Recruitment & Selection

Transcription

1 Recruitment & Selection Policy, Strategy and Procedure Ref: HR34 Recruitment & Selection Policy, Strategy and Procedure Review Date: January 2018 North East Scotland College All rights reserved

2 1. POLICY STATEMENT North East Scotland College is committed to attracting high quality candidates and recruiting the best talent. Our Vision is to transform lives and support regional development and we are committed to providing a learning and working environment which advances equality, diversity and inclusion and where everyone is respected, valued and supported. This ethos is supported by our values which apply to everyone who comes to the College to learn or work. Our Values are: Commitment and Excellence Understanding and responding to the needs of our students, staff, key stakeholders and customers Being business-like and professional Maintaining a clear focus on our goals and ensuring that these are achieved through effective planning and organisation. Achieving excellence by continually evaluating and improving our services Ensuring our processes are consistent, accessible, effective and efficient. Empowerment and Engagement Creating an environment where innovation and creativity are encouraged and can flourish Providing clear direction, information and communication Providing development opportunities to ensure that we have the skills, knowledge and confidence to perform to the best of our ability Giving recognition and praise Encouraging and supporting collaboration. Respect and Diversity Valuing the experience and talent of all. Treating others with dignity and respect Creating an accessible, inclusive learning and working environment Being fair, open and transparent to ensure a culture of mutual trust and integrity. By proactively recruiting a high calibre workforce the College will deliver its Vision, Values and Strategic Aims. Page 2 of 24 North East Scotland College All rights reserved

3 It is becoming increasingly important, as the College evolves and changes, that new recruits demonstrate behaviours that fit with our values, show a willingness to learn, are adaptable and have the ability to work as part of a team. Recruitment and selection will be undertaken in an environment of continuous improvement to ensure a modern, relevant and efficient process. People are the College s most important resource, therefore it is vital that the recruitment and selection process, whilst being fair, efficient and cost effective, also ensures that the most suitable candidates are being employed in order to maintain a motivated workforce delivering high quality further education. 2. SCOPE This policy applies to all employees and job applicants. 3. EQUALITY OF OPPORTUNITY IN EMPLOYMENT The College is committed to providing a learning and working environment which advances equality, diversity and inclusion, where everyone is respected valued and supported. To meet this commitment the College s Recruitment & Selection Policy and Procedure will: Be fair and consistent; Be non-discriminatory; Conform to all statutory regulations and agreed best practice. To ensure that this is achieved, a process for recruitment and selection monitoring will be incorporated into the Recruitment and Selection Procedure. This will provide a positive framework within which applicants are given every opportunity to demonstrate their abilities regardless of any protected characteristics Two Ticks Employer Status As an organisation working to promote independence, choice and control for disabled people the College will endeavour to hold the 'two ticks' positive about disability symbol awarded by Job Centre Plus. This is awarded to employers who have made commitments to employ, keep and develop the abilities of disabled staff. Page 3 of 24 North East Scotland College All rights reserved

4 4. RECRUITMENT AUTHORISATION All vacancies must be authorised by the Senior Management Team before they can be advertised. 5. ADVERTISING Advertising Internally - All College vacancies, will be advertised on TalentLink and AbNet. An all staff will be sent out from HR containing a unique internal link to the position. An internal advert inviting applications from existing employees benefits the College by: Developing the Team - Traditionally, employees have gained experience by moving upwards within the organisation. However, it is worth bearing in mind that lateral moves can also broaden experience and offer development opportunities. Succession Planning Preparing employees through mentoring and training to develop through the organisation. Advertising Externally - Advertising a job externally can attract a larger pool of applicants, thereby increasing the likelihood of finding the right person for the job. Where it is deemed appropriate by the Vice Principal Human Resources vacancies will be advertised externally as well as internally to ensure a pool of applicants. All external posts will also be made available for internal applicants. External vacancies will be advertised automatically using the package of websites associated with TalentLink including myjobscotland and Job Centre Plus: 6. INTERVIEW PANEL The interview panel will consist of a minimum of two people and the Chair will have attended Recruitment & Selection training. 7. RECRUITMENT PROCEDURES Detailed procedures are available to support this policy and provide greater clarification and guidance on the headings contained within this document. Page 4 of 24 North East Scotland College All rights reserved

