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Recruitment Policy V4 Aug 2015 1

RECRUITMENT POLICY

Version: 4.0

Policy Number: 8691

Policy Lead/Author & position: Workforce Policy subgroup

Ward / Department: Workforce Directorate

Replacing Document: 3.0 Approving Committee / Group: POD Policy subgroup/JSC

Date Approved/Ratified: September 2010

Previous Reviewed Dates: November 2009

Date of Current Review: August 2015

Date of Next Review: June 2018

Relevant NHSLA Standard(s): Standard 1, Criterion 10 Target Audience All Staff


EQUALITY STATEMENT

Barnet, Enfield and Haringey NHS Trust aims to design and implement services, policies and measures that meet the diverse needs of our service, population and workforce, ensuring that none are placed at a disadvantage over others. It takes into account the Equality Act (2010) including the Human Rights Act 1998 and promotes equal opportunities for all. This document has been assessed to ensure that no employee receives less favourable treatment on the protected characteristics of their age, disability, sex (gender), gender reassignment, sexual orientation, marriage and civil partnership, race, religion or belief, pregnancy and maternity. Members of staff, volunteers or members of the public may request assistance with this policy if they have particular needs. If the member of staff has language difficulties and difficulty in understanding this policy, the use of an interpreter will be considered. Barnet, Enfield and Haringey Mental Health NHS Trust embraces the four staff pledges in the NHS Constitution and this policy is consistent with these pledges. The Trust is also committed to safeguarding and promoting the welfare of children, young people and vulnerable adults and expects all staff and volunteers to share this commitment.

Version Control Summary

Version Date Section Author Comments

1.0 November 2008

Section 1 HR Policy and Resourcing

Legislative requirements. Updated to include SA New NHS standards EIA added

2.0 November 2009

Section 7 HR Policy and Resourcing

Auditors recommendation Updated to include requirement to publish dates of interview. Also updates on panel membership and shortlisting

3.0 June 2011

Several Sections

POD Policy subgroup

General review to evidence compliance with NHS LA and CQC guidelines and inspections. Revisions to policy to reflect QuIP arrangements and People & OD representative on panel. Update on ISA Vetting & Barring. Tightening of recruitment timescales from job closure to interview letters. Change of Directorate name from HR to People & OD.

4.0 August 2015

Section 11.3 Workforce policy sub group

Change of name from People & OD to Workforce Directorate

http://www.dh.gov.uk/prod_consum_dh/groups/dh_digitalassets/@dh/@en/documents/digitalasset/dh_132958.pdf

http://www.dh.gov.uk/prod_consum_dh/groups/dh_digitalassets/@dh/@en/documents/digitalasset/dh_132958.pdf


1. Policy Statement 4

2. Introduction 4

3. Aims 4

4. Scope 4

5. Purpose and Outcome 5

6. Definitions 5

7. Duties 5

8. Vacancy Analysis 6

9. Job Description 6

10. Person Specification 7

11. Advertising a Vacancy 8

12. Shortlisting 9

13. The Interview 10

13.2 The Interview Panel 10

13.3 Questions at Interview 12

13.4 Presentations, Assessments and Tests 12

13.5 End of Interview 13

13.6 Notifying Candidates 13

14. Employment Checks 14

14.1 References and employment history 14

14.2 Medical Clearances 14

14.3 Criminal Records Bureau Disclosure 15

14.4 Eligibility to Work/Work Permits 16

14.5 Professional Registration 16

14.6 Verification of Identity 16

14.7 Final Appointment 17

15. Follow up action for those who have failed to satisfy pre- employment checks

17

16. Induction 18

17. Volunteers and Honorary Placements 18

18. Secondment 19

19. Temporary movement into higher band 20

20. Bank and Agency Workers 20

21. Recruitment of Relatives and Partners of Existing 21 Employees

22. Training and Information 21

23. Monitoring Compliance and Effectiveness 21

24. Dissemination and Implementation 22

25. Trust’s related Documentation 22

26. References 22

27. Appendices 23

Appendix 1: Vetting Standards Summary 23

Appendix 2: Recruitment and Selection Procedure 25

28. Equality Impact Assessment Tool 31

Table of Contents Section Page


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Checking ISA status on all new and existing employees.

Aim 3.1 The aim is to ensure that the highest standards of recruitment and selection

throughout the Trust are maintained in order to attract and retain a competent and motivated workforce

4

4.1

Scope This policy applies to all staff including fixed term contracts, temporary staff, volunteers, students, trainees and contractors.

1

1.1 Policy Statement Barnet Enfield and Haringey Mental Health Trust aim to set the highest standards of Recruitment and Selection throughout in order to attract, recruit and retain a competent and motivated workforce and to ensure that everyone will be treated equally regardless of age, race, nationality, disability, ethnic origin, sexual orientation, religion or beliefs, gender reassignment or any other unreasonable grounds.

This Trust is committed to safeguarding and promoting the welfare of children, young people and vulnerable adults and expects all staff and volunteers to share this commitment.

2

2.1

Introduction Barnet Enfield and Haringey Mental Health Trust will fully comply with the new NHS employment check standards implemented 1 April 2008 and updated in July and October 2010. These are:

• Verification Identity Checks • Right to work checks • Registration and qualification checks • Employment history and reference checks • DBS record checks • Occupational Health checks • Special, national procedures apply to the appointment of medical staff and

these are dealt with via the Medical Staff Manager and Medical Staffing Advisers.

Full vetting standards can be found on www.nhs.employers.org

A summary of the standards can be found in Appendix 1

2.2 These checks will be carried out for any recruitment to the Trust and any change of position. These procedures will be followed for all staff including fixed term contracts, temporary staff, volunteers, students, trainees and contractors.

2.3 The Safeguarding Vulnerable Groups Act 2006 contains the legislation to create

the new Independent Safeguarding Authority (ISA) which will enact the Vetting and Barring Scheme.

2.4 The government has postponed plans for new employees in Regulated and

Controlled Activities e.g. NHS posts working with children and vulnerable

adults, to register with ISA from 26th July 2010. There will be a review of current guidance with a view to publishing new guidelines to employers in due course and it is anticipated that current staff will need to register within a planned program in due course. Employers will then have the responsibility of

http://www.nhs.employers.org/


5

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5.1 Purpose and Outcome The purpose and outcome of this policy is to ensure that Everyone to be treated equally in line with national legislation and managers to have an understanding of the recruitment process

Definition: 6.1 Recruitment and selection refers to the chain and sequence of activities

pertaining to recruitment and selection of employable candidates for an organization

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7.1

Duties Chief Executive

7.1.1 The Chief Executive has overall responsibility for ensuring that there are robust processes and procedures in place to allow for effective recruitment checks and procedures for professional staff.

7.2

The Director of Workforce 7.2.1 The Director is responsible for ensuring that there are robust processes and

procedures in place that is consistent with relevant legislation and NHS policy and which also allow for the effective recruitment of new staff.

7.3

Director and Assistant Directors 7.3.1 The Service Leads are responsible for ensuring that any advice received from

the Resourcing & Policy and Business Partnering teams is followed and appropriate action taken with regard to all issues related to recruitment.

