Recruitment and. Selection

Transcription

1 The British Psychological Society REP16/09.02 Recruitment and Selection The British Psychological Society Professional Practice Board Recruitment and Selection to Senior and Consultant Psychologist Posts in Health and Social Care 1. Guidance to Psychology Managers 2. Guidance on the use of National Assessors 3. Appendices St Andrews House 48 Princess Road East Leicester LE1 7DR, UK Tel Fax Incorporated by Royal Charter Registered Charity No September 2002

2 List of Contributors: Chief Assessor Mike Hopley Lead Assessors Jenny Ashcroft Ian Bennun Chris Cullen Alan James John Kincey Maggie Milton Andrew Quarry Phil Richardson Sheelagh Rogers Irene Sclare Charles Twining Richard Warburg David Whitlow Other contributors Malcolm Adams Irene Aggus Lesley Dexter Patrick Smuts Acknowledgement is also made of the input from other applied divisions through the Professional Practice Board Standing Committee on Psychology in Health & Social Care This document consists of three sections: 1. Guidance to Psychology Managers Guidance on the use of National Assessors Appendices

3 1. Guidance to Psychology Managers 1. Introduction Recruitment Summary of recruitment process Recruitment procedures Use of Assessors in recruitment and selection Assessing grade for a replacement Documentation required prior to advertising the vacancy Job description Person specification Eligibility for Chartered Status Use of competencies Advertisement Content Information pack about the employing organisation and department Selection Interview panel Short-listing prior to interview Information to be provided to the Assessor when short-listing Arrangements for interview Interview process Assessment of competencies Selection of a Grade B Consultant Psychologist Post interview Appointment of Clinical Psychologists who have a Statement of Equivalence Appointment of Individuals who are pursuing a Statement of Equivalence Appointment of Applied Psychologists other than Clinical Psychologists Posts open to Applied Psychologists in health and other disciplines Guidance on expertise for discretionary points Regrading in post Part-time Grade B Consultant appointments Involving users in interviews Post interview Feedback to unsuccessful applicants Training programme for successful applicant Trust not following advice of Assessor or not using National Assessors Retention Guidance to Psychology Managers 3

4 1. Introduction This guidance has been developed to help with the concerns of Psychology Managers and Human Resources (HR) Managers about the recruitment of applied (i.e. clinical, counselling, educational, health and clinical health) psychologists in health and social care and those involved in training. This guidance represents work in progress. In recognition that posts are continuously changing, and of the Government s Agena for Change, this document has a review date of October 2003 (12 months from publication). The list of National Assessors for England,Wales and Northern Ireland (available via The British Psychological Society s (BPS) website and the Department of Health (DH) website is divided into 11 Sections: Adult Mental Health Neuropsychology and Neurological Rehabilitation General Psychotherapy Teaching, Training and Research Long Term Psychiatric Disorder (see Appendix 8) Children and Young People Older People Forensic Primary Care Medical/Surgical Services Substance Misuse and Addictive Behaviour Learning Disability Management For each section there is a Lead Assessor/Adviser. In addition further advice can be obtained from the Chief Assessor, contact details can be obtained from The British Psychological Society s website (see above) or the Division of Clinical Psychology (DCP) Administrator at the Society s head office, telephone Academic establishments have their own arrangements for recruiting staff and these may be different to Whitley Council arrangements. Recommendations for the use of National Assessors in the recruitment of staff onto postgraduate programmes in clinical psychology training and education is included at Appendix 8. The list of National Assessors for Scotland is divided into the following nine sections and all assessors are regarded as general assessors with one speciality area. There is one Lead Assessor; contact details can be obtained via The British Psychological Society s website (see above) or the DCP Administrator at the Society s head office. Neuropsychology Learning Disabilities Health Forensic Older People Children and Young People Adult Mental Health Addictions Academic 4

