Redundancy Avoidance Policy

Measures to avoid and / or minimise redundancies 
Stage 1 - Proposal 
Stage 2 - Approval 
Collective and Individual Consultation 
Methods of selection for redundancy 
Final proposal 
Redundancy notification letters
Time off to look for work / supportive measures 
Appeal - termination of employment 
Equality Impact Assessment 
Welsh Language - Employee Rights 
Matching & slotting process
Appendix 1 


Aberystwyth University is committed to ensuring continuity of employment for employees and strives to avoid compulsory redundancies wherever possible. It also recognises that the Trades Unions are opposed to compulsory redundancies and in agreeing this policy they do so to support the avoidance mechanism contained herein.

2.Measures to Avoid and/or Minimise Redundancies

In order to maintain security of employment, the university will consider alternative working methods and practices, and flexibility may be required from employees in adapting to new staffing requirements, working methods and/or organisational needs.

The University will seek to minimise compulsory redundancies wherever practicable by means of the following measures which can be applied in the particular circumstances:

  • Making savings in non-pay budgets;
  • Reducing staff levels via natural wastage;
  • Seeking volunteers to reduce hours of work;
  • Exploring opportunities for unpaid leave or external secondments;
  • Seeking volunteers for redundancy or early retirement;
  • Filling vacancies  from  amongst  existing  employees  by  redeployment  or retraining where possible;
  • Eliminating or reducing overtime working;
  • Seeking alternative funding;
  • Investigating the use of alternative working arrangements or re-shaping roles commensurate with the existing grade.

N.B. the above list is not exclusive or exhaustive

3. Stage 1 – Proposal

The Head of Department or Faculty PVC will need to draft a proposal which must also outline any measures already implemented to mitigate the potential consequences of the proposal with specific reference to Section 2.2 above. Prior to submitting these proposals, the manager should consult with the Director of Human Resources or nominee who will advise on the potential staffing implications of the draft proposal.

One consequence of the proposals may be to reduce the number of posts and this may lead to redundancies. The following circumstances give an indication of the circumstances in which redundancies may be identified. This is not an exhaustive list (nor will redundancies always occur in the following circumstances):

  • As a result of faculty/departmental re-structuring, or a change in strategy and focus;
  • The closure or reduction of a particular function or service;
  • Where work of a particular type ceases or diminishes resulting in a reduction in the number of posts within a specific group, area or faculty/service department;
  • The expiry of a fixed term contract on a date other than its normal expiry.
  • Any further measures proposed to mitigate the potential for redundancies must also be included in the proposal e.g. seeking volunteers for redundancy across the university.
  • Where potential changes are being proposed to a service or function which may have significant implications for the staffing structure of an Faculty/Professional Service department, a proposal containing an equality impact assessment of the affected staff in addition to business plan (See Form contained at Appendix 1) must be considered in the first instance by members of the University Executive Group. The Head of Department/Faculty PVC may be required to present their proposals in person to members of the Executive Group.
  • Once the proposal has been considered by members of the Executive Group, a recommendation will be made. The Executive will notify the Human Resources Department of their recommendation to accept, reject or modify the proposal. The proposal together with this recommendation will then be considered by the Redundancy Committee at its next meeting.
  • Redundancy Committee will consider the proposal together with the recommendations received from the Executive Group.
  • Redundancy Committee minutes will be reported to the next Professional Development, Staffing and Equality Committee for information.

4. Stage 2 – Approval

The Redundancy Committee will notify the Human Resources Department of their decision to accept or reject the proposal in principle and where the need to change or reduce posts is identified, the following process(es) will be followed as appropriate in the particular circumstances:-

  • The Matching and Slotting Process: Where employees have not been slotted or appointed to a post under the Matching and Slotting Process, employees will be notified that they are ‘at risk’ and placed on the redeployment register.  Employees will remain on the register until they are redeployed to another post in accordance with the Redeployment Process or up to the expiry of their redundancy notice period.
  • Redeployment process:  Employees will remain on the register until they are redeployed to another post or up to the expiry of their redundancy notice period.

