ࡱ> @ tbjbjFF + ,,tl        CCC8Cd$ED sjtFtF"FFFuGuGuGuswswswswswsws$`uRw>s [HqGuG[H[Hs  FFsMMM[HV F FusM[HusMM6l  nFhF h?3CJ~lQq$s0smw/LZw8n      w nuGGMG GuGuGuGss  DAdC$M  dC 31/03/06 BHS 18. RECRUITMENT POLICY AND PROCEDURES BARTON HILL SETTLEMENT RECRUITMENT POLICY GENERAL DETAIL The recruitment and selection process is of paramount importance in order to recruit staff with the necessary skills and attributes to enable the Settlement to fulfil its organisational aims and objectives. The Recruitment and Selection Policy and Procedures aim to provide clear guidance to managers in relation to both the selection and appointment of staff. This policy promotes and supports good practice for those with responsibility for recruitment. This policy and these procedures aim to achieve the following objectives: - recruit the required number of staff with the appropriate skills, both technical and personal, in order to meet the Settlements needs - work to a fair and effective recruitment procedure, which is consistent with employment legislation and the Settlements Equal Opportunities Policy and working practices - develop and enhance the public image of the Settlement, both as an employer and as a quality provider of services and activities Internal candidates or others personally known to the interview panel must be treated in exactly the same way as all other candidates. This policy and associated procedures applies to all members of staff including Tutors and casual bank workers. DEFINITIONS At risk Where posts have been identified for redundancy the postholder(s) will be deemed to be at risk. Operations Sub Group Sub group of the Settlement Board of Trustees whos role it is to scrutinise and audit the operations of the organisation. The Central Services Department: The Central Services Department may provide an appropriate member of staff to act in an advisory capacity to any party and/or as a facilitator. Given this role, they are not in a position to make decisions, but may offer recommendations for resolution. Trustee For the purposes of this policy, Trustee means a member of the The Settlement Board of Trustees. Timescales For the purposes of this policy, one week is deemed to be seven days, inclusive of weekends, but exclusive of statutory holidays and concessionary days. KEY CONSIDERATIONS 1. Justification for recruitment Before recruitment begins, the following must be given consideration: is it necessary to fill the vacancy? does the role require changes in duties and responsibilities? could the work be accommodated in other ways? what terms and conditions are being offered for the post? Are they appropriate and consistent with the rest of the Settlement? are there any staff at risk? Staff at risk within the organisation must be given first consideration for any vacancy prior to an external advertisement being placed. 2. Filling the vacancy In order for the recruitment process to commence, the Head of Department must gain authorisation, using appropriate documentation, from the Senior Manager and Chair of the Settlement Board of Trustees. 3. Advertising It is normal practice that all vacancies are advertised, both internally within the Settlement, as well as externally. When staff have the necessary skills and an at risk situation has been identified, consideration will be given to advertising posts internally only. There may be exceptional occasions when the Settlement deems it appropriate to use agencies for recruitment. Before doing so, the Central Services Manager must secure written permission from the Operations Sub Group that this is appropriate. 4. Selection Shortlisting Candidates will not be shortlisted unless they complete their application on the standard Barton Hill Settlement application form. Candidates will only be shortlisted for interview if they meet the essential criteria defined in the person specification. Shortlisting must be undertaken by all of the individuals who will go on to be involved with the interview process, they must as a minimum have taken part in Barton Hill Settlements recruitment awareness training. Interviewing The interview must be conducted by a panel, the composition of which is detailed in the procedures. All interviews for one post must be conducted by the same panel. All candidates will be asked a standard format of questions, which will have been decided by the interview panel prior to the interviews. All questions must be related to the job requirements and the candidates suitability to undertake the role. Skills/practical assessment As part of the selection process, Departments may wish candidates to partake in a series of skills tests. These tests must be directly related to the role in question and must be measurable against objective criteria. Candidates must be informed of the details in the letter inviting them for interview. 5. Appointment The choice of candidate will be determined by the consensus view from the formal interview panel. The panel will take account of any other information that will have been generated as part of the selection process. The formal offer of appointment can only be made by Central Services Manager (or his/her nominee) in writing. The offer is conditional upon receipt of references which satisfy the Settlements requirements and any other appropriate checks. 6. Confidentiality All application details are treated with the utmost confidentiality. It is the responsibility of the Central Admin Officer (or her/his nominee) to ensure that suitable arrangements are made for confidentiality to be maintained. 