5 8. RELATED POLICIES AND LEGISLATION This policy links to other associated policies and procedures including: Equality & Diversity Policy Staff Membership of Protection of Vulnerable Groups Scheme Grievance Policy Discipline Policy Probation Policy Complaints Procedure This Policy & Procedure does not form part of the employees contract of employment and it may be amended at any time. Status: Final Approved by: Human Resources Committee Date of version: January 2016 Responsibility for Policy: VP HR Responsibility for Implementation: Head of HR Responsibility for Review: Head of HR Review date: January 2018 EIA Date: January 2016 Page 5 of 24 North East Scotland College All rights reserved

6 RECRUITMENT & SELECTION PROCEDURE FLOW CHART Considerations before the recruitment process is undertaken: Is recruitment necessary? Has appropriate approval been given? What are my responsibilities throughout the process? What is HR s Role throughout the process? Are job details accurate? Basic job Information Job Description Person Specification Following the Closing Date The Interview Panel Selecting Candidates for Interview Arranging the Interview Advertising the Vacancy Advertising Internally Advertising Externally Assessment Centre The Interview Preparing for the Interview Consider Options and Styles for the Interview Interview Questions Assessments/Presentation Undertaking the Interview Following Interview Preferred Candidate Selected Salary Placement Guidelines References Page 6 of 24 North East Scotland College All rights reserved Offer Successful Candidate the Job Inform Unsuccessful Candidates

7 Appendix 1 RECRUITMENT AND SELECTION STRATEGY Page 7 of 24 North East Scotland College All rights reserved

8 RECRUITMENT & SELECTION PROCEDURE The Recruitment & Selection Procedure should be read in conjunction with the Recruitment & Selection Policy. This procedure will guide recruiting Managers through the recruitment and selection process. BEFORE STARTING THE RECRUITMENT PROCESS Recruiting Managers need to decide whether the vacancy needs to be filled by considering: Do all of the duties on the job description need to be carried out? If so, can they be carried out by existing members of the team; either by an individual or distributed across a group? When distributing duties amongst existing employees, please consider the level of responsibility and grade of the duties to ensure they are appropriate to be carried out by the employees. Please contact HR for further advice. Does the vacancy still require the same amount of hours? Does it need to be filled on a permanent basis? RECRUITMENT AUTHORISATION The Recruitment Request Form (available on Abnet) must be completed, signed by the appropriate Senior Managers and returned to the Vice Principal of HR for Senior Management Team authorisation. All vacancies must be authorised by the Senior Management Team before they can be advertised. DEFINE THE JOB Ensure the Job Description and Person Specification are up-to-date and offer a true representation of the vacant post, and the knowledge and skills you require the successful candidate to have. The Job Description Line Managers should review Job Descriptions on a regular basis and it is essential this is done prior to a post being advertised. The Job Description is not an exhaustive list but provides a clear outline of the duties, roles and responsibilities applicable to the post. Creating or updating a Job Description must be done in conjunction with HR. Page 8 of 24 North East Scotland College All rights reserved

9 Person Specification Person Specification should be drawn up from a critical examination of the information within the Job Description which details the essential and desirable criteria. Essential criteria are those characteristics without which the person will not be able to carry out the duties of the job. Candidates lacking these attributes must be rejected. Desirable criteria are those which are not essential to the post but which are considered to be an additional asset. They are used to distinguish between candidates who satisfy all the essential criteria equally. Care should be taken to ensure the criteria does not directly or indirectly discriminate against any sector of the community. Information relating to discrimination can be found within the Equalities & Diversity Policy. Essential criteria for the post should not exceed the minimum requirements for effective job performance. A well-prepared Job Description will make the selecting of candidates easier. It is also worth considering how you will identify whether a candidate meets the required criteria, e.g. evidence of qualifications, during the interview, during the assessment centre, etc. Updating or amending essential or desirable criteria must be done in conjunction with HR. ADVERTISING The method by which a job is advertised can be just as important as the information it contains. Taking time to consider which advertising method should be used can help increase the chance of successfully filling a vacancy and making the process cost effective. HR can be contacted to discuss alternative methods for advertising. All applicants should be allowed a minimum of 7 calendar days to respond to an advertisement. Unless otherwise requested, a vacancy will be advertised for the standard period of 14 calendar days. It is good practice to include the interview and, where appropriate, assessment centre date in the advert text. In exceptional circumstances these response times may be reduced, however in doing so the pool of potential applicants may narrow significantly. The text which forms the advert is to be determined by the Recruiting Manager in conjunction with HR and must contain relevant Page 9 of 24 North East Scotland College All rights reserved