N.B. The Redundancy Avoidance Policy and the Redeployment Policy and procedure will operate simultaneously.

5. Collective and Individual Consultation

Collective Consultation (where 20 or more redundancies are proposed).

The purpose of the consultation period is to provide as early an opportunity as practicable for all concerned to discuss the proposals, consider options and alternative proposals.

 In the case of collective redundancies the University will consult with its recognised trade unions in order to consider ways of:

  • Avoiding dismissals;
  • Reducing the number of employees to be dismissed;  Mitigating the consequences of the dismissals.

Following the determination of Redundancy Committee, the Director of Human Resources (or depute) will notify the recognised and appropriate trade unions in writing. Once 20 or more redundancies are proposed or where collective issues are recognised as much information as possible in accordance with prevailing legislative requirements will be provided to the recognised and appropriate trade unions. The information given to the recognised trade unions will include:

  • A copy of Form HR1

In the selection criteria, if applicable, being used to select the affected posts;

  •  the ‘related skills matrices’ and the intended selection ‘pools’;
  • the nature and details of any voluntary redundancy packages.

Consultation with the recognised trade unions will commence:

  • At least 30 days before the first of the dismissals is due to take effect where it is proposed to dismiss at least 20 but fewer than 100 employees or where collective issues are recognised at one establishment within 90 days or less;
  • At least 45 days before the first of the dismissals is due to take effect where it is proposed to dismiss 100 or more employees at one establishment within a period of 90 days or less.
  • Consultation may be extended where issues require further analysis or consideration. Any requests for such an extension should be made to the Director of Human Resources setting out the rationale for such a request.

The trade unions will be given an opportunity to comment on the information provided before it is finalised.

Individual Consultation

Individual consultation must take place:-

  • Where fewer than 20 redundancies are proposed or
  • Once collective consultation has taken place
  • Individual consultation is necessary for all redundancies and the processes for doing so are identified below.

The University will also consult with individuals irrespective of whether or not they are members of a recognised trade union. Formal consultation with individuals subject to collective consultation will not begin until the recognised trade unions have been informed of the situation including consultation about selection criteria, skills matrices and selection pools where appropriate. Where fewer than 20 redundancies are proposed a series of separate consultation meetings will be held with all individuals who are identified as potentially redundant or have been identified as belonging to a specific selection pool.

If the University is offering a voluntary redundancy package, employees will be invited to submit their applications to the Director of Human Resources. Consideration of the applications by the Executive Group will be based upon the University’s business needs, with a view to maintaining the appropriate skills, qualifications and experience to enable the University to meet its business needs. There is no obligation on the University to accept a request for voluntary redundancy received from an employee.

Once an employee has been informed that they are ‘at risk’ of redundancy, they will have the right to be accompanied at any subsequent meetings by a trade union representative or a work colleague.

6. Methods of Selection for Redundancy

The initial selection pool will be identified at proposal stage. The need to maintain a balanced, skilled and experienced workforce is paramount and will be taken into account fully in the construction of any pool at team, departmental or institutional level.

The precise selection criteria applied to any pool will vary according to each redundancy situation and agreement will be sought with the appropriate recognised trade unions.

7. Final proposal

Following the conclusion of the consultation period, the final proposal will be submitted to the Redundancy Committee for its consideration and determination.

The Redundancy Committee will notify the Human Resources Department of their decision to accept or reject the final proposal.

8. Redundancy notification letters

Following receipt of approval to proceed with the redundancies (where required), or on consideration and approval of the redundancies, the Redundancy Committee will instruct the Director of HR (or depute) to arrange meetings with the individuals concerned and issue notice to terminate employment.

All employees will be given written confirmation of the way in which their statutory redundancy pay has been calculated in their notification letter.

All eligible employees will be informed that they have been placed on the redeployment register and have prior consideration status when applying for alternative roles in the university.