7. Documentation At all stages of the recruitment process, it is the responsibility of the Chair of the panel to ensure that notes are kept detailing the reasons for selection or rejection of candidates. These notes could be called upon as evidence of the fairness of the process, either through an internal assessment or to support an external investigation. All records must be handed into Central Admin. Officer by the Chair of the panel. 8. Feedback Feedback is always offered and will be provided by the Central Admin Officer in collaboration with the Chair of the panel at the request of any applicant at any stage of the recruitment process. 9. Observation In order to ensure the Settlements compliance with both the Recruitment and Selection and Equal Opportunities Policies and Procedures, an Observer may be present at any part of the process from shortlisting through to selection. 10. Monitoring and Scrutiny A member of Central Services will scrutinise all stages of the recruitment procedure. The OSG will from time to time undertake audit exercises in order to monitor the effectiveness of this policy and its performance against the Equal Opportunities policy. 11. Review This policy will be reviewed by the Operations Sub Group annually. RECRUITMENT PROCEDURES 1. Introduction This document details the procedures required to undertake the recruitment and selection process to completion. It splits the process into a number of stages. It is necessary to ensure that the procedures are followed as described since they are derived from legislation, Settlement policy and good practice. An appropriate member of the Central Services Department (CS) will be available to advise any Department requiring help at any stage within the recruitment process. The stages detailed in the document are: Pre-advertisement Preparation prior to a position being advertised Pre-interview From promotion of vacancies through to short-listing of applications Interviewing Procedures relating to setting up interviews and selecting the most appropriate candidate Post-selection The administration required once a selection has been made Final Administration Candidate Feedback Observation Monitoring Summary of Recruitment roles and responsibilities (pg 17) 2. Pre-advertisement In order to begin the recruitment process, five documents are required. The documents are: Job Description (inc Person Specification) Job review request form Position Assessment Form Recruitment Request Form Recruitment Programme (to be produced after authorisation has been obtained) These elements remain the same whether it is a new or replacement post. The main points to note about these documents are as follows: 2.1 Job Description A Job Description defines the purpose, the scope and the principal duties and responsibilities of a particular role. It provides a framework which outlines the expectations, both for the employee and the employer, and forms part of the working agreement, but is not contractually binding. It is the responsibility of the Department/project to produce a word processed copy and to assist the Central Admin. Officer in the drafting of a Job Description. To ensure consistency, reference should be made to the guidelines (what guidelines). The only Job Description that is recognised as valid is that which is signed off (by the Job Review Group and held on the employees personnel file. The key elements normally included are: Identifying factors: Name of Organisation, Job title, Department/project to whom the postholder is responsible, line manager. Job Purpose: One or two short sentences to summarise the overall purpose/ objectives of the job. Main Duties and responsibilities: A description of the job, the intention is to provide an outline of the job only. Tasks should be listed in order of importance. General Duties: Central Services hold a list of General Duties which should be included on all Job Descriptions 2.2 Person Specification The purpose of a Person Specification is to provide criteria against which the recruitment of candidates will be carried out objectively in line with equal opportunities. It defines both essential and desirable criteria and is usually prepared as a grid. The Person Specification should be based upon the Job Description. To assist in the drafting of a Person Specification and to ensure consistency, advice should be sought from a member of the Job Review Group. Essential criteria Requirements without which a candidate will not be offered an interview. The criteria required of the ideal candidate and the format of the Person Specification may vary, but typically could include: Qualifications Only where considered appropriate and specific to a profession or trade. Experience Either in the type of role outlined in the Job Description, or equivalent experience that is transferable to the role a role. Skills Relevant to the post. Special requirements Will be specific to the job, eg ability to lift heavy weights, ability to work with specific client groups, holding a driving license. 2.3 Job Review Request Form All jobs must go to Job Review Group before approval will be given to recruit. 2.4 Recruitment Request Form This document enables the appointing Department/project to gain appropriate authorisation from senior management to enable the recruitment process to start. For all appointments the Recruitment Request Form must be signed by the identified budget manager, SM and Chair. 