Recr

uitm

ent

and

Sele

ctio

nThe British Psychological SocietyProfessional Practice Board

Recruitment andSelection to Senior andConsultant PsychologistPosts in Health and Social Care

1. Guidance to Psychology Managers2. Guidance on the use of

National Assessors3. Appendices

September 2002

St Andrews House48 Princess Road East

Leicester LE1 7DR, UK

Tel 0116 254 9568Fax 0116 247 0787

E-mail mail@bps.org.uk

http://www.bps.org.uk

Incorporated by Royal CharterRegistered Charity No 229642

The BritishPsychological Society

REP16/09.02

List of Contributors:

Chief AssessorMike Hopley

Lead AssessorsJenny AshcroftIan BennunChris CullenAlan JamesJohn KinceyMaggie MiltonAndrew QuarryPhil RichardsonSheelagh RogersIrene SclareCharles TwiningRichard WarburgDavid Whitlow

Other contributorsMalcolm AdamsIrene AggusLesley DexterPatrick Smuts

Acknowledgement is also made of the input from other applied divisions through the Professional Practice BoardStanding Committee on Psychology in Health & Social Care

This document consists of three sections:

1. Guidance to Psychology Managers .......................................................................................................................................3–14

2. Guidance on the use of National Assessors...................................................................................................................15–24

3. Appendices .....................................................................................................................................................................................25–43

3

1. Introduction..............................................................................................................................................................................42. Recruitment .............................................................................................................................................................................5

2.1 Summary of recruitment process .....................................................................................................................52.2 Recruitment procedures .....................................................................................................................................52.2.1 Use of Assessors in recruitment and selection.............................................................................................52.2.2 Assessing grade for a replacement...................................................................................................................52.2.3 Documentation required prior to advertising the vacancy........................................................................52.2.3.1 Job description ......................................................................................................................................................52.2.3.2 Person specification..............................................................................................................................................62.2.3.2.1 Eligibility for Chartered Status ..........................................................................................................................62.2.3.2.2 Use of competencies ...........................................................................................................................................62.2.4 Advertisement .......................................................................................................................................................72.2.4.1 Content...................................................................................................................................................................72.2.5 Information pack about the employing organisation and department.....................................................7

3. Selection ..................................................................................................................................................................................93.1 Interview panel......................................................................................................................................................93.2 Short-listing prior to interview .........................................................................................................................93.2.1 Information to be provided to the Assessor when short-listing ..............................................................93.3 Arrangements for interview...............................................................................................................................93.4 Interview process .................................................................................................................................................93.4.1 Assessment of competencies...........................................................................................................................103.4.2 Selection of a Grade B Consultant Psychologist ........................................................................................103.4.3 Post interview......................................................................................................................................................103.5 Appointment of Clinical Psychologists who have a Statement of Equivalence....................................113.6 Appointment of Individuals who are pursuing a Statement of Equivalence .........................................113.7 Appointment of Applied Psychologists other than Clinical Psychologists............................................113.8 Posts open to Applied Psychologists in health and other disciplines ....................................................113.9 Guidance on expertise for discretionary points.........................................................................................123.10 Regrading in post................................................................................................................................................123.11 Part-time Grade B Consultant appointments..............................................................................................133.12 Involving users in interviews............................................................................................................................13

4. Post interview........................................................................................................................................................................144.1 Feedback to unsuccessful applicants ..............................................................................................................144.2 Training programme for successful applicant...............................................................................................144.3 Trust not following advice of Assessor or not using National Assessors ............................................14

5. Retention ................................................................................................................................................................................14

1.G

uida

nce

to P

sych

olo

gy M

anag

ers

1. Guidance to Psychology Managers

1. Introduction

This guidance has been developed to help with the concerns of Psychology Managers and Human Resources (HR)Managers about the recruitment of applied (i.e. clinical, counselling, educational, health and clinical health) psychologists inhealth and social care and those involved in training. This guidance represents work in progress. In recognition that postsare continuously changing, and of the Government’s Agena for Change, this document has a review date of October 2003(12 months from publication).

The list of National Assessors for England,Wales and Northern Ireland (available via The British PsychologicalSociety’s (BPS) website http://www.bps.org.uk/sub-syst/dcp/clin_assessor.cfm and the Department of Health (DH) websitehttp://doh.gov.uk/assessors.htm) is divided into 11 Sections:

For each section there is a Lead Assessor/Adviser. In addition further advice can be obtained from the Chief Assessor, contact details can be obtained from The British Psychological Society’s website (see above) or theDivision of Clinical Psychology (DCP) Administrator at the Society’s head office, telephone 0116 254 9568.

Academic establishments have their own arrangements for recruiting staff and these may be different to Whitley Councilarrangements. Recommendations for the use of National Assessors in the recruitment of staff onto postgraduateprogrammes in clinical psychology training and education is included at Appendix 8.

The list of National Assessors for Scotland is divided into the following nine sections and all assessors are regarded asgeneral assessors with one speciality area. There is one Lead Assessor; contact details can be obtained via The BritishPsychological Society’s website (see above) or the DCP Administrator at the Society’s head office.

Adult Mental Health Neuropsychology and Neurological Rehabilitation● General● Psychotherapy Teaching, Training and Research ● Long Term Psychiatric Disorder (see Appendix 8)

Children and Young People Older People

Forensic Primary Care

Medical/Surgical Services Substance Misuse and Addictive Behaviour

Learning Disability Management

Neuropsychology Older People

Learning Disabilities Children and Young People

Health Adult Mental Health

Forensic Addictions

Academic

4

Recruitment of staff is an important part of the work of any manager. Mistakes can be costly in both financial and humanterms and so it is important that adequate time is made available to carry out the preparatory work when making newappointments.

2.1 Summary of recruitment process (see Flow Chart on page 8).

2.2 Recruitment proceduresIn addition to this guidance, check with your HR department the processes that need to be followed in your Trust.

2.2.1 Use of Assessors in recruitment and selectionThe use of National Assessors is part of the mechanism to ensure protection of the public and professional standards.Assessors should be asked for advice about both job descriptions and person specifications. This advice will beparticularly useful when a new post is being considered.

When National Assessors are being invited to be a member of an interview panel, it is also essential to involve them inthe short-listing process. Contact with Assessors should be made as soon as possible and dates for likely interviewsagreed. National Assessors normally need two, and preferably three, months’ notice of interview dates so that they canplan their diaries accordingly. Should the interview be cancelled, the Assessor must be informed as soon as possible.Managers should use their discretion about asking for advice about the recruitment of less senior psychologists, however,it is recommended by the DH that employers should seek the advice of one or more National Assessors forappointments above training grades, both on the grading of posts and on the calibre and suitability of candidates.

More detailed information about the use of Assessors can be found in Section 2 of this document, Guidance on the use ofNational Assessors, pages 15–24.

2.2.2 Assessing grade for a replacementIt is good practice to use the opportunity created by a member of staff leaving to consider:● If the job is different, and in what way is it different;● What competences the applicant will have to demonstrate to be able to do the job;● The job is graded correctly.

2.2.3 Documentation required prior to advertising the vacancy

2.2.3.1 Job descriptionThe job description and person specification are the base documents for the selection process (a sample job descriptionis provided at Appendix 7. The interview panel will use them to select the person who best meets the criteria andcompetences described. The job description should:● Give the job title that is the official description of the role;● Give the overall purpose of the job;● Describe the job needing to be undertaken;● Define the outcomes expected from a particular action, e.g. a record of a meeting with a client should be written up

within 24 hours of the meeting taking place;● Describe principal accountabilities and responsibilities;

2. Recruitment

5

2. Recruitment (cont.)

● Make clear to which job position the post holder will be accountable. This should involve separating professional andmanagerial accountability. (For more information see Appendix 4 – A Joint Advisory Statement from the Chairs of The British Psychological Society Divisions of Clinical, Counselling and Health Psychology and the MSF Family ofPsychology, November 2000.);

● Outline service and organisational structures;● Contain a paragraph about carrying out any other duties a manager may require;● Give the base location and any other regular travel requirements there may be;● State that appointees will be expected to follow The British Psychological Society’s Code of Conduct for Chartered

Psychologists irrespective of membership of the Society.

Managers also need to refer to AL(AP) 4/92 Appendix D Paragraphs 7, 8 and 9 provided at Appendix 2.3.

2.2.3.2 Person specificationThe person specification should describe desirable and essential qualifications, qualities and experience expected of thepost holder. The person specification should also make it clear whether or not the post will be suitable for appliedpsychologists eligible to be Chartered (see below) but who do not have a clinical qualification or Statement ofEquivalence (see Appendix 2.5).

2.2.3.2.1 Eligibility for Chartered StatusThe title ‘Chartered Psychologist’ is legally recognised and before admission to the Register of Chartered Psychologistsindividuals must:● Have a recognised first degree in psychology;● Have recognised postgraduate qualifications; or● Have undergone three years’ approved postgraduate training and supervision;● Have been judged ‘fit to practise’ independently; and● Have agreed to follow The British Psychological Society’s Code of Conduct and be answerable to a disciplinary system,

in which non-psychologists form the majority.

