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INFORMATION FOR APPLICANTS

ADMINISTRATIVE OFFICER

1 x full-time Enniskillen – 37hpw, Mon - Fri, 9.00 - 5.001 x part-time Downpatrick – 22.2hpw, Mon - Fri, 9.00 - 1.25

May 2020

Pack includes:- advert; job description; person specification; guidance for candidates

The Probation Board for Northern Ireland is an Equal Opportunities Employerand welcomes applications from all sections of the community

Information for Applicants – Administrative Officer May 20201 | P a g e

PBNI – “Changing Lives for Safer Communities”

INDEX

1. Background

2. Conditions of service

3. Advert

4. Administrative Officer Profile

5. Guidance for candidates in relation to the PBNI interview and selection processes


BACKGROUND

The Probation Board for Northern Ireland (PBNI) is a Non-Departmental Public Body (NDPB) sponsored by the Department of Justice; its statutory responsibilities are set out in the Probation Board (NI) Order 1982.

The PBNI has approximately 400 staff working across 25 sites throughout Northern Ireland.

The PBNI prepares in the region of 8300 court reports each year and at any one time supervises 4,100 offenders who are subject to court orders including probation, community service and custody probation orders. The PBNI places great importance on its relationship with the courts, its work with community partners, its contribution to public safety, and its commitment to serve all sections of the community.

The PBNI is engaged in changing the lives of offenders for safer communities. The work includes supervising offenders, delivering unpaid work through community service, preparing court reports and delivering behavioural change programmes. In addition, the PBNI works directly with the victims of crime. The fundamental goal and focus is helping create safer communities.

Further information on the work of the PBNI may be accessed through the website www.pbni.org.uk


http://www.pbni.org.uk/

CONDITIONS OF SERVICE

Salary

Point 1 £20,951 to point 4 £23,023 [NICS for Administrative Officer Grade] for full-time hours (pro-rata for part-time hours), subject to review.

Pay on appointment will be to the minimum of the pay band.

Locations

14 Dublin Road, Cathcart Square, Enniskillen BT74 6HH (NB this office is part of the Rural West team and the successful candidate will likely be

required to work across all offices in a team with multiple locations ie in this instance Omagh.)

Downshire Civic Centre, Downshire Estate, Ardglass Road, Downpatrick BT30 6RA(NB this office is part of the Down & Ards team and the successful candidate will likely be

required to work across all offices in a team with multiple locations ie in this instance Newtownards.)

A list will be established of suitable candidates for Administrative Officer posts for these locations. This will be valid for a 12 months’ period. This list may be used to fill temporary vacancies.

Whilst candidates will be appointed to initial base locations, as indicated above, Administrative Officers are required to work across the full geographical areas covered by the PBNI (ie Northern Ireland), hence Administrative Officers may be moved to other offices/teams, as operationally necessary, under the Transfer and Mobility Policy (see below).

Hours of Work

Administrative Officers: Full-time 37 hours per week (Subject to review). In general these hours are related to a 5 day week. Occasionally there are a limited number of part-time posts available.

Please note on occasions it may be necessary for you to work hours in excess of 37 hours per week, in which case overtime rates will apply.

Staff undertaking programme delivery work will work regular unsocial hours in the delivery of evening programmes.

Transfer & Mobility Policy

Administrative grades may be assigned to a field team, prison setting or headquarters to work in support of service delivery. Administrative grades will not be subject to the 3-6 year cycle but may be employed in any post appropriate to their grade at such place of employment in PBNI’s service as may be required. They are expected to travel a reasonable travelling distance from home (up to 35 miles) and may be transferred as required. This may include, for example, business reasons relating to restructuring or reorganisation of teams or relocation of offices. The Workforce Planning Group will consider when this is necessary and the Mobility Procedure will be followed as appropriate.


Learning & Development

The Board is committed to the continued development of employees.

Performance, Attendance and Conduct

Any issues in relation to performance, attendance or conduct will be dealt with under the appropriate PBNI policy and procedure. The PBNI reserves the right to dismiss an employee where there are sufficient grounds to do so.

Annual Leave

The annual leave year is from 1 February to 31 January. Entitlement is detailed below on the basis of full-time employment (pro-rata for part-time):

Annual Leave - Length of continuous service Annual LeaveOn appointment 255 years’ total 30

Official holidays - 12 days per annum in addition to annual leave (pro rata for part time).

Pension

You are automatically enrolled into the NILGOSC pension scheme but may opt out if you wish. (Eligibility to join the NILGOSC pension scheme is restricted to those employees with a minimum of a 3 month contract.) This is contributory pension scheme which currently draws a percentage of salary from the officer as detailed below. A further contribution may be made by the Board.

From 01/04/2020

Band Pensionable pay range Contribution rate1 Up to £15,000 5.5%2 £15,001 - £22,900 5.8%3 £22,901 - £38,300 6.5%4 £38,301 - £46,400 6.8%5 £46,401 - £91,900 8.5%6 More than £91,900 10.5%

Vetting/Security Clearance

As this post involves working in regulated activity successful candidates will be required to undergo a Basic Access NI disclosure. It will be decided whether any criminal record is materially relevant to the particular post.

