Recruitment and Selection (Policy & Procedure)

Transcription

1 Recruitment and Selection (Policy & Procedure) Publication Scheme Y/N Department of Origin Policy Holder Author Related Information Can be published on Force Website Personnel HR Services Head of HR Services HR Workforce Manager Data Protection Guidance Home Work Life Balance Policy Redeployment (Staff) Policy Redeployment (Officers) Policy Force Vetting Policy Date First Approved at BMG 05/12/2012 This Version V1.3 Created 05/01/2015 Date of Next Review 05/01/2018 January 2015

2 Recruitment & Selection Workforce Management Statement Policy Merseyside Police is committed to ensuring that recruitment and selection processes are clear, valid and consistently applied to enable the provision of fair and equitable treatment for all applicants. The Force will ensure the best possible candidate is appointed to any post, through fair and objective assessment against the skills, knowledge, experience and qualifications required for successful performance in the post. Aims This policy is intended to support the Force to achieve an effective, flexible and representative workforce. Ensuring the right people in sufficient numbers, with the right capabilities, skills and attitudes will be in the right roles to support the delivery of policing services and that individuals are valued and supported to achieve their potential. The aim of this policy is to enable managers to recruit quality staff at all levels, facilitating recruitment and selection decisions to be made using objective and defensible techniques, ensuring that employment legislation and the principles of equality and diversity are adhered to. Objectives a) To ensure we recruit the best candidate for each position. b) To ensure that all recruitment and selection decisions are based solely on the ability, skills and experience of the candidate. c) To ensure all candidates are treated fairly. d) To ensure all assessments are objective and free from discrimination and comply with legislation and the Force s Equality and Diversity policies and procedures. e) To address areas of under representation by the use of Positive Action initiatives where appropriate. Application and Scope This policy sets the framework for the recruitment of external applicants to Police staff positions within the Force and the selection of existing Police officers, Police staff and Agency workers (as defined by AWR 2011) to roles within Merseyside Police. Special Constables, Community Volunteers and Police Cadets are not eligible to apply for any internally advertised role. Status: V1.2 1 Last Update: 17/04/2014

3 Recruitment & Selection Workforce Management This policy does not apply to the Police officer promotion processes or the recruitment of Police officers and Special constables. The guidelines determining the standards to be applied to the latter, can be found on the College of Policing website. Further, this policy does not apply to the contracting of Agency workers to the Force. All Police officers and police staff, including the extended police family and those working voluntarily or under contract to Merseyside Police must be aware of, and are required to comply with, all relevant policy and associated procedures. Outcome Evaluation Workforce Management Dept will monitor adherence against this policy and procedure by quality assuring a proportion of the overall recruitment and selection processes as determined by the Head of HR. Regular monitoring and reporting will be undertaken to establish and evaluate the timeliness and effectiveness of recruitment and selection methods. Status: V1.3 2 Last Update: 05/01/2015

4 Recruitment & Selection Workforce Management Contents 1. Eligibility 2. Responsibility 3. Recruitment 3.1 Vacancy request 3.2 Advertisement 3.3 Applications 4. Selection 4.1 Initial eligibility sift 4.2 Shortlisting 4.3 Shortlisting panel 4.4 Scoring 4.5 Feedback 4.6 Shortlisting appeals 4.7 Shortlisting appeals format 4.8 Inviting applicants to interview/assessment measures 4.9 Interview 4.10 Interview exit questionnaire 4.11 Interview process integrity and confidentiality 4.12 Additional assessment methods 5. Equality Act Sickness criteria for deselection 6.1 Attendance triggers 6.2 Attendance appeals 6.3 Attendance format 7. Select Lists 8. Police Staff contracts 9. Flexible working arrangements 10. Pre-employment checks Status: V1.3 3 Last Update: 05/01/2015