7.4

Recruitment Manager

7.4.1 A ‘Recruiting Manager’ is an employee of the Trust, who has the authority or delegated responsibility to make recruitment and selection decisions. The Key objectives for all Recruiting Managers are:

• To attract, select and retain the best candidate for the job;

• Ensure that the staffing establishment is maintained in line with the Trust’s standing financial instructions and their individual budget responsibilities;

• Ensure that they receive appropriate training in recruitment and selection and keep updated with employment legislation as it impacts on the recruitment and selection process;

• To utilise quality and cost effective advertising methods;

• To project and maintain a positive Trust image; • To consider all requests for flexible working arrangements against the

needs of the service and impact on other team members.

• To ensure all required recruitment checks are made

7.5 Employees 7.5.1 All employees are responsib le for fol lowing all Workforce Directorate policies.

7.6 The Workforce Directorate 7.6.1 The Team is responsible for ensuring that the processes outlined in this policy

are adhered to and any issues with compliance are escalated to the Assistant Director of Workforce. The Team is responsible for ensuring that there are satisfactory arrangements for following up on people who to do not satisfy the checking arrangements, and advising recruiting managers what steps to take.


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8.1 Vacancy Analysis- Considering How to fill A Vacancy Before a vacancy is advertised the post must first be reviewed by the Quality and Innovation Program (QuIP) panel. This must be done via the relevant service Director with all the necessary documents as detailed in the QuIP guidelines.

8.2

Vacancies arise either when a current member of staff leaves or funding is allocated for a new position. Before filling a vacancy it is important that an analysis of the department’s staffing needs as a whole is undertaken. This is to ensure that staffing levels not only remain up to date but that there is an appropriate skill mix in place to provide a full and responsive service. This analysis should cover such considerations as:

• Any organisational change within the Trust as posts may first be considered for redeployment.

• Is there a permanent need for the post to be filled or, exceptionally, would it be best to fill the post on a temporary basis? This might apply if the post funding is strictly time limited. Time limited posts often offer excellent secondment opportunities for other staff. If the duties are not very dissimilar and the post may only exist for a short time then it might be preferable to ‘act up’ an existing member of staff;

• Is there a need for the same number of hours to be worked or have the department’s needs changed? Try to avoid simply looking at vacancies as needing to be filled on a ‘like for like’ basis.

• Is this an opportunity for the posts of other staff to be enriched and to avoid the need to recruit?

• Do the skills or duties now needed by the post holder indicate that the

banding of the post may need to be revised? • Did any previous post holder provide exit interview information that needs to

be taken into account before the post is filled?

8.3 Once the manager is satisfied that they have fully considered all of the above, they must ensure that the appropriate establishment is in place. This is carried out via the procedure for establishment control. Managers who are unfamiliar with this process should first discuss this with their management accountant before proceeding. Budget managers who are familiar with the process will find copies of the necessary forms on the BEH MHT Intranet under Finance.

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9.1

Job Descriptions Once the decision to replace the member of staff or cover a new position has been made, the recruiting manager will need to either revise and update the existing job description or write a completely new one that reflects the changed requirements.

9.2

The first section of the job description should be used to give an overview of the post, details of whom the post holder will report to and any key relationships they will be expected to develop and maintain.


9.3

9.4

The second section of the job description should contain an accurate description of the range of tasks and duties that the post holder will be required to carry out. The aim should be to give an accurate but succinct picture of the key tasks and breadth of responsibility as well as making it clear that all job descriptions are open to periodic review (see AfC guidance on Job descriptions on the AfC page of the Trust Intranet).

All new or significantly changed job descriptions must be submitted to the Workforce Division for banding prior to advertising.

10 Person Specifications 10.1 The person specification should comprise of a list of attributes required of the

post holder and indicate whether they are essential or desirable. Particular thought should be given to how the criteria will be assessed and the methods for achieving this. If a criterion cannot be assessed objectively then it should not be included. All shortlisting decisions must be based solely on the candidate’s ability to meet the essential criteria.

10.2 Care must also be taken over using criteria that may discriminate unfairly against

certain groups of people. For instance, employment tribunals have found that insisting on previous management experience for a first step manager post may potentially discriminate against female applicants who have had less chance of acquiring such experience than male applicants. Making it essential to be a car owner or driver might unfairly discriminate against some disabled people, unless it can be demonstrated that it is an essential, rather than merely desirable requirement. Equally, requesting as essential a specific number of years’ experience may discriminate against a younger workforce, conversely stating under 35yrs as an essential criteria could discriminate against older workers.

10.3 When drawing up the person specification the following must be avoided:

• Requiring qualifications which are unnecessary to the performance of the job or which are too broadly described - e.g.: must be a graduate (the qualification must be specified and relevant to the post).

• Including desirable or preferred criteria as essential - e.g.: ability to speak a foreign language

• Requiring physical attributes which are not job related – e.g.: must be over 1.5

meters/5ft 6 inches

• Using criteria in a restrictive way, so as to exclude applications from particular groups i.e. age, gender, ethnicity, sexual orientation, religion or belief, unless it is a genuine occupational requirement e.g.: must be able to lift heavy loads

Only genuine post requirements should be listed under the ‘essential’ criteria. All other true, but inessential requirements should be listed under desirable.

10.4

Be mindful that understating the essential attributes required undertaking the job may lead to the appointment of a candidate unable to fulfill the requirements of the job. Overstating the attributes required may either result in disappointment if there are no ideal candidates, or dissatisfaction by the successful applicant at not having the opportunity to utilise their full range of skills and expertise as expected.


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11.1

Advertising a Vacancy Before a recruiting manager can advertise a post they must ensure that they have all the relevant information ready to be placed on the NHS Jobs website. Names of Interview panel members including a representative from The Workforce Directorate and any Professionally required external assessor ( if required) , an agreed shortlist date and interview date must all be arranged before the post is advertised.

Advertising Checklist must include:

•Establishment control in place plus a completed ‘application to fill a vacancy For

• Up to date and banded job description

• Updated person specification

• Advertising budget code

• Closing date

• Interview Panel

• Shortlist Date

• Advert text completed (see below)

In exceptional cases, the Resourcing Team will accept an e-mail from the Director of Workforce as authority to progress the vacancy to advert in the absence of the completed Establishment Control Form.

11.2 It is the responsibility of the recruiting manager to write the advert. As a

minimum, the advert should include:

• Job title, band, salary and hours.

• Service Line, Directorate or Service.

• Brief description of the main responsibilities. • Essential criteria for job applicants including professional registration or

qualifications necessary for the post.

• Activities and working practices of the Trust/Service Line/Directorate.

• Job location/work base.

• Any other necessary information –e.g.: specific rota’s (if applicable), other genuine occupational requirements, details of tenure (substantive, fixed term etc.)

• Incentives such as final salary pension benefits, employee assistance scheme including free counseling services, salary sacrifice schemes i.e. childcare vouchers etc.

• The name and contact number for informal discussion or visit.

• Closing Date.

• Date of Interviews (No more than 4 weeks after the closing date)

The aim of the advertisement is to encourage the greatest number of potential applicants whilst giving enough information about the organisation and the post to enable unsuitable applicants to eliminate themselves.

The easiest way to do this is to use the job description and person specification as an objective basis and add further relevant information about the organisation. Avoid the use of jargon and acronyms but promote the Trust as an attractive place to work, emphasising the benefits available. Flexible working, personal development opportunities, Employee Assistance Program, NHS final salary pension scheme and access to workplace nurseries on 3 main hospital sites are just a few of the key benefits successful recruits can expect from BEH MHT


11.4 Resourcing will briefly check the content and allocate an appropriate job reference. All vacancies will be forwarded to e-recruitment.