Please note that the Access NI Code of Practice and Explanatory Guide may be accessed via the web AccessNI Code of Practice | nidirect or a hard copy will be made available upon request to the PBNI’s HR team – email [email protected].

During employment you may still be required to undergo further checks dependent on your role, e.g. candidates offered to work in a prison location must successfully undergo a Counter Terrorist Check.


mailto:[email protected]

https://www.nidirect.gov.uk/publications/accessni-code-practice

Extra Mural Activities

To ensure that all applicants receive fair and equal treatment in respect of such matters the following procedures shall apply.

(i) Paid Employment

Where an applicant is considering accepting work outside the PBNI for payment or reward, or wishes to continue such work after appointment, details of the proposed arrangement shall be forwarded to the Head of Human Resources upon receipt of the conditional offer. This will then be considered as a request under the PBNI’s extra mural activity policy.

(ii) Professional Services Provided on a Voluntary Basis

Where an applicant providing professional services including direct delivery of service, training, education or consultancy, he/she shall follow the same procedures as for paid employment at (i) above.

Selection Process

Applicants will be subject to a selection process, if shortlisted. Interviews are likely to take place in Belfast and it is anticipated that these will take place during June 2020. Some variation may occur. Location will be confirmed in invite interview letter.

It is intended to appoint applicants as soon as possible after satisfactory qualifications (where applicable), references and security checks have been received; as well as driving licence and car insurance. Failure to meet requirements within the set timeframe may result in the offer of appointment being withdrawn.

Recruitment Policy

The PBNI Recruitment Policy may be accessed via the PBNI Website This policy should be read in conjunction with the PBNI Equal Opportunities Policy via the PBNI website

Data Protection

PBNI takes extremely seriously its obligations under data protection law to store and share your personal information securely and in line with legislation and our lawful purposes. The Privacy Notice for PBNI Staff and Board members may be accessed via the PBNI website.


http://www.pbni.org.uk/recruitment/

http://www.pbni.org.uk/recruitment/


PROBATION BOARD FOR NORTHERN IRELAND

ADMINISTRATIVE OFFICER

Enniskillen and DownpatrickFull time and Part time posts, respectively

Point 1 £20,951 to point 4 £23,023 [NICS for Administrative Officer Grade] for full-time hours (pro-rata for part-time hours), subject to review.

Essential Criteria

Applicants must by the closing date have:

five GCSE/GCE passes (at A, B or C) / CSE Grade 1 passes one of which must be English (Language) or recognised equivalent or higher qualification;

And two years’ comprehensive experience of using word processing gained within the

last five years working in an office environment;And

comprehensive experience of using Microsoft Excel, Outlook and PowerPoint.

Desirable Criteria

It is desirable that applicants possess:

a recognised qualification in Microsoft Office applications e.g. ECDL; CLAIT;Or

one of the following qualifications: OCR Level 2 Certificate in Text Processing, in Typing or Word Processing; or RSA II Parts 1 & 2 Word Processing or Typing; or OCR Level 2 Award in Text Processing (Business Professional – must include

Word Processing unit).

Applications are particularly welcomed from males as this group is currently under represented at this grade.

PBNI is an Equal Opportunities Employer and welcomes applications from all sections of the community.

If a reserve list is established for the above posts this will be valid for a 12 month period.

Additional information and application form may be obtained by downloading from www.pbni.org.uk or emailing [email protected]

Completed application forms may be emailed to [email protected] or sent to Probation Board for Northern Ireland, Human Resources Department, 80-90 North St, Belfast, BT1 1LD.

Applications must be received no later than Noon on Friday 5th June 2020.

It is anticipated that interviews will take place in Belfast during June 2020. Some variation may occur.





Role Profile

Title: Administrative Officer/Administrative Officer (Typing)

Grade: Administrative Officer/Administrative Officer (Typing)

Purpose: To provide clerical/administrative support

Reporting to: Directly supervised by Executive Officer/Office Manager

Staffing responsibilities:

No line supervisory responsibility

Behavioural Competencies

The role holder is required to display the following competencies in performing their role:

Effective Communication

Speaks clearly and concisely, and does not use jargon. Uses plain language and correct grammar. Listens carefully and effectively to understand.

Team working Works effectively as a team member and helps build relationships within it. Actively helps and supports others to achieve team goals.

Problem Solving Gathers enough relevant information to understand specific issues and events. Uses information to identify problems and draw logical conclusions. Makes good decisions.

Customer Focus Provides a high level of service to customers. Works out customer needs and priorities and responds promptly and positively to their requirements.

Planning and Organising

Plans and carries out activities in an orderly and well-structured way. Prioritises tasks, uses time in the best possible way, and works within appropriate policy and procedures.

Respect for Diversity Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural, and racial differences.

Personal Responsibility

Takes personal responsibility for own actions and for sorting out issues or problems that arise. Is focused on achieving results to required standards and developing skills and knowledge.

Openness to Change Understands the need for change and willing to adapt to it. Is flexible and prepared to try out new ideas.

Resilience Shows confidence to perform own role without unnecessary support in normal circumstances. Acts in an appropriate way and controls emotions.


