Managing Reservists
Employing Volunteer Reservists is unlikely to cause serious problems in your workplace, but there are issues about which confusion and disagreement can occur. It's helpful to know what these are, and how you can prevent friction arising.
- Adopt a code of practice
- Keep informed
- Manage training commitments
- Develop clear policies
- Mobilisation
- Returning to work after demobilisation
- Other employees
- Show your support for Reservists
- People who can help you
Adopt a code of practice
A number of basic steps can help to establish a strong working relationship with Reservists on your staff, while extracting optimum value for the organisation.
SaBRE recommends that you have supportive policies and procedures towards Reservists. It has also developed a simple code of practice to help you manage Reservist employees consistently:
- Learn more about the Volunteer Reserve Forces (VRF). (See Links to VRF websites.)
- Find out about basic training commitments and when Annual Camp is, by speaking to your Reservist employees. (See also Training commitment.)
- Ensure that your personnel policies accommodate and support participation in the VRF. SaBRE has produced an example human resources policy, which you can use. (See example human resources policy.)
- Get in touch with your regional SaBRE contact if you want more advice. SaBRE also provides a dedicated helpline and e-mail enquiry service.
- Get to know the Commanding Officer in your Reservist employee's Unit - your regional SaBRE contact can help here. Don't hesitate to call on your employee's military commanders if you have a conflict of interest.
- Get your management team to promote your support for the Reserve Forces. Explain your position to them and address any concerns they may raise.
- Put your support in writing and display the SaBRE certificate prominently so that employees can see that you support the Reserve Forces. (See Become a supportive employer.)
- Have a regular dialogue with your Reservist employees.
Keep informed
Being aware of how Reservists can benefit your organisation, as well as getting on top of issues such as legislation and employer rights and responsibilities, will help prevent misunderstandings between you and your Reservist employee. This website and the SaBRE publications are regularly updated and allow you to keep up to date with any developments.Queries on specific employment points can also be directed to SaBRE via this website, the telephone helpline, or by post (see Contact us.)
Meeting your regional SaBRE contact or the Commanding Officer of a local Reserve Unit is another way to stay in touch with developments.
Manage training commitments
Conflict sometimes occurs between a Reservist and their employer over the two-week continuous training period. (See Training commitment.)There is no legal requirement for you to give time off to your Reservist employees for training, but many supportive employers are happy to grant additional leave. (See Your support.)
Some Reservists volunteer for extra training courses and other duties in addition to their two-week annual training period, particularly if they are aiming for a specific qualification or promotion within the ranks. These extra training courses may include health and safety, problem solving, equal opportunities, communication, and organisation and presentation skills. As an employer, you have no legal obligation to release your employee for extra training courses, but we ask that you consider fully requests for extra training and examine how the planned exercise might contribute towards your own organisational goals.
Develop clear policies
Establishing a clear policy relating to the Volunteer Reserve Forces is also a sensible idea. Having a written set of guidelines will avoid inconsistencies in your treatment of Reservists. You can also give your policy to employees who may be thinking of joining the Reserve Forces but are unsure of how it will affect their work.SaBRE has produced an example human resources policy (58KB) that supportive employers can adopt. It is designed to be supplementary to your existing policies and procedures. If you wish to incorporate this policy into your HR policies, please feel free to use it.
Alternatively, contact your regional SaBRE contact or get in touch with SaBRE. They will be able to give you further advice on an example human resources policy that is appropriate for your organisation and employees.
Mobilisation
Compulsory mobilisation is only used when absolutely necessary and you may apply for an exemption, deferral or revocation of service if the Reservist's absence would cause serious problems for your business. If you are applying for an exemption, deferral or revocation, it is advisable to inform your employee in advance, and explain your grounds for doing so.In most circumstances, the Ministry of Defence uses intelligent selection to mobilise Reservists. This is the process of identifying willing and available individuals for specific appointments. The process includes dialogue between the Reservist, their employer and their unit to determine whether they are willing and available to be mobilised. Unless you have important reasons for not wanting your employee to be absent, it is worth considering how the experience gained by your employee through deployment may benefit your organisation.
Returning to work after demobilisation
Demobilisation may be a difficult time, with a Reservist returning to work after a challenging period in deployment. Helping to ensure smooth reintegration to the team and updating them about changes and developments in the organisation can help prevent any feeling of dislocation they may feel.
Other employees
Friction may also arise from other employees. They might feel that their Reservist colleagues are being given 'special treatment' not available to them, such as extra leave. Making it clear why there is a separate policy for Reservists, and explaining the beneficial role of Reservists to the company and nation, can help to defuse any sense of discrimination.You might want to ask your Reservist employee to give a talk or presentation on their special role, or to lead a skill-sharing exercise based on their experience.
Show your support for Reservists
Reservists appreciate it if their employers demonstrate support for their Reserve Forces work. Becoming a supportive employer simply involves stating your support for the Volunteer Reserve Forces in writing; it is up to you whether you wish also to adopt SaBRE's code of practice at the same time.SaBRE's EXECUTIVE STRETCH training weekends, Employers Abroad visits and other regional events are all designed to give business people first-hand experience of Reserve Forces work and training. (See Activities for you.)
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