5 Recruitment & Selection Workforce Management 1. Eligibility Procedure 1.1 Police officers who have completed their probationary period and have been confirmed in their rank are eligible to apply for any internally advertised police officer role at their substantive rank. 1.2 Police staff who have satisfactorily completed their initial probationary period (usually 6 months) are eligible to apply for any internally advertised post. 1.3 In accordance with Agency Worker Regulations (2011) qualifying Agency workers are eligible to be considered for any internally advertised police staff role, however to ensure parity with existing police staff, such workers must have successfully completed at least 6 consecutive months in the same role in order to be eligible. 1.4 Police staff internal vacancies will be advertised in the first instance, only to Police staff and Agency workers (as above), however, priority will be given to Police staff who are subjected to redeployment. Any decision to allow serving Police officers to apply for Police staff posts will be made on a case-by-case basis by the Head of HR. 2. Responsibilities 2.1 The Workforce Management Dept will: a) Provide a recruitment service in accordance with the Force policies. b) Manage recruitment and selection from initial notification of the vacancy, following approval by the Recruitment Request Panel to appointment. c) Track all vacancies via the E-recruitment system. d) Manage the advertisement of all vacancies. e) Manage the Agency workers contract. f) Provide management information to Areas and Departments as required. g) Utilise positive action initiatives as appropriate. h) Provide a cost effective, efficient recruitment process. i) Ensure timely resolution of complaints/queries. j) Evaluate customer satisfaction. k) Work with partner agencies to ensure value for money. l) Issue documentation up to and including letters of appointment. Status: V1.3 4 Last Update: 05/01/2015

6 Recruitment & Selection Workforce Management 2.2 BCUs/Departments seeking to fill a vacancy will: a) Supply the Workforce Management Team with all required documentation. b) Provide a specific point of contact (SPOC) responsible for managing the recruitment and or selection process locally. c) Supply a trained structured assessor for short listing and interview. d) Supply an individual with specific working knowledge of the vacancy for short listing and interview. e) Incur the cost of any additional expenditure associated with specific recruitment or advertising requests e.g. external media advertising, candidate testing etc. f) Provide independent panel members on a rotational basis as requested by the Workforce Management Team to support the recruitment and selection of roles within the Force. 2.3 Line Managers will: a) Confirm the validity and accuracy of all information provided by the applicant. b) Determine the applicant s suitability for the role applied for. c) Support the applicant in the provision of developmental action plans (where required) as a result of feedback obtained during any recruitment and or selection process. 2.4 Applicants will: a) Ensure they provide all documentation required to Workforce Management unit adhering to the timescales of any advertised process. b) Ensure the validity and accuracy of all information supplied. Any applicant who provides information regarding their application, which is later known to be false, may be subject to disciplinary proceedings. c) Ensure line managers and command / management teams (C/Inspector / Police Staff equivalent or above) are aware of the application. It is the Applicant s responsibility to ensure that the line managers support forms are completed and returned to Workforce Management Unit in accordance with recruitment timescales. d) As required, attend all tests and or interviews in accordance with the role applied for. e) Declare any reasonable adjustments, which may be required in accordance with the Equality Act 2010, prior to or at the point of application. Status: V1.3 5 Last Update: 05/01/2015

7 Recruitment & Selection Workforce Management 3. Recruitment 3.1 Vacancy Request BCU s / Depts requesting a vacancy to be filled, must complete a Recruitment Request Form (RRF) Once completed this form must be sent to Workforce Management for onward transmission to ACC personnel for consideration at the Recruitment Request Panel. (RRP) All requests to recruit to police officer and police staff vacancies will be considered by the Recruitment Request Panel (RRP), as will all requests to hire Agency Workers The Recruitment Request Panel (RRP) is chaired by the Workforce Manager. The panel ensures the careful management of resources through the scrutiny of vacancies; the business need for any new growth posts that require support from a Chief Officer and ensure that wherever possible existing vacancies are filled by existing permanent employees requiring redeployment. The panel will: a) Consider recruitment requests for all permanent, temporary (contracts) and fixed term contract positions within the Force. b) Consider all requests for the temporary provision of permanent posts, (in excess of 3 months). c) Consider all requests for the placement of Agency workers and Apprentices. d) Determine the route of advertisement of such roles, i.e. internal advert only or concurrent advert (internal and external). Such decisions will take account of organisational needs and availability of specialist skills and knowledge required for the role Only in exceptional circumstances will approval be given to recruit to a role outside of this forum, these exceptional circumstances will be at the discretion and direction of Chief Officers Once approved, all vacancies will be considered against the redeployment registers to determine suitability of redeployment. Only after this process has been exhausted will the role be opened up for recruitment / selection means. At any point a vacancy can be withdrawn from a recruitment or selection process should a suitable redeployment opportunity arise Should a recruitment request be refused, the relevant BCU / Dept will be informed, detailing the rationale why. 3.2 Advertisement The BCU/Dept are required to detail their preferred means of advertisement on the Recruitment Request Form, however the Recruitment Request Panel will make the final decision on advertisement, based on organisational needs. Status: V1.3 6 Last Update: 05/01/2015