Managers wishing further information may contact The British Psychological Society’s Admissions Department, telephone0116 254 9568 or www.bps.org.uk where an electronic copy of the Register of Chartered Psychologists can be accessed.

2.2.3.2.2 Use of competenciesA competency is a set of behaviour patterns that the incumbent needs to bring to a position in order to perform its tasks andfunctions with competence (C.Woodruffe, 1992). ‘What is meant by competency?’ in R. Boam and P. Sparrow, Designing andAchieving Competency, Maidenhead: McGraw-Hill.

Each job has to have a person specification in which competencies specific to the post should be delineated. The personspecification should allow clear criteria to be set for short-listing of applicants and to determine interview questions forthe panel to ask.

Competencies have been agreed for Generic Applied Psychologists. These can be accessed through The BritishPsychological Society’s website, www.bps.org.uk. Those for specialist areas are still being developed.

Once the Agenda for Change is implemented the use of competences to describe jobs may become commonplace in theNHS in the context of the skills and knowledge framework.

6

HR departments should be familiar with the practice of using competences in recruitment documentation. Alternatively aNational Assessor will be able to provide guidance specific to senior and consultant posts (see paragraphs 3.4.1 and 3.4.2).

2.2.4 AdvertisementTo avoid complaints about lack of equal opportunities to apply for posts, all vacant posts should be advertised internallyand externally in publications that will attract the widest possible field of applicants. Trusts may have procedures aboutthe placement of adverts that should be followed.

2.2.4.1 ContentThe advertisement should be clear and state briefly:● The requirements of the job;● The necessary and desirable criteria for the job applicants;● Job location;● Job tenure (e.g. contract length and type);● Number of sessions available if part-time;● Salary;● Other aspects of the job that may act as incentives and encourage applicants to want to work for you,

e.g. opportunities for CPD;● Contact details for someone who can provide further information;● The application procedure with closing date for applications and date for interview.

Advertisements should be realistic and describe the job as it is now but reference could be made to what you areexpecting it to be in the next 12 months.

2.2.5 Information pack about the employing organisation and departmentThis is important information to be sent to all applicants. It should honestly describe the employing organisation and thedepartment to the potential applicant. HR departments will have a standard pack but psychology managers may wish toadd other information to make the job and department more attractive to the applicant. Check the relevance, date andquality of the materials that will be sent out – badly photocopied or out-of-date documents do not give a goodimpression.

7

2. Recruitment (cont.)

SUMMARY OF RECRUITMENT PROCESS

1. Review jobs in Management Group regarding new posts/replacements andreview shortfalls in Service. Managers.

2. Confirm funding available. Managers + HR Department.NB: You must wait for clearance before advertising.

4. Advertise – make sure you give HR Department plenty of notice of thejournal/newspaper’s deadline. Provide HR Department with the job pack

(job description, information about the Department, etc.).Managers.

5. Consult with Assessors re short-listing applications that meet yourrequired criteria. Managers.

1a. Assessinterest in post.Formal/Informal.

6. Hold interviews. Manager + agreed panel.

3a. Consult with Assessors. Prepare job advert,job description and job specification.

Decide where/how to advertise.Managers + HR Department.

NB: Remember deadlines for adverts.

3b. Agree interview panel and arrange the interview dateif at all possible.

Managers + HR Department.NB: Allow at least 2–3 weeks between closing

date and interview.Assessors will need 2–3 months’ notice.

Based on original provided by Roger Paxton for Department of Psychological Therapies and Research, Northumberland NHS Trust.

8

3. Selection

3.1 Interview panelPlease see Appendix 2.2 extract from Guidance on DH website.

3.2 Short-listing prior to interview

3.2.1 Information to be provided to the Assessor when short-listing● Job description;● Person specification;● All application forms and CVs;● Any other information provided to applicants;● Contact details of other assessors involved.

Assessors should use the job description and person specification to:● Generate clear criteria for shortlisting and selection at interview;● Identify what kind of evidence will demonstrate these criteria;● Decide on appropriate ratings to be made.

Discuss these with the panel prior to the interviews to ensure shared understanding.

3.3 Arrangements for interviewPsychology managers need to create the best impression possible to applicants. If applicants feel unwelcome they maywithdraw from the interview or at the very least do an unsatisfactory interview and you may lose a very promisingemployee. Remember the applicant will be making a decision about whether or not they want to work for you as well asyou deciding whether you want to employ them.

HR departments should have a comprehensive check-list to follow. This check-list should include at least the following items:● Book rooms;● Book interview panel and confirm interview arrangements;● Provide interview panel with information about the applicants;● Provide applicants with the time, interview venue, travel arrangements and any other relevant information;● Provide applicants with an opportunity to meet people in the department and other potential colleagues so that

they can ask questions of them. It may be appropriate to organise a pre-interview informal visit for the applicant.This more informal visit may be useful to both the applicant and potential employer.

● Make sure all reception staff have been provided with written information about when, where and what time theinterview is to take place and what arrangements are in place.

Send all interviewers and Assessors relevant documentation, programme for the day and travel details (see Section 2 ofthis document, Guidance on the use of National Assessors, pages 15–24).

3.4 Interview process Ensure there is a clear decision-making process.Who will be involved in making decisions and how will this be done?Clarify the employer’s expectations of Assessors and correct these if necessary.

9

3. Selection (cont.)

Standardise the process as much as possible to ensure fairness. Follow-up questions are likely to be more individuallytailored but should still be aimed at collecting evidence relevant to the criteria. It may be necessary to have specificindividual questions to clarify issues/problems in the application – but again these should be relevant to the personspecification and criteria and not infringe equal opportunities legislation.As some referees suggest issues to be explored at interview it is recommended that one person on the panel shouldread the applicants references, prior to interview, to check that there are no such issues.

3.4.1 Assessment of CompetencesThis should be done using a number of sources:● Job description (paragraph 2.2.3.1) will describe the job that needs to be undertaken;● Person specification (paragraph 2.2.3.2) will provide information about the competences the applicant will be

expected to have in order to carry out the job satisfactorily;● Interview when specific questions can be asked to elicit information about competences, e.g. asking an applicant to

explain how they dealt with a difficult situation;● Presentation (although this is more suited for a Grade B Consultant appointment);● CV showing evidence of CPD;● Application form and references if available.

3.4.2 Selection of a B Grade Consultant Psychologist As Grade B Consultant Psychologists are the most senior psychology appointments in the NHS normally six yearsexperience is a minimum. The following areas will be worth exploring:● Management training and experience, including knowledge of personnel issues;● Knowledge and experience of the management of groups other than psychologists;● Highly specialist clinical skills and experience;● Skills and experience in service planning and development;● Resource management including budgeting;● Skills and knowledge in implementing clinical and research governance initiatives;● Knowledge of current policies and strategies relevant to the delivery of health and social care;● Skills in leadership;● Extended involvement in teaching and supervision;● Involvement in strategic development of services with commissioners, providers and other agencies;● Other project developmental work;● Career planning that demonstrates the above;● Values and ethical issues related to profession and speciality;● Wisdom and judgement;● Empirical knowledge base;● Research achievement;● Teaching skills;● Evidence of range and types of people asking for expert advice;● Provision of consultation and supervision of other health and social care disciplines.

3.4.3 Post interviewNo decision should be made or communicated to candidates until references have been seen. Job offers should besubject to health and police checks if appropriate.

10

3.5 Appointment of Clinical Psychologists who have a Statement of EquivalenceThis section should be read alongside the extract from AL (SP) 4/92 paragraph 8 at Appendix 2.3.

When interviewing applicants with a Statement of Equivalence (SoE) all their experience in applied psychology, not justthat obtained in the UK, or in clinical psychology should be taken into account.

3.6 Appointment of Individuals who are pursuing a Statement of EquivalenceA psychologist who is pursuing a Statement of Equivalence will be eliglble for appointment as a Grade A on aprobationary basis (Appendix 2.3 paragraph 8.1(b).

When appointing individuals who have, or are awaiting an approved training plan for a Statement of Equivalence it will behelpful for managers and the applicant if they negotiate with the individual the time it will take to complete the trainingplan and any special training arrangements that will need to be put in place to assist with the completion of the trainingplan. The outcome of these negotiations should be confirmed in the letter of appointment.

3.7 Appointment of Applied Psychologists other than Clinical PsychologistsThe Society supports the development of clear structures and processes to enable the employment of a wide range ofchartered psychologists at all grades (see Appendix 2.5).

Areas in which grading issues are particularly pertinent include:● Forensic psychologists applying for clinical forensic posts;● Counselling psychologists applying for clinical psychology and clinical/counselling posts;● Educational psychologists applying for child and adolescent posts;● Adult psychotherapy posts in clinical psychology departments;● Health Psychologists applying for clinical health psychology posts.

Issues that will need to be considered when interviewing:● Specific competences needed for posts should be clearly defined in the job description and person specification

before the job is advertised (see paragraph 3.4.1 above).● National Assessors should be able to judge the competence of other post-qualified psychologists using the job

description and person specification. The Lead Assessor for that speciality should be contacted if an Assessor needsfurther advice. The DCP Administrator holds a list of people who are not National Assessors who can be contactedfor advice about the appointment of counselling and health psychologists.