5 2. Recruitment Recruitment of staff is an important part of the work of any manager. Mistakes can be costly in both financial and human terms and so it is important that adequate time is made available to carry out the preparatory work when making new appointments. 2.1 Summary of recruitment process (see Flow Chart on page 8). 2.2 Recruitment procedures In addition to this guidance, check with your HR department the processes that need to be followed in your Trust Use of Assessors in recruitment and selection The use of National Assessors is part of the mechanism to ensure protection of the public and professional standards. Assessors should be asked for advice about both job descriptions and person specifications. This advice will be particularly useful when a new post is being considered. When National Assessors are being invited to be a member of an interview panel, it is also essential to involve them in the short-listing process. Contact with Assessors should be made as soon as possible and dates for likely interviews agreed. National Assessors normally need two, and preferably three, months notice of interview dates so that they can plan their diaries accordingly. Should the interview be cancelled, the Assessor must be informed as soon as possible. Managers should use their discretion about asking for advice about the recruitment of less senior psychologists, however, it is recommended by the DH that employers should seek the advice of one or more National Assessors for appointments above training grades, both on the grading of posts and on the calibre and suitability of candidates. More detailed information about the use of Assessors can be found in Section 2 of this document, Guidance on the use of National Assessors, pages Assessing grade for a replacement It is good practice to use the opportunity created by a member of staff leaving to consider: If the job is different, and in what way is it different; What competences the applicant will have to demonstrate to be able to do the job; The job is graded correctly Documentation required prior to advertising the vacancy Job description The job description and person specification are the base documents for the selection process (a sample job description is provided at Appendix 7. The interview panel will use them to select the person who best meets the criteria and competences described. The job description should: Give the job title that is the official description of the role; Give the overall purpose of the job; Describe the job needing to be undertaken; Define the outcomes expected from a particular action, e.g. a record of a meeting with a client should be written up within 24 hours of the meeting taking place; Describe principal accountabilities and responsibilities; 5

6 2. Recruitment (cont.) Make clear to which job position the post holder will be accountable. This should involve separating professional and managerial accountability. (For more information see Appendix 4 A Joint Advisory Statement from the Chairs of The British Psychological Society Divisions of Clinical, Counselling and Health Psychology and the MSF Family of Psychology, November 2000.); Outline service and organisational structures; Contain a paragraph about carrying out any other duties a manager may require; Give the base location and any other regular travel requirements there may be; State that appointees will be expected to follow The British Psychological Society s Code of Conduct for Chartered Psychologists irrespective of membership of the Society. Managers also need to refer to AL(AP) 4/92 Appendix D Paragraphs 7, 8 and 9 provided at Appendix Person specification The person specification should describe desirable and essential qualifications, qualities and experience expected of the post holder. The person specification should also make it clear whether or not the post will be suitable for applied psychologists eligible to be Chartered (see below) but who do not have a clinical qualification or Statement of Equivalence (see Appendix 2.5) Eligibility for Chartered Status The title Chartered Psychologist is legally recognised and before admission to the Register of Chartered Psychologists individuals must: Have a recognised first degree in psychology; Have recognised postgraduate qualifications; or Have undergone three years approved postgraduate training and supervision; Have been judged fit to practise independently; and Have agreed to follow The British Psychological Society s Code of Conduct and be answerable to a disciplinary system, in which non-psychologists form the majority. Managers wishing further information may contact The British Psychological Society s Admissions Department, telephone or where an electronic copy of the Register of Chartered Psychologists can be accessed Use of competencies A competency is a set of behaviour patterns that the incumbent needs to bring to a position in order to perform its tasks and functions with competence (C.Woodruffe, 1992). What is meant by competency? in R. Boam and P. Sparrow, Designing and Achieving Competency, Maidenhead: McGraw-Hill. Each job has to have a person specification in which competencies specific to the post should be delineated. The person specification should allow clear criteria to be set for short-listing of applicants and to determine interview questions for the panel to ask. Competencies have been agreed for Generic Applied Psychologists. These can be accessed through The British Psychological Society s website, Those for specialist areas are still being developed. Once the Agenda for Change is implemented the use of competences to describe jobs may become commonplace in the NHS in the context of the skills and knowledge framework. 6

7 HR departments should be familiar with the practice of using competences in recruitment documentation. Alternatively a National Assessor will be able to provide guidance specific to senior and consultant posts (see paragraphs and 3.4.2) Advertisement To avoid complaints about lack of equal opportunities to apply for posts, all vacant posts should be advertised internally and externally in publications that will attract the widest possible field of applicants. Trusts may have procedures about the placement of adverts that should be followed Content The advertisement should be clear and state briefly: The requirements of the job; The necessary and desirable criteria for the job applicants; Job location; Job tenure (e.g. contract length and type); Number of sessions available if part-time; Salary; Other aspects of the job that may act as incentives and encourage applicants to want to work for you, e.g. opportunities for CPD; Contact details for someone who can provide further information; The application procedure with closing date for applications and date for interview. Advertisements should be realistic and describe the job as it is now but reference could be made to what you are expecting it to be in the next 12 months Information pack about the employing organisation and department This is important information to be sent to all applicants. It should honestly describe the employing organisation and the department to the potential applicant. HR departments will have a standard pack but psychology managers may wish to add other information to make the job and department more attractive to the applicant. Check the relevance, date and quality of the materials that will be sent out badly photocopied or out-of-date documents do not give a good impression. 7