8 Recruitment & Selection Workforce Management Once a vacancy has been approved for advert, the Workforce Management Team will contact the local SPOC (as defined on the RRF) to confirm the advertisement arrangements. Advertisement of vacancies can take two forms; Internal only - All vacancies will be advertised internally as a minimum standard. Such vacancies will be listed in People and Policy Matters publication on a weekly basis and the vacancy will be housed on the internal recruitment website for applicants to apply. Concurrent - Consideration will be given to concurrent advertisement (internally & externally) where there are concerns that the nature of the role is so specific that the skills may not be available within the current workforce. In these cases where a role is advertised concurrently, vacancies will be listed in People and Policy Matters publication on a weekly basis and the vacancy will be housed on the internal and external recruitment websites for applicants to apply. Internal applicants will be considered alongside external applicants. Police Officer vacancies will not be advertised externally As a minimum, vacancies will be advertised on the internal and or external Police websites, for applicants to apply. Specialised advertisements outside of these means (professional journals / publications etc) will be funded by the recruiting BCU/Dept and will be subject to Force approval. 3.3 Applications All applications will be made through the E-recruitment system. All applications will be managed in accordance with the Recruitment & Selection Candidate Guidance Notes. 4. Selection 4.1 Initial Eligibility Sift Workforce Management Team will conduct an initial sift for all applications to ensure eligibility. Reasonable adjustments required for candidates who have a disability will be recorded and actioned. 4.2 Shortlisting Where there are two or more applicants for any post, a shortlisting exercise will be conducted to determine the suitability of candidates. The shortlisting process will determine the essential criteria of the role (based on the content of the JDQ) and the evidence detailed in the application form will be assessed and scored against these requirements. Status: V1.3 7 Last Update: 05/01/2015

9 Recruitment & Selection Workforce Management Should there only be one applicant for a role, the local SPOC must determine based on the evidence presented by the applicant, if they should progress directly to interview stage. This should be clearly documented and agreed by the shortlisting panel Should this not be the case, the SPOC should arrange for a shortlisting process to be undertaken in order to provide constructive feedback to the applicant, to allow developmental areas to be addressed. 4.3 Shortlisting Panel BCU/Department must supply one panel member with in-depth knowledge of vacancy and a structured assessor to be involved in whole process, should the SPOC not be able to provide a structured assessor locally, (list of assessors is available on the Recruitment Page of the Force intranet) Workforce Management Team will provide an independent structured assessor Total panel must consist of minimum of two members, one of which will act as Chair it is the Chair s role to ensure the shortlisting process is correctly conducted Alternatively SPOC can delegate a shortlist to a single panel member however to ensure adherence against procedure, QA must be undertaken by a trained structured assessor. 4.4 Scoring Evidence provided by applicants will be scored against the Recruitment scoring matrix (1-5) Individual panel members should assess each candidate s application against the essential short-listing criteria and assign scores using the rating scale. Applicants, The scores are then put into a scoring matrix. Applicants who score 1s or 2s in any of the categories should not proceed to interview If a candidate has not addressed one of the essential requirements at all, or definitely does not provide evidence that demonstrates they satisfactorily meet one of the essential criteria, it is not necessary to continue assessing that applicant against the remaining short listing requirements Where the panel has not weighted any of the essential criteria, and a candidate scores a 3 on all the essential criteria, it is a panel judgement whether that candidate should be taken forward to the next stage (reasons for inclusion) The full panel should then discuss together their individual assessments of the candidates. Discrepancies between panel member s scores should be discussed, referring to the evidence in the application form, in order to arrive at a consensus on the scores assigned and the final shortlist. The chair s decision is final. Status: V1.3 8 Last Update: 05/01/2015