● Each case should be considered on its merits using the grading criteria for clinical psychologists as a guide.● Mentoring and training programmes should be considered at interview.

3.8 Posts open to Applied Psychologists in health and other disciplinesThis section should be read alongside Appendix 2.5 with regard to the definitions of applied psychologists in health.Psychology National Assessors are required for all Senior and Consultant Grade B posts open to applied psychologists inhealth and social care.Where the post is open to applicants from other disciplines, in addition to applied psychologists,it will be necessary to arrange for suitably qualified Assessors to be included in the interview panel. In exceptionalcircumstances, for example, where it would make the panel too large if a number of additional Assessors were included,it may be possible for psychology National Assessors to act as Assessors for applicants from other disciplines. However,this is a matter for negotiation with the Assessors concerned.

11

3. Selection (cont.)

3.9 Guidance on expertise for discretionary pointsThis section should be read alongside AL (SP) 4/92 paragraph 9.4 at Appendix 2.4. National Assessors will be able to givea wider perspective on this issue. Assessors being asked to give advice may find it useful to consult with Assessorcolleagues in order to make a decision.

3.10 Regrading in post There should be two stages of assessment:1. The post must be reviewed and the advice of two National Assessors sought regarding the appropriateness for this

post to be at Grade B. Assessors will expect to see relevant documentation including:● Old job description;● New job description to reflect the increased expectations of a higher grade (this should normally be working at a

higher level in the same specialty not a new post in a different specialty);● An account of how the post fits into the clinical service and the psychology service, i.e. the wider context.

2. The person to be regraded must be assessed for their suitability for appointment at Consultant Grade B. This shouldfollow the normal procedure including interview and must include advice from two National Assessors at least one ofwhom must be from the relevant speciality section of the list and one of whom should come from outside the Trust.(see Appendix 2.2). Documentation required includes:

● an up-to-date curriculum vitae showing a high and sustained level of achievement;● a reference or report from psychology head and/or service manager indicating support for the regrading because of

the individual’s contribution to the service.

An interview has the merit of:a. giving a clear message to managers as to the suitability of staff and how they compare with those applying for posts at

that grade;b. giving the member of staff support in this transition including advice on personal professional development.

It is now an accepted practice that an interview using National Assessors should always take place in theevent of a regrading to a Grade B post.

3.11 Part-time Grade B Consultant appointments● The applicant should show evidence of competence to be able to work at a Grade B level.● When a person already has a part time post, each post should be graded appropriately and independently.

3.12 Involving users in interviewsTrusts may have a policy about the involvement of users. If so this should be referred to. This is a developing area ofexpertise and there are several ways to involve users.

Examples include:● Ensure training in selection and interview techniques is provided to users as involvement on interview panels would

raise a number of quite complex issues, including how this might influence the types of questions that are asked;● The new Patient Forums or Patient Advisory and Liaison Services (PALS), that are soon to be part of every Trust,

could be sources of user interviewers and provide them with support;● Contact service user groups already working with the Trust and use their experience in this area;● Have a user as a member of the interview panel;

12

● Invite a selection of users to attend a presentation by candidates. Their role would involve asking questions and givingqualitative and quantitative feedback on each candidate in a structured format;

● Users could meet with job applicants, interview them and provide their views to the panel. Users would not officiallyhave a veto, but if they seriously objected to a particular appointment, this would be given serious consideration.This can work very well;

● Consider payment to users if they are likely to be in employment. Travel costs should be reimbursed.

13

4.1 Feedback to unsuccessful applicantsAll applicants should be given the opportunity to obtain feedback on their interview. This feedback could include adviceabout interview technique as well as what CPD the applicant could do before applying for another job. It may beappropriate for one or both National Assessors to be available to be contacted by unsuccessful applicants for feedbackand advice.

4.2 Training programme for successful applicantIn some cases a need for CPD for the applicant will be identified at interview this could be, for example, training inmanagement as well as clinical matters. Psychologists who do not have a clinical psychology qualification but who will beworking in a clinical setting and those who are changing specialities may need to have a Training Needs Analysisundertaken prior to arranging a programme of CPD for them.

4.3 Trust not following advice of Assessor or not using National AssessorsThe Assessors concerned should discuss the situation with the Chief Assessor. The Chief Assessor should then notifythe Chief Executive Officer of the Trust concerned if the situation merits it.

4. Post interview

5. Retention

Applied Psychologists in health are a scarce resource and, therefore, all psychology managers should consider how goodstaff could be retained. The following should be considered:● Opportunities for CPD;● Supervision and peer support from colleagues;● Supportive environment in which to work;● Opportunities to network with colleagues locally and nationally;● Planned career development;● Collaborative working on service development or research projects;● The standing and influence of the psychology department within the Trust and the local health and social care

community;● Existing agreements provide pay flexibility opportunities to address proven recruitment and retention difficulties.

In such cases, pay supplements of up to 20 per cent can be awarded, and in the case of London 30 per cent;● Use of discretionary points;● Links with local Training Courses and Academic Institutions;● Trust policies supportive of employees in relation to child care, etc.;● Track record of staff development and promotion.

14

se o

f N

atio

nal A

sses

sors

1. Introduction ...........................................................................................................................................................................161.1 Public protection ................................................................................................................................................16

2. Summary of process ..........................................................................................................................................................173. Use of Assessors at planning stage of the recruitment process ..................................................................18

3.1 Use of National Assessors ...............................................................................................................................183.1.1 Contact National Assessors early ..................................................................................................................18

4. Short-listing ............................................................................................................................................................................194.1 Role of the Assessor at this stage..................................................................................................................194.2 Information required by the Assessor when short-listing........................................................................19

5. Interview process ................................................................................................................................................................205.1 Information to be provided to Assessor prior to interview ...................................................................205.2 Role of Assessor at interview .........................................................................................................................20

6. Post interview........................................................................................................................................................................216.1 Feedback to unsuccessful applicants ..............................................................................................................216.2 Training programme for successful applicant...............................................................................................216.3 Trust not following advice of Assessor or not using National Assessors ............................................21

7. Applicants without a UK Clinical Psychology qualification ............................................................................227.1 Appointment of Clinical Psychologists who have a Statement of Equivalence....................................227.2 Appointment of Individuals who are pursuing a Statement of Equivalence .........................................227.3 Appointment of Applied Psychologists who do not have clinical qualifications

and are not pursuing a Statement of Equivalence.......................................................................................227.3.1 Eligibility for Chartered Status ........................................................................................................................237.4 Posts open to Applied Psychologists in health and other disciplines ....................................................23

8. Regrading in post.................................................................................................................................................................249. Part-time Grade B appointments ...............................................................................................................................24

2. Guidance on the use ofNational Assessors

15

2.G

uida

nce

on

the

u

1. Introduction

This guidance has been developed to help with the concerns of Psychology Managers and Human Resources (HR)Managers about the recruitment of applied (i.e. clinical, counselling, educational, health and clinical health) psychologists inhealth and social care and those involved in training. This guidance represents work in progress. In recognition that postsare continuously changing, and of the Government’s Agena for Change, this document has a review date of October 2003(12 months from publication).

The list of National Assessors for England,Wales and Northern Ireland (available via The British PsychologicalSociety’s (BPS) website http://www.bps.org.uk/sub-syst/dcp/clin_assessor.cfm and the Department of Health (DH) websitehttp://doh.gov.uk/assessors.htm) is divided into 11 Sections:

For each section there is a Lead Assessor/Adviser. In addition further advice can be obtained from the Chief Assessor, contact details can be obtained from The British Psychological Society’s website (see above) or theDivision of Clinical Psychology (DCP) Administrator at the Society’s head office, telephone 0116 254 9568.

Academic establishments have their own arrangements for recruiting staff and these may be different to Whitley Councilarrangements. Recommendations for the use of National Assessors in the recruitment of staff onto postgraduateprogrammes in clinical psychology training and education is included at Appendix 8.

The list of National Assessors for Scotland is divided into the following nine sections and all assessors are regarded asgeneral assessors with one speciality area. There is one Lead Assessor; contact details can be obtained via The BritishPsychological Society’s website (see above) or the DCP Administrator at the Society’s head office.

Adult Mental Health Neuropsychology and Neurological Rehabilitation● General● Psychotherapy Teaching, Training and Research ● Long Term Psychiatric Disorder (see Appendix 8)

Children and Young People Older People

Forensic Primary Care

Medical/Surgical Services Substance Misuse and Addictive Behaviour

Learning Disability Management

Neuropsychology Older People

Learning Disabilities Children and Young People

Health Adult Mental Health

Forensic Addictions

Academic

1.1 Public protectionThe use of National Assessors is a part of the mechanism to ensure protection of the public, professional standards andcompliance with clinical governance.

16

The flow chart below summarises the process that should be followed in order to ensure good practice in makingappointments.

2. Summary of process

SUMMARY OF RECRUITMENT PROCESS

1. Review jobs in Management Group regarding new posts/replacements andreview shortfalls in Service. Managers.

2. Confirm funding available – Managers + HR Department.NB: You must wait for clearance before advertising.

4. Advertise – make sure you give HR Department plenty of notice of thejournal/newspaper’s deadline. Provide HR Department with the job pack

(job description, information about the Department, etc.).Managers.