8 2. Recruitment (cont.) SUMMARY OF RECRUITMENT PROCESS 1a. Assess interest in post. Formal/Informal. 1. Review jobs in Management Group regarding new posts/replacements and review shortfalls in Service. Managers. 2. Confirm funding available. Managers + HR Department. NB: You must wait for clearance before advertising. 3a. Consult with Assessors. Prepare job advert, job description and job specification. Decide where/how to advertise. Managers + HR Department. NB: Remember deadlines for adverts. 3b. Agree interview panel and arrange the interview date if at all possible. Managers + HR Department. NB: Allow at least 2 3 weeks between closing date and interview. Assessors will need 2 3 months notice. 4. Advertise make sure you give HR Department plenty of notice of the journal/newspaper s deadline. Provide HR Department with the job pack (job description, information about the Department, etc.). Managers. 5. Consult with Assessors re short-listing applications that meet your required criteria. Managers. 6. Hold interviews. Manager + agreed panel. Based on original provided by Roger Paxton for Department of Psychological Therapies and Research, Northumberland NHS Trust. 8

9 3. Selection 3.1 Interview panel Please see Appendix 2.2 extract from Guidance on DH website. 3.2 Short-listing prior to interview Information to be provided to the Assessor when short-listing Job description; Person specification; All application forms and CVs; Any other information provided to applicants; Contact details of other assessors involved. Assessors should use the job description and person specification to: Generate clear criteria for shortlisting and selection at interview; Identify what kind of evidence will demonstrate these criteria; Decide on appropriate ratings to be made. Discuss these with the panel prior to the interviews to ensure shared understanding. 3.3 Arrangements for interview Psychology managers need to create the best impression possible to applicants. If applicants feel unwelcome they may withdraw from the interview or at the very least do an unsatisfactory interview and you may lose a very promising employee. Remember the applicant will be making a decision about whether or not they want to work for you as well as you deciding whether you want to employ them. HR departments should have a comprehensive check-list to follow. This check-list should include at least the following items: Book rooms; Book interview panel and confirm interview arrangements; Provide interview panel with information about the applicants; Provide applicants with the time, interview venue, travel arrangements and any other relevant information; Provide applicants with an opportunity to meet people in the department and other potential colleagues so that they can ask questions of them. It may be appropriate to organise a pre-interview informal visit for the applicant. This more informal visit may be useful to both the applicant and potential employer. Make sure all reception staff have been provided with written information about when, where and what time the interview is to take place and what arrangements are in place. Send all interviewers and Assessors relevant documentation, programme for the day and travel details (see Section 2 of this document, Guidance on the use of National Assessors, pages 15 24). 3.4 Interview process Ensure there is a clear decision-making process.who will be involved in making decisions and how will this be done? Clarify the employer s expectations of Assessors and correct these if necessary. 9

10 3. Selection (cont.) Standardise the process as much as possible to ensure fairness. Follow-up questions are likely to be more individually tailored but should still be aimed at collecting evidence relevant to the criteria. It may be necessary to have specific individual questions to clarify issues/problems in the application but again these should be relevant to the person specification and criteria and not infringe equal opportunities legislation. As some referees suggest issues to be explored at interview it is recommended that one person on the panel should read the applicants references, prior to interview, to check that there are no such issues Assessment of Competences This should be done using a number of sources: Job description (paragraph ) will describe the job that needs to be undertaken; Person specification (paragraph ) will provide information about the competences the applicant will be expected to have in order to carry out the job satisfactorily; Interview when specific questions can be asked to elicit information about competences, e.g. asking an applicant to explain how they dealt with a difficult situation; Presentation (although this is more suited for a Grade B Consultant appointment); CV showing evidence of CPD; Application form and references if available Selection of a B Grade Consultant Psychologist As Grade B Consultant Psychologists are the most senior psychology appointments in the NHS normally six years experience is a minimum. The following areas will be worth exploring: Management training and experience, including knowledge of personnel issues; Knowledge and experience of the management of groups other than psychologists; Highly specialist clinical skills and experience; Skills and experience in service planning and development; Resource management including budgeting; Skills and knowledge in implementing clinical and research governance initiatives; Knowledge of current policies and strategies relevant to the delivery of health and social care; Skills in leadership; Extended involvement in teaching and supervision; Involvement in strategic development of services with commissioners, providers and other agencies; Other project developmental work; Career planning that demonstrates the above; Values and ethical issues related to profession and speciality; Wisdom and judgement; Empirical knowledge base; Research achievement; Teaching skills; Evidence of range and types of people asking for expert advice; Provision of consultation and supervision of other health and social care disciplines Post interview No decision should be made or communicated to candidates until references have been seen. Job offers should be subject to health and police checks if appropriate. 10