10 information to ensure the correct recruitment group is targeted and reduce unsuitable applications. It is vitally important that an advertisement does not contain any form of discrimination or an indicated bias towards any protected characteristic, nor must it contain information not reflected in the Job Description. Recruiting Managers must indicate on the Recruitment Request Form whether the vacancy is to be advertised internally only or both internally and externally. The College may restrict recruitment advertising to protect the rights of existing employees in cases of restructure, potential redundancy or redeployment. Advertising Internally - All College vacancies will be advertised on TalentLink and Abnet. An all staff will be sent out from HR containing a unique internal link to the position. An internal advert inviting applications from existing employees benefits the College by: Developing the Team - Traditionally, employees have gained experience by moving upwards within the organisation. However, it is worth bearing in mind that lateral moves can also broaden experience and offer development opportunities. Succession Planning Preparing employees through mentoring and training to develop through the organisation. Advertising Externally - Advertising a job externally can attract a larger pool of applicants, thereby increasing the likelihood of finding the right person for the job. All external posts will also be made available for internal applicants. External vacancies will be advertised automatically using the package of websites associated with TalentLink including myjobscotland and Job Centre Plus: Cost Advertising should only be used for the following posts and after discussion with HR: Hard-to-fill jobs Senior positions Page 10 of 24 North East Scotland College All rights reserved

11 If a job is difficult to fill and requires additional advertising, HR can advise on creative and innovative solutions for advertising your vacancy. Positive Action - Positive discrimination such as lowering qualifying criteria for certain groups to give them an advantage is prohibited. However, Positive Action, which is preventing or compensating for a disadvantage is permitted. For example; using directed advertising to attract job applicants from under-represented groups is Positive Action. However, the best person for the job must then be selected regardless of background. Please note that to select a weaker applicant because they belong to an under-represented group would be Positive Discrimination. Advice must be sought from HR before taking positive action. THE SELECTION PROCESS Once the closing date has passed, the interview panel is required to identify a shortlist for interview from all applicants. This should be completed and confirmed to HR within 5 working days of the closing date. Shortlisting must be completed on TalentLink and confirmation sent to HR. The Interview Panel - The interview panel will consist of a minimum of 2 people and the Chair will have attended Recruitment & Selection training. In all cases, it is expected that the direct Line Manager of the job will be on the interview panel. Where possible there should be a gender balance on the panel. All management posts grade 10 and above for support staff must have an HR representative on the interview panel. All management posts for lecturing staff must have a Director of Curriculum and an HR representative on the interview panel. The main duties of panel members: Identify a Chairperson who will have responsibility for ensuring that the Recruitment Process is properly planned and conducted. Please refer to Chair Responsibilities Checklist (Appendix 1) for more information. Decide how to assess each item on the essential and desirable criteria within the Job Description. Page 11 of 24 North East Scotland College All rights reserved

12 Leading up to and following the closing date, selection against the essential and desirable criteria within the Job Description. Consider options and styles for the interview as outlined in The Interview Guidance (Appendix 2) and contact HR for advice. Prepare and conduct recruitment interview. Selecting Candidates for Interview - The interview panel should independently review applications on TalentLink. The panel should compare all applications against the job description and compile a shortlist of those applicants who meet the minimum essential criteria. If this list is lengthy, the panel may wish to weigh some of the essential criteria as being more important, in addition to considering which candidates meet as many of the desirable criteria as possible. The panel review must be completed on TalentLink, this allows Recruiting Managers to indicate which candidates meet the essential and desirable criteria, whether they have requested an interview under Guaranteed Job Interview Scheme (GJIS), and therefore are to be interviewed. Confirmation that this has been completed must be communicated to HR. This allows HR to create interview slots, advise unsuccessful applicants and send invites to interview. Guaranteed Job Interview Scheme (GJIS) - Any person with a disability who meets the essential criteria for the post, and has applied under the Guaranteed Job Interview Scheme must be invited to attend an interview. The purpose of the GJIS is to allow the applicant to be seen if they meet the essential criteria for the post. Equal Opportunities Monitoring In line with best practice, the College s Application Form excludes reference to all protected characteristics. This information is requested separately, not released to the recruitment panel and is collected for equal opportunities monitoring purposes only. Arranging the Interview - HR will arrange room bookings for interviews and consider the following with Line Managers: Location of interview ICT equipment that may be needed for presentations, e.g. laptop, screen and data projector Page 12 of 24 North East Scotland College All rights reserved