5. Consult with Assessors re short-listing applications that meet yourrequired criteria. Managers.

1a. Assessinterest in post.Formal/Informal.

6. Hold interviews. Manager + agreed panel.

3a. Consult with Assessors. Prepare job advert,job description and job specification.

Decide where/how to advertise.Managers + HR Department.

NB: Remember deadlines for adverts.

3b. Agree interview panel and arrange the interview dateif at all possible.

Managers + HR Department.NB: Allow at least 2–3 weeks between closing

date and interview.Assessors will need 2–3 months’ notice.

Based on original provided by Roger Paxton for Department of Psychological Therapies and Research, Northumberland NHS Trust.

17

3. Use of Assessors at the planning stageof the recruitment process

An extract from the Guidance on the DH website is provided in Appendix 2.1. Assessors should be asked for adviceabout both job descriptions and person specifications. This advice will be particularly useful when a new post is beingconsidered. Taking advice prior to advertisements being placed should ensure that the job is attractive to as wide rangeof potential applicants as possible.

Psychology managers will need to check with their HR department regarding the processes that need to be followed intheir Trust.

Recruitment of staff is an important part of the work of any manager. Mistakes can be costly in both financial and humanterms and so it is important that adequate time is made available to carry out the preparatory work when making newappointments.

3.1 Use of National AssessorsGuidance on the use of National Assessors on the DH website (Appendix 2.1) states that two National Assessors arerequired for Grade B Posts. At least one should come from outside the Region; this can be interpreted as outside theTrust. Employers should use their discretion about contacting National Assessors for advice about less seniorpsychologist appointments. A list of National Assessors is available electronically (see paragraph 1, page 16).For advice on appointments to postgraduate courses in clinical psychology see Appendix 8.

3.1.1 Contact National Assessors earlyWhen a National Assessor is being invited to be a member of an interview panel it is helpful to the Assessor if contact ismade as soon as possible and dates for likely interviews agreed. Normally National Assessors need two and preferablythree months’ notice of interview dates so that they can plan their diaries. Assessors should be contacted well inadvance to agree dates, rather than be asked at the last minute to attend interviews. In the event of a cancellation theAssessor must be contacted as soon as possible. It is usually at least two months between submitting the advertisementand interview so plenty of notice can be given to assessors without additional delay.

18

4.1 Role of the Assessor at this stageIt is essential that National Assessors are involved in the short-listing of candidates. This involvement is essential when aGrade B Consultant Psychologist is being appointed and the Assessor’s role is similar to that in the final selection interview(see paragraph 5.2 below). Assessors should liaise with other Assessors at this stage to discuss any problematic areas.

4.2 Information required by the Assessor when short-listingThis should include:● Job description;● Person specification;● All application forms and CVs;● Any other information provided to applicants;● Contact details of the other Assessor involved.

4. Short-listing

19

5. Interview process

5.1 Information to be provided to Assessor prior to the interview● A programme for the day. This should provide time for all the interviewers to have a discussion about the structure

of the interviews and prepare a list of questions that are likely to illicit the relevant information from the candidatesat interview.

● Details of how to get to the interview venue and any other arrangements.● As some referees suggest issues to be explored at interview it is recommended that one person on the panel should

read the applicant’s references prior to interview to check that there are no such issues.

5.2 Role of Assessor at interviewThe Assessor should:● Check qualifications, assess competence and eligibility for appointment against the job description and person

specification;● Advise the employing authority as to which candidates could undertake the duties of the post satisfactorily;● Bring to the employing authority information about standards on a wider scale, e.g. they can advise how applicants for

a particular post compare generally with psychologists occupying similar posts elsewhere;● If there has been a disappointing response an Assessor could be expected to advise whether a re-advertisement

could be expected to produce a better field;● Be able to justify decisions for appointments and rejections in case the process and or outcomes are challenged in

the future.

20

6.1 Feedback to unsuccessful applicantsAll applicants should be given the opportunity to obtain feedback on their interview. This feedback could include adviceabout interview technique as well as what CPD the applicant could do before applying for another job. It may beappropriate for one or both National Assessors to be available to be contacted by unsuccessful applicants for feedbackand advice.

6.2 Training programme for successful applicantIn some cases a need for CPD for the applicant will be identified at interview this could be, for example, training inmanagement as well as clinical matters. Psychologists who do not have a clinical psychology qualification but who will beworking in a clinical setting and those who are changing specialities may need to have a Training Needs Analysisundertaken prior to arranging a programme of CPD for them.

6.3 Trust not following advice of Assessor or not using National AssessorsThe Assessors concerned should discuss the situation with the Chief Assessor. The Chief Assessor should then notifythe Chief Executive Officer of the Trust concerned if the situation merits it.

6. Post interview

21

7. Applicants without a UK Clinical Psychology qualification

7.1 Appointment of Clinical Psychologists who have a Statement of EquivalenceThis section should be read alongside the extract from AL (SP) 4/92 paragraph 8 attached at Appendix 2.3.

When interviewing applicants with a Statement of Equivalence (SoE) all their experience in applied psychology, not justthat obtained in the UK, or in clinical psychology should be taken into account.

7.2 Appointment of Individuals who are pursuing a Statement of EquivalenceA psychologist who is pursuing a Statement of Equivalence will be eliglble for appointment as a Grade A on aprobationary basis (Appendix 2.3 paragraph 8.1(b).

When appointing individuals who have, or are awaiting an approved training plan for a Statement of Equivalence it will behelpful for managers and applicants if they negotiate with the individual the time it will take to complete the training planand any special training arrangements that will need to be put in place to assist with the completion of the training plan.The outcome of these negotiations should be confirmed in the letter of appointment.

7.3 Appointment of Applied Psychologists who do not have clinical qualifications andare not pursuing a Statement of EquivalenceThe Society supports the development of clear structures and processes to enable the employment of a wide range ofchartered psychologists at all grades (see Appendix 2.5).

Areas in which grading issues are particularly pertinent include:● Forensic psychologists applying for clinical forensic posts;● Counselling psychologists applying for clinical psychology posts;● Educational psychologists applying for child and adolescent posts;● Adult psychotherapy posts in clinical psychology departments;● Health Psychologists applying for clinical health psychology posts.

Issues that will need to be considered when interviewing include:● Specific competences needed for posts should be clearly defined in the job description and person specification

before the job is advertised (see paragraph 3.4.1 in Section 1 of this document; Guidance to Psychology Managers,pages 3–14).

● National Assessors should be able to judge the competence of other post-qualified psychologists using the jobdescription and person specification. The Lead Assessor for that speciality should be contacted if an Assessor needsfurther advice. The DCP Administrator holds a list of people who are not National Assessors who can be contactedfor advice about the appointment of counselling and health psychologists.

● Each case should be considered on its merits using the grading criteria for clinical psychologists as a guide.● Mentoring and training programmes are often needed when other applied psychologists are appointed.

22

7.3.1 Eligibility for Chartered StatusThe title ‘Chartered Psychologist’ is legally recognised and before admission to the Register of Chartered Psychologistsindividuals must:● Have a recognised first degree in psychology;● Have recognised postgraduate qualifications; or● Have undergone three years approved postgraduate training and supervision;● Have been judged ‘fit to practise’ independently; and● Have agreed to follow The British Psychological Society’s Code of Conduct and be answerable to a disciplinary system,

in which non-psychologists form the majority.

Managers wishing further information may contact The British Psychological Society’s Admissions Department, telephone0116 254 9568 or www.bps.org.uk where an electronic copy of the Register of Chartered Psychologists can be accessed.

7.4 Posts open to Applied Psychologists in health and other disciplinesPsychology National Assessors are required for all Senior and Consultant Grade B posts open to applied psychologists inhealth.Where the post is open to applicants from other disciplines, in addition to applied psychologists, it will benecessary to arrange for suitably qualified Assessors to be included in the interview panel. In exceptional circumstances,for example, where it would make the panel too large if a number of additional Assessors were included, it may bepossible for psychology National Assessors to act as Assessors for applicants from other disciplines. However, this is amatter for negotiation with the Assessors concerned.

23

8. Regrading in post

There should be two stages of assessment:1. The post must be reviewed and the advice of two National Assessors sought regarding the appropriateness for this

post to be at Grade B. Assessors will expect to see relevant documentation including:● Old job description;● New job description to reflect the increased expectations of a higher grade (this should normally be working at a

higher level in the same specialty not a new post in a different specialty);● An account of how the post fits into the clinical service and the psychology service, i.e. the wider context.

2. The person to be regraded must be assessed for their suitability for appointment at Grade B. This should follow thenormal procedure including interview and must include advice from two National Assessors at least one of whommust be from the relevant speciality section of the list and one of whom should come from outside the Trust (see Appendix 2.2). Documentation required includes:

● An up-to-date curriculum vita showing a high and sustained level of achievement;● A reference or report from psychology head and/or service manager indicating support for the regrading because of

the individual’s contribution to the service.

An interview has the merit of:a. Giving a clear message to managers as to the suitability of staff and how they compare with those applying for posts

at that grade;b. Giving the member of staff support in this transition including advice on personal professional development.

An interview using National Assessors should always take place in the event of a regrading to a Grade B post.