PROBATION BOARD FOR NORTHERN IRELAND

Activities

The role holder is required to effectively deliver the following key requirements:

Provide customer service Provide hospitality for callers/visitors Process incoming telephone calls Sort incoming and outgoing mail Complete administration procedures

and secretarial work Maintain a record management system Review, retain and dispose of records

and information in line with PBNI standards.

Photocopy, present and distribute documents

Arrange appointments and maintain diaries

Make best use of information technology

Input, present and retrieve data using a computer

Gather information to support action Comply with Health and Safety

Legislation Promote equality, diversity and Human

Rights in working practices Participate in meetings Work as part of a team Maintain standards of professional

practice

Main Duties and Responsibilities

1. Answering, processing or redirecting where necessary a range of telephone queries from internal and external customers/public, whilst responding appropriately, professional and specifically to customer needs. Recording accurate messages, identifying and referring urgent messages as needed.

2. Receiving all visitors to office, responding appropriately to customer needs. Notifying appropriate member of staff in a timely manner. Providing hospitality ie tea/coffee as required.

3. Recording and processing incoming mail in a timely manner. Preparation of outgoing mail in a timely manner. Operation of postage imprest.

4. Typing of all required work which may include pre-sentence reports, management reports, routine letters/memos, Board papers, minutes, forms, e-mails etc. This may include preparation of presentations using Excel or PowerPoint.

5. Carry out general office duties; monitoring stock levels of stationery and office equipment (reporting any faults or requests for servicing) and processing of requisitions for the same in an efficient manner. Maintenance of cash books in line with organizational standards. Photocopying, filing and upkeep of office systems. Arranging appointments and maintaining diaries.

6. Maintaining, updating and creation of appropriate filing systems for total office needs, including confidential files. Checking, maintaining and updating records.

7. Inputting accurate computer/database records and maintenance of same.

8. Within guidelines set by the Board and/or manager operate data collection system(s) ensuring accurate update of records for provision of valid and reliable information. Conduct information gathering to ensure all queries are managed in a timely and comprehensive manner.


Main Duties and Responsibilities (continued)

9. When required to undertake the Fire Warden role and carry out tasks as necessary, for example, fire alarm tests, fire drills, emergency lighting etc. When required to undertake the role of First Aid Appointed Person unless exceptional circumstances apply. (These duties may be added to or revised as necessary. Training is provided for both roles).

10. Maintaining and updating professional knowledge by identification of own training and development needs, updating practice and attending relevant training courses, as agreed with line manager.

11. Any other duties commensurate with the grade and as required by the nature of the role. The nature and the balance of duties may vary between teams.

Administrative Officers/Administrative Officers (Typing) may be assigned to a field team, prison setting or headquarters to work in support of service delivery. AOs/AOTs will be expected to travel a reasonable distance from home (up to 35 miles) and staff may be transferred as required.

The above reflects the main elements associated with this position. It is not intended to be exclusive or exhaustive.


Positive and Negative Indicators

Title: Administrative OfficerAdministrative Officer (Typing)

Grade: Administrative OfficerAdministrative Officer (Typing)

Behaviour Competencies

1. Effective Communication

2. Team Working

3. Problem Solving

4. Customer Focus

5. Planning and Organising

6. Respect for Diversity

7. Personal Responsibility

8. Openness to Change

9. Resilience


1. Effective Communication

Speaks clearly and concisely, and does not use jargon. Writes in plain English and uses correct grammar. Listens carefully and effectively to understand.

Positive Indicators:

o Makes sure all written and spoken communication is concise and well structured.

o Communicates information in a friendly and approachable style.

o Uses appropriate language and does not use jargon.

o Makes sure communication has a clear purpose.

o Makes sure communication is factual and accurate, and provided at the right time.

o Communicates information in an interesting way.

o Pays attention and shows interest in what others are saying.

o Uses correct spelling, punctuation and grammar.

o Listens carefully to understand.

o Probes and asks questions to establish/clarify people’s needs and their priorities.

o Has a polite, courteous and confident telephone manner. Takes accurate telephone messages and passes them on promptly.

o Uses IT systems to improve the communication process. Is able to electronically receive, process, maintain and forward information/data.

o Follows the PBNI’s policies on security and confidentiality, disclosing information only to authorized people.

Negative Indicators:

o Is hesitant, nervous and uncertain when speaking.

o Speaks without first thinking through what to say.

o Uses inappropriate language or jargon.

o Speaks in a rambling way.

o Does not consider the target audience.

o Avoids answering difficult questions.

o Does not give full information without being questioned.

o Writes in an unstructured way.

o Uses poor spelling, punctuation and grammar.

o Assumes others understand what has been said without actually checking.

o Does not listen, and interrupts at inappropriate times.

o Is hesitant to fully utilize IT systems and does not seek IT expertise if required.