10 Recruitment & Selection Workforce Management In cases of volume recruitment, if the panel finds there are far more suitable applicants than can be interviewed, the shortlist should be reduced to a manageable size by adding up the total essential criteria scores for all applicants and select the appropriate number of high scorers to progress to the next stage of the process Any applicant that scores a 2 or lower, will not progress to the next stage of the recruitment/ selection process All shortlisting papers to be returned to Workforce Management Team within 2 days of completion for results to be released If no applicants satisfactorily meet the essential Criteria the SPOC should seek guidance from the Workforce Management Team. 4.5 Feedback A member of the panel should provide unsuccessful internal applicants with feedback promptly. For feedback purposes the panel should request copies of the applicants scoring matrix from the Workforce Management Team. Workforce Management Team will not provide any form of feedback to applicants Feedback must not include information relating to other applicants within process External applicants do not receive feedback. 4.6 Shortlisting Appeals It is incumbent upon the appellant to have obtained feedback from the shortlisting panel prior to submitting an appeal, to ensure they fully understand the grounds for their de-selection There is no right of appeal for external candidates Any individual has the right to appeal against the shortlisting, if they do not believe the shortlisting process was conducted in accordance with procedures. Should this be the case they should submit their appeal in writing stating their grounds of appeal (as above) to the Workforce Manager, via , within 5 working days of receipt of notification These are the only grounds of appeal, candidates not able to evidence these grounds of appeal will not proceed further and the appeal will be discounted by the Workforce Manager. Failure to lodge an appeal within these timescales will result in the appeal being rejected Once a valid appeal against shortlisting has been received the recruitment / selection process will be put on hold to allow the appeals mechanism to be conducted. Status: V1.3 9 Last Update: 05/01/2015

11 Recruitment & Selection Workforce Management 4.7 Shortlisting Appeals Format The appeal will take the form of a written submission and will be considered by a shortlisting appeal panel. The purpose of the panel is to determine whether the original shortlisting process followed procedures. To do this the panel will review all evidence submissions from the original process, including the appellant s This is not the opportunity for the appellant to introduce new information / evidence in order to support their application. The appellant does not have the right to attend the panel It is not the panel s role to consider new evidence or to rescore individual applications or to change the marks given by the original shortlisting panel The shortlisting appeal panel must consist of a minimum of three members. The make up of the panel should be as follows: a) At least one Structured Interview Assessor. b) A representative from HR. c) A panel member with knowledge of the requirements of the role (Technical know how). d) A Trade Union / Federation representative (To act as observer to ensure transparency of process) Panel members may occupy one or more roles, provided that all of the above requirements are met, although one panel member will act as Chair it is the Chair s role to ensure the appeal process is correctly conducted. The appeal panel will be independent to the selection procedure subject of appeal, to ensure an impartial appeal mechanism In order to consider the appeal fully, the panel will have access to the following information: a) A copy of the advert. b) A copy of the JDQ. c) Any instructions given to candidates. d) The criteria used for shortlisting. e) Recruitment & selection candidate guidance notes. (available on the Intranet) f) Anonymised evidence submissions for all applicants in the process. g) Anonymised write up sheets from the original shortlisting process. h) Anonymised appeal submissions Prior to considering individual appeals, the panel will appraise themselves of the make up of the original shortlisting panel and all the information provided to candidates during the process and the relevant guidance and procedure documents available to the panel before considering the content of each submission and the feedback given to each candidate. Status: V Last Update: 05/01/2015

12 Recruitment & Selection Workforce Management If the panel find that the procedures have been adhered to and the process has been carried out correctly, the appellant will receive notification of this conclusion and the selection procedure will recommence. There is no further right of appeal At the conclusion of the appeals process the appellant will receive written notification of the outcome Once the appeal outcomes have been notified, the recruitment and or selection procedure will recommence. Should it be required, the appellant can request verbal feedback from the Chair of the appeals panel. The panel s decision is final Should the panel find an inconsistent approach and conclude that the original shortlisitng panel have not adhered to procedure, the appellants appeal will be upheld and they will continue in the recruitment and or selection process. 4.8 Inviting Applicants to Interview / Assessment Measures The Workforce Management Team will arrange for the successful applicants to be invited to interview. The following standard statement will appear in all correspondence inviting internal and external candidates for interview. Our policy, at the stage of interview/test, is that we ask everyone whether we need to make any reasonable adjustments under the Equality Act Under the Equality Act, a disabled person is someone with a physical or mental impairment, which has a substantial and long-term adverse effect, on their ability to carry out day-to-day activities. We feel that you are better informed to tell us what adjustments (if any) are needed and we will do our best to make them for you. If we are unsure of what we need to do, we will contact you The Workforce Management Team will liaise with the candidate and where appropriate will ensure that all practical reasonable adjustments are in place prior to the interview, in accordance with the applicants needs All job applicants with disabilities (internal and external) who meet the essential shortlisting criteria for the job are guaranteed an interview. 4.9 Interview The Force will use the Structured Interview process as a means of testing all applicants suitability for roles within the Force. There may be however, exceptional circumstances were an alternative means of testing an applicants suitability for a specific role is required i.e. firearms. In these circumstances prior approval to use alternative means must be sought by the Workforce Manager The structured interview is a 30-minute face-to-face interview in front of a panel, during which applicants must not refer to notes or any other type of reference materials. Status: V Last Update: 05/01/2015