● The applicant should show evidence of competence to be able to work at a Grade B level;● When a person already has a part time post, each post should be graded appropriately and independently.

9. Part-time Grade B appointments

24

1. Professional Practice Guidelines for Assessors ....................................................................................................262. Department of Health Circulars .................................................................................................................................27

2.1 How to use the National Assessors List......................................................................................................272.2 Composition of appointment panels .............................................................................................................272.3 Appointment of Clinical Psychologists .........................................................................................................282.4 Guidance on expertise for discretionary points.........................................................................................302.5 Appointment of Psychologists eligible to be Chartered who do not have a clinical qualification

or Statement of Equivalence ............................................................................................................................313. Recruitment and selection of National Assessors ..............................................................................................324. A Joint Advisory Statement from the Chairs of The British Psychological Society Division of

Clinical, Counselling, and Health Psychology and the MSF Family of Psychology ..............................34Organisational and Management Structures: Impact on the quality and effectiveness of professional service delivery. November 2000.

5. Continuing Professional Development. Preparing for promotion to a Grade B or Consultant post...........................................................................................................................................35

6. Description of specialities ...............................................................................................................................................367. Sample job description .....................................................................................................................................................398. Use of National Assessors in recruitment of staff onto postgraduate programmes for

Clinical Psychology training and education............................................................................................................42

3. Appendices

25

3.A

ppen

dice

s

Appendices (cont.)

Appendix 1Professional Practice Guidelines for Assessors

IntroductionThe recruitment, selection and appointment of senior psychology posts in the NHS is an important element for ensuringclinical governance and high professional standards. It is particularly important that there is a rigorous process for theappointment of the most senior clinical psychology posts within the NHS.

These professional practice guidelines should be read alongside The British Psychological Society’s Code of Conduct, EthicalPrinciples and Guidelines and the Division of Clinical Psychology Professional Practice Guidelines.

1. GeneralAssessors should conduct themselves in a manner which promotes professional standards, does not bring the professioninto disrepute, and be mindful of high professional standards

2. TrainingAll Grade B Assessors should have undertaken: (a) generic training in recruitment, selection and interviewing, which mayhave been organised by the individuals employers; and (b) more specific training organised under the auspices of the DCP.

3. Equal opportunitiesAn Assessor should make sure that no applicants receive less favourable treatment on the grounds of, for example,gender, colour, ethnic origin, nationality, religion, disability, sexual orientation or age or is disadvantaged by terms orrequirements which cannot be shown to be justified.

4. ConfidentialityAssessors should take all reasonable steps to preserve the confidentiality of information acquired through their work asan Assessor.

5. Making assessmentsAn Assessor must be honest and objective when appraising or assessing an applicant.

The role of an Assessor is to advise the employing Trust which of the applicants could be appointed. In some cases it maynot be appropriate for the assessor to express an opinion about individual applicants. Assessors should not have votes.

6. Conflicts of interestAn Assessor may not be involved in any interviews where there may be a conflict of interest, e.g. working in the sameTrust, have close personal relationships with an applicant.

26

Appendix 2Department of Health Circulars

Appendix 2.1How to use the National Assessors ListExtract from Guidance on the DH website (see pages 4 and 16).‘Individual Assessors are listed under their speciality: for each speciality, advisers are marked *. These advisers may be approachedby employers for advice on the most appropriate Assessors for particular appointments.They are not expected to act as Assessorsany more than other Assessors listed. Personnel Officers are encouraged to approach Assessors as soon as possible after thedecision to advertise a post has been made.

Appendix 2.2Composition of appointment panelsExtract from Guidance on the DH website (see pages 4 and 16).Short-listing and interviewing panels should comprise, apart from appropriate NHS employer personnel, the following:(i) for trainee posts, the selection panel should include both the head of the training course (or their nominee) and a representativeof the clinical supervisors associated with the course;(ii) for posts in the main professional grade (Grade A) which is covered by pay points 25 to 32,Assessors (who must be graded atpay point 33 or above) may be brought in at the discretion of the employing authority, although it is recommended that therewould be benefit in seeking their advice;(iii) for posts in the main professional grade (Grade A) on pay point 33 or above, the short-listing and selection panel shouldinclude one Assessor who may either be:● From the relevant section of the national assessors list1; or● A higher grade psychologist in that speciality from outside the Region2; or● Exceptionally, by agreement with the relevant speciality adviser from the national list, be a Grade A psychologist above point 33

from outside the Region2;(iv) for posts in the higher grade (Grade B) the short listing and selection panel must include two Assessors, at least one of whomshould come from outside the Region2 where the appointment is made. At least one Assessor should be selected from the specialityrelevant to the appointment being made, but the other Assessor may come from another speciality. Assessors for posts with mixedresponsibilities should be selected to reflect these responsibilities;(v) selection panels should normally include the immediate superior clinical psychologist, or the district head or adviser, or head ofdepartment.Where the appointment has close associations with a university or other institute of higher education, an additionalmember from the institution should be invited to sit on the panel.

27

1 Employers are asked to use their discretion on using National Assessors for Grade A appointments.2 This can be interpreted as outside the employing Trust.

Appendices (cont.)

Appendix 2.3Appointment of Clinical PsychologistsThis guidance should be read alongside Appendix 2.5 with regard to the definitions of applied psychologists in health.

AL (AP) 4/92 Appendix D Paragraphs 7, 8 and 9.7. Qualified Clinical Psychologists7.1 Job descriptions must be used as a basis for determining grading of each post and they should be agreed with staff in post

before posts are regraded. Each post shall be considered individually and reviewed as necessary.Within each grade it is for theemploying authority to decide the appropriate pay scale or discretionary point for each post.The following factors must betaken into account in drawing up job descriptions. Each job should be considered individually.The list is not exhaustive and isnot intended to be prescriptive:

(a) the size, complexity, range and level of the service managed or individually provided;(b) the level of any specialist experience required;(c) the extent to which the post carries duties outside the particular discipline, department or employing authority which may

include wider management or planning duties or professional advisory roles;(d) the extent to which the post carries responsibility for research, evaluation and development, or direction of those functions;(e) the extent to which the post carries responsibility for teaching, training, clinical supervision of trainee clinical psychologists and

other healthcare staff, or direction of those functions;(f) the extent to which the post carries responsibility for providing clinical advice, interpretation or action;(g) the extent of responsibility for resource management planning or policy making.

8. Qualified Clinical Psychologist Grade A8.1 (a) This is the main professional grade and is available for clinical psychologists who have, prior to September 1993: successfully

completed an approved course of training of at least two years’ duration; orbeen awarded The British Psychological Society’s Diploma in Clinical Psychology; orbeen issued with a statement from The British Psychological Society certifying that their training matches the requirements ofBritish training (a ‘Statement of Equivalence’).

From September 1993 entrants to Grade A will be required to have gained the qualifications and experience required forregistration as a Chartered Clinical Psychologist.

8.1 (b) A psychologist who has successfully completed either a post-graduate course in educational psychology approved by The British Psychological Society or a postgraduate course in another relevant field of applied psychology as approved by theCommittee for the Scrutiny of Individual Clinical Qualifications (CSICQ), andwho has worked in those fields after qualification for a minimum of two years (having worked for an average of six sessions ormore a week during this period; five or less sessions being treated pro rata);shall also be eligible to take a grade A clinical psychology post, on a probationary basis, while meeting the training requirementslaid down by the Board of Examiners of The British Psychological Society. Entry into Grade A on a permanent basis will dependon the psychologist meeting all the training requirements laid down by The British Psychological Society.

8.1 (c) It will be a requirement for entry into a post in the grade that a post is available and that an assessor review thequalifications of the individual under consideration as part of the appointment procedure.

8.2 The postholder will be paid on an individual scale which will consist of any three consecutive spine points within the 22 pointrange allocated to the grade. Guidance on allocation to salary scales is as follows:

28

8.2 (a) A clinical psychologist below point 25 is in a post which has been designed to provide a range of suitable experience inpreparation for work at a higher level. A recently qualified clinical psychologists will remain at this level until (s)he is assessed asbeing capable of undertaking the duties at a higher level.The postholder must have available the support and guidance of apsychologist at a higher level within this grade or in Grade B.The person providing this support and guidance need not work inthe same clinical setting, but must be in a position from which it is possible to offer this effectively. Relevant experience shouldbe taken into account when assigning starting salary.

8.2 (b) A clinical psychologist below point 25 may not undertake supervision of trainee clinical psychologists unless they have atleast two years whole time equivalent post qualification experience.

8.2 (c) A clinical psychologist below point 30 may not undertake support and guidance of clinical psychologists at Grade A points20–24.

8.2 (d) A clinical psychologist below point 32 is not expected to be responsible for making systematic service provision but isexpected to be responsible for providing a service.

8.2 (e) It is expected that a clinical psychologist below point 32 will still be gaining wider relevant experience, which may includefurther post qualification training.

8.2 (f) A clinical psychologist below point 34 is not expected to be responsible for a largely autonomous and systematic serviceprovision within a section of the service or department delegated to them.

8.2 (g) A clinical psychologist below point 37 is not expected to be responsible for an entirely autonomous and systematic serviceprovision within a section of the service or department delegated to them.The responsibilities of a clinical psychologist belowthis point should not include identifying service priorities and initiating developments within the section.