2. Teamworking

Works effectively as a team member and helps build relationships within it. Actively helps and supports others to achieve team goals.


o Understands own role in a team.

o Actively takes part in team tasks in the workplace.

o Is open and approachable.

o Makes time to get to know people.

o Co-operates with and supports others.

o Offers to help other people.

o Asks for and accepts help when needed.

o Develops mutual trust and confidence in others.

o Willingly takes on unpopular or routine tasks.

o Handles differences with other people diplomatically and in a way that avoids offence and maintains respect. Knows when to seek advice from line manager.

o Contributes to team objectives no matter what the direct personal benefit may be.

o Takes time to assist new staff and to explain instructions clearly.


o Does not volunteer to help other team members.

o Is only interested in taking part in high-profile and interesting activities.

o Takes credit for successes without recognizing the contribution of others.

o Works to own agenda rather than contributing to team performance.

o Allows small exclusive groups of people to develop.

o Plays one person off against another.

o Restricts and controls what information is shared.

o Does not let people say what they think.

o Does not offer advice or get advice from others.

o Does not discourage conflict within the organization.

o Does not maintain effective working relationships and does not show sensitivity towards others.


3. Problem Solving

Gathers enough relevant information to understand specific issues and events. Uses information to identify problems and draw logical conclusions. Makes good decisions.


o Within basic guidelines, carries out basic research to provide information for a specific purpose.

o Identifies where to get information and gets it.

o Gets as much information as is appropriate on all aspects of a problem.

o Separates relevant information from irrelevant information, and important information from unimportant information.

o Correctly interprets and supplies information using the most appropriate method.

o Takes in information quickly and accurately.

o Reviews all information gathered to understand the situation and draw logical conclusions.

o Checks for accuracy and ensures information documents/data are correct and complete.

o Identifies and links causes and effects.

o Identifies what can and cannot be changed.

o Takes a systematic approach to solving problems.

o Remains impartial and avoids jumping to conclusions.

o Refers to procedures and precedents, as necessary, before making decisions.

o Makes good decisions that take account of all relevant factors.


o Does not deal with problems in detail and does not identify underlying issues.

o Does not gather enough information before coming to conclusions.

o Does not check for accuracy or completeness of information.

o Does not present information in most appropriate method.

o Does not consult other people who may have extra information.

o Does not research background.

o Shows no interest in gathering or using intelligence.

o Does not gather evidence.

o Makes assumptions about the facts of a situation.

o Does not notice problems until they have become significant issues.

o Gets stuck in the detail of complex situations and cannot see the main issues.

o Reacts without considering all the angles.

o Becomes distracted by minor issues.

o Leaves others to solve problems and does not see it as part of the role.


4. Customer Focus

Provides a high level of service to customers. Works out customer needs and priorities and responds promptly and positively to their requirements. Is aware of issues of diversity, and understands and is sensitive to cultural and racial differences.


o Presents an appropriate image to the public and other organizations.

o Acknowledges and understands a broad range of social and cultural customs and beliefs.

o Understands what offends people and changes actions appropriately.

o Focuses on the customer in all activities.

o Tries to sort out customers’ problems as quickly as possible.

o Responds quickly to customer requests.

o Apologizes for mistakes and sorts them out as quickly as possible.

o Makes sure that customers are satisfied with the service they receive.

o Manages customer expectations.

o Keeps customers updated on progress.

o Balances customer needs with organizational needs.

o Demonstrates a commitment to meeting standards and strives to deliver a consistently high quality

of service.


o Is not customer focused – does not consider individual needs.

o Does not tell customers what is going on.

o Presents an unprofessional image to customers.

o Only sees a situation from their own view, not from the customer’s view.

o Shows little interest in the customer – only deals with the immediate problem.

o Focuses on the organizational issues rather than customer needs.

o Shows little consideration for diversity issues, social and cultural customs and beliefs.

o Does not demonstrate respect for or sensitivity to customer needs.

o Does not demonstrate a commitment to meeting standards to deliver a high quality of service.


5. Planning and Organising

Plans and carries out activities in an orderly and well-structured way. Prioritises tasks, uses time in the best possible way, and works within appropriate policy and procedures.


o Decides priorities and organizes workload according to agreed organizational procedures, seeking guidance as necessary.

o Differentiates between what is urgent and what is important.

o Co-ordinates work with that of colleagues to meet changing circumstances.

o Develops appropriate ways to achieve goals.

o Knows the status of own work and any spare time or resources to do other work.

o Achieves demanding deadlines through careful planning.

o Checks relevant procedures and follows them.

o Maintains orderly, accurate and up-to-date paperwork.

o Creates systems that make information easily accessible.

o Always knows where to find things.

o Does not lose sight of goals.

o Is punctual and reliable.

o Is able to deal with unplanned jobs/tasks should the need arise and cope with last minute

pressures.


o Takes an unsystematic approach to tasks.

o Deals with task as they arrive, without considering priorities.

o Waits until problems arise.

o Does not differentiate between the levels of importance of tasks.

o Does not check for or spot mistakes and inconsistencies.

o Leaves role and responsibilities unclear.

o Consistently fails to meet deadlines due to poor planning.

o Tries to achieve everything personally.

o Takes inappropriate short cuts.

o Takes a fixed approach – does not monitor and re-assess plans.

o Does not consider costs when planning activities.

o Cannot work on a number of priorities at the same time.

o Is unable to deal with unplanned jobs or cope with last minute pressures.