Should any employee ‘at risk’ of redundancy wish to receive an estimate of redundancy benefits they should contact the HR Department which will then arrange for the estimate to be sent to them. Where an employee also requires an estimate of their pension benefits then they should contact the Payroll Manager. Pension estimates may take up to two weeks to process. We advise all employees to take independent financial advice before making a decision.

9.Time off to look for work/ supportive measures

Employees under notice of redundancy are entitled to reasonable time off work to look for a new job, attend interviews or arrange training. Time off must be agreed with the employee’s line manager prior to the event. Employees may be asked to provide details of appointments/interviews etc.

Employees under notice of redundancy who obtain employment with a different employer may ask for an earlier release date from that specified in their notification letter. The University will consider all reasonable requests from employees in accordance with the on-going needs of the University.

The University will also consider the following  supportive  measures  where appropriate for those selected for redundancies:

  • Access to  independent  and  confidential  Counselling  via  the  University’s provider;
  • On site workshops from organisations such Careers Wales, DWP, Inland Revenue etc.; Signposting internal Staff Development courses;
  • Access to the internet where no access exists to search for alternative employment, including University vacancies;
  • Provision of support in CV writing or interview skills and advice on the completion of external job application forms;
  • Provision for support in developing spin-out initiatives;
  • Consideration of financial support to attend training courses either internally or with external providers to enhance employability (please note this assistance may be constrained by the number of applications and cost benefit analysis);
  • To actively support applications for alternative funding for a particular project within the appropriate timeframes available;
  • Outplacement support;
  • Time off to seek financial advice.

10. Appeal – termination of employment

All employees will be entitled to appeal against the decision to terminate their employment by reason of redundancy.

An employee must submit their appeal against the decision in writing to the Director of Finance and Corporate Services within 14 calendar days following receipt of the written notice to terminate employment by reason of redundancy, setting out the grounds for the appeal. Examples of grounds for appeal could include selection for redundancy; the reason for dismissal was not redundancy; or procedural irregularities. This is not intended to be an exhaustive list.

The Director of Finance and Corporate Services will notify the Executive of the appeal received and will confirm with the individual that this has been done.

An Appeal Panel will consist of the following :

  • Chair - Lay Member of Council
  • Director of Equality or the Director of Ethics.
  • Faculty PVC or Head of Professional Services Department
  • In advisory capacity: Deputy Director or Director of HR

N.B.  no member of the appeal panel will have had any previous involvement in the process.

  • The University Secretary will provide the name of the Lay Member of Council and work with the HR Department to identify the other panel members.
  • The Appeal Panel will hear the appeal and determine the outcome. If necessary a majority decision will be communicated.
  • The employee bringing the appeal is entitled to be represented by a trade union representative or work colleague.
  • A hearing will be called at which the individual and their representative are entitled to be present. With the consent of the Appeal Panel, the individual will be given the opportunity to call witnesses.
  • The appeal panel may also wish to hear from other parties involved in the decision making process.
  • The Appeal Panel will ensure that they make sufficient provision for postponements and adjournments as required by any of the parties present.
  • The Appeal Panel may allow or dismiss the appeal in whole or in part, and may remit an appeal to the Redundancy Committee for further consideration.
  • The Chair of the Appeal Panel will ensure the outcome of the appeal together with findings of fact, if different, is communicated to the Executive and to the parties involved in the appeal.

11.Equality Impact Assessment

The University is committed to embedding the Strategic Equality Plan into its policies, procedures and practices. The Redundancy Avoidance Policy has been equality impact assessed in accordance with this framework.

12. Welsh Language – Employee Rights

In accordance with the Welsh Language Standards that came into effect on 1 April 2018 employees have the right to use the Welsh language to

  • make a complaint
  • respond to a complaint or allegation

and employees also have the right to use the Welsh language in meetings where they are the subject of

  • complaints and allegations (or have made the complaint)
  • disciplinary proceedings
  • effective contribution scheme discussions
  • individual consultation meetings

A simultaneous translation service from Welsh to English will be provided at the meeting when the meeting cannot be conducted solely in Welsh.

The University has, in conjunction with its recognised trade unions, incorporated the above requirements into all relevant HR policy and procedural documents.