13 Special requirements for candidates being interviewed under GJIS Duration of interview, including discussion time. Remember interview duration will depend upon the complexities of the interview and whether a presentation is required Availability of panel members Please note that catering is not normally provided for interview panels but if required should be arranged through the appropriate budget holder All candidates will be asked to present their original qualification certificates and documentation of eligibility to work in the UK at interview. Following the Interview - After all interviews have been held the panel should reach a decision as to the preferred candidate. The Chairperson is required to complete the post Interview Feedback Form for all candidates via TalentLink and then advise HR. This will enable HR to progress the vacancy. In conjunction with the successful candidate. Please note that details of the offer must be provided to HR after the interview process so a verbal and written offer can be drafted. Preferred Candidate - HR will make a verbal conditional offer of employment, including salary information. The initial offer can also be made by The Chair, in agreement with HR. This will be followed up by an from HR stating the offer is subject to satisfactory: References Proof of Eligibility to work in the UK PVG/Disclosure Check where required Overseas Criminal Record Check where required Please note: An employee is unable to start a new role until the above have been met and verified by HR. In exceptional circumstances an earlier start date can be arranged. Pre-Employment Health Assessment These pre-employment checks will be collected and verified by HR. Page 13 of 24 North East Scotland College All rights reserved

14 REFERENCES Detailed below is the minimum requirement for references: Preferred candidate already employed by the College - no reference required Preferred candidate does not work for the College - 1 reference required from current or most recent employer Recruiting Managers can choose to take up references for internal appointments and request no more than 2 references for external appointments. Character references will be considered where an employment reference is unavailable. Telephone references are acceptable. These will be undertaken by HR and updated on TalentLink. HR will check and verify references, contacting the Recruiting Manager where any issues are identified to allow them to decide if the reference content is satisfactory. Recruiting managers can check the content of all references on TalentLink. A start date cannot be agreed until all pre-employment checks are met and deemed satisfactory. Recruiting Managers will be advised by HR when all checks are received and deemed satisfactory. Only then can a start date be agreed with the preferred candidate, at which point a confirmed offer will be sent to the candidate. In exceptional circumstances the start date can be agreed prior to all employment checks being completed where a risk assessment has been carried out and a declaration form signed. CONFIRM SUCCESSFUL CANDIDATE IN POST Once all required pre-employment conditions have been met, HR will complete all required paperwork enabling employees to be paid a salary, and issue a contract of employment. INFORMING UNSUCCESSFUL CANDIDATES AND PROVIDING FEEDBACK Unsuccessful candidates may request feedback following their interview to determine where they need to improve their interview performance or areas of their knowledge, skills and abilities required for particular roles. Page 14 of 24 North East Scotland College All rights reserved

15 The experience all candidates have throughout the recruitment process will have an impact on the view they hold of our organisation. This experience can be shared amongst family and friends which could influence the perspective of potential employees and customers of the College. External Candidates - HR will provide feedback for external candidates based on the information from the interview panel held on TalentLink. Internal Candidates - The Chair of the panel should provide feedback to internal candidates that have been unsuccessful and confirming with HR when this has been done. This also relates to offering successful candidates Why give feedback? - The purpose of giving interview candidates feedback is to let candidates know why they were unsuccessful in obtaining a job. Giving feedback requires care, skill and sensitivity. The interview candidate whom you are giving feedback to should see it as a positive and informative experience and should not consider the feedback to be overly critical and negative. The feedback given should be constructive and should focus on the individual s strengths and weaknesses, which were evident from their application made and/or at the interview and assessment/ test stage. Prior to Giving Feedback - Prior to giving feedback, the Chair should ensure that sufficient time has been spent familiarising themselves with why the candidate was not offered the job. The reason should relate to the Person Specification. Candidates should not be compared to one another. Giving Feedback - Feedback should begin with introductions being made by the Chairperson and individual roles explained. Thanks should be given to the candidate for taking the time and effort to complete an application and attend the interview for the job. The skills, qualities and experience required by the successful candidate should be explained thoroughly, this can be gained from the selection criteria. Page 15 of 24 North East Scotland College All rights reserved