6. Respect for Diversity

Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural, and racial differences.


o Sees issues from other people’s viewpoints.

o Is polite, tolerant and patient when dealing with people, treating everyone with respect and dignity.

o Respects the needs of everyone involved when sorting out disagreements.

o Shows understanding and sensitivity to people’s problems and vulnerabilities.

o Deals with diversity issues and gives positive support to staff who may feel vulnerable.

o Listens to and values other’s views and opinions.

o Uses language in an appropriate way and is sensitive to the way it may affect people.

o Acknowledges and respects a broad range of social and cultural customs, beliefs and values within the

law.

o Understands what offends others and adapts own actions accordingly.

o Respects and maintains confidentiality, wherever appropriate.

o Delivers difficult messages sensitively.

o Challenges inappropriate attitudes, language and behaviour that is abusive, aggressive or

discriminatory.

o Takes into account other’s personal needs and interests.

o Supports minority groups both inside and outside the organization.


o Does not consider other people’s feelings.

o Does not encourage people to talk about personal issues.

o Criticizes people without considering their feelings and motivation.

o Makes situations worse with inappropriate remarks, language or behaviour.

o Is thoughtless and tactless when dealing with people.

o Is dismissive and impatient with people.

o Does not respect confidentiality.

o Unnecessarily emphasizes power and control in situations where it is not appropriate.

o Intimidates others in an aggressive and overpowering way.

o Uses humour inappropriately.

o Shows bias and prejudice when dealing with people.


7. Personal Responsibility

Takes personal responsibility for own actions and for sorting out issues or problems that arise. Is focused on achieving results to required standards and developing skills and knowledge.


o Takes personal responsibility for own actions.

o Takes on tasks without having to be asked.

o Uses initiative.

o Takes responsibility for problems and responsibilities.

o Keeps promises and does not let colleagues down.

o Is enthusiastic, interested and takes pride in own work and role.

o Is conscientious in completing work on time.

o Follows things through to a satisfactory conclusion.

o Focuses on a task even if it is routine and is willing to tackle difficult or boring work.

o Tries to improve knowledge and keep it up to date. Is not afraid to ask questions or admit lack of

knowledge.

o Is open, honest and genuine, standing up for what is right.

o Establishes the limit of own authority and when and who to ask for advice.

o Is prepared to listen to and consider the views of others, reacts constructively to correct or justified

criticism.


o Passes responsibility upwards inappropriately.

o Is not concerned about letting others down.

o Will not deal with issues, just hopes that they will go away. Will not seek advice from line manager or colleagues as appropriate.

o Blames others rather than admitting to mistakes or looking for help.

o Is unwilling to take on responsibility.

o Puts in the minimum effort that is needed to get by.

o Shows a negative and disruptive attitude.

o Shows little enthusiasm, interest or pride in the work.

o Is unwilling to carry out routine or boring work.

o Expresses a cynical attitude to the organization and their job.

o Gives up easily when faced with problems and unwilling to tackle difficult jobs.

o Fails to recognize personal weaknesses, development needs or admit lack of knowledge. Is unwilling to accept constructive criticism.

o Makes little or not attempt to develop self, learn new tasks and skills/concepts or keep up to date.


8. Openness to Change

Understands the need for change and willing to adapt to it. Is flexible and prepared to try out new ideas.


o Is willing to change and has a positive attitude towards change.

o Is flexible and prepared to change their approach to best suit the circumstances.

o Tries new ideas and initiatives with enthusiasm.

o Understands the need to change and can see the benefits.

o Puts self forward to undertake unfamiliar tasks and additional responsibilities for the benefit of the

organization.

o Adapts to new ways of working and its demands.

o Co-operates with changing plans and priorities.

o Suggests changes to existing systems and other initiatives to achieve improvements.

o Understands and uses new technology.


o Sticks to the job description so strictly that they cannot be flexible.

o Finds it difficult to cope with change.

o Resists change.

o Wants to keep things the way they are.

o Does not understand the need for change.

o Prefers routines and tried and tested ways of working.

o Is quick to say that change is not working.

o Does not listen to the reasons for change.

o Does not want to be part of any changes that are being introduced.

o Discourages people from questioning traditional approaches.

o Ignores or talks down suggestions for change made by others.

o Does not promote change to staff.


9. ResilienceShows confidence to perform own role without unnecessary support in normal circumstances. Acts in an appropriate way and controls emotions.


o Deals confidently with members of the public, drawing on own skills and experience.

o Is comfortable working alone with an appropriate level of supervision and guidance.

o Puts a positive view on situations and concentrates on what can be achieved.

o Is aware of and manages personal stress.

o Accepts criticism and praise.

o Controls emotions and does not get emotionally involved in disputes.

o Is patient when dealing with people who make complaints.

o Acts in confident way when challenged.

o Says ‘no’ when necessary.

o Takes a rational and consistent approach to work.


o Gets easily upset, frustrated and annoyed.

o Panics and becomes agitated when problems arise.

o Walks away from confrontation when it would be more appropriate to get involved.

o Needs constant reassurance, support and supervision.

o Uses inappropriate physical force.

o Gets too emotionally involved in situations.

o Reacts inappropriately when faced with rude or abusive people.

o Deals with situations aggressively.

o Complains and whinges about problems rather than dealing with them.

o Gives in inappropriately when under pressure.

o Worries about making mistakes and avoids difficult situations wherever possible.