8.2 (h) A clinical psychologist above point 37 is expected to be responsible for an entirely autonomous and systematic serviceprovision within a section of the service or department delegated to them.The range of responsibilities may include identifyingservice priorities and initiating developments within the section.

This guidance must be used in conjunction with paragraph 7 above, and is not intended to be prescriptive.

9. Qualified clinical psychologist Grade B9.1 A qualified clinical psychologist Grade B will normally have substantial experience as a qualified clinical psychologist before

moving into the grade. Psychologists who have successfully completed a course in educational psychology or relevant otherprofessional applied psychology discipline and who wish to transfer to clinical psychology may be considered for a Grade B postprovided they already hold The British Psychological Society Diploma or have been issued by the Society with a ‘Statement ofEquivalence’. Appointment as a qualified clinical psychologist Grade B will normally be by open competition. It will be arequirement for entry into the grade that the experience, qualifications and performance of the individual under considerationare appropriately assessed.The employing authority may appoint to any point on the pay scale and there are five discretionarypoints which may be used as appropriate.

9.2 A qualified clinical psychologist Grade B must be in a post which requires the postholder to make a systematic provision ofservices within a District or Department and to advise management on the level of resources required and other matters;or

29

Appendices (cont.)

to provide a clinical service which requires a demonstrated capacity to make professional developments through teaching,research or service development and evaluation.

9.3 The postholder will be:

9.3 (a) a clinical psychologist occupying a post which carries responsibility for a major part, or the whole of a large clinicalpsychology service or department. Such responsibility may include responsibility for the provision of clinical psychology servicesfor the whole of an employing authority, or regional specialities, and responsibility for staff who are not clinical psychologists;and/or

9.3 (b) a clinical psychologist required to provide a service to an exceptionally high level of expertise, in any speciality, who may alsobe expected to be a significant resource to the wider healthcare system, without the level of managerial responsibility outlinedin 9.3 (a) above;or

9.3 (c) a clinical psychologist occupying a post in which the major responsibility of the post is: to run an approved clinicalpsychology training course (Head of an in-service training course3); or to run the health service component of a recogniseduniversity post graduate clinical psychology course; or to run courses of advanced or post-basic teaching and training of otherprofessions;or

9.3 (d) a clinical psychologist who does not have the managerial responsibility specified above who has made and is continuing tomake a recognised distinguished contribution to the furtherance and practice of clinical psychology. Such an appointment issubject to the prior approval of the Joint Secretaries.

Appendix 2.4Guidance on expertise for discretionary points

AL (SP) 4/92 Appendix D paragraph 9.49.4 Five salary increments are available above the top of the qualified clinical psychologist higher grade scale, to be awarded at the

discretion of the employing authority, to recognise, for example, the magnitude of the population served and/or the provision of ahighly specialised service on a supra-District, Regional or supra-Regional scale.These points are also available, with the prior approvalof the Joint Secretaries, in recognition of an exceptionally distinguished contribution to the furtherance of clinical psychology or ofpractice in the field. If a decision is made to use these points, the minimum and maximum of the individual scale would be advancedby the number of points it is decided to award, and the position on the spine of a clinical psychologist in such a post would beadvanced by the same number of points.This type of scale advancement would be at the discretion of the employing authority andis not to be used for personal merit or individual performance in a post.

30

3 There are no longer any In-service training courses.

Appendix 2.5Appointment of Psychologists eligible to be Chartered who do not have clinicalqualifications or Statement of Equivalence

Extract Advanced letter AL (SP) 4/01 paragraph 10.

10. These agreements apply to clinical psychologists and child psychotherapists only. However, employers may need to employ otherstaff under local arrangements to provide wider counselling and therapy services. Staff may be employed on terms andconditions of service mirroring Whitley where the skills and knowledge are deemed to be commensurate with that of clinicalpsychologists and child psychotherapists, for example, psychologists eligible for chartered status4 in domains other than clinical.

Extract Advanced letter AL (SP) 4/02 Section H paragraphs 12–14

H. DEFINITIONS – APPLIED PSYCHOLOGISTS IN HEALTH AND TITLES

12. The last Advance Letter (Advance Letter (SP)4/2002) advised that whilst the agreements apply to clinical psychologists andchild psychotherapists only, employers may need to employ other staff under local arrangements to provide wider counselingand therapy services. Such staff may be employed on terms and conditions of service mirroring Whitley where the skills andknowledge are deemed to be commensurate with that of clinical psychologists or child psychotherapists, for examplepsychologists eligible for chartered status in domains other than clinical.

13. The Whitley Council is not being extended formally to embrace these groups as pay modernisation will provide a soundfoundation for appropriate employment of all staff. Meanwhile employers may find it helpful to know that these staff are oftendescribed as ‘Applied Psychologists in Health’ and comprise the following:Clinical psychologists; child psychotherapists; counselling psychologists; health psychologists and forensic psychologists.

14. Job titles for clinical psychologists and child psychotherapists are not linked to grade or pay in the Whitley Agreements and area matter for local determination. However, the title ‘consultant’ is now widely applied to the most senior clinical psychologist andchild psychotherapist posts in the NHS (normally Grade B posts) and employers may wish to adopt a common approach todesignation of such posts.

31

4 Advice about eligibility for chartered status can be obtained from the Admissions department at the Society’s head office in Leicester, and seeparagraph 2.2.3.2.1.

Appendices (cont.)

Appendix 3Recruitment and selection of National Assessors

1.1 AdministrationThe administrative processes for recruitment and selection of National Assessors in England,Wales and Northern Irelandis handled by the DCP administration support staff at the Society’s Leicester office, with oversight being provided by theChief Assessor/Adviser. The DCP Scotland manages the administrative process in Scotland, with support from theSociety’s Scottish office, and oversight by the Lead Assessor. Both lists are available on the Society’s websitehttp://www.bps.org.uk/sub-syst/dcp/clin_assessor.cfm and both Chief Assessors can be contacted through the DCPAdministrator at the Society’s Leicester office.

1.2 Recruitment of National AssessorsPotential Assessors may nominate themselves or be nominated by a colleague. In either case the applicant will need tocomplete an application form and provide a CV and the names of two referees. This form can be downloaded from theDCP website: http://www.bps.org.uk/documents/nat_assessor_appform.pdf or from the DCP administrator at theSociety’s Leicester office on 0116 252 9517.

1.3 Role of a National Assessor The National Assessor should be involved at all stages of the assessment process. The Assessor’s role is outlined inAnnex III of AL (SP) 3/90 (see Appendix 2.1 of this document) and in addition they will be able to:● Advise the employing authority as to which candidates could undertake the duties of the post satisfactorily.● Bring to the employing authority information about standards on a wider scale, e.g. they can advise how applicants for

a particular post compare generally with psychologists occupying similar posts elsewhere.● An Assessor could be expected to advise whether a re-advertisement could be expected to produce a better field if

there has been a disappointing response.● Check that applicants meet the requirements to practise as an applied psychologist, i.e. they are eligible to be a

chartered psychologist.

1.4 Person specification for a National AssessorAssessors should:● Normally have at least five years’ as a Consultant Grade B. This may be reduced in some circumstances depending on

the numbers of Assessors available for that particular speciality and the experience of the person concerned.In Scotland have four years’ experience as a Consultant Grade B is the requirement.

● Normally be appointed for a period of five years but they could be a ‘grandparent’ beyond that and provide advice tonewly appointed Assessors.

● Have relevant specialist experience.● Have interview skills.● Have evidence of personal development.● Have knowledge of clinical governance and wider NHS policies – management and care group.● Know about good recruitment and selection practices.● Have had experience of running a ‘good’ psychology department.● Be available and geographically accessible.

32

1.5 Applying to be a National Assessor

England, Northern Ireland and WalesAny Grade B with four to five years’ experience may apply to be a National Assessor. An application form is availablefrom the DCP Administrator at the Society’s Leicester office or from the DCP website:http://www.bps.org.uk/documents/nat_assessor_appform.pdf.

Once the application form and CV has been received in the office two references will be obtained and thisdocumentation will be forwarded to the speciality Lead Assessor for a decision on acceptance. The Society’s office willthen inform the applicant of the result of the application. The names of the successful applicants will be added to the listof Assessors held at the Society’s Leicester office with the DH NHS Pay Branch being automatically informed of theamendment to the list.

ScotlandIn Scotland the application forms are considered by a panel of three people, including the Lead Assessor. Applicants areinformed of the outcomes of the discussions. The Lead Assessor conveys the results of the discussions to the applicantsand the Scottish Executive Health Department (SEHD), Directorate of Human Resources. The SEHD will advise thesuccessful applicants of their appointment to the Assessors Panel. Assessors coming to the end of their term of office offour years will receive a letter from the Directorate of Human Resources at the Scottish Office asking them if they arewilling to continue as an Assessor for a further period of four years.

1.6 Training and First InterviewSuccessful applicants will be sent a copy of this document.

Training days for Assessors only take place once or twice a year, therefore, it will not always be possible for an Assessorto attend such an event before carrying out their first Grade B appointment interview in which case the new Assessorshould contact a more experienced Assessor who could act as a mentor or ‘buddy’.