16 If a high number of applications were received for the post indicating a high overall calibre of candidates selected to attend interview, then this can be mentioned and a start date should not be intimated. An explanation should then be given, detailing what the panel considered to be the strengths of the candidate currently receiving feedback and any areas of the interview that the candidate performed well in. Clarification of the areas the panel considered the interview candidate could have expanded upon or requires development or further experience in should then be discussed. The candidate may meet all the criteria in the Person Specification and was in fact a close runner up and this can be used both as a reason for non-appointment and feedback to the candidate. Mention can be made that future applications would be welcomed and the candidate should be encouraged to sign up for alerts. If the candidate does not meet the essential criteria they should be encouraged to work towards improvement. All our daytime temporary and evening class lecturing/instructor/assessor staff provision has been contracted out to an organisation called Protocol (PN), who provides staff to meet our requirements. Temporary staff are appointed through Protocol (PN), who have set up a database of potential temporary lecturing, instructor and assessor staff for North East Scotland College. Therefore, at the Line Manager s discretion, please direct unsuccessful Lecturing candidates, who have done well during interview, to the services of Protocol National. In conclusion, a summary should be made and again thanks given to the candidate for their interest in the post, wishing them well for the future. Page 16 of 24 North East Scotland College All rights reserved

17 APPENDIX 2 CHAIR RESPONSIBILITIES CHECKLIST Responsibilities of the Chair before the post is advertised: Review the post ensuring that the Job Description and Person Specification is fit for purpose. Ensure that the Recruitment Request Form has been completed and approved. Decide the most effective way to recruit to the post. Responsibilities of the Chair before the interviews: To appoint the other interview panel member(s). Ensuring the appropriate make-up of the panel for the job. Ensure that all interview arrangements are arranged with HR before feedback is given Ensure the procedure is followed correctly and that those candidates invited to interview meet, at the very least, the essential criteria. Ensure in accordance with the guaranteed job interview scheme (GJIS) that applicants with disabilities who meet minimum essential criteria are selected for interview. Ensure the interview timetable, questions and venue are suitable. Ensure that interview panel members have access to a copy of each relevant application form, job description and interview questions. Candidate Packs and job descriptions are accessible on Talentlink. Please note that Candidate Feedback Forms are completed on TalentLink. Responsibilities of the Chair at the interviews: Chairperson should welcome the candidate and introduce the panel members by name and job title. Chairperson should inform applicants of time allocated for interview, that standard questions will be asked of each candidate and notes will be taken. Explain that at the end of the interview, candidates will be given the opportunity to ask any questions they have. Page 17 of 24 North East Scotland College All rights reserved

18 If there is a presentation or test required by the candidate then they are usually asked to do this at the start of the interview. Panel members should then proceed to ask the standard questions allocated to them. If necessary, relevant follow-up questions can be asked. Chairperson should finally thank the candidate for attending the interview and tell them when they are likely to be informed of the interview outcome. Responsibilities of the Chair following the interviews: The Chairperson should collate views of the panel on each candidate and record this on the relevant section within Talentlink. Please note that this section gives them the opportunity to provide details on salary, start date and Terms & Conditions. Page 18 of 24 North East Scotland College All rights reserved

19 Appendix 3 INTERVIEW GUIDANCE The interview is a key component of the recruitment process. A well conducted interview will not only help ensure the best candidate is selected for a post, but will also leave candidates with a positive impression of the organisation, helping promote North East Scotland College as an employer of choice. The interview ensures that the Recruiting Manager has the opportunity to: Provide details of the role and responsibilities of the job holder Assess the candidate s ability to carry out the role Discuss information such as; potential start dates, training provisions and terms & conditions (e.g. employee benefits) It also gives candidates the opportunity to ask questions about the job and organisation, to help them decide if they would like to take the job should they be successful. A poorly conducted interview can have a negative impact on these factors, which adversely affects the selection of candidates and leaves them with an unfavourable impression of the organisation, which they would be likely to share with other potential applicants and customers. PREPARING FOR THE INTERVIEW Recruitment interviews should be conducted in a fair and equitable manner, in compliance with all employment legislation. Thought should be given to the way in which the interview is to be conducted: Face-to-Face Interviews The most traditional form of interview, where each panel member takes turns to ask the candidate questions which determines their suitability for the role as well as probing further into the candidates Application Form. Scenario, competency and hypothetical questions can also be asked to give an indication of how the candidate might respond to or behave in a given situation. Every effort should be made to ensure that the interviews run according to schedule. Panel members should assess each candidate against the set criteria in the Job Description and Person Specification. Page 19 of 24 North East Scotland College All rights reserved