The above reflects the main elements associated with this position. It is not intended to be exclusive or exhaustive.


Guidance for candidatesPBNI interview and selection processes

Section 1 – The Application Form

Section 2 – The Selection Process

Section 3 - Interview Guidance for Applicants

Section 4 - Appointment Process

Section 5 - Appeals Procedure

Please ensure that you carefully read this information before making your application and before coming for interview


Section 1 – The Application Form

1.1 Making your ApplicationThe Probation Board for Northern Ireland (PBNI) uses standard applications forms. These forms are designed to afford applicants the ability to provide the necessary information to enable us to determine how you meet the competition requirements and shortlisting criteria.

1.2 Guidance on the Application Form The space available on the application form is the same for all applicants and must not be altered or reformatted. PBNI will not consider applications in the following circumstances: Applications will not be accepted if not completed on the agreed PBNI

application form Reformatted applications will not be accepted. Typescript must remain

unchanged with font size 12 or legible handwritten block capitals using black ink.

CVs, letters, additional sheets or supplementary material will not be accepted Applications will not be accepted if the Declaration of Convictions form is not

completed and returned (if required for the post) Applications will not be accepted if the Equal Opportunities Monitoring form

has not been returned Applications will not be accepted if the Disability discrimination form (DDA1)

has not been completed and returned Applications received with a shortfall in postage will not be accepted Applications not received by the stated closing date and time on the

advertisement will not be accepted Part-completed applications will not be accepted

Please note this includes DDA1 form and Declaration of Convictions form as part of the application form.

1.3 Do not use acronyms or highly complex technical detail where this is not appropriate for the role. Write for the reader who may not know your employer, or your job. Write down clearly your personal involvement in any experience you quote. Write “I” statements e.g. I planned meetings, I managed a budget, I prepared a presentation. It is how you actually carried out a piece of work that the panel will be interested in.

1.4 The examples you provide should be relevant to the question/criteria. The shortlisting panel will make a decision whether to interview based solely on the information that you supply at each question therefore it is in your interests to give comprehensive examples of your skills, knowledge and or experience. It is your unique role the panel is interested in, not that of your team.


1.5 Application Form SubmissionApplications will be accepted by email to [email protected] orApplications will be accepted by post, or hand delivery to the Human Resources Department, PBNI Headquarters, 80-90 North Street, Belfast BT1 1LD

You are encouraged to submit applications by email wherever possible. It is your responsibility to ensure that your application is received by PBNI before the closing date. Please be mindful that not all emails are transmitted instantaneously and that you should leave sufficient time to ensure that arrives well before the deadline. We advise that you keep proof of the date and time of sending in case there is a technical problem that affects the time we receive your form. All requests for hard copy application packs are welcomed and all applications will be treated equally regardless of whether they are hard copy or electronic.

1.6 Incomplete Application FormAs indicated in 1.2 above PBNI will not accept incomplete application forms; applications received after the closing deadline or application forms that have been substantially reformatted. Applicants using Royal Mail should note that 1st class mail does not guarantee next day delivery. It is the responsibility of the applicant to ensure that sufficient postage has been paid to return the application form to PBNI. We will not accept any application where we are asked to pay any shortfall in postage. Human Resources will not examine any application forms until after the closing deadline.

1.7 Disability RequirementsPBNI will ask you to declare if you require any reasonable adjustments, due to disability. Details of any disability are only used for this purpose and do not form any part of the selection process. If you wish to discuss your disability requirements further, please contact Human Resources at [email protected]

1.8 Equal Opportunity Monitoring The Probation Board for Northern Ireland, in pursuance of our obligations under the Fair Employment and Treatment Order 1998 and section 75 of the Northern Ireland Act 1998 are required to send an equality monitoring form to all applicants for employment. This form requires applicants to give information about their:

Community Background Gender Disability Ethnicity Political Opinion Marital Status Sexual Orientation Age Whether you have Dependants.

Failure to return an Equal Opportunity Monitoring form will result in your application being rejected. The information that you provide is held in confidence and will not be shared with shortlisting or selection panels. Your information will be used to assess how fair our recruitment processes are and if appointed this information will also be used to assess how fair our internal transfers and promotions are etc.

Any concerns about how to complete this information should be addressed to the: Information for Applicants – Administrative Officer May 202024 | P a g e




Human Resources Manager PBNIHuman Resources Department 80-90 North Street BelfastBT1 1LD.

1.9 Nationality Requirements

PBNI must ensure that you are legally entitled to work in the United Kingdom. Applicants must be one of the following either:

i. A UK national

ii. A Commonwealth citizen

iii. A British Protected Person

iv. A person from the European Economic Area (EEA) or Swiss national

v. A person who is not an EEA or Swiss national, but is a family member of an EEA national who has moved to the UK from another EEA Member State for an approved purpose.

