The Use of Retired Staff in Times of National Crisis
The Use of Retired Staff in Times of National Crisis
I have been following the debate around the suggestion that NHS staff could be asked to come back from retirement. I have no expertise. Especially not when it comes to the complex world of health, but I have previously been involved in discussions on this subject elsewhere.
The retired have a lot to give. They have experience, skills and, often, time. The Home Guard and the ARP during the last war were largely staffed by pensioners. Unfortunately we see their efforts largely through the prism provided by the fantastic sit com Dad’s Army. The truth is these organisations of community volunteers (together with the WVS etc) made a huge contribution when the country faced it biggest challenge. A lesson that should not be forgotten.
I expect that many agencies, particularly in the public and charity sectors, have considered this option in their planning for disasters. The key issue is that this is only viable if it is planned in advance. Points for consideration include:
1. What would you want the returnees to do, ie how would you use them?
2. What are your mobilisation arrangements?
3. At a time of staff shortage how would you supervise them? This is important because many of the other problems of this option can be overcome by thinking in advance about this.
4. Are there regulatory or proof of competence issues? These can be overcome in emergencies. Remember that a temporary returnee need not be employed to do their old job. One of the benefits of these schemes is that the individuals know their old organisations and can turn their hand to routine work with the minimum of preparation. Tasks can include admin and support of front line services. Temporary returnees can free up staff for front line duties.
5. Are there safeguarding and/or vetting issues? If so it they need to be dealt with now – long in advance of mobilisation.
6. Do you want returnees to be temporary employees (paid) or volunteers (unpaid)? Contracts need to be sorted now and your Personnel department (HR, ‘People’ etc) tasked accordingly. Do not dismiss the idea of looking for volunteers out of hand. In times of national crisis it is amazing how much people want to help. Consider for a moment the likely response of recently retired staff in the aftermath of an incident on the scale of 11 September 2001 or even a 7th July 2005. Managing spontaneous volunteers can be difficult. Maintaining a register of potential returnees is much easier.
7. Consult with any retired staff associations. They can do a lot to help as can pension administrators.
8. Consult with trades unions, staff associations, staff support groups etc. A lot of difficulty can be avoided by letting these groups be part of the solution, they have so much to offer.
9. If you are going to maintain a register of potential returnees give some thought about the criteria that you will use to decide who can be in the reserve (previous good record?, time since retirement? etc.)
10. Who in your organisation will maintain a register or deal with offers of help from potential returnees. Will there be an annual/six monthly review? Can you arrange an annual event to help keep potential returnees engaged. Many public sector organisations have experience of using volunteers as part of normal business – the skills to do this are therefore likely to be on tap.
11. Take internal/external legal advice from lawyers that know your business. Would your returnees need any powers? How could these be acquired in fast time? Would you want them to have powers that are normally reserved for current employees? Do not dismiss empowering your returnees without some thought. We are generally thinking about incidents that are at the top end of the spectrum. For example in times when the Queen’s peace has broken down or when an enemy has attacked the police may wish to recruit special constables with the minimum of training. A bit far fetched? Remember this is why the special constabulary was created in the first place.
12. Training, induction and briefing practices can largely be created in advance.
13. Your organisation may have considered the option of using returnees and concluded that it presents too many challenges for too little potential return. This is fine – although it does need to be reconsidered from time to time. Often the challenges are clear at the planning stage but the benefits are only apparent when you need the help. If nothing else do consider how you will (consistently across your organisation) respond to offers from retired staff in the aftermath of a disaster.
14. If you have never considered the subject at all is this a sign of a problem in your planning process? Are your planners focused only on relatively low level challenges or on doing what similar organisations are doing? Emergency planning can be constrained by a herd mentality. Following national guidance or only paying strict attention to risk assessments should not stifle innovation.
March 2020
This item is taken from a blog published on 5th March 2020
Scott Trendall Ltd is a small consultancy and training provider focused on civil protection and security.
philip@scott-trendall.co.uk
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