20 Telephone and Video Interviews - These can be done in 2 ways: As a pre-interview telephone call to verify the candidate s commitment and eligibility for the post; OR As part of the selection process, e.g. where the candidate is abroad. This will involve the entire panel and will take the form of a conference or video call. Telephone interviews can be helpful: As a pre-selection tool when undertaking high volume recruitment When seeking to fill vacancies where telephone manner and customer contact is a major part of the role When engaging with long distance UK and international applicants They are frequently used as part of a first-stage screen of applications, with a brief series of key questions. But telephone interviewing should not been seen as a substitute for a face-to-face interview. Before undertaking telephone interviews, ask yourself the following questions: Will there be more than one interviewer? If this is the case you will need conference calling facilities. You will also need to ensure the interview is very structured and the panel do not talk over each other or the candidate. It is also good practice to say your name before you speak so the interviewee is not confused. Good listening skills are critical during this type of interview. Do you have a suitable and quiet room, free from interruption? In order to reduce confusion and stress for the candidate, background noise and interruption should be eliminated. Is the candidate comfortable with this form of interview? Do they have a suitable room? Do they understand what stage in the process they are at and what will happen next? Page 20 of 24 North East Scotland College All rights reserved

21 Have you set up the time and date for the interview? Ensure that you make the phone call so that the candidate does not bear the cost. Therefore ensure you know on which number to contact them; generally speaking this should be a land line, not a mobile phone. It is important to record the answers to questions and any decisions made to progress candidates to the next stage. If a candidate is not progressing it is important to record the reason why in accordance with the person specification. Video Conference This is carried out the same as above, but care should be taken to ensure the candidate is comfortable with this form of communication and they can see the entire panel. Conducting the Interview It is the Chairperson s responsibility to ensure the recruitment process is properly planned and conducted, as detailed within the Chair Responsibilities Checklist (Appendix 1). Interview Questions The panel should discuss and allocate interview questions. Ensure that the interview panel has all relevant documentation in order to prepare for the interviews. Relevant documentation might include: Application forms are accessible through TalentLink; Presentation topic where appropriate; Interview questions. INTERVIEW QUESTIONS DO DON T Page 21 of 24 North East Scotland College All rights reserved

22 Ask all candidates the same questions and ensure these focus on the attributes and behaviours required for the role Ask competency-based questions Ask candidates questions which relate to protected characteristics Ask candidates if they have children or plan to have children Ask candidates about their health or disability unless: There are requirements of the job that cannot be met with reasonable adjustments You re finding out if someone needs help to take part in a selection test or interview You re using positive action to recruit a disabled person Guaranteed Job Interview Scheme Questions at interview would be in relation to whether or not the candidate feels there is anything the College requires to do in terms of reasonable adjustments to accommodate them. Competency- Based Questions Competency-based questions are interview questions that require candidates to provide real-life examples in their answers. This should provide the panel with why, how and the outcome of actions taken by the candidate. Below are examples of competencies and associated questions: Page 22 of 24 North East Scotland College All rights reserved

23 Communication: Tell us about a situation where your communication skills made a difference to a situation? Describe a time when you had to win someone over, who was reluctant or unresponsive Tell us about a situation when you failed to communicate appropriately Give us an example where your listening skills proved crucial to an outcome Describe a situation where you had to deal with an angry customer What type of writing have you done? Give examples. What makes you think that you are good at it? How do you feel writing a report differs from preparing an oral presentation? Decision making. Give an example of a time when you had to make a difficult decision. How did you reach the decision that you wanted to change job? When is the last time that you have refused to make a decision? Tell us about a decision that you made, which you knew would be unpopular with a group of people. How did you handle the decision-making process and how did you manage expectations? Leadership. Tell us about a situation where you had to get a team to improve its performance. What were the problems and how did you address them? Describe a change where you had to drive a team through change. How did you achieve this? Describe a time where you needed to inspire a team. What challenges did you meet and how did you achieve your objectives? Tell us about a situation where you faced reluctance from your team to accept the direction that you were setting. Tell me about a time when you were less successful as a leader than you would have wanted to be. Page 23 of 24 North East Scotland College All rights reserved