11.5 Informal, pre-application contact from prospective applicants should be encouraged. However, any such discussions or visits should be kept strictly informal and should never form part of the selection process. This needs to be made clear to any callers.

11.6 If an advert fails to result in an appointment, the recruiting manager should

review the job related details. If appropriate, changes should be made and the post re-advertised on e-recruitment. Further advice can also be sought from the Recruitment Officer. Only in except ional cases, following discussions with Workforce, will any alternative method of recruitment be considered.

12 Shortlisting 12.1 It is important the recruiting manager and other panel members, using the

criteria identified in the person specification undertake that shortlisting. This is to ensure a consistent, objective approach is used with all applications and to ensure the process is fair and transparent.

12.2 A date for shortlisting candidates must be agreed before the advert is placed and

should be suitable by all members of the interview panel. If for any reason this is not possible, the recruiting manager and at least one other member of the panel should complete it and return the shortlist to the Recruitment Officer within 7 working days of the closing date. No shortlisting should ever be carried out by only one person.

12.3 Workforce Resourcing team will ensure that all confidential monitoring

information is removed before passing applications for on-line shortlisting.

12.4 The recruiting manager is responsible for organising the shortlisting panel and for providing copies of the documentation as necessary, for other members of the shortlisting panel.

12.5 A shortlist should be arrived at by comparison of completed application details

against the criteria identified on the person specification. Essential criteria should be used to produce an initial shortlist, with all candidates who meet them being shortlisted.

12.6 If this produces too many candidates than could reasonably be considered, then

the desirable criteria may be used to reduce numbers of candidates to those who realistically present as having the most desirable set of skills, experience etc. as well as meeting all of the essential criteria. However, the desirable criteria should be applied in a consistent way to ensure that the same criteria are used to assess all applicants. This should be accurately recorded by the recruiting manager who may later be called upon to objectively justify the decision if an applicant who knows they met all the essential criteria, subsequently challenges the decision not to shortlist them.

12.7 It is the recruiting manager’s responsibility to ensure that shortlisting is carried

out in a manner that is fair and equitable. At this point, the recruiting manager will need to confirm with the Recruitment Officer all the details of the interviews via email. This will include time, date, venue, panel members and any selection requirements such as an aptitude test, a typing test or the need for the candidate to give a timed presentation.

12.8 Once the Recruitment Officer receives the shortlist details they will ensure the

recruiting manager is aware of any special needs of any shortlisted candidates – such as the need to have the interview in a room with a hearing induction loop etc.


12.9

Recruitment will notify the shortlisted applicants of the interview date and details and will record any confirmation of attendance received prior to the interview

ready for the recruiting manager to check before the interview.

12.10

Recruitment will not inform those that have not been shortlisted. The information supplied on the advert on the NHS Jobs Web site makes it clear those candidates who do not receive any written communication from the Trust, within the stated time, must assume that they have not been shortlisted. It is therefore essential that these deadline are adhered to otherwise good candidates could be lost.

12.11

The recruiting manager will be responsible for giving feedback to any non- shortlisted candidates who have requested this.

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13.1

The Interview When arranging interviews, the recruiting manager should ensure the following are in place before commencing with the interview:

• The Interview date must be no more than 4 weeks after the closing date to minimise the potential loss of applicants

• The location and venue are accessible to disabled candidates and that any special requirements flagged up by the candidate are in place;

• All candidates are met and welcomed and know where to wait and access facilities such as rest room (if available) toilets, parking restrictions etc.

• The interview is not disturbed by interruptions such as phone calls, mobiles, unwarranted visitors etc.

• The interview room is not particularly hot or cold and the seating is arranged so that the light, or direct sun, is not shining directly in the candidate’s face.

• That chairs used are comfortable, and the seating layout helps to create a relaxed and informal atmosphere;

• When the candidate enters the room, time is taken to show them to a seat, make sure they have adequate space to feel comfortable and provide water or other refreshments for both the panel and that candidate.

• If the candidate is to give a presentation or carry out a test, make sure that they are familiar with any equipment provided before expecting them to proceed.

• The recruiting manager should introduce the panel members and take a few minutes to ensure the candidate is relaxed and has everything they need before beginning the interview.

13.2 The Interview Panel – Composition and Roles 13.2.1 The interview panel must be agreed before the advert is placed and should

comprise of at least two people (but the Trust would strongly recommend three), including the recruiting manager. Other possible members of the panel are those who are likely to have regular dealings with the successful candidate and who have a good understanding of the requirements of the role. The panel

should only include members who have a definite role to play in the selection process, management or a business partner relationship with the post holder

and consideration should be given to how best to ensure the appropriate balance of gender and race of the panel. Service user involvement is also good practice and welcomed by this Trust

13.2.2 Where specialist skills are required for the post, or if it is felt that there are

particular areas which require specialist assessment, an external assessor may be part of the selection panel. The manager should discuss and agree what role is


expected of the external assessor before the interview. The manager should also ensure that the external assessor is fully briefed on the Trust’s fair and equitable recruitment processes. Wherever possible, recruitment managers should try to ensure in advance, whether any external assessors have undergone relevant recruitment and/or equal opportunities training.

13.2.3 It is advised that each Interview panel hold a briefing meeting in advance of the

interview to prepare and agree questions or assessment levels to test candidates abilities during the interview. The recruiting manager must ensure that the criteria used for assessing candidates during the interview is based on the person specification and job description and that all questions are clear, unambiguous and related to the requirements of the job. To ensure safeguarding of children and vulnerable adults as our service users, questions should be asked to seek clarification, e.g. to explore any gaps in the candidates career history, reasons for leaving previous employment etc. Interviewers must be careful not to deviate into areas of questioning that are unrelated to the requirements of the post. (See para 10.3 – Questions at Interview) but need to be assured that the candidate has not concealed any significant information regarding their previous employments or career history.

13.2.4 At the actual interview, it will be the recruiting manager who is responsible for the

conduct of the interview. After welcoming the candidate they should take care to explain the job in depth and give some indication of the culture of the department and the Trust as a whole in order to ensure that each candidate fully understands what will be expected of them and what it might be like to work for BEHMHT.

13.2.5 The recruiting manager will also be responsible for explaining all the details

contained on the interview checklist (provided in advance by the Recruitment Officer) to the candidate and for ensuring that the applicant understands that any subsequent offer of appointment will be subject to certain appropriate pre- employment checks and clearances. All panel members should be aware that candidates may rely on information given to them at the interview as forming part of any subsequent contract. For instance, if a candidate asks that they have every Friday off and the recruiting manager agrees, they will be expected to stand by this agreement.

13.2.6 When discussing salary details, the recruiting manager should avoid

guaranteeing specific salary points as this may also imply a verbal contractual term. Instead, to avoid misunderstanding, the minimum and maximum points of the pay band should be stated. Advice should always be sought from the Recruitment Officer before agreeing a specific salary.

13.2.7 If the post requires professional registration with a Regulatory Body and/or

qualifications as stated in the Person Specification, the candidate is required to bring to the interview original copies of any certificates and/or professional registrations necessary for the position. The recruiting manager will be responsible for checking these documents.

13.2.8 The purpose and process of the DBS disclosure check should be explained to all

candidates. It should be explained that having a criminal record would not automatically bar them from working within BEHMHT; as detailed in the Trust’s DBS Policy, this will depend wholly on the nature of the position, the circumstances and background of the offence. The candidate should be asked to provide their specimen signature as a safeguard to ensure the same identity when the successful candidate presents in People & OD to complete a CRB application form.