2.5 Position Assessment Form At this point the Central Admin Officer will check the job description and fill out a position assessment form with the decision as to whether a police check is required and at what level, also the decision as to the nature of referee required for the level/type of job. 2.6 Recruitment Schedule and Process The Chair of the interview process will have been identified by the Department/project S/he will take overall responsibility for securing the necessary arrangements with CS throughout the recruitment process (including eg composition of panel). In order for a Recruitment Programme to be agreed, a meeting will be arranged with CAO and (ideally) the Chair of the panel. Any Department/project wishing to issue additional information to potential applicants must ensure that this is supplied to CAO at this time. At this point, any variations to the general procedural programme must be agreed. Three copies of the programme will be completed: one copy for the retention of CS records; one copy for the Department/project; and one copy to the OSG. 2.7 The advertising strategy and procedure Before deciding how and where to advertise the Central Admin. Officer (CAO) must be consulted to check if any inequalities, in respect of our Equal Opportunities Policy, are apparent in the department. If required positive action is to redress any imbalance will be taken, including such measures as: Advertising jobs in ethnic or female/male interest publications In advertising encouraging under-represented or disadvantaged groups to apply for employment Making contact and encourage disabled people via the local Job Centre to apply for positions where appropriate The responsibility for drafting advertising copy rests with CAO. The choice of media is determined in consultation with CAO and Project HoD. If an individual manager has a specific request which is deemed to be additional to any usual advertising requirement, this can be considered. It is normal/good practice to form composite advertisements wherever possible. However, where a collection of vacancies forms an inappropriate mix, composite advertisements may be split. There are periods in the year when advertising would be ineffective, e.g. Bank Holidays, and therefore careful consideration should be given to the timing of advertising. Departments/projects are also asked to consider the publication dates of professional/specialist journals etc when defining dates. CAO may have to make final amendments to the advertisements to comply with the agreement between the Settlement and the advertising agency. The closing date will be agreed with Central Services and must allow candidates sufficient time in which to prepare and submit their applications. Ideally closing dates must never be less than one week after the date of advertisement, nor more than three weeks. Statutory or concessionary holidays should be taken into account when determining closing dates. It is normal practice to advertise all vacancies both internally within the Settlement, as well as externally. When staff have the prerequisite skills and/or an at risk situation has been identified, consideration will be given to advertising posts internally only. There may be exceptional occasions when the Settlement deems it appropriate to use recruitment agencies. Before doing so, the Central Services Manager must seek written approval from the Operations Sub Group. 3. Pre-interview This section considers the stages from the initial contact with applicants through to the shortlisting process. 3.1 Initial contact with potential applicants Advertisements are designed to attract the attention of applicants, who are asked to request a recruitment information pack from Admin. Support Worker in CS. The Settlement practice is that the recruitment information pack should be issued to potential applicants within four days of the initial request. 3.2 Application form It is The Settlement policy that applications are made by completion of a Settlement application form for all posts. Candidates sending curriculum vitae, supporting letter of application, applications on forms other than BHS standard will not be shortlisted. 3.3 Receipt of replies This requires that all applications are: logged by Admin Support Worker (ASW) and referenced appropriately. CAO will endeavour to release applications to Departments/projects no later than two working days after the closing date. Please note that applications must be collected by the Chair of the interview panel or her/his nominee. If the chair is sending a nominee, s/he must confirm in writing or by telephone that a representative will be collecting and signing for the applications. Application forms must be: kept together in one file and only allowed to be circulated to the panel and observer(s) if appropriate available for review by members of the OSG or JRG 3.4 Confidentiality/security The Settlements policy is that the confidentiality of an applicants details is of paramount importance. It is the Head of Departments individual responsibility to ensure that suitable arrangements are made within her/his area for this confidentiality to be maintained. Where it is necessary for applications to be taken off site for consideration, the utmost care should be taken regarding their security. For example, applications should not be left unattended in a vehicle or in any public place. Applications must be returned to CS by hand, where receipt will be recorded. 