13 Recruitment & Selection Workforce Management The panel make up will be agreed between the SPOC and the Workforce Management Team however the panel must consist of a Chair whose role it is to ensure fairness of process, at least one trained structured assessor and one independent assessor Overall the panel should consist of no more than three individuals, however for roles that require basic entry requirements, panels may consist of two individuals providing at least one is a trained structured assessor. In all cases the Chair of any interview panel must be above the grade and or rank of the role being filled During the interview, members of the panel will ask all applicants the same core interview questions. However, applicants will be subject to a series of probes from the panel based on the information provided by the applicant in an attempt to clarify or substantiate their answers At the end of the interview the applicant will be given the opportunity to clarify anything they have said or ask any questions that may have regarding the process. At the conclusion of the interview applicants will be invited to complete an exit questionnaire, in respect of the interview and the manner in which it was conducted Interview Exit Questionnaires At the conclusion of the interview applicants must indicate on the exit questionnaire whether they wish to consider making an appeal or not. Reasons do not need to be stated at the time but appeals must be made in writing to the Workforce Manager, via , within 5 working days of interview Whilst an exit questionnaire is required to be completed at the end of each interview, any issues raised by the candidate in relation to their individual performance during the interview as a result of personal or domestic circumstances will not be subject of appeal Where an applicant has indicated that an appeal is being considered, then notification of interview results to all applicants must be suspended for 5 working days to allow the appeal to be considered In cases where no applicant has expressed a concern and all have indicated that they waive their right to an appeal, interview results should be announced at the earliest opportunity. Appeals cannot be considered after interview results have been announced External applicants do not have the right to appeal. However, any serious complaint by an internal or external candidate, either recorded on the exit questionnaire or notified later, should be fully investigated. Status: V Last Update: 05/01/2015

14 Recruitment & Selection Workforce Management 4.11 Interview Process Integrity and Confidentiality Interview panel members must ensure that all information in respect of the interview and candidates is treated as strictly confidential in order to ensure fairness to all candidates and maintain the integrity of the interview process. Applicants must also ensure confidentiality and not disclose the contents of the interview to any applicant prior to the publication of interview results Any panel member or interviewee found disclosing such confidential information will be disqualified from the recruitment process. Similarly, any applicant found to be canvassing a member of the interview panel or Workforce Management Team may be disqualified from the recruitment process and in both cases, may be subject to disciplinary proceedings The Workforce Manager must be notified in all cases where a breach of confidentiality is suspected in order to ensure that a full investigation is conducted to enable a report to be provided to the Head of HR who will make the decision whether or not to disqualify. Any applicant so disqualified may appeal in writing to the ACC Personnel, whose decision is final. This does not preclude the use of Positive Action activity prior to Interview/Assessment Interview panel members must declare an interest and withdraw from the process if a family member or close friend applies. There will always be occasions when a panel member has some knowledge of one or more applicant and this cannot be avoided. However, if a panel member's knowledge of an applicant is such that they cannot maintain objectivity, they have a responsibility to declare this and withdraw from the panel Any applicant who is found to have provided inaccurate or false information during an interview process may be disqualified from the process and may be the subject of disciplinary findings Additional Assessment Methods The Force reserves the right to introduce any additional assessment method in addition to shortlisting and interview, to determine an applicant s suitability for the role. Additional assessment methods will be agreed at the outset of any recruitment and or selection process. Any such methods must be scheduled as an 'interview plus' approach and will take place before final interview Applicants will be provided with basic information regarding the type of additional assessment methods to be used in the recruitment and or selection process, as it will form part of the advert. Status: V Last Update: 05/01/2015