Matching and Slotting Process

Aims and application of the process

This process aims to reduce the potential negative impact on staff involved in organizational change e.g. re-shaping or restructuring part or all of the department/institute and facilitates a change to staff roles without the need to place staff at risk of redundancy. 

Aberystwyth University will consult with the recognized trade unions on the appropriateness of this process prior to the instigation of the organizational change.  Consultation with the trade unions on the proposed new structure will be undertaken in accordance with the Redundancy Avoidance Procedure.  

This process also aims to ensure that employees are placed in a role which enables them to utilise their skills, knowledge and abilities and facilitates the transfer of employees from an existing role to a new role in the proposed new structure for their Institute/Department at the earliest opportunity.

This process seeks to:

  • Set out a staged process which will be applied consistently and logically, and provides for fair and equitable treatment of individual employees, within each grade.
  • Redeploy staff where possible to avoid placing staff at risk and prior to advertising any new posts within the affected departments/institutes through normal recruitment processes (internal and external advertising).
  • Introduce a transparent process of matching and slotting post to post (i.e. this is not about the person) with the aim of reducing the anxiety that placing staff ‘at risk’ generates for both those directly affected and the wider University community.
  • Deal with each situation constructively and sensitively on a case by case basis and for each employee affected to have the opportunity to be matched and slotted in to a new role where they meet the criteria laid down in this process.

The University will continue to consider applications for voluntary redundancy or requests for early release of pension benefits during any part of this process.


This process may apply to any Grade 1 – 9 posts within the University covered by the Framework Agreement.  

This process applies to  employees on open ended contracts, employees on secondments affected by the proposals where they cannot return to their substantive post (in accordance with the Secondment Policy) and employees on a fixed term contract with more than 2 years’ continuous service, who hold a job role which is affected by proposals to restructure a particular institute/department. For employees who hold multiple roles in the University it will only apply to the post(s) affected by the restructure.

It should be noted that this process does not provide an automatic right to a different post via matching and slotting. 

This process will not commence until all new posts have been evaluated using HERA.  Where an existing Grade 1 to 9 post has not previously been evaluated this will also take place. 


This process does not apply to the normal expiry of a fixed term contract.

Where a situation arises in respect of a post that has not been evaluated but has a spot hourly rate, the post will not be included in this process unless such spot hourly rate roles exist in the new structure.

Matching and Slotting: definitions and principles

The matching process follows a number of clearly defined stages, to assess if an existing role can be ‘matched’ to a role in the new structure based upon:

  • A comparison of the current role profile or job description and the new job description by the matching panel.
  • Identification of a single match or
  • Identification of a number of potential matches and an interview process.

The matching criteria may vary from proposal to proposal depending on the complexity and individual circumstances relating to each and every situation. Ordinarily the benchmark level to assess if an employee can be matched to a role on the new structure will be set at a minimum of two thirds of the duties and responsibilities plus meeting the essential criteria of the new role. A ‘match’ therefore is where the assessment by the Matching Panel referred to in paragraph Stage 2 below, concludes that a minimum of two thirds of the duties and responsibilities are included in a post in the new structure. Any change to the threshold will be agreed with the relevant trade unions during the initial discussions and prior to the implementation of the matching and slotting process.

The matching criteria will be based upon an objective comparison of the new role compared with the existing role, based on the overall job purpose, key principle responsibilities and essential criteria, not on an assessment of an individual’s ability or performance in their existing role.

Where job descriptions have been revised to take count of the weighting of responsibilities both in terms of time allocation and importance, this should be factored into the comparison of the two roles.

Slotting relates to the offer of a role, on the same grade (Stages 1-2).

Matching and slotting will be applied on a grade by grade basis.

If an employee does not meet the criteria for Stage 1 or 2 (outlined below) or if there are no like for like roles or posts available for matching and slotting at their current grade, he or she will move directly to Stage 3.

If at any stage of the process an additional post becomes available within that department or institute, e.g. through Voluntary Severance, early release of pension benefits, redeployment, resignation following alternative employment etc, the matching and slotting panel will review the previous stages to allow for the matching and slotting of any outstanding employees.