3.5 Shortlisting It is the responsibility of the Chair of the panel to make appropriate arrangements for shortlisting. Shortlisting will be undertaken by all members of the panel. The shortlisting should be undertaken against the background of the information compiled on the Job Description and the Person Specification. It is the Settlement policy that notes will be kept on candidates to justify any decisions made regarding selection for interview. These must be written on the shortlisting matrix form provided by CS. Any arrangements made as a result of unforeseen circumstances must be agreed by the Central Admin Officer. It is the responsibility of the Chair of any panel to collect any copies of application forms once decisions have been agreed. All surplus copies must be shredded to ensure confidentiality. Out of consideration for applicants, shortlisting should be undertaken within the agreed timescales. 4. Interviewing Following shortlisting, selected applicants will be invited for interview by CAO. The purpose of an interview is to facilitate the selection of the most suitable candidate for the post, although it should be recognised that this is only one part of the selection process. 4.1 Invitations to interview Candidates should be given at least one weeks clear notice of an interview date. The invitation should include the details of any skills assessments and related preparatory work that they will be required to undertake prior to or as part of the recruitment process. Interviews for Senior Management posts can include the involvement of Trustees other than those on the panel who would meet the candidate and then feedback and input into the decision making role of the panel. 4.2 Composition of interview panels The Settlement practice regarding the composition of the formal interview panel relates to the seniority of the vacancy/nature of the post. As a general rule the Line Manager must always be on the panel. Every panel depending on its level of seniority must include a Trustee or Committee Member. The following is a guideline only. Interview panel Specialist posts may include external people with relevant knowledge. Senior Management Posts could include Senior Manager, Chair Settlement Board of Trustees, a Trustee, Central Services Manager and a relevant independent. Middle Manager Head of Department, Trustee, Management Committee Member. No Management responsibilities Line Manager, Management Committee Member, one other. Tutors Line Manager, Workshop Management Committee Member. Bank Workers Line Manager, Project Committee Member. 4.3 Conduct of the interview When conducting interviews every member of the panel must make notes of questions asked and answers given. This will provide feedback and evidence of why the candidates have been selected or rejected. These notes must be signed and given to the Chair, who will hand them to CAO. The panel must determine, prior to the interview, the questions and areas of discussion which will be put to each candidate. Care must be taken to avoid questions which are discriminatory. As well as leading the process, the following are the administrative responsibilities of the Chair advise candidates what happens next advise candidates that all employment is offered subject to satisfactory references which meet the Settlement requirements and appropriate other checks collect completed notes and the signed Interview Assessment Forms from the panel members and hand them to CAO collect candidates interview expense claim forms check whether candidates require a work permit check that when candidates have qualifications, copies of certificates are made and forwarded to Central Admin Officer Misrepresentation of the nature of the job in question must be avoided. It is good practice only to give an accurate representation of the successful candidates career prospects with the Settlement, in order not to give rise to expectations which may never be fulfilled. It is important that interviews are conducted in a courteous and professional manner, since a badly managed and conducted interview could lead to legal action against the Settlement or the individual(s) involved in the interview. It is important that the Chair ensures the candidate is made to feel as welcome and at ease as possible. The Chair is responsible for correcting any misunderstandings that other panel members may cause. 4.4 The choice of candidate After discussion the choice of candidate to be appointed will be made on a unanimous vote only from the formal interview panel. The panel will take account of any other information that will have been generated as part of the selection process. If a unanimous agreement cannot be reached, an appointment must not be made. In these circumstances the Central Admin Officer must be contacted to agree the next action. If the candidate selected does not take up the appointment, any decision to offer the appointment to the second choice applicant must be taken by the whole panel. Before the panel disbands it should agree if any of the other candidates are appointable. 5. Post-selection administration It is important for securing the foundation of a good relationship with the successful candidate and to ensure that a good impression is left with the rejected candidates, that this final stage is completed properly. 