13.3 Questions At Interview 13.3.1 All panel members must record the questions asked, the responses given and

any pertinent data arising from the interviews. When all the interviews are completed these notes will form the basis of the panel discussion and their final decision. It is preferable to employ an objective scoring system with the underlying reasons for each score fully documented.

13.3.2 All the questions should be planned in advance of the interview along with

deciding which panel members will ask which questions and how each answer is to be assessed. The questions should be based on the person specification and job description and be designed to maximise the amount of information that can be gained, and used to form the basis of the final decision.

13.3.3 Each candidate should be asked the same basic questions, with supplementary

questions asked if candidates fail to give clear responses or if they appear to have misunderstood the original question. Supplementary questions may also be needed to explore an individual’s previous employment history.

13.3.4 The style of questioning should be suitable for the type of information that is

sought. The following questioning styles may be appropriate:

• Open Questions: This type of question is useful to elicit a personal response

from the candidate and offers them the opportunity to illustrate their answer with examples drawn from their own experience. ‘Tell us why you feel you would be particularly suited to this post?’ is an open question. Open questions are best utilised when initially exploring a particular topic as it allows the panel to identify the broad experience that the candidate may have and then to further refine upon the responses given by following up with probing questions

• Probing Questions: These are specific, focused questions designed to elicit

particular points of relevant information. For instance,

‘Describe to us how your involvement with the project you mentioned, will be of direct benefit to BEHMHT if we were to ask you to set up a new service?’ or ‘How exactly would you do that?’

Sometimes, neither open nor probing questions elicit the information needed in which case a ‘closed’ question may be needed.

• Closed Questions: These are questions that can usually only be answered

with a “yes” or a “no”, for instance:-

‘Were you part of the project team from the beginning to the full completion of the project?’

13.3.5 It may of course be necessary to use different types of questions according to

what type of information is being sought. For instance, a hypothetical question - one that asks the candidate to put themselves in a particular situation - may be useful to test reasoning skills or for assessing a candidate’s potential for a developmental post.

13.4 Presentations Assessments and Tests 13.4.1 Thought should be given to the use of presentations, tests and practical

exercises to assess the ability of applicants to carry out the job for which they have applied. For example, a typing test could reasonably be used to select


candidates for a secretarial post that requires speedy typing with a certain level of accuracy.

13.4.2 Should the post require formal communication skills then a presentation may be the most appropriate way of testing out competencies. Alternatively, an in-tray exercise could be developed, containing mock documents relevant to the work of the department, to help to assess candidates prioritising skills.

13.4.3 Advice can be sought from People & OD on the use of tests and assessments to

ensure their design is fair, appropriate and consistent and that they are not unfairly discriminatory in any way.

13.5 At the end of the Interview 13.5.1 Following the interview, each panel member must complete the interview

checklist form and an interview record matrix form for each candidate interviewed. Recru i tment will provide this prior to interview. This form should include full and frank reasons for deciding not to appoint candidates as well as providing the reasons for appointing. If more than one candidate emerges as being suitable for employment, the documentation should make it clear on what basis the candidates were prioritised i.e. who is first choice, first reserve etc. and on what objective basis these decisions were made.

13.5.2 The information used to form these decisions should only be that gained from the

application form, information obtained during the course of the interview, and any factual information from the selection testing (where appropriate). Information gained from any other source must not be considered; this is of particular importance, especially when considering internal applicants or candidates otherwise known to members of the interview panel.

All notes taken during the interview, along with the completed selection forms, must be collected by the recruiting manager and sent to Recru i tment without any undue delay.

The appointing manager should confirm the candidate’s telephone contact details and agree when feedback will be given.

13.5.3 Recruitment will retain interview r e c o r d s a n d a n y r e l a t e d documentation

for a period of not less than one year.

13.6 Notifying the Candidates of the Outcome 13.6.1 Immediately after the interviews, or when previously agreed, the recruiting

manager will contact all the candidates interviewed, notify them of the outcome, and offer feedback. In certain circumstances the recruiting manager may offer the candidate additional feedback from the external assessor.

13.6.2 The recruiting manager must ensure that any offer, including the first verbal

offer, is made subject to any necessary clearances. Typically, an offer will be subject to satisfactory references, medical clearances, evidence of the right or

permission to work in the UK, proof of identity, and for some positions, proof of registration o r qualification. A DBS enhanced d i s c l o s u r e c h e c k that is satisfactory to the Trust, will also be required for most posts.

13.6.3

When making the verbal offer, the recruiting manager should advise the candidate not to submit any notice of resignation to their existing employer until such time as they have been notified by the Trust that all necessary checks and clearances have been received, and the candidate is in receipt of a written unconditional offer.


13.6.4

The Recruitment Officer will write to the successful candidate confirming the conditional offer of employment (the ‘holding’ letter), and subject to stated clearances (as detailed previously). Any necessary documentation, such as an application for a DBS disclosure will be enclosed along with all the instructions needed.

13.6.4

The Recruitment Officer will undertake all necessary checks and clearances providing regular progress updates to the recruiting manager until such time as all clearances are received and a commencement date has been mutually arranged.

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14.1

Employment Checks References and Employment History

14.1.1 References will not be routinely sought for internal applicants (existing employees of BEHMHT). But can be taken up at the recruiting manager’s request. Written references will be taken up for all external applicants from their 2 most recent employers. References must cover at least 3 years employment/ training history, however 5 years in preferable.

14.1.2

One referee must be from the current or most recent line manager and the other must be from a previous employer (nursing posts must be from the Line Manager at Band 7 or above). Testimonials or references personally submitted by applicants are not acceptable. In the case of individuals applying for their first post after leaving full-time education, one referee should be academic and the other a supporting reference, e.g. from a part-time job or voluntary work.

14.1.3

References should not be used as part of the decision-making process. The interview panel members should not view them until after they have arrived at

their o w n , o b j e c t i v e d e c i s i o n . The r o l e of a reference is t o p r o v i d e supplementary information and to confirm or clarify information already received. For instance, if a candidate states on the application form they had worked for a company for two years, the information provided in the reference should confirm this. Any information contained in the reference that is in conflict with the candidate’s application form or information supplied at interview should be checked with the referee and the candidate should be asked to explain.

14.1.4 The reference may also allude to strengths and weaknesses and this can be

useful information for the manager when planning what support and training the new starter may require.

14.1.5 The recruiting manager wil l dec ide i f t he reference is acceptab le .

Where information is unclear or unsatisfactory, it will be necessary for the recruiting manager to follow up a written reference with the individual who had provided it.

14.1.6Any concerns regarding the content of a reference or further information on

References should be discussed with the Recruitment Officer. In all cases where references are deemed to be unsatisfactory, advice from People & OD must be sought prior to any decision to withdraw any offer of employment.

14.2 Medical Clearances 14.2.1 A medical assessment clearance from Occupat iona l Health must a lso be

obtained on all appointments, including internal applicants, by the submission of a completed medical questionnaire. The successful candidate will be sent this form with their ‘holding’ letter, with explicit instructions to forward it in a sealed envelope to People & OD Resourcing team, who will in turn forward it to Occupational Health.


