The triage service ran for approximately three months to:
- Gather data to enable targeted communications and training, and guide the implementation of the medium and long-term review recommendations;
- Improve turnaround times, with more efficient movement of requests through the process;
- Reduce the number of full job evaluations carried out; and
- Reduce time spent seeking additional information.
As part of the triage process, new reports and a tracker were introduced to monitor turnaround times, and allocation of work to analysts was centralised. A daily stand-up meeting was introduced in order to track work and to share insights gained from the process within the grading team.
407 requests were triaged over the three month period. In 16% of cases (across 37 departments), departments were contacted by the Triage Service to highlight a particular issue and to rectify the problem.
During the triage period, grading turnaround times reduced by an average of two days.
The Triage process identified that gradings can be reduced by 20%. Issues fell into broad themes, and a range of measures are now being implemented with the aim of improving turnaround times and user experience.
| Recommendations following Triage |
Status |
| Add position type New Job - Existing JD and issue guidance to support departments to provide this information up front |
Complete |
| Review contract decision matrix and re-issue to clarify purpose of information provided, improve consistency of terminology, and increase understanding of post/appointment structure |
Complete |
| Create new automated tracking and reporting in HR Reporting to replace the temporary Triage tracker |
Complete |
| Update and simplify the regrading application form and guidance to aid completion |
Complete |
| Remove contract change processes from the Staff Request process and delegate to departments |
In progress |
| Set up training sessions with departments experiencing repeated and multiple issues |
Complete |