Assessors are advised not to carry out interviews on their own until they have conducted at least one interview with amore experienced Assessor. The other Assessor, taking part in the interview, should be contacted for advice andguidance prior to a new Assessor carrying out any of the tasks involved in the role.

33

Appendices (cont.)

Appendix 4A Joint Advisory Statement from the Chairs of The British Psychological SocietyDivisions of Clinical, Counselling, and Health Psychology and the MSF Family ofPsychologyOrganisational and management structures: Impact on the quality and effectiveness of professionalservice delivery.There are a range of developments within the NHS, not least the development of a Primary Care focus, that may lead tosmaller, more diverse and locally accountable units of management.While this will have many advantages, there are alsopotential disadvantages for smaller, professional services. An optimal grouping of Psychology services (critical mass),preferably under professional management, will ensure that high professional standards are set and maintained. Professionalisolation can lead to reduced performance effectiveness and reduced accessibility and quality of service for users.

A successful model has been to organise professional groups such as Psychologists in larger departments hosted withinone organisation. Clear service agreements with other appropriate organisations define the nature and level of servicesthat will be provided at a more dispersed level and arrangements for local operational accountability. This allows systemsof operational and professional accountability to operate in a complementary fashion.

It is recognised that there may be other solutions appropriate to specific local circumstances and, in particular, to theneed to promote effective working in multidisciplinary teams.Whatever the organisational and managerial arrangements,it will be important to ensure that there are specific and effective professional networks and structures in place to enablepsychologists to offer a range of skills and services that is maintained, supported and audited to meet the requirementsof the employing service, Clinical Governance, the NHS and The British Psychological Society’s Code of Conduct.

These will include:● Supervision;● Professional advice and support;● Continuing professional development and updating;● Professional accountability and audit;● Teaching and training;● Placement experience for trainees;● Support for research and evaluation;● Input to strategic and professional planning;● Career development;● Issues relating to clinical governance including risk management and the maintenance of competence;● Support for working in a multi disciplinary environment.

Where there is insufficient ‘critical mass’ to support such activities within a single organisation or service, it will be good practice to ensure that formal collaborative arrangements are identified to enable these requirements to be met.This may involve some functions being undertaken jointly by a number of organisations working together. This will beparticularly important in settings such as Primary Care or small, specialist services where the risks of professionalisolation are highest.

Such arrangements are essential to effective, quality and ethical practice. They best ensure the accessibility of effectiveservices to users and may have a significant impact on recruitment and retention. November 2000

34

Appendix 5Continuing Professional DevelopmentPreparing for promotion to a Grade B or Consultant postThe current grading guidance for clinical psychology posts is contained in Appendix D of AL (SP) 4/92 (see Appendix 2.3).

The general principle in the guidelines is that the grading should be commensurate with the responsibilities of the post.A number of factors that should be considered are set out in paragraph 7 of the guidance and more specific rules aboutGrade B are shown in paragraph 9. It would be sensible to look at these and consider what kinds of experience ortraining would be likely to help demonstrate the kinds of abilities likely to be required in a Grade B post.

The following kinds of experience, ability and achievement are likely to be useful:● Management training and experience – including knowledge of personnel issues such as recruitment, appraisal and

discipline;● Knowledge and experience of the management of groups other than psychologists;● Highly specialist clinical skills and experience;● Skills and experience in service planning and development, and also in resource management;● Knowledge of current policies and strategies;● Research achievement;● Skills in teaching;● Evidence of supervision of clinical psychology trainees.

Specific guidance on the interpretation of paragraph 9.3b of Appendix D of AL (SP) 4/92 i.e. for posts requiring ‘anexceptionally high level of expertise’ has been given to National Assessors in the form of suggestions on the kind ofevidence to look for:● The range and types of people asking for advice;● Record of CPD and attendance at relevant courses;● Published work;● Extensive involvement in teaching and supervision;● Involvement in the strategic development of services with purchasers, providers and other agencies or other project

work;● Specialist clinical expertise shown by qualified and experienced people coming to the individual for supervision, advice

and consultation.

Career planning which enables such evidence to be demonstrated would, therefore, be useful.

35

Appendices (cont.)

Appendix 6Description of specialities

Adult Mental Health – Long Term Psychiatric DisordersThe areas of service covered by Assessors on this section of the list would be in-patient psychiatric rehabilitation,community rehabilitation services, psycho-social interventions, early interventions in psychoses, adult continuing careservices, and assertive outreach.

Adult Mental Health – GeneralAssessors in this section should be able to advise on posts, which cover services for adults with mental health problems.These would include services to community mental health teams, psychological therapy teams/networks (including familytherapy), acute admission units and related day care services. They may also be able to offer guidance in relation to morespecialised areas such as primary care, eating disorders and substance misuse.

Adult Mental Health – PsychotherapyAssessors on this list can be expected to know about psychological therapy services and can be called on to adviseconcerning Grade A appointments in this area, as well as for Consultant (Grade B) Specialist Posts in Psychotherapy.The list comprises specialists in a range of therapeutic orientations and those seeking advice on an appropriate assessorare welcome to contact the Speciality Advisor.

Children and Young PeopleAssessors on the list in this section will generally have expertise within at least one child and family specialty area, andwill also have skills and experience in general service development and provision including research and evaluation.Some Assessors from other sections of this list may usefully contribute to selection in particular highly specialist child oradolescent posts, e.g. neuropsychology, forensic, child learning disability alongside a child assessor from this section.It is essential to seek advice as to the most appropriate combination of assessor skills and expertise for such posts.

ForensicAssessors on this list are able to advise on all clinical posts in forensic and health service settings. These include ForensicPsychiatry Departments, Regional Secure Units, Special Hospitals and DSPD services. Some also have experience of otherforensic settings, including prisons, youth treatment centres and related services for young people. However, not allAssessors are able to advise in these areas. Assessors may also be approached to discuss issues relating to theemployment of non-clinical forensic psychologist in health service posts.

Medical/Surgical ServicesAssessors in this Section of the list can offer advice and guidance about psychology posts in a range of adult medical orsurgical specialities, e.g. oncology, pain services, plastic surgery, cardiology, respiratory medicine. Some of the assessorswill have particular expertise in the management of clinical health psychology services in acute or community settings,others will have expertise in highly specialised clinical services, e.g. spinal injuries, sexual health services includingHIV/AIDS sensory or physical disabilities. Where there is any doubt, the lead assessor can be approached to advise onthe most appropriate assessors for a particular post or service.

36

Learning DisabilityThe Assessors in the LD list can be expected to know about a wide range of services for people with intellectualimpairments or learning disabilities. These will include challenging behaviour, forensic and secure services, community-basedliving, services for people with learning disability and mental health problems, and children with a learning disability. However,it is essential to discuss exact needs with individual assessors since most will not have specialised in all these areas.

Management Assessors in this section will offer advice and guidance in relation to posts which require significant management skills orwider organisational responsibilities. This would normally include all Heads of Service/Professional Head/Adviser roleswithin the NHS, together with Section/Speciality Head posts in major service areas. Assessors may also have a useful roleto play in relation to the appointment of psychologists to manage/co-ordinate non-psychology service personnel or inadvising on wider issues of major service change or organisational restructuring where psychology posts or services aredirectly involved.

Neuropsychology and Neurological RehabilitationNeuropsychology services for adults include: (1) specialised diagnostic and treatment services with specific patient sub-groups such as people with epilepsy or dementia; (2) more generic acute or community-based services; and (3) specialised neuro-rehabilitation services. Child neuropsychology services fall under the same general headings, butthere are important differences in assessment procedures, conditions seen, other specialisms worked with, and servicelinks. Given this difference between child and adult services and possible sub-specialisms within neuropsychology, it willbe important to ensure that Assessors have sufficient familiarity with the area in which the proposed post will fall.

Older PeopleAssessors in this section have particular skills and experience in relation to those services which deal predominantly witholder people. These include services for dementia (often covering dementia of all ages), depression, anxiety and otherfunctional psychiatric illnesses of later life and those with complex and enduring physical problems such as stroke, Parkinson’sDisease and other severe disabilities more common in later life. They cover both mental health and physical health services.There may be some posts that overlap with such sections, as Neuropsychology and Neurological Rehabilitation andMedical/Surgical Services and Assessors from those sections may also be appropriate in such cases.

Primary Care The psychology of primary care involves a wide range of roles and models of service delivery. Individual psychologistsworking in primary care may have this as their main focus or combine a primary care role with other significant specialistareas of work, such as health psychology, specialist mental health services or community psychology. The type of clinicalwork in primary care is likely to be highly varied including primary prevention, health promotion, staff support andresearch, in addition to individual and group treatment for psychological disorders and health behaviour change.A Grade B Psychologist post in primary care will generally have a leadership role and management responsibilities for theprovision of a systematic psychological service in primary care. In addition to leading a team of psychologists this mayinvolve the co-ordination or management of services provided by other disciplines such as counsellors, behaviourtherapists or nurse practitioners.

37

Appendices (cont.)