15 Recruitment & Selection Workforce Management 5. Equality Act In accordance with the Equality Act 2010, applicants will be assessed during the application and interview stages of any recruitment and or selection process on their suitability for the role. Attendance data and information pertaining to medical histories, (where applicable) will not be requested until the assessment stage of the process has concluded and a preferred candidate(s) has been identified. 5.2 It is at this point that the preferred candidate(s) will be provided with a conditional offer for the role, subject to attendance checks and where applicable, medical, vetting and reference suitability. 6. Sickness Criteria for De-selection. 6.1 Attendance Triggers Post assessment, the Force will apply the attendance triggers in accordance with the Sickness Criteria for De-selection At the conclusion of the interview stage, successful candidates will be assessed with regards to their attendance. In this case, the Sickness Criteria for Deselection attendance triggers will apply as below; a) Absent on 3 or more occasions in the last 12 months; OR b) Absent for more than an average of 8 days per year over the last 3 years Absences as a result of maternity or pregnancy issues, absences directly linked to a disability, which have been recorded as disability related and absences incurred as a result of injuries on duty will be automatically discounted. However, only those injuries sustained in the execution of duties will be discounted, general slips trips and falls will not be classified as an injury on duty for these purposes The previous three years is calculated from the closing date of the vacancy. It should be noted that, where the applicant has less than three years service, then the above criteria will be applied on a pro-rata basis. In cases where an individual has previous employment with the Force within the last three years in a police officer/police staff role (e.g. retired police officer returns to police staff role), then the full 3-year sickness record should be taken into consideration Taking this into account, those applicants who achieve or exceed the numerical attendance triggers as detailed sections A) and B) in the sickness criteria for deselection, will be notified by Workforce Management Team, that they have been rejected from the recruitment and or selection process and may have the right of appeal. Status: V Last Update: 05/01/2015

16 Recruitment & Selection Workforce Management 6.2 Attendance Appeals Applicants who have been rejected on the grounds of sickness may have the right of appeal against this decision. All candidates will receive a specific appeals proforma from Workforce Management Team, which must be completed and returned as directed There is no right of appeal for external candidates The grounds of appeal against attendance deselection are as follows a) The sickness absence details used to determine deselection are incorrect, ie the absences have accrued inaccurate number of working days lost. b) Absences should have been recorded as maternity / pregnancy / disability related or Injury on Duty. c) There are other significant mitigating circumstances that have not been taken into account. There are no other rights of appeal The appeal proforma will ask applicants to confirm the absence details are correct and to highlight any absences that may have been recorded incorrectly. Applicants are required to substantiate any changes, requested to their attendance records. This may mean confirmation from OHU and or GP s with regard to medical conditions For any appeal to progress to an Attendance Appeal panel, the appeal should be endorsed by the Line Manager and a member of the Command/Management team. (Chief Inspector and above or police staff equivalent) In considering the appeal the Attendance Panel will take account of these comments A central panel will be convened by the Workforce Manager to hear any appeals, the appeal will not involve a meeting with the individual and the decision of the attendance appeal panel will be final Attendance Appeals Format The appeal will take the form of a written submission and will be considered by an attendance appeal panel. The purpose of the panel is to consider the information provided by the applicant regarding the recording of their sickness information This is not the opportunity for the appellant to introduce new information / evidence in order to support their application. The appellant does not have the right to attend the panel. Status: V Last Update: 05/01/2015

17 Recruitment & Selection Workforce Management The attendance appeal panel must consist of a minimum of three members. The make up of the panel should be as follows: a) A representative from HR. b) A BCU / Dept management representative. c) A Trade Union / Federation representative (To act as observer to ensure transparency of process) Panel members may occupy one or more roles, provided that all of the above requirements are met, although one panel member will act as Chair. It is the Chair s role to ensure the appeal process is correctly conducted. The attendance appeal panel will be independent to the selection procedure and the appellant, to ensure an impartial appeal mechanism In order to consider the appeal fully, the panel will have access to the following information: a) An anonymised copy of the individual s sickness record. b) A copy of the criteria for deselection triggers. c) An anonymised copy of the individual s attendance appeal proforma. d) Anonymised information regarding any other recent attendance appeals submitted by the appellant The panel will consider all information made available to them in order to make a decision. The panel also have the right to look beyond the 12month / 3 year criteria and consider the sickness record as a whole in accordance with Section C of the Criteria for Deselection. The panel will also take account of any previous attendance appeals submitted the appellant to ensure a consistency of approach If the panel find that the absences have been recorded correctly and there are no grounds for changes to be made to the appellants sickness record, or after consideration, the judgement of the panel is that the mitigating circumstances are not sufficient to overturn the appeal, the appellant will receive written notification that their appeal was not upheld and they will remain deselected. There is no further right of appeal Conversely if the panel uphold the appeal and relevant changes are made and as a result absences are discounted (for these purposes), the appellant will be notified accordingly and proceed to offer stage of the process. Status: V Last Update: 05/01/2015