The matching and slotting panel will be tasked with addressing each stage individually or in a combination of the stages.

The matching and slotting panel will make the decisions about employees to be matched and slotted in to the roles available. The Panel will comprise:

  • Institute Director or Head of Service Department.
  • Institute Manager or Line Manager. iii. A representative from the Human Resources Department.
  • Trade Union Representative from an appropriate union.

If an employee does not meet the eligibility criteria for matching and slotting they will move directly to Stage 3 of the process.

Matching and Slotting Process  

The Matching and Slotting panel will carry out a comparison of an existing role with every new role available at the same grade in the proposed new structure.  Matching involves a comparison of a current role with a new role by reference to the duties and essential criteria of both posts.

Stage 1: one match

Where only one employee is matched to a new post at the same grade based on both meeting the two thirds threshold of the new duties and the essential criteria, the employee will be slotted into the new post.

An employee will be notified, in writing, that they have been matched and slotted into a post within 2 working days of the Matching Panel having made a determination. 

The employee must confirm in writing within a further 2 working days whether they accept the role they have been slotted into.  

If they accept the offer, the HR Department will proceed to issue a contract of employment for the post and the process will end.  If the employee declines the offer and no alternative slot has been identified for them, they will proceed to Stage 3 of the process.

Stage 2: Multiple matches or fewer posts than matches

Where more than one employee meets the matching criteria, a selection process will be instigated which will entail an interview with all those employees who could be a potential match for a new post or where there are more employees identified that could match than the number of new posts of that type available 

An employee will be notified in writing, within 2 working days of the Matching Panel having made a determination, that they have been matched to a post.  The employee will also be informed that, as there are multiple matches or fewer posts than matches, a competitive recruitment process will follow to select the most suitable employee for the post(s) available.  

The employee must confirm within a further 2 working days whether they wish to attend the interview.  Employees will also be required to submit the shortened Application Form (Appendix 2) for consideration by the interview panel should they wish to proceed further in the process. 

The interview panel will be made up of 3 representatives from the following list:-

  • 2 panel members from the relevant Institute or Professional Service Department  (as appropriate and consistent with the Composition of Appointing Panels guidance)  ii. 1 panel member from the HR Department
  • The normal interview record form (Appendix 3) must be completed by each interview panel member and returned to HR at the end of the interview together with a completed AAF1 Form – Appointment Authorisation Form (Appendix 4).
  • A gender balance will be maintained at all times in accordance with the University’s Composition of Appointing Panels guidance in this respect.

The Department of Human Resources will write to the successful employee within 2 days of the interview to confirm the offer of appointment.

The employee must confirm in writing within a further 2 working days whether they accept the offer of employment.  

If they accept the offer, the HR Department will proceed to issue a contract of employment for the post and the process will end.  If the employee declines the offer and no alternative slot or interview process has been identified for them, they will proceed to Stage 3 of the process.

All other employees will be notified, in writing, of the outcome of their interview within 5 working days of the interview having taken place. 

If an employee does not meet the criteria for Stage 2, they will move directly to Stage 3 of this process.  

Stage 3: No match

Where an employee has not been slotted or appointed to a post following a competitive interview under this process, the HR Department will advise the Institute Director/Head of Service Department that those staff should now be considered under the Redundancy Avoidance Policy.  The line manager will arrange to meet with these staff to inform them that as a result of not being slotted or appointed to a post that they may potentially be ‘at risk’ of redundancy and will be dealt with in accordance with the Redundancy Avoidance Policy.  

Any remaining vacancies

Any unfilled posts in the proposed new structure will then be advertised in accordance with the University’s normal Recruitment Policy.

Reasonable Adjustments to the process

The University will take into consideration any disabilities and/or adjustments required in order to assist an employee fulfil a different role they have been slotted in to. The employee will usually be referred to Occupational Health at this stage for an assessment.

Staff should advise the appropriate HR representative of any adjustments that would assist during the course of this process.

