Guidance

The following is designed to provide practical advice and guidance to managers during temporary responsibility and secondment scenarios.

Difficulties arising during a TRA or secondment

If difficulties arise while an individual is undertaking temporary responsibilities/duties and it is not working successfully, all parties - including the substantive line manager, the temporary line manager and the employee - should discuss the situation with reference to the secondment agreement, the relevant procedures and HR advice if necessary to decide whether it should continue or not.

The substantive employer is expected to assist as appropriate in any performance, capability, conduct or grievance matters relating to the secondee.

Extending temporary responsibilities

If it is anticipated that the Temporary Responsibilities will need to be extended, the senior manager or HoD should discuss this with their HR Adviser as soon as possible. The TRA extension should be approved by the HR Adviser with input from relevant managers - which may be done at a Faculty level. Only in exceptional circumstances should this exceed 12 months.

Examples of when this might be appropriate are:

• Vacancies
• Long term sickness
• Maternity leave cover
• To fill posts during re-organisations/re-structures
• To cover other temporary acting up arrangements or short term secondments career breaks

Extending secondments

While secondments can be valuable for career development and organisational collaboration, long-term secondments beyond 36 months can pose risks, for example:

• Loss of connection to the substantive role/department – Extended time away from the home department can make reintegration challenging, particularly if there have been significant structural or operational changes during the secondment
• Impact on workforce planning – Keeping a role vacant or filled on a temporary basis for an extended period may affect long-term planning and resourcing
• Organisational change considerations – if organisational changes occur during the secondment, the guaranteed right to return may cease to apply, which could put the secondee in a vulnerable position

When considering an extension beyond the usual timeframe, the senior manager or Head of Department should prepare a business case outlining the rationale for the extension, including the benefits to both the University and the secondee. It would also be beneficial to review the long-term workforce planning implications to ensure that any risks are appropriately managed. For employees who are USS members, approval for the extension may also need to be sought from the USS Trustee in advance of the extension commencing.

Extensions of outgoing external secondments

If there is no agreement by the substantive department to an extension and the employee decides not to return to their substantive post, this will be considered to be a resignation and the employee would relinquish their right to return to their substantive post.

In these cases, substantive line managers at the University of York are advised to discuss this with the employee. Where the employee confirms they do not wish to return to their substantive post at the University of York, they would be required to follow the resignation procedure, i.e. notify their substantive department in writing giving the minimum notice period required set out in their terms and conditions of employment.

At the end of the internal secondment

Prior to the end of the period of secondment, a meeting should be arranged between the secondee and their substantive line manager to discuss the implications of returning to their substantive post, and in order to update the employee on any changes within the department.

This meeting should be arranged at least 1 month before the return date. Two months before the end of the secondment HR Services will notify the current and previous line managers and the employee that the secondment is due to finish as a reminder for this meeting to be arranged.

The meeting may cover the following points:

• updating the secondee on any developments within the department
• ensuring that all the secondee's work is handed over smoothly
• de-briefing to understand what has been achieved from the secondment
• ensuring that the work of the secondee is recognised
• Planning a further review of the secondment approximately 3 months after the secondee has returned to their substantive post in order to understand fully the value of the secondment

Should a secondment need to come to an end early, notice should be given and the seconding line manager and the substantive line manager have a joint responsibility to manage the process of returning the secondee to their substantive post.

If, during the term of the secondment, organisational change results in the original post being substantially altered or is at risk of redundancy, the guaranteed right to return will cease to apply. In the event of this happening the employee will be consulted on any changes in line with our redeployment and redundancy policies.

At the end of the outgoing external secondment

Prior to the end of the period of secondment, a meeting should be arranged between the secondee and their substantive line manager to discuss the return to their substantive post, and in order to update the employee on any changes within the department.

The meeting may cover the following points:

• updating the secondee on any developments within the department
• ensuring that all the secondee's work is handed over smoothly
• de-briefing to understand what has been achieved from the secondment
• ensuring that the work of the secondee is recognised
• undertaking a further review of the secondment approximately 3 months after the secondee has returned to their substantive post in order to understand fully the value of the secondment

If, during the term of the secondment, organisational change results in the original post being substantially altered or is at risk of redundancy, the guaranteed right to return will cease to apply. In the event of this happening the employee will be consulted on any changes in line with our Organisational change protocol, and the redundancy and redeployment policies.

If a secondment role become permanent

Where a seconded role becomes available on a permanent basis, where there was an open recruitment process for the secondment and where there have been no substantial changes to the role since its commencement by the secondee, the secondee may be offered the role on a substantive basis, subject to the agreement of the seconding line manager, the substantive line manager and the secondee.

If the secondee was recruited to the secondment opportunity without a competitive selection process, s/he may apply to be considered for an open contract position if this becomes available, in line with our recruitment policy.

If the secondee was recruited to the secondment opportunity without a competitive selection process, s/he may apply to be considered for an open contract position if this becomes available, in line with our recruitment policy.

Where a secondment becomes permanent, this can change the employee's terms and conditions of employment. For example, this may change the secondee’s entitlement to overtime pay and their pension scheme eligibility can be altered.

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• Approved on: 1 September 2025