5.1 Offer of employment An offer of employment will only be valid if it is signed by an authorised member of CS. If the Chair of the panel wishes to discuss possible employment with the successful candidate(s), it must be made clear that such discussions do not constitute a formal offer of employment which can only be made in writing by CS. It is the Chairs responsibility to complete the appointment request form and hand it to CS for action. Unsuccessful candidates must be notified as early as possible of the outcome of their interview by the Chair of the panel. Ideally this should be no more than three working days after the successful candidate has confirmed their acceptance of the post. At this stage, any offer of employment is conditional - ie subject to satisfactory, employment references and other appropriate checks. Relevant qualification checks must be undertaken, if not verified at interview. Only when all of these have been obtained and cleared will the Settlement regard the offer of employment as legally binding. 5.2 References Unless agreed otherwise, the taking up of references is the responsibility of CAO/ASW. Employment references must be obtained from at least the last or current employer, either in writing or by initial contact via the telephone, to be confirmed in writing. The questions and information gleaned from the reference must be relevant to the aspects of the post in question - eg where cash handling is involved in a post, then the honesty of the prospective employee must be discussed. CAO/ASW may wish to obtain references prior to interview and, whilst this is acceptable, the wishes of candidates must be respected in this matter. For those taking up written references, it is advisable to use the standard reference request letter and the responses must be forwarded to CAO upon receipt. All references must be red flag checked by the Chair of the Panel, the Line Manager and the Central Admin Officer. If they have concerns they should raise them with the Head of Department and/or Senior Manager. 6. Final administration In order to finalise the recruitment process there are certain tasks which should be completed to ensure that: All unsuccessful candidates receive notification from CS as to the status of their application. This is particularly important for those candidates who may have been sent a holding letter pending the outcome of a series of interviews. Please note that whatever the format or wording is used in this letter, it will not overcome the candidates disappointment. All recruitment documentation is taken to CS for archiving. All equal opportunities monitoring forms are retained by CS after completion of the recruitment process. The forms are to be retained for six months after the completion of the recruitment process. All original copies of the details relating to the successful candidate are retained by CS for inclusion on the individuals personal file, together with their application. All additional copies of candidate details used for interview purposes are collected and destroyed. 7. Candidate feedback Candidates often wish to gain feedback, in relation to either initial selection and/or interview, for their own development. It is The Settlement policy that feedback from shortlisting or interview will be provided by the Chair of the panel. This feedback should be judged against the selection criteria, then checked and sent by the Central Admin Officer. It should be honest, but constructive. It is important to realise that a prospective employer can be held liable for unfair selection by a candidate and this feedback can be used as evidence. This, however, is a rarity if the feedback is honest and appropriate to the candidate. It is essential that both shortlisting forms and interview notes are completed in order that a professional approach may be taken. 8. Observation An observer may be present at any stage of the procedure from shortlisting to selection. Her / his role is to confirm compliance with the The Settlements Equal Opportunities Policy and Recruitment and Selection Policy and Procedures. An Observer Checklist is provided as which includes the specification that the Observer must adhere to in all instances. 9. Monitoring The Settlement will from time to time undertake audit exercises in order to monitor the effectiveness of this policy and procedures. 10. RECRUITMENT PROCEDURES Roles and responsibilities ROLEBY1. Complete Job Request Form accompanied by Job Description/Person SpecificationLine Manager/ H.O.D 2. Check and Grade against Settlement Job Evaluation Scheme. JRG3. Issue Recruitment Request Form to Senior Manager/Chair in order to gain authorization for recruitment process to begin CAO4. Complete Position Assessment Form ref. CRB and reference checks. CAO5. Check documentation for compliance with policy? CAO6. Draft advertisement copy CAO7. Select appropriate media CAO, LM,HOD8. Agree the Recruitment ProgrammeChair, recruitment panel(CP), CAO9. Place the advertisement, editing and consulting where necessary, in order to adhere to Settlement policiesCAO10.Receive and respond to enquirers ASW11.Receive and acknowledge applications ASW12.Determine the format of the interview, location and other arrangementsCP,CAO.13. Shortlist candidates Recruitment panel14. Invite candidates for interview CAO15. Issue application rejection letters ASW16. Interview Recruitment panel17. Decide on chosen candidate, Recruitment panel18. Secure references CAO19. Return all interview documentation to CS CP20. Complete Appointment Request Form CP21. 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