be the professional and persuasive voice for post education. We have a history of pressing for recognition of the professional identity and practice of members, as well as protecting their employment rights; and as the National Education Union, we will continue our collaborative way of working and seek to further our aim of enhancing FE practitioner status.

If you are a professional in a work-based learning environment or training provider, we provide exclusive advice through our Unionlearn project work alongside the Education and Training Foundation and Association of Employment and Learning Providers.

We look to our members in post to steer our policy and campaigns in this sector, as well as providing an elected member advisory group, on which we reserve a place specifically for members working in universities.

In addition to all the usual services you would expect such as first-class advice and support both nationally and at local level from your NEU districts and branches, NEU commits considerable resources to supporting our members in the further education sector.

Support staff are a vital part of the education team, and the National Education Union promotes an ethos of the whole-school community.

This is why we will work tirelessly for our support staff members in every workplace. When working with the government and employers we will influence education policies that directly affect our support staff members.

Using your voice, experiences and expertise, we will continue to make a positive impact to your pay, conditions, working hours and career development.

If redundancies are a possibility, then certain legal duties on consultation will also apply. The purpose of a consultation should be to explain and, where necessary, improve the proposed new structure, mitigating any negative effects wherever possible.

Undertaken properly, it should lead to better decision-making. The restructuring proposal document will usually form the basis of any consultations.

Sufficient time must be allowed, and the consultation process should be completed, before the new structure is published and the actual restructuring process starts.

If negotiations are still ongoing at the time consultations are due to end, then more time is needed and the consultation period should be extended accordingly.

Consultation should always take place with trade union representatives. Consultation should also take place with individuals including non-unionised staff.

Most colleges will expect individuals to be represented in this process. Therefore all affected staff should be provided with full details of the proposals and be given clear information about the process of consultation, including timescales, and how comments and responses can be made.

It is not enough to have short answers to these questions. Ideally, the college should draw up a proposal document, clearly setting out the reasons for restructuring, the proposed new structure itself and the expected impact.

This should then be explained in detail to union representatives and form the basis of consultations with a series of follow-up meetings thereafter.

If NEU reps are not satisfied with the level of information provided, or if you believe answers to be evasive or unjustified, then you should press the college until a satisfactory response is given.

It is very important to find out whether anyone could be made redundant in the restructuring process. Redundancy situations usually occur because of the closure of a college or department.

However, restructures can also lead to redundancies because the need for work of a particular kind has ceased or diminished or is expected to do so , or where fewer employees are needed or are expected to be needed to do the same work.

For example, if the number of heads of department is being reduced by one post, then there is a reduced need for employees to do this kind of work.

As such, a redundancy situation exists. But if there is no reduction in the overall numbers of heads of department, any head of department who then loses his or her job in the new structure may, in legal sense, not actually be redundant.

Sadly, too many colleges try to move to a new structure in the shortest time possible. While some members may wish to get the process over and done with quickly, NEU reps need to adopt a more measured approach.

This should be explained to members. Such a meeting gives members the opportunity to put across their views.

Some members may not feel comfortable expressing their views in a public meeting,and should be given an opportunity to speak to the rep privately if they wish.

In any restructure, the college will need to ensure that it has a proper balance of skills and experience in order to take the organisation forward.

The usual selection methods are direct assimilation of individuals into appropriate posts or competitive interview.

There may also be some ring-fencing of specialist positions. A more recent trend is the use of aptitude tests, a process sometimes managed by an external consultancy.

Whatever process is used, it must be fair. This means setting objective criteria that are easily measured.

When making the selection, a points system is often used in which the candidates are given scores against each of the stated criteria.

This can assist in ensuring clarity and objectivity, and is therefore recommended by NEU as a mechanism for selection.

NEU does not recommend the inclusion of attendance and disciplinary records in selection criteria.

Using absence records can be dangerous as it may discriminate against those who have been absent for very specific reasons, eg female staff absent for maternity reasons or those absent because of disabilities.

Criteria alone do not guarantee fair and reasonable selection. Put simply, all new posts should be filled in a fair and open manner.

Job specifications and descriptions should be discussed during the consultation process, together with appropriate grading.

NEU reps should press the college to produce guidelines on how selection criteria are to be measured and applied. Enough time should also be allowed for members to consider all the available posts, and weigh them up against the alternative of possible redundancy.

If some posts are to be re-graded at a lower level, then it is important that a reasonable period of salary protection is negotiated.

If someone is left without a job and therefore faces redundancy, any evidence that his or her selection for redundancy was unreasonable could help support a claim of unfair dismissal.

Good equal opportunities practice should be followed and appointments to new posts made in accordance with established college recruitment procedures.

This usually means using a proper selection panel, perhaps with a trade union observer. Any testing methods used in the process must be appropriate and in line with normal college practice.

NEU reps should be wary of the sudden introduction of a new method unless it can clearly be justified.

This could be a particular problem if the college says it will be using outside consultants. It will be important to find out why they have been chosen, who they are, how much they cost, what experience they have, and how whatever they do will be consistent with employment law and best practice.

Finally, the selection process should have an appeals system built in to allow any question of unfairness to be challenged.

Job offers following a new structure will generally be of two types. Either someone is successful in obtaining a position for which they applied, or someone is offered a vacant post that may be at a lower grade and therefore on a lower salary.

If that happens NEU reps should seek to mitigate the drop in pay by attempting to negotiate a period of salary protection.

Ideally, this will already have been agreed in principle during the consultation period. Members considering the option of a lower paid post should be advised to find out how this might affect their pension.

In a formal redundancy situation the college must seek to offer individuals facing dismissal any suitable alternative employment that is available.

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