In addition to ensuring that appointees to PBNI satisfy nationality requirements, there is a broader requirement to ensure that those appointed do not contravene immigration legislation. Whilst applicants from the Commonwealth Countries may satisfy Nationality requirements for appointment, they may also require a work permit or sponsorship licence to legally work in the UK. PBNI will check the applicant’s passport etc to confirm he/she can legally work in the UK and/or has a work permit.

For further guidance on nationality requirements please see the Home Office website, www.ind.homeoffice.gov.uk

1.10 Vetting ProceduresAll positions with PBNI require that candidates are vetted to the required standard. No confirmed job offer will be made to candidates until these pre-employment checks have been satisfactorily completed. PBNI will be required to submit, in a secure manner, copies of your Group 1 and Group 2 identify documents to Vetting NI, an independent third party, for the purposes of processing Access NI Enhanced disclosures.

Subject to the requirement of the post applicants may be required to undergo a criminal record check at Access NI Basic, Standard, Enhanced or Enhanced with check against the vetting and barred lists. Counter Terrorist Checks (CTC) will be carried out for those staff working in prisons

1.11 Declaration of Conviction(s)Candidates completing a Declaration of Convictions form should note that answering ‘YES’ to any questions on the Convictions Declaration does not necessarily bar a candidate from appointment. Each case will be considered on its merits.


Section 2 – The Selection Process

2.1 Screening of application formsAfter the closing deadline has passed formal screening will be carried out the by the Human Resources Department and this consists of a check to determine that the: Application has been received by the closing date and time There is no shortfall in postage from applicant Applications are completed on the agreed PBNI application form (CVs, letters,

additional sheets or supplementary material will not be accepted) Applications have not been reformatted. (Typescript must remain unchanged

with font size 12 or legible handwritten block capitals using black ink). Applications are not part-completed Declaration of Convictions form has been completed and returned (if required

for the post) Equal Opportunities Monitoring form has been returned Disability discrimination form (DDA1) has been completed and returned

2.2 Applications which do not pass the above formal screening will not be progressed further and the relevant applicants will be informed that their application is invalid.

2.3 ShortlistingPBNI may decide to interview/progress only those applicants who appear, from the information available, to be most suitable in terms of relevant experience and ability. The process by which the best candidates are identified for interview/progression is called shortlisting.

2.4 You should ensure that you provide evidence of your experience on your application form, giving length of experience, examples of work, personal role and dates as appropriate. Carefully read the essential and/or desired criteria on the application form and ensure that you fully answer each one. (See also section 1.3 and 1.4).

It is not sufficient to simply list your job titles.

PBNI will not make assumptions from the title of the applicant’s post or the nature of the organisation as to the skills and experience gained.

If you do not provide sufficient detail, including the appropriate dates needed to meet the eligibility criteria; you may fail to get through the shortlisting sift.

2.5 The application will be formatted to enable separation of the essential and desirable criteria sections, and these sections will normally only be provided to the selection panel for shortlisting purposes. Applications will be anonymised with a unique identification number.

2.6 Typical short-listing will consider the following sifting rules

Each question on the application form will be rated and categorised with A, B or C rating. In most cases candidates who have a B rating across the question areas will be put forward for interview. A panel on occasions may decide to interview only those who have supplied answers rated with an A rating. This is especially true when there are high numbers of applicants.

A Rating Information for Applicants – Administrative Officer May 202026 | P a g e

Strong evidence The answer is clear and directly and fully answers the questions

askedB Rating

Acceptable evidence The answer gives an indication that evidence is present, but is a little

vague. C Rating

Poor evidence / lack of evidence The answer does not relate to the question

2.7 Shortlisting may be a three stage process as follows:

Stage One

Where the essential criteria includes, for example, a requirement:

for specific qualifications membership of, or registration with a professional body to hold a valid driving licence and have use of a car

Human Resources will carry out an initial sift of applications to confirm if the criteria has been met.

Stage Two

The selection panel will individually consider each application assessing against the remaining essential criteria.

Stage Three

It may be necessary on some occasions to further reduce the number of candidates selected for interview. In such circumstances the selection panel will individually consider each application assessing against some or all of the desirable criteria. This means that the panel will only interview those candidates who have both the essential and desirable criteria.

2.8 As indicated in 2.4 above it is vitally important that you read the questions on the application form and answer each question area fully.


Section 3 - Interview Guidance for Applicants

3.1 If this is your first experience of competence-based questions, you should pay careful attention to the following information as this guidance will give you clear information on what you can be expected to answer in an interview with a PBNI selection panel. A competence-based interview requires you to:

focus exclusively on the competences required for effective performance in the role; and provide specific examples of your experience in relation to the required competence areas.

3.2 In some instances the interview may include situational/scenario based questions and/or questions related to a specific specialism.

Situational /Scenario questions will include situations or scenarios the interview panel member will provide to you to see how you would respond to that situation. This allows you to provide a hypothetical response even if you do not have the experience in the field and will enable you to demonstrate potential going forward.

Competitions with a specialist element, for example, accountancy/ financial or technical posts, may include specialist questions to enable you to demonstrate your level of knowledge and expertise in a specific area.