14.2.2 Occupational Health will undertake a preliminary assessment based on the information provided in the questionnaire. Should they require clarification or further information, they will contact the applicant direct. If the applicant cannot immediately be assessed as fit, the Recruitment Off icer wil l be notified of any delay, and will in turn keep the recruiting manager updated. Should Occupational Health assess an individual as unfit for the post, or that workplace adjustments need to be made in order for them to be able to take up the post, t h e R e c r u i t m e n t O f f i c e r will inform the recruiting manager and discussion will need to be held with Occupational Health to ascertain what is required. The Business Partner for the division should be involved throughout this process.

14.2.3 Under the Disability Discrimination Act, the Trust has a duty to make reasonable

adjustments in order to accommodate the working needs of people who have conditions that fall within the remit of the Act. Even where a candidate may not technically fall within the remit of the Act, it may sometimes be necessary for some adjustments to be put in place rather than lose an excellent candidate by being inflexible.

14.2.4 Where a candidate is not fit for duty they will be informed of this decision both

verbally and in writing. Where necessary, arrangements may be made for the candidate to meet with the Occupational Health Physician so that they may receive a more in depth feedback without the details of their confidential health records being revealed to the Business Partner for the division or the recruiting manager.

14.3 Criminal Records Disclosure 14.3.1 For detailed information on the Disclosure and Barring Service Criminal Records

Bureau (DBS) Disclosure system, please refer to the DBS policy on the Trust Intranet

14.3.2 The majority of posts within BEHMHT will be subject to Enhanced DBS

Disclosure.

14.3.3 The Trust has an obligation to take steps to ensure that no member of staff has a criminal record that renders them unsuitable for the post they are appointed to. In some instances, excluding work areas with children under age 18, the candidate may commence employment subject to receipt of their CRB Disclosure, providing all other clearances have been obtained, and the recruiting manager has undertaken a thorough risk assessment (appendix 5 of the DBS Policy). This should include the provision that until the necessary clearance is received; the new employee does not work alone with vulnerable adults, and is supervised at all times. Staff working with children must have a CRB disclosure outcome before they start work.

14.3.4 There is an obligation for the recruiting manager to discuss any matter revealed in

a DBS Disclosure prior to withdrawing a conditional offer of employment. The applicant will have the right to be accompanied by a colleague or Trade Union

representative during any interviews arranged to discuss their criminal record. Advice should always be sought from the Recruitment Officer prior to any offer of employment being withdrawn.


14.4

Eligibility to Work/Work Permits

14.4.1 In order to comply with the Asylum & Immigration Act, the Recrui tment Of f icer will verify with the candidate that they are legally entitled to remain and work in this country

14.4.2

Where the candidate requires a leave to remain and work permit and the post is designated in the Home Office list as in national shortage, People & OD will work with the candidate and the recruiting manager to make the application. No other route must be used to obtain a work permit.

14.5

Professional Registration

14.5.1 For detailed information, please refer to the Registration of Professional Staff and Qualification Check on all Staff policy on the Intranet. Where professional registration is one of the essential criteria for employment, the Recruitment Officer w i l l check evidence of professional registration documents and will ensure through online checks against the Professional Register held on the Regulatory Body website that the registration is current and appropriate for the post to which they have been appointed. They will also check on the Fitness to Practice listing which details members who have been suspended or struck off the register.

14.5.2

If the professional registration check identifies any issues concerning the applicant’s eligibility to work, the Recruitment Officer will immediately refer these to the recruiting manager and provide the necessary advice/support in discussions with the candidate.

14.6

Verification of identity

14.6.1 The recruiting manager must ensure that the person who is interviewed is the same person as the candidate on the application form. Candidates will be required to provide their passports for inspection. Candidates must have their identity checked and have their signatures verified after interview.

14.6.2

Wherever candidates cannot confirm their identity or establish that they are the same person as the candidate on the application form, the Recruitment Officer will inform the recruiting manager. Under no circumstances will the Trust employ a person who cannot confirm their identity.


14.7

Final Appointment

14.7.1 Once the Recruitment Officer the necessary clearances they will contact the recruiting manager to discuss a suitable start date. No start date should be arranged until clearances have been received.

14.7.2

The Recruitment Officer will issue the confirmation of appointment letter along with all necessary enclosures and requests for additional information.

14.7.3

The Recruitment Officer will deal with all the administration necessary to ensure the new employee is set up for pay via ESR and issue the written terms and conditions of employment (the contract).

15

Follow up action for those who have failed to satisfy pre-employment checks

15.1 A conditional offer of employment will be made, subject to the completion of

satisfactory checks. The consequence of failing to satisfy the pre-employment checks will be that the offer of employment is withdrawn.

15.2

Where there is a problem with pre-employment checks the Recruitment Officer will raise this with the recruiting officer who as chair of recruitment panel, will be responsible for deciding whether an offer of employment is to be withdrawn. The recruiting manager may discuss complex or difficult cases with the Head of Recruitment and Resourcing for a decision.

15.3

Where the Head of Recruitment and Resourcing confirm a decision to withdraw a conditional offer of employment with the recruiting manager, they may recommend a meeting with the applicant in advance of written withdrawal of the provisional offer. The prospective c a n d i d a t e will then be informed in writing that the offer of employment is to be withdrawn, giving the failure to satisfy the pre-employment checks as the reason for this.

15.5

In the exceptional circumstances where an employee has commenced employment on a conditional basis, pending the completion of pre-employment checks and the check requirements are not subsequently satisfied, the resourcing manager will notify the appropriate recruiting manager. The AD of the Service Line or Division will then take the necessary action to terminate the employee’s employment giving the failure to satisfy the pre-employment checks as the reason for this.


16

16.1 16.2

Induction In accordance with the Trust’s Induction Policy, all new employees will receive a full Corporate Induction and a local induction in their specific work area. The Local Induction Checklist will be forwarded to the Recruiting Manager before the new employee starts work and should be discussed with them in detail on their first day at work in the Trust. This form must be fully completed and returned to t h e R e c r u i t m e n t Division team no later than 2 weeks after the new employee’s commencement date, as confirmation that they have been informed of all the essential information necessary for Induction of new employees i.e. Health & Safety, Trust Policies, Mandatory training, Introduction to Workplace etc. In order to help the new employee become as effective in their new role as soon as possible it is important to plan and deliver an effective local induction, which has been tailored to the individual’s needs. The recruiting manager or their nominated person in charge of the new employee’s local induction must take full responsibility to ensure they are made aware of local protocols and practices within their department and that arrangements are made to discuss their KSF outline and PDP.

17

17.1

Volunteers, Honorary Placements The manager offering a Voluntary or Honorary Placement is responsible on behalf of the Trust, for ensuring they are subject to Trust recruiting standards and pre-employment checks in line with this Procedure, NHS Employers Recruitment Checks and NHS Vetting and Barring procedures.

17.2 17.3

Managers seeking to place any Volunteer or Honorary Placement within the Trust (with the exception of those planned placements under an agreed training/rotation scheme where clearances have already been sought) must ensure they are in receipt of an up to date C.V, two current satisfactory references (sourced by the manager) and that the relevant Service Director is aware. In addition they will need to have satisfactory DBS and medical clearances, before any Honorary Contract can be issued. Any CRB and/or medical clearances will be undertaken by People & OD, in conjunction with the manager offering the placement; People & OD will prepare the Honorary Contract for the manager to sign once all clearances are received. The manager must notify People & OD when an honorary contract holder is leaving the Trust so that their record can be archived. The line manager is responsible for recovery of all Trust property such as identity badges, smartcards, keys etc.