Substance Misuse and Addictive BehaviourAssessors in this section will be specialists in their field and will hold senior posts within the organisations in which theywork. They will also be aware of the current trends within a rapidly changing speciality and have knowledge of thedifficulties that can occur as a result of substance misuse and addictive behaviour within other populations. Advice andguidance on service developments, as well as advice on the construction of job descriptions and advertisements, is withinthe remit of a National Assessor and most National Assessors will have an intimate knowledge of the field in general.

Teaching, Training and ResearchThe majority of clinical psychology posts related to education and training are university appointments. The university, asprovider of training, therefore has the primary responsibility for appointments. Even when appointments incorporateNHS employment contracts for new staff, the university, as the holder of training funds for all staff, has a significant inputinto appointment procedures. The regulations of the university normally determine procedures for funding of new postsand regrading, constitution of appointment panels and related procedures. It is the view of the BPS Committee forTraining in Clinical Psychology (CTCP) that, for all new senior appointments to clinical psychology courses, that theremust be at least one National Assessor involved in the appointment. This is irrespective of whether the post relates to auniversity or an NHS employment contract. This regulation has been approved by the Membership and QualificationCommittee of the BPS (June 2002). For regrading of staff already in post, an interview (with National Assessors present)has not been stipulated and, following consultation with the Chair of CTCP and the Chair of the national Group ofTrainers in Clinical Psychology, the view is that interview for regrading cases would be totally infeasible given the hugeexpansion in training. National Assessors who are on the list for education and training should be aware of the aboveissues and that BPS regulations for training posts are different from the guidance for appointment of other appliedpsychologists.

38

Appendix 7Sample job description

HEALTHCARE TRUST – JOB DESCRIPTION

1. JOB DETAILSPost Holder:Post Title: Clinical Psychologist (Head of Specialty)Grade: B (spinepoint 40–48)Clinical Specialty: Adult Mental HealthLocation: Northern locality

2. JOB PURPOSETo provide and manage Clinical Psychology services within the Adult Mental Health Specialty as agreed with the DistrictClinical Psychologist in liaison with the Mental Health and Learning Disability Directorate Service Managers

3. DIMENSIONS3.1 The postholder is responsible for six Clinical Psychologists within the Specialty who work in both in-patient and

community settings.3.2 The postholder will be required to provide an agreed number of clinical sessions during the first financial year.

This level of service may require alterations in keeping with service contracts.3.3 The population served is approximately 260,000.3.4 The post does not have any budget responsibilities but specialty budget information will be received quarterly.

4. ORGANISATIONAL CHART

5. KNOWLEDGE SKILLS AND EXPERIENCE REQUIRED5.1 The postholder will have completed an accredited Clinical Psychology training programme and be eligible for

Chartered Status.5.2 The postholder will have at least five years’ experience in providing Adult Mental Health Clinical Psychology services.5.3 The postholder will have at least seven years’ post-qualification experience.

6. KEY RESULT AREAS6.1 To conduct appraisals and realistic personal development plans within the specialty within the first year of being in

post.6.2 To develop a Specialty profile within the first nine months defining the contribution of Clinical Psychologists to the

multidisciplinary teams6.3 To identify and pursue a psychologically based therapeutic interest in a particular area of clinical work and plan its

implementation within the first six months of taking up the post.6.4 To collaborate with primary care and other professional groups in delivering the NSF for Mental Health and develop

plans for psychological therapy and prevention.

39

Appendices (cont.)

7. COMMUNICATIONS AND WORKING RELATIONSHIPS7.1 The postholder is professionally and managerially accountable to the District Clinical Psychologist.7.2 The postholder will liaise with other Clinical Psychologist Heads of Specialty across the Trust.7.3 The postholder will liaise with Directorate Managers regarding specialty concerns, in consultation with the District

Clinical Psychologist.7.4 The post requires liaison with a range of health, social services and voluntary sector managers and personnel.

8. DUTIES AND RESPONSIBILITIES8.1 Managerial8.1.1 To manage and direct the work of Clinical Psychology staff within the specialty8.1.2 To advise on, and participate in the appropriate recruitment of Clinical Psychologists to the specialty8.1.3 To participate in appraisal and develop realistic personal development plans to the specialty8.2 Clinical8.2.1 To undertake specialist clinical duties contributing to assessment and treatment of clients referred ensuring that

their rights and welfare are upheld and that accurate clinical and audit records are maintained.8.2.2 To provide clinical consultation to other healthcare staff.8.2.3 To observe the requirements of government legislation, the Patients’ Charter and local policies and initiatives.8.3 Service Development and Planning8.3.1 To contribute as required and agreed to Clinical Psychology service for Trust-wide and locality facilities, identifying

service priorities and advising on the level of provision within the Specialty consistent with the NSF for Mental Health.

8.3.2 To ensure that staff within the specialty have access to supervision and promote and facilitate a specialised psychological contribution to healthcare.

8.3.3 To initiate psychological and other developments for the specialty/client group across the Trust8.4 Research/Evaluation8.4.1 To take responsibility for research and evaluation work in response to the clinical and professional interests of the

post and to monitor standards, quality and consumer reaction to the provision of services.8.5 Training8.5.1 To supervise any Clinical Psychology trainees in their clinical work on placement, to contribute to the teaching

and evaluation on the University of ……… Clinical Psychology training programmes, to ensure Adult Mental Health placements are provided as required.

8.5.2 To undertake and contribute as appropriate to the supervision of Clinical Psychologists and other healthcare professionals while keeping abreast of current developments in psychological research, theory and practice,and develop expertise in areas of special interest.

8.6 General8.6.1 To agree to, and adhere to, the Professional Code of Practice as drawn up by the Division of Clinical Psychology

of The British Psychological Society and adhere to all ……….. Healthcare Trust policies and procedures.8.6.2 The postholder will contribute to services in keeping with government legislation and Local Authority and Trust

implementation of the legislation.8.6.3 The Clinical Psychologist is accountable for matters of professional clinical judgement; nevertheless he/she may

seek advice and guidance as required and appropriate from psychologist colleagues and other healthcare specialists.

8.6.4 To contribute to the reduction of risk in areas of responsibility.

40

9. MOST DIFFICULT ASPECT OF THE POST

10. JOB DESCRIPTION AGREEMENTPostholder’s signature:Date:Head of Department signature:Date:

This job description may be subject to changes, according to the needs and demands of the service.

41

Appendices (cont.)

Appendix 8Use of National Assessors in recruitment of staff onto postgraduate programmes forClinical Psychology training and education

The British Psychological Society’s documentation Recruitment and Selection to Senior and Consultant Psychologist Posts inHealth and Social Care outlines the procedures for recruitment and selection of psychologists, within the NHS as laiddown by the Whitley Council in DH Advanced Letters. However, for Society-accredited training courses, staff may beeither NHS or University employed. Universities will have their own policies for recruitment, selection and compositionof appointment panels and it may not be appropriate for two National Assessors to be members of appointment panels.In either case, for senior positions, courses are advised to use National Assessors as part of the appointment procedure.

The following quote is taken from the Society’s document Criteria for the Accreditation of Postgraduate Courses in ClinicalPsychology (to be implemented 2003)

Although there are relatively few assessors in the Teaching, Training and Research section of the National Assessors Listat the present time, efforts should still be made to obtain two National Assessors wherever possible in line with WhitleyCouncil regulations. Ideally National Assessors should be involved from early in the recruitment stage and their role inselection is similar to that outlined in the Society’s general guidance below:● Check qualifications, competences and eligibility for appointment against the job description and person specification;● Advise the employing authority as to which candidates could undertake the duties of the post satisfactorily;● Bring to the employing authority information about standards on a wider scale, e.g. they can advise how applicants for

a particular post compare generally with psychologists occupying similar posts elsewhere;● If there has been a disappointing response, the Assessors could be expected to advise whether a re-advertisement

could be expected to produce a better field;● Assessors need to be able to justify decisions for appointments and rejections in case the process and or outcomes

are challenged in the future.

Staffing Resources

2.2 Leadership of a Programme requires appropriate academic, clinical and managerial skills and experience, and knowledge of clinical psychology training. This would normally mean that the Programme Director would have at least Senior Lecturer status or an equivalent level. It is also acceptable to appoint Joint Directors, each with appropriate seniority and balance of requisite skills.

2.3 When making appointments to senior clinical academic posts (Senior Lecturer and above) for a Programme, an appropriate External Assessor from The ‘National Assessors List’ must be involved. All appointments must conform with the Institution’s equal opportunities policy.

42

Additional considerations for posts in education and trainingWhere re-grading of posts is being considered (from NHS Grade A to Grade B, or Lecturer to Senior Lecturer) it isadvisable to consult National Assessors. Ideally an interview should take place in order to give a clear message tomanagers as to the suitability of staff and how they compare with those applying for posts at that grade and to give themember of staff support in this transition including advice on personal professional development. However, this may notalways be practicable. It may be expedient to use post/e-mail for such communications, especially where staff who arealready in post are being re-graded.

National Assessors who are on the list for Teaching, Training and Research are, for the most part, psychologists who arecurrently employed on doctoral clinical psychology programmes, and may be either University employed (senior lectureror above) or NHS employed (Grade B).When choosing Assessors, courses may wish to consider the employment ‘status’of the Assessors, but this is not a requirement.

43

Notes

44

Notes

45

Notes

46

Notes

47