Any flexible working arrangements or specified hours of work already in place will need to be reassessed as part of the slotting process in discussion with the employee, once they have been notified of the outcome of the process. Wherever possible, these existing arrangements will be honoured but remain subject to the ongoing needs of the department/institute.

Application of the process

This process only applies to organizational change proposals where different job roles are created but where existing staff do not meet all of the new responsibilities and essential criteria but where significant elements of the different role(s) are already encompassed in existing job roles.

The benchmark for significant elements of the new role already being undertaken has been set at two thirds or more of the existing job role (a potential match). Assessment of an existing post against the essential criteria for a new post will be on the basis of appropriately qualified either formally or through experience.

Trial period

Consideration will be given to any request from an employee for a trial period in the new role identified for slotting purposes. This request should be submitted in writing to the Line Manager within 5 days of being notified of being slotted or appointed following a competitive interview process. The employee may request meetings during the trial period with their line manager.

Trial periods will be for a period of 4 weeks only except in the following circumstance:

  • Where an employee appeals the decision making process for slotting to a particular post, all such appointments will be made on a trial basis until the outcome of the appeal is known.

If during a trial period the employee decides that the post is unsuitable, he/she must notify the Director of Human Resources outlining their reasons. A meeting will be arranged with the employee to discuss the matter. If the reasons are accepted, other matching/slotting opportunities will be sought if they are still available.

If during the course of the trial period the line manager decides that the individual is not suitable, he/she must submit their reasons for this in writing to the Director of Human Resources and provide evidence of the training opportunities, support and guidance provided to the employee. This must be received by the Director of Human Resources before the end of the trial period. The Director of Human Resources will arrange for the original Matching Panel to consider the submission to ensure that is reasonable. The rationale should be based on performance in the new role and not conduct issues. The original Matching Panel will convene to discuss the documentation and determine the way forward. A meeting will be arranged with the employee to discuss the matter once the Matching Panel have made a determination. If the reasons are accepted, other matching/slotting opportunities will be sought if they remain available. Where they do not remain available, the employee will be referred back to Stage 3 of this process.

Training Needs

Due to the nature of this process, it is anticipated that some knowledge, skills, experience or qualifications may not be held by the “slotted” employee. Where this arises, a training plan should be developed as part

of the Staff Development and Performance Review (SDPR) process to ensure that the employee is provided with the necessary training and support to enable them to effectively carry out the full range of duties of the post within a 12 month period.

Appeals Process - where an employee is not matched.

All employees will have a right to appeal against a decision not to match them to a new post at the same grade on the grounds that due process has not been followed.

The matching process is based upon an evaluation of the role as opposed to an individual’s ability, therefore applications for appeal will only be considered in relation to process. The appeal cannot be based on the merits of an individual or skills comparison with other employees.

There is no right of appeal once a competitive interview process takes place as the decision to appoint at this stage is based on merit.

Arrangements for an appeal

Notification of an intention to appeal must be submitted within 5 working days of receiving confirmation that they have not been matched to a post under the matching and slotting process. This must be sent to the Director of Human Resources.

An employee will have a further 5 working days from the date of their notification of appeal to prepare and submit their evidence in support of the appeal.

The appeal will be considered by a Pro Vice-Chancellor within 5 working days of receiving the evidence in support of the appeal. This will be a desk top exercise where all the paperwork and evidence of the process followed will be considered.

The decision of the Pro Vice- Chancellor will be confirmed in writing within a further 2 working days.

There will be no further right of appeal under the matching and slotting process. However, this does not prevent access to the grievance procedure.

Support for staff

Staff can access the Employee Assistance Programme 24 hours a day, 365 days of the year. 

Additional support can be requested on an individual basis from the HR Department, for example, assistance with interview skills technique and the completion of the shortened application form.

Contract Status

It is anticipated that in the majority of cases employees will be slotted on a permanent basis to another role. Where an employee on a fixed term contract the University does not guarantee employment beyond the original contract term, unless the post available is a permanent one.