18

18.1

Secondment Secondment are special arrangements whereby an employee temporarily moves to another post, either within the organisation or externally, but does not give up his/her substantive post. This is important because seconded individuals remain the employees of the organisation that holds their substantive contract and they have the right to return to their substantive post at the end of the secondment. It also means they must have the consent of their manager before agreeing to accept a secondment.

18.2

Typically, secondment offers the individual short-term development opportunities that they may not otherwise be able to explore: the opportunity to undertake a discrete piece of work or a special project. For this reason, wherever possible, secondment opportunities should be advertised across the Trust.

18.3

Managers should not unreasonably refuse to allow an individual to undertake a secondment but they do have to ensure that they can cover the individual’s planned absence and have a mechanism in place to keep the person updated on events, ready for their return to their substantive post.

18.4

Where a secondment is outside of BEHMHT, then there will be times when the seconded employee will be expected to work under policies and protocols (especially those relating to health and safety or confidentiality) of the other organisation. In these circumstances it is essential that both organisations fully understand their responsibility towards the individual and vice versa, and that all paperwork related to the secondment fully reflects this.

18.5

There may also be certain clearances or registration requirements that do not apply to the person’s current post, but will apply to the secondment.

18.6

The above equally applies when an individual is seconded into BEHMHT.

18.7

Secondment across BEHMHT will also have their own special provisions that need to be made clear before the secondment begins.

18.8 18.9

Secondees never actually leave their substantive post and will remain on the establishment of their employer. The secondee should continue to receive their pay slip direct from their employer. At no time should they be removed from the payroll of their employer. This means that the department/organisation to which they are seconded needs to refund the money being paid out as salary (and any other agreed costs) via a recharge mechanism which the managers need to set up with their respective finance departments. When BEHMNT are hosting the secondment, Recruitment Division will work with the manager to draw up an appropriate letter agreeing the terms of the secondment. When another organisation is taking the secondee, they are responsible for issuing the secondment offer but BEHMHT still has a duty to ensure that they have an undertaking that their employee will be working in a safe manner and environment. Managers are advised to seek advice from People & OD before agreeing to accept or release any member of their staff on secondment.


19

19.1

Temporary Movement into a Higher Pay Band Temporary movement arrangements are not secondment. Typically, they are of a much shorter duration and are almost always within the individual’s own department covering work wi t h wh i c h t hey a re f u l l y f am i l i a r . Temporary Movement up only takes place within the Trust. A member of staff from BEHMHT could not simply act into a role held by another organisation.

19.2

Usually, temporary movement is to cover the short-term absence of a higher banded permanent member of staff or as recognition that an individual has assumed some additional temporary responsibilities that are usually associated with a higher band.

19.3

Temporary movement needs to be in line with AfC Terms and Conditions of Employment and is often a useful developmental tool; the opportunity to temporarily move does not need to be advertised. This is because temporary movement is intended to be used primarily as a temporary means of allowing managers to ensure their service is covered and available existing staff are deployed as efficiently as possible whilst receiving the appropriate remuneration for their duties. However, it is still vital that the process is as open as possible so that all the staff who could possibly undertake the temporary movement opportunity feel confident that they have been fairly considered.

19.4

Managers should therefore be careful to ensure that everyone in their department who could be considered for temporary movement is actually fully considered and where appropriate consulted. In some situations, the manager may wish to consider rotating a temporary movement opportunity amongst several staff so that they all benefit from the experience.

19.5

In cases where it becomes apparent that a temporary movement up situation is likely to persist, or when one has been in place for six months, then the manager should explore a more appropriate long-term solution.

20

20.1

Bank and Agency Workers The booking of all Bank and Agency workers is covered under the Trust ‘Principles and Controls on the Booking of Temporary Staffing’ Procedures and managed through Temporary Staffing ([email protected]).

20.2

All staff recruited to the Trust bank are subject to the requirements of this policy.

20.3

All external staffing agencies must be recognised as suitable through reference to the NHS Buying Solutions Framework (previously Purchasing and Supplies Agency (PASA) and the Trust’s preferred agencies list, and operational policies and procedures for the recruitment and selection of temporary staff. The framework has ensured that all such approved agencies have been rigorously checked for compliance with our NHS Staff Recruitment Standards and have carried out all necessary recruitment checks on their agency staff including: • Verification of identity

• Obtaining at least 2 references (one from present employer and the other from most immediate past employer),

• Securing medical health clearance,

• Carrying out a professional registration check and qualifications check

• Checking right to work

• Carrying out an enhanced CRB check.


The Preferred Agencies under Buying Solutions Framework are also responsible for providing Mandatory training to these agency workers before they are supplied to our Trust.

20.4 The Trust Resourcing team will carry out spot checks at least twice per year with our

preferred supplier Employment Agencies who have been appointed under the Buying Solutions Framework. This will be to ensure that full recruitment checks (as listed above) have been carried out in accordance with the Buying Solutions Framework. The spot checks will also involve the monitoring of agency staff’s mandatory training records.

21 Recruitment of Relatives and Partners of Existing Employees

21.1 Relatives and partners of existing employees will not be excluded from working for the Trust. However, as a fair and equitable employer, and to avoid both the existence and appearance of nepotism, no relative or partner (including cohabitants and civil partnerships) should have any line management responsibility or be involved in any aspects of promotion, remuneration or compensation decisions regarding any employee where such a relationship exits. When any such relatives and/or partners are employed, a written statement to reflect the steps that have been taken to ensure that no internal conflict of interest will arise due to that relationship, should be placed on their respective personal files. Further advice can be sought from the Recruitment Division

21.2 For further assistance on this paper or general queries on any aspects of; BEHMHT Recruitment processes, please contact; Workforce Directorate, Block O, Alexandra Ward At St. Ann’s Hospital.

22 Training and Information

22.1 It is mandatory that all staff attend staff induction. During this training staff are made aware

of the Human Resources Policies and Procedures and the requirement to undergo training. Also, staff must undertake local induction.

23 Monitoring Compliance and Effectiveness

23.1 The People and OD team will ensure that this policy is reviewed at three yearly intervals, as

a minimum, by the Workforce Policy Sub Group. Any amendments will be ratified by the Governance and Risk Committee. The Workforce team will ensure that the policy is modified whenever; there is a change in legislation or NHS policy on the type of recruitment checks required for new staff

23.2 The Workforce team will provide six monthly assurance reports to the Workforce

Development Compliance Sub Committee on compliance with the following checking requirements procedures:

• Verification Identity Checks • Right to work checks


• Registration and qualification checks • Employment history and reference checks • Criminal record checks • Occupational Health checks

The report will provide data on the number of people who failed to satisfy the six key employment checks, and summarise action taken by the Trust

23.3 The Workforce team will also ensure that the Workforce Development Compliance Sub Group receive six monthly reports on the findings from the spot check audits on the recruitment processes of temporary staffing.

23.4 The Workforce team will provide an annual report to the Board that collates and

summarises the information presented in the six monthly reports to the Workforce Development Compliance subcommittee.

24 Dissemination and Implementation

24.1 This document will be made available to all Trust staff on the Trust Intranet and through line management cascade. This policy supersedes all previous policy implementation.