24 Teamwork Describe a situation in which you were working as part of a team. How did you make a contribution? Tell us about a situation where you played an important role in a project as a member of the team. How do you ensure that every member of the team is allowed to participate? Give us an example where you worked in a dysfunctional team. Why was it dysfunctional and how did you attempt to change things? Give an example of a time when you had to deal with a conflict within your team? What did you do to help resolve the situation? Flexibility Describe a situation where you had to change your approach half-way through a project. Describe a situation where one of your projects suffered a setback due to an unexpected change in circumstances. Describe a situation where you were asked to do something that you had never attempted previously. Organisational Awareness Describe a project where you needed to involve input from other areas of the organisation. How did you identify that need and how did you ensure buy-in from the appropriate managers? Describe a time when you failed to engage at the right level in your organisation. Why did you do that and how did you handle the situation? For further advice and guidance on interview techniques and questions please contact HR. Page 24 of 24 North East Scotland College All rights reserved

25 Equality Impact Assessment (EIA) Form Part 1. Background Information. (Please enter relevant information as specified.) Title of Policy or Procedure. Details of Relevant Practice: Person(s) Responsible. Date of Assessment: What are the aims of the policy, procedure or practice being considered? Who will this policy, procedure or practice impact upon? Recruitment & Selection Strategy and Policy Vice Principal HR Please refer to Section 1 of the Policy This policy will impact on all staff within NESCOL Part 2. Public Sector Equality Duty comparison (Consider the proposed action against each element of the PSED and describe potential impact, which may be positive, neutral or negative. Provide details of evidence.) Need Impact Evidence Eliminating unlawful discrimination, harassment and victimisation. Advancing Equality of Opportunity Promoting Good relations. This policy ensures that the recruitment process is a fair, equitable and consistent and where applicants of equal skills receive the same opportunities regardless of gender, race or any other protected characteristic. Job descriptions will accurately describe the job and not include unnecessary requirements that could result in qualified people with or without protected characteristics not applying for the post. Consulted with LJNC. Equality Reporting Management Information Employee Relations within the College. 1

26 Person Specifications will only have essential and desirable criteria that can be justified. Criteria that excludes people because of a protected characteristic may be directly discriminatory. Jobs adverts that do not reach a diverse talent pool or do not accurately reflect what is in the job description and person specification can infer indirect discrimination. The use of assessment centres may disadvantage individuals with protected characteristics. All information is on the Intranet arrangements need to be in place for staff unable to use these mediums e.g. visually impaired. A standardised application & interview process enables the College to objectively short-list, however not making reasonable adjustments to the process could place disable applicants at a disadvantage. Part 3. Action & Outcome (Following initial assessment, describe any action that will be taken to address impact detected) Job Descriptions - Job descriptions will accurately describe the job in question and will not include unnecessary tasks. Job titles will not show a predetermined bias for those with a particular characteristic. Job descriptions will not specify working hours or working patterns that are not necessary to the job in question. It will always be assumed that a post can be undertaken on a parttime or full time unless objectively justified to the contrary. 2

27 Person Specifications Person specifications will only include justifiable essential and desirable criteria. Advertising All jobs advertised will accurately reflect the job description and person specification. All jobs will be advertised internally within the College. Where a post also go externally, the advert will be placed on the myjobscotland and associated web sites with the aim of reaching a wide diverse talent pool. Reasonable Adjustment The College is committed to making reasonable adjustments to this Policy and associated procedures to ensure that the entire process is fair and equitable to everyone. The recruitment process is accredited by the two ticks scheme demonstrating a commitment to employ, keep and develop employees with disabilities. Assistance will be given by HR and Management for any reasonable adjustments which may be required in applying this Policy. The implementation of the policy and associated procedures will be monitored by HR and external auditors Sign-off, authorisation and publishing Name: Karina Dave Position: HR Officer Date: Where will impact On the intranet and from HR be published? 3