18 Recruitment & Selection Workforce Management 7. Select Lists 7.1 Where the Force has completed a recruitment or selection process, for an internal process and there are more appointable candidates than there are vacancies, the following principles will apply: a) The applicants will be retained on a select list for the role and will be notified accordingly. b) Should the same position become available within 12 months (Police staff) 18 months (Police officers) of the previous recruitment process, those individuals will be offered the position, subject to re-vetting in the case of sensitive posts and in all cases re-analysis of sickness record and performance to ensure standards have been maintained. c) The retention on the select list will last for no more than 12 months (Police staff) 18 months (Police officers) from date of interview. These candidates will be informed of their expiry on the list. d) In all cases priority will be given to redeployment processes before candidates on select lists e) Individuals on the select list who refuse an offer from the list will be subsequently removed from the list and notified accordingly. f) Those individuals not wishing to be retained on a select list must notify Workforce Management Team accordingly. 8. Police Staff Contracts 8.1 The type of contract issued by the Force will be determined by the needs of the role as agreed by the Recruitment Request Panel (RRP) and the wider organisational requirements. 8.2 Police staff who hold a permanent contract of employment, should be aware that should they accept any posting, which is defined, as a fixed term contract, it would bring about a permanent change to their terms and conditions of employment. In accepting a fixed term contract permanent police staff employees will be treated as a fixed term employee for all purposes (except for the accrual of continuous service). This is not to be confused with the principles of police staff fulfilling temporary higher responsibilities in accordance with the Police Staff Council handbook. 8.3 BCUs and Departments will retain autonomy in relation to temporary developmental attachments and Acting duties (3 months or less). These should be conducted in accordance with Police Regulations and the Police Staff Temporary Promotions and Acting Duties Guidance. Status: V Last Update: 05/01/2015

19 Recruitment & Selection Workforce Management 9. Flexible Working Arrangements 9.1 Unless otherwise stated, all roles will be offered on a full time equivalent (FTE) basis. Where possible, the Force will ensure that opportunities for flexible working arrangements are available. 9.2 There may however, be instances where it may not be possible for a post to be filled by way of a flexible working arrangement. 9.3 Those applicants applying for internally advertised positions, requiring flexible working patterns must negotiate these arrangements with their new manager once notified they have been successful. Flexible working arrangements will not be transferred from one role to another automatically, factors such as workloads, rotas and demands of the role and unit also need to be taken into account. 9.4 Full details of the Home Work Life Balance Policy are available on the Force Intranet Flexible Working Policy. 10. Pre- Employment Checks In order to maintain high professional standards and to provide a consistent approach it is necessary to conduct appropriate vetting and reference checks on any applicant to the Force prior to appointment. Existing applicants within the Force may be may be subject of vetting depending upon the requirements of the role applied for. Vetting will be conducted by the Force Vetting Unit in accordance with the Force Vetting Policy. 11. Recruitment of Retired / retiring Police Officers to Police Staff roles There have been some important changes to the laws surrounding taxation, which are contained in the Finance Act 2004, which came into effect in April On 6 April 2010 the minimum retirement age was raised from 50 to 55 resulting in new rules that have created a problem for schemes where members have the right to draw benefits prior to the age of 55 under what is known as a protected pension age. This impacts on those officers who have retired and started to draw benefits between the ages of 50 and 54 inclusive and have returned to work with the force within one month of retiring HMRC rules state that in such circumstances the following will apply: A break of employment of at least six months, or A break in employment of at least one month and benefits may be abated, or Status: V Last Update: 05/01/2015

20 Recruitment & Selection Workforce Management A break in employment of at least one month and the re-employment is materially different If the above conditions cannot be satisfied then the right to a protected pension age is lost and all pension payments made prior to 55 become unauthorised payments and liable to taxation, the tax would also be levied on the commutation paid. The ex officer will be liable for all tax due on the unauthorised payment in these circumstances To avoid the tax liability, any police officer who retires on a pension under the Police Pension Scheme before the age of 55, must now take a break of at least 1 month before starting a new job within the Force. Status: V Last Update: 05/01/2015