25 Related Trust Documentation

25.1 • Workforce Development Related Policies • Professional Registration and Qualifications Checks Policy • Disclosure and Barring Records policy and procedures • Disciplinary Policy & Disciplinary Rules • Risk Training Policy

26

References

26.1 • Data Protection Act 1998

• Health Service Circular HSC2002/011 (currently under review) • Immigration, Asylum and Nationality Act 2006

• Police Act 1997

• Rehabilitation of Offender’s Act 1974 (Exceptions Order) 1975

• The Management of Health, Safety and Welfare Issues for NHS Staff (Department of Health)

• Trust, Assurance and Safety - The Regulation of Health Professionals in the 21st Century. Government White Paper. February 2007

• Safeguarding Vulnerable Groups Act (2006)


27. APPENDICES Appendix 1: VETTING STANDARDS SUMMARY

BACKGROUND

On 1st April 2008 the Department of Health via NHS Employers introduced 6 new employment check standards and these have subsequently been reviewed and updated in July and October 2010. Our Trust must follow these vetting standards which replace NHS Safer Guide to Recruitment. They are a summary of important facts for recruiting managers to be aware of.

These standards are to ensure that applicants who have forged any part of their application process are picked up before they join the NHS.

The People & OD team is fully complying with the new requirements and standards.

The titles of the new vetting documents are as listed below. The key issues are under each heading:

Verification of Identity Checks

Candidates will now have to have their identity checked and have their signatures verified. The Recruitment Team will deal with this when they check other documents. We must ensure that the person who was interviewed is the same person who turns up for the identity checks. The Team will meet every new member of staff to confirm their identity.

Right to Work Checks

The Recruitment T e a m will check the right to work checks and will maintain records to ensure that any documentation is valid at all times.

Anyone who knowingly employs an illegal migrant worker could face a penalty of £10,000 per illegal worker.

Registration and Qualification Checks

Managers must go through the application form and ask detailed questions about the qualifications that applicants claim they have. Managers must see the original of the academic certificates that are required on the person specification. They must check that these qualifications are accurate and are correct. Photocopies of the original academic qualifications should be taken by the panel member and passed on to the Resourcing team for a permanent file record for the successful candidate.


Managers in conjunction with Recruitment will also be required to check that the professional registration details with the Regulatory Body are current and the candidate is not subject to any restrictions under Fitness to Practice.

Both registration and qualification checks will be verified by the Recruitment Team.

Employment History and Reference Checks

Criminal Records Checks All applicants who are working directly with service users will participate in a criminal record clearance. Applicants need to know at interview that any spent convictions will also be declared to us. It is also probable that anything known on the Police National Computer (PNC) that may have implications for the applicant’s new post may also be disclosed. If they have not been truthful with us there is a potential for the job offer to be withdrawn.

Managers need to inform Recruitment if their new applicant has direct service user involvement / access if it is not obvious by their job title, i.e. administrator etc.

Criminal Record Checks will be conducted by the Recruitment Team for the successful applicant as part of the overall vetting checks.

Occupational Health Checks

There are no changes to the way that pre-employment checks are conducted, i.e. pre-employment checks are designed to ensure that prospective staff are physically and psychologically capable of doing the work proposed; taking into account any previous or current illness and of course any disability.

Managers must ask applicants whether they are able to perform the role as described in the paragraph above. An OH questionnaire will only be sent to a candidate who having had an interview in the Trust, is deemed to be the successful candidate for the post. The completed questionnaire will include the details of the post under offer and be forwarded to OH for normal pre-employment screening.

Under no circumstances can any applicant to the Trust on permanent, fixed term contracts, temporary contracts, volunteers, locum or agency staff be appointed without all clearances received.


Appendix 2: RECRUITMENT & SELECTION PROCEDURE This section is your quick reference guide to who does what in the recruitment process and when each

step should take place.

NB: A ‘Recruiting Manager’ is an employee of the Trust who has the authority or delegated responsibility to make recruitment and selection

decisions.

THE VACANCY

When does this happen

What Needs To Be done

Who Should Do It

A member of staff resigns or organisational changes/service developments create a recruitment opportunity.

The correct establishment needs to be in place.

This can happen at any time. Often you will only have the individual’s notice period in which to make a new appointment.

So start planning your new appointment schedule immediately.

Vacancy Analysis & Establishment Control. This is where you consider a skills mix review to decide whether to replace the post within the establishment or with another discipline, which would change the establishment or remodel or reallocate the work within existing workforce and effect service savings.

If you wish to fill the vacancy or change the establishment, you should complete the Business Case plus JD, Person Spec etc. ASAP and submit to the monthly QuIP panel. You cannot place an advert without the necessary approvals being in place.

Recruiting Manager

Remember you may need to involve others in your decision and any change of establishment needs to be supported by the relevant Directors/ Assistant Directors and QuIP, facilitated by Finance & Workforce

JOB DESCRIPTION & PERSON

SPECIFICATION



Who Should Do It

Create or fully update the job description & person specification and KSF for the post.

You should do this as part of your vacancy analysis or as early as possible.

At the same time start drafting your advertisement.

Create your job description & person specification (AfC guidance on Trust Intranet).

Recruiting Manager.

Recruiting Manager.


ADVERTISING



Who Should Do It

When or If the QuIP approve the proposal to fill the post, the recruiting manager must ensure that an interview panel , is identified and short list and interview date agreed (interview date must be no more than 4 weeks after the closing date of the advert)

Compose your advert including interview date (all posts will go onto e- recruitment when QuIP approval has been obtained).

Let People & OD know if you have any particular information to add onto E- Recruitment (currently we can only add one document as an additional link to the advert).

Before the advert is written

As soon as possible.

All advertisements must be facilitated through Recruitment using the necessary format in order to ensure logos and common statements included i.e. equality & diversity.

Panel members and short list and interview date details forwarded to Recruitment.

All recruitment advertising must be placed via Recruitment in order to ensure that agreed logos and equality statements are automatically included.

The advert text, job description, person specification, KSF outline (via email). application to fill a vacancy form/ change of establishment form (if applicable). If approved this paperwork will be forwarded to the Recruitment team following approval by the Assistant Director /Service Manager and Finance

This must include the establishment details and relevant budget code. BEH MHT posts will require DBS clearance. The Recruitment team will accept an e-mail, in very exceptional cases, from the Director of People & OD as authority to progress the vacancy to advert in the absence of the completed Establishment Control Form.

Recruiting Manager

Recruiting Manager.

Recruiting Manager.


If you have special requirements, such as advertising a post that can only be filled by a woman you should contact the Recruitment team immediately for advice on Genuine Occupational Qualifications (GOQs).

All posts will be advertised on NHS Jobs.

Any advertisement that includes a GOQ will require special arrangement and will need to be discussed with Recruitment in advance.

Recruiting Manager. Recruitment Team.

DURING THE ADVERTISING PERIOD



Who Should Do It

If you have invited applicants to contact you informally on the advert, some will take up the offer.

The Recruitment Team will accept on-line applications only.

Immediately after the advertisement appears and throughout the advertising period.

For posts within a service being restructured and where staff have been identified as at risk within the Trust or our partner organisation's, the post will be advertised internally within the Trust and the partner organisation and the closing date will normally be for one week only.

All other posts will be subject to external advertisement and the vacancy will be posted nationally on NHS Jobs. The closing date externally will be for two weeks (or extended if required).

Be prepared to take calls & ensure that when you cannot your ‘phone is always covered.

The named contact.

Recruitment Team

Recruitment Team


AT THE END OF THE

ADVERTISING PERIOD



Who Should Do It

The post closes.

By the second working day after the closing date.

Recruitment to send online links to Recruiting Managers for shortlisting candidates from NHS Jobs. This will be made direct to the Recruiting Manager’s email address.

Recruitment

Shortlisting takes place.

The shortlisting of candidates must be completed within one working week of the closing date.

Within 2 working days

By 10 working days after closing date.

Members of the interview panel need to carry out the shortlisting.

All shortlisting documentation/links must be forwarded to the Recruitment Team for sending interview letters containing all necessary information to the candidate, including any presentation or aptitude test requirements to support the interview.

Candidate to have received interview letter sent by 1

st class

post or email.

The Recruiting Manager arranges the shortlisting with their chosen interview panel, including a POD representative & returns the completed documentation to the Recruitment Team via NHS Jobs E-recruitment. The Recruiting Manager is also responsible for notifying (electronically via email) the Recruitment Officer when applicants have been shortlisted.

This must include any special information for the candidates – e.g. presentation or typing test etc.


THE INTERVIEW & VERBAL

OFFER



Who Should Do It

No Specific salary offer should be made at interview. Please quote the salary scale range noted on the interview checklist.

Ensure all panel members are clear on their roles before the interview commences.

Ensure that time is set aside for the candidate to ask questions at the end of the interview.

During the interview.

Immediately before the interview.

Immediately after the interview.

Interview rooms & waiting areas to be arranged. Remember to include refreshments for the panel & candidates if required.

Panel to prepare and agree questions/assessments levels to test the ability of each candidate during the interview.

Ensure facilities for any ‘tests’ are available e.g.; a PC or overhead projector etc.

Final preparation to agree order in which questions are to be asked, who will give feedback etc. Request from the candidates a contact telephone number in order to give outcome of interview.

Panel reaches its decision.

Verbally inform ALL candidates of outcome. Ensure that any verbal offer is made subject to appropriate clearances. Check that references from present employer may now be obtained and request their email address if not already provided.

Offer feedback to unsuccessful candidates. Return interview documentation within three working days from the interview date.

Recruiting Manager.

The Recruitment Team will inform the recruiting manager if any candidate has any special requirements – such as a hearing loop in the interview room.

The interview panel members. T h e R e c r u i t m e n t T e a m to provide Recruiting Manager with an interview checklist prior to interview and interview record matrix form.

The interview panel members.

The interview panel members.

Recruiting Manager.

Recruiting Manager – other panel members may give feedback.

Recruiting Manager.


AFTER THE INTERVIEW OFFERS & CLEARANCES



Who Should Do It

Holding letter (all offers are made subject to necessary clearances)

Appointment Letter

Within four days of Recruitment receiving the interview outcomes.

No start date can be agreed until all essential clearances are in place.

Where the candidate is only awaiting a Disclosure outcome it may be possible for them to start work subject to this final clearance, provided they are currently working in the NHS, OH clearance and 2 satisfactory references have been received and, they are supervised at all times (DBS Policy refers).

As soon as ALL necessary clearances have been received and the start date agreed with the recruiting Manager.

Holding letter sent to the successful candidate. This offers the position subject to necessary clearances. It includes explanations of what these clearances are and what documents must be produced and how to do it.

Clearances will include as a minimum:-

• 2 written references;

• Occupational Health clearance;

• Evidence of identity;

• Evidence of right or permission to work in the UK.

• Enhanced Disclosure application

For certain posts/applicants they may also include:

• Work permit application;

• Professional Registration with Regulatory Body check

Additional information that may be asked for will include evidence of any previous NHS service.

Applicant notified in writing of successful clearances and start date confirmed.

Recruitment will send out the letter & ensure that all clearances are followed up.

Recruitment managers are required to read and agree that references are satisfactory.

The Recruitment Team will obtain all necessary clearances.

Recruitment Team

Recruitment Team

The Recruitment Team notifies Recruiting manager when all clearances are satisfactory. Start date agreed with Line Manager and successful candidate allowing for notice period from present employers.


28. EQUALITY IMPACT ASSESSMENT AND ANALYSIS FORM

1. Please indicate the expected impact of your proposal on people with protected characteristics

Characteristics (where relevant)

Significant +ve

Some +ve Neutral Some -ve Significant -ve

Age: x Disability: x Ethnicity: x Gender re-assignment: x Religion/Belief: x Sex (male or female) x Sexual Orientation: x Marriage and civil partnership

x

Pregnancy and maternity x The Trust is also concerned about key disadvantaged groups event though they are not protected by law Substance mis-users x The homeless x The unemployed x Part-time staff x Please remember just because a policy or initiative applies to all, does not mean it will have an equal impact on all.

2. Consideration of available data, research and information. (delete grey guidance text once read)

Key questions (supports EDS Goals)

Your Response Please reference data, research and information that you have reviewed which you have used to form your response

2.1 What evidence, data or information have you considered to determine how this development contributes to delivering better health outcomes for all?

• Data Protection Act 1998

• Health Service Circular HSC2002/011 (currently under review)

• Immigration, Asylum and Nationality Act 2006

• Police Act 1997


• The Management of Health, Safety and Welfare Issues for NHS

Staff (Department of Health)

• Trust, Assurance and Safety - The Regulation of Health

Professionals in the 21st Century. Government White Paper.

February 2007


2.2 What evidence, data or information have you considered to determine how this development contributes to improving patient access and experience?

Trust, Assurance and Safety - The Regulation of Health


February 2007


2.3 What evidence, data or information have you considered to determine how this change/development/plan/policy contributes to delivering a representative and well supported workforce?

• Data Protection Act 1998

• Health Service Circular HSC2002/011 (currently under review)

• Immigration, Asylum and Nationality Act 2006

• Police Act 1997


• The Management of Health, Safety and Welfare Issues for NHS

Staff (Department of Health)

• Trust, Assurance and Safety - The Regulation of Health


February 2007



2.4 What evidence, data or information have you considered to determine how this change/development/plan contributes to inclusive leadership and governance?

3. It is Trust policy that you explain your proposed development or change to people who might be affected by it,

or their representatives. Please outline how you plan to do this.

Group Methods of engagement

4. Equality Impact Analysis Improvement Plan

If your analysis indicates some negative impacts, please list actions that you plan to take as a result of this analysis to

reduce those impacts, or rebalance opportunities. These actions should be based upon the analysis of data and

engagement, any gaps in the data you have identified, and any steps you will be taking to address any negative impacts or

remove barriers. The actions need to be built into your service planning framework. Actions/targets should be measurable,

achievable, realistic and time framed.

Negative impacts identified Actions planned By who

6. Sign off and publishing

Once you have completed this form, it needs to be ‘approved’ by Service Director, Clinical Director or an

Executive Director or their nominated deputy. If this Equality Impact Analysis relates to a policy, procedure or

protocol, please attach it to the policy and process it through the normal approval process. Following this sign

off by the Policy Review and Monitoring Committee your policy and the associated EqIAn will be published by the

Trust’s policy lead on the website.

If your EqIAn related to a service development or business /financial plan or strategy, once your Director or the

relevant committee has approved it please send a copy to the Equalities Team ([email protected]), who

will publish it on the Trust’s website. Keep a copy for your own records.

I have conducted this equality Impact analysis in line with Trust guidance

Your name: Yana Le-Tissier Position Head of Recruitment and resourcing

Signed: Y.Le-Tissier Date: 28/8/15

Approved by:

Your name: Mark Vaughan Position Executive Director for Workforce

Sign: M.Vaughan

Date

mailto:[email protected]

recruitment policy - welcome to barnet enfield … us/policies and procedures...recruitment policy...

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