3.3 The letter inviting you to interview will indicate what competency areas you will be asked to cover at interview and it will also advise if any situational/scenario or specialist questions will be asked. If an alternative selection process is to be used this will be advised to you in the invite to attend letter.

3.4 In preparation for the interview you may wish to think about having a clear structure for each of your examples, such as:

Context – Outline the situation

Challenge – What was your objective? What were you trying to achieve?

Action – What did you actually do? What was your unique contribution?

Result – What happened? What was the outcome? What did you learn?

3.5 It is strongly recommended that you familiarise yourself with the competences required for the advertised role. These competencies are included in the Role Profile. The interview panel will ask you to provide specific examples from your past experience in relation to each of the competences. You should therefore come to the interview prepared to discuss in detail a range of examples that best illustrate your skills and abilities in each competence area. You may draw examples from any area of your work/life experiences eg higher education or a voluntary capacity.


Section 4 - Appointment Process

4.1 The Merit PrincipleIn accordance with PBNI’s Recruitment Policy all appointments to PBNI are made under the ‘merit principle’. Only in exceptional cases will people be appointed out of merit order and this will be in exceptional and justifiable cases, for example where we need a certain set of skills or qualifications.

4.2 Order of MeritThe selection panel will assess candidates against an agreed interview criteria. A candidate who meets the required standard(s) and pass mark will be deemed suitable for appointment. The selection panel will then list those suitable for appointment in order of merit with the highest scoring applicant ranked first. Human Resources will allocate a candidate to a vacancy in the order listed. The order of merit/reserve list will be drawn up and held normally for 12 months.

4.3 If a candidate turns an offer of employment down, it will be offered to the other appointable candidates in merit order. Candidates who decline an initial offer of employment will remain on the order of merit/reserve list, in their original positon, and may be subsequently offered a second posting if available within the operating period of the order of merit/reserve list. If the candidate declines the second offer of employment they will move to the bottom of the order of merit/reserve list.

4.4 Further Appointments from this CompetitionWhere a further position in PBNI is identified which is considered broadly similar to that outlined in our job advertisement, consideration will be given to filling the new position from an existing recruitment.

4.5 FeedbackThe Probation Board for Northern Ireland is committed to ensuring that the processes used to recruit and select staff are fair and in accordance with the recruitment policy. We are consequently committed to providing feedback in respect of decisions taken in determining eligibility/shortlisting as well as at interview. Requests for feedback should be in writing to Human Resources - e-mailing - [email protected] is acceptable.

4.6 References References will automatically be sought for all successful candidates once he/she has confirmed their intention to take up the conditional offer. Reference checks may also be carried out in all or a selected number of suitable candidates if a number of posts are available or anticipated.

4.6 QualificationsAll candidates will be required to produce the original relevant qualifications, photocopies will not be accepted; if this information is not supplied it will result in the candidate being rejected from the competition. HR allows two weeks for this information to be supplied by the candidate.

4.7 DisabilitiesCandidates with declared disabilities who have been successful in the selection process will be contacted by Human Resources where appropriate to establish whether the individual requires any reasonable adjustments to the workplace prior to appointment.



Section 5 – Appeals Procedure

5.1 A candidate can use the appeals procedure if he/she can provide grounds that:

the process used by the PBNI is flawed or he/she has been treated less favourably than another candidate in the same

process.

The appeal must be received by the PBNI within 10 working days of the alleged incident taking place. (Explanatory note: This is taken to be 10 days from the date of the letter or email notifying you of the outcome of your application.)

5.2 The stages in the appeals process are:

a) The candidate must write to the Head of Human Resources, PBNI, 80-90 North Street, Belfast BT1 1LD, outlining the reasons and providing evidence why he/she believes there are grounds for appeal.

b) A written receipt of acknowledgement will be issued within 5 working days.

c) The Head of Human Resources will convene an appropriate panel (not previously involved in the recruitment) to consider if there are grounds for appeal.

d) Prior to considering an appeal, the Head of Human Resources will provide the panel with all relevant information.

e) It may be necessary in some instances to seek clarification from the original panel members and/or Human Resources.

5.3 The appeals panel can decide to uphold an appeal (in full or in part) or not to uphold the appeal. The outcome of the appeal will normally be conveyed to the appellant within 20 working days of receipt of the appeal.

5.4 If the panel does not uphold the appeal, then the candidate will be informed of his/her further right to appeal to a Director of Probation (or above if applicable).

a) The further appeal to the Director must be received within 10 working days of the original appeal decision. (Explanatory Note: This is taken to be 10 days from the date of the letter notifying you of the outcome of the appeal. The further appeal must be in writing to the address as stated in 5.2 a).

b) The Director will consider the evidence/reasons provided to him/her on the grounds outlined.

c) The outcome of the further appeal will normally be conveyed to the appellant within 20 working days of receipt.

d) The Director can decide to uphold an appeal (in full or in part) or not to uphold the appeal.

e) If the appeal is successful, the appellant will be informed of any appropriate action to be taken.

f) The decision of the Director is final and will conclude the appeals process.Information for Applicants – Administrative Officer May 202030 | P a g e

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