Legal matters

The policy complies with and exceeds the requirements of the current legislation (The Employment Act 2002, the Equality Act 2010, and any subsequent amendments to each Act) and demonstrates the University’s commitment to retaining quality staff, maintaining good human resource practices and being responsive to changing business needs in line with best practice.

This process does not form part of an employee’s terms and conditions of employment and may be subject to removal at the discretion of the University. Any changes to the process will be carried out in consultation with the recognised trade unions.

Aberystwyth University terms and conditions of employment will apply to all appointments made through the matching and slotting process.

Employees will retain their existing terms and conditions during the course of the matching and slotting process; however, where staff are not successfully matched, their protected terms and conditions will apply in the event of any subsequent process being instigated e.g. redundancy.

Process Review

The process will be formally reviewed every 2 years or as deemed necessary to ensure that the process remains compliant with legislation and/or good practice.

Such reviews will be conducted by the Joint Consultative & Negotiating Committee and presented to the Professional Development, Staffing & Equality Committee for approval.

Equality Impact Assessment

An equality assessment has been carried out in respect of the application of this process. This will be a dynamic process in respect of each restructure for which this process will be applied.

Appendix 1: Protocol on the application of Welsh Language Standards during a restructure

  1. There should be objective justification for the inclusion of the Welsh Level as an essential criterion. i.e. the Welsh language level must reflect the requirements of the post. The Director of Welsh Language and External Engagement or deputy (as nominated by the Director) will provide early guidance on restructure proposals in relation to the above and other considerations relevant to specifying the requirement for Welsh language skills.
  2. In a restructure situation where the Redundancy Avoidance Policy and Procedure is being applied and the number of posts are to reduce, there may be a situation in which there is a requirement for a certain number of posts within a team to have Welsh Language as an essential requirement. In academic departments, as a guide, the expectation of AU Welsh-medium Academic Plan and the Coleg Cymraeg Cenedlaethol for each academic discipline offering: · 40 credits or more in each year through the medium of Welsh requires a minimum of 2 FTE WM staff; · 80 credits or more in each year through the medium of Welsh requires a minimum of 4 FTE WM staff; · 120 credits in each year through the medium of Welsh requires 6 FTE WM staff. In addition, the new Welsh Language Standards (effective from 1st April 2018) require Aberystwyth University to be able to provide all Welsh-speaking students with a Welsh speaking Personal Tutor. The exceptions from the 40 credit threshold at AU are the School of Art, English & Creative Writing, and IMLA.
  3. In this situation, the following process will apply at the selecting in stage:-
  • The number of posts in the team will be identified.
  • The number of posts within the team requiring Welsh Language at level C2 (WL C2) will be identified and all staff at risk will be informed.
  • All applicants on the redeployment register who meet or could meet (with reasonable adjustments) the essential criteria for the post will be selected for interview. Welsh language will not be considered an essential criterion for any specific post within the team at this stage.
  • Applicants for each post will be scored on the basis of their skills and abilities assessed against the job description and person specification for the post. No posts will be offered until interviews and scoring have been completed for all posts within the team.
  • Where the highest scoring applicant for a post possesses Welsh language at level C2, the applicant will be offered the post. If the required number of WL C2 posts can be filled in this manner then any remaining posts will be offered to the highest scoring applicants, regardless of their Welsh language level.
  • If the required number of WL C2 posts cannot be filled in this manner, the scores of any remaining candidates possessing WL C2 will be compared across posts within the team (by comparing score/number of criteria). The highest scoring applicants from this process will be offered the posts in which they achieved their highest scores in rank order until the required number of WL C2 posts has been filled. Any remaining posts will then be offered to the highest scoring applicants from stage 3.4, regardless of their Welsh language level.

Policy Review

Human Resources will co-ordinate a review of this policy in order to maintain compliance with legislation and good practice. The review will be undertaken in liaison with the recognised trade unions and any proposed amendments will be submitted to the appropriate relevant committee, University Executive and Council if required.

Version 1.1

Last Reviewed: September 2019

Review Date: September 2021