11 3.5 Appointment of Clinical Psychologists who have a Statement of Equivalence This section should be read alongside the extract from AL (SP) 4/92 paragraph 8 at Appendix 2.3. When interviewing applicants with a Statement of Equivalence (SoE) all their experience in applied psychology, not just that obtained in the UK, or in clinical psychology should be taken into account. 3.6 Appointment of Individuals who are pursuing a Statement of Equivalence A psychologist who is pursuing a Statement of Equivalence will be eliglble for appointment as a Grade A on a probationary basis (Appendix 2.3 paragraph 8.1(b). When appointing individuals who have, or are awaiting an approved training plan for a Statement of Equivalence it will be helpful for managers and the applicant if they negotiate with the individual the time it will take to complete the training plan and any special training arrangements that will need to be put in place to assist with the completion of the training plan. The outcome of these negotiations should be confirmed in the letter of appointment. 3.7 Appointment of Applied Psychologists other than Clinical Psychologists The Society supports the development of clear structures and processes to enable the employment of a wide range of chartered psychologists at all grades (see Appendix 2.5). Areas in which grading issues are particularly pertinent include: Forensic psychologists applying for clinical forensic posts; Counselling psychologists applying for clinical psychology and clinical/counselling posts; Educational psychologists applying for child and adolescent posts; Adult psychotherapy posts in clinical psychology departments; Health Psychologists applying for clinical health psychology posts. Issues that will need to be considered when interviewing: Specific competences needed for posts should be clearly defined in the job description and person specification before the job is advertised (see paragraph above). National Assessors should be able to judge the competence of other post-qualified psychologists using the job description and person specification. The Lead Assessor for that speciality should be contacted if an Assessor needs further advice. The DCP Administrator holds a list of people who are not National Assessors who can be contacted for advice about the appointment of counselling and health psychologists. Each case should be considered on its merits using the grading criteria for clinical psychologists as a guide. Mentoring and training programmes should be considered at interview. 3.8 Posts open to Applied Psychologists in health and other disciplines This section should be read alongside Appendix 2.5 with regard to the definitions of applied psychologists in health. Psychology National Assessors are required for all Senior and Consultant Grade B posts open to applied psychologists in health and social care.where the post is open to applicants from other disciplines, in addition to applied psychologists, it will be necessary to arrange for suitably qualified Assessors to be included in the interview panel. In exceptional circumstances, for example, where it would make the panel too large if a number of additional Assessors were included, it may be possible for psychology National Assessors to act as Assessors for applicants from other disciplines. However, this is a matter for negotiation with the Assessors concerned. 11

12 3. Selection (cont.) 3.9 Guidance on expertise for discretionary points This section should be read alongside AL (SP) 4/92 paragraph 9.4 at Appendix 2.4. National Assessors will be able to give a wider perspective on this issue. Assessors being asked to give advice may find it useful to consult with Assessor colleagues in order to make a decision Regrading in post There should be two stages of assessment: 1. The post must be reviewed and the advice of two National Assessors sought regarding the appropriateness for this post to be at Grade B. Assessors will expect to see relevant documentation including: Old job description; New job description to reflect the increased expectations of a higher grade (this should normally be working at a higher level in the same specialty not a new post in a different specialty); An account of how the post fits into the clinical service and the psychology service, i.e. the wider context. 2. The person to be regraded must be assessed for their suitability for appointment at Consultant Grade B. This should follow the normal procedure including interview and must include advice from two National Assessors at least one of whom must be from the relevant speciality section of the list and one of whom should come from outside the Trust. (see Appendix 2.2). Documentation required includes: an up-to-date curriculum vitae showing a high and sustained level of achievement; a reference or report from psychology head and/or service manager indicating support for the regrading because of the individual s contribution to the service. An interview has the merit of: a. giving a clear message to managers as to the suitability of staff and how they compare with those applying for posts at that grade; b. giving the member of staff support in this transition including advice on personal professional development. It is now an accepted practice that an interview using National Assessors should always take place in the event of a regrading to a Grade B post Part-time Grade B Consultant appointments The applicant should show evidence of competence to be able to work at a Grade B level. When a person already has a part time post, each post should be graded appropriately and independently Involving users in interviews Trusts may have a policy about the involvement of users. If so this should be referred to. This is a developing area of expertise and there are several ways to involve users. Examples include: Ensure training in selection and interview techniques is provided to users as involvement on interview panels would raise a number of quite complex issues, including how this might influence the types of questions that are asked; The new Patient Forums or Patient Advisory and Liaison Services (PALS), that are soon to be part of every Trust, could be sources of user interviewers and provide them with support; Contact service user groups already working with the Trust and use their experience in this area; Have a user as a member of the interview panel; 12

13 Invite a selection of users to attend a presentation by candidates. Their role would involve asking questions and giving qualitative and quantitative feedback on each candidate in a structured format; Users could meet with job applicants, interview them and provide their views to the panel. Users would not officially have a veto, but if they seriously objected to a particular appointment, this would be given serious consideration. This can work very well; Consider payment to users if they are likely to be in employment. Travel costs should be reimbursed. 13

14 4. Post interview 4.1 Feedback to unsuccessful applicants All applicants should be given the opportunity to obtain feedback on their interview. This feedback could include advice about interview technique as well as what CPD the applicant could do before applying for another job. It may be appropriate for one or both National Assessors to be available to be contacted by unsuccessful applicants for feedback and advice. 4.2 Training programme for successful applicant In some cases a need for CPD for the applicant will be identified at interview this could be, for example, training in management as well as clinical matters. Psychologists who do not have a clinical psychology qualification but who will be working in a clinical setting and those who are changing specialities may need to have a Training Needs Analysis undertaken prior to arranging a programme of CPD for them. 4.3 Trust not following advice of Assessor or not using National Assessors The Assessors concerned should discuss the situation with the Chief Assessor. The Chief Assessor should then notify the Chief Executive Officer of the Trust concerned if the situation merits it. 5. Retention Applied Psychologists in health are a scarce resource and, therefore, all psychology managers should consider how good staff could be retained. The following should be considered: Opportunities for CPD; Supervision and peer support from colleagues; Supportive environment in which to work; Opportunities to network with colleagues locally and nationally; Planned career development; Collaborative working on service development or research projects; The standing and influence of the psychology department within the Trust and the local health and social care community; Existing agreements provide pay flexibility opportunities to address proven recruitment and retention difficulties. In such cases, pay supplements of up to 20 per cent can be awarded, and in the case of London 30 per cent; Use of discretionary points; Links with local Training Courses and Academic Institutions; Trust policies supportive of employees in relation to child care, etc.; Track record of staff development and promotion. 14

15 2. Guidance on the use of National Assessors 1. Introduction Public protection Summary of process Use of Assessors at planning stage of the recruitment process Use of National Assessors Contact National Assessors early Short-listing Role of the Assessor at this stage Information required by the Assessor when short-listing Interview process Information to be provided to Assessor prior to interview Role of Assessor at interview Post interview Feedback to unsuccessful applicants Training programme for successful applicant Trust not following advice of Assessor or not using National Assessors Applicants without a UK Clinical Psychology qualification Appointment of Clinical Psychologists who have a Statement of Equivalence Appointment of Individuals who are pursuing a Statement of Equivalence Appointment of Applied Psychologists who do not have clinical qualifications and are not pursuing a Statement of Equivalence Eligibility for Chartered Status Posts open to Applied Psychologists in health and other disciplines Regrading in post Part-time Grade B appointments Guidance on the use of National Assessors 15

16 1. Introduction This guidance has been developed to help with the concerns of Psychology Managers and Human Resources (HR) Managers about the recruitment of applied (i.e. clinical, counselling, educational, health and clinical health) psychologists in health and social care and those involved in training. This guidance represents work in progress. In recognition that posts are continuously changing, and of the Government s Agena for Change, this document has a review date of October 2003 (12 months from publication). The list of National Assessors for England,Wales and Northern Ireland (available via The British Psychological Society s (BPS) website and the Department of Health (DH) website is divided into 11 Sections: Adult Mental Health Neuropsychology and Neurological Rehabilitation General Psychotherapy Teaching, Training and Research Long Term Psychiatric Disorder (see Appendix 8) Children and Young People Older People Forensic Primary Care Medical/Surgical Services Substance Misuse and Addictive Behaviour Learning Disability Management For each section there is a Lead Assessor/Adviser. In addition further advice can be obtained from the Chief Assessor, contact details can be obtained from The British Psychological Society s website (see above) or the Division of Clinical Psychology (DCP) Administrator at the Society s head office, telephone Academic establishments have their own arrangements for recruiting staff and these may be different to Whitley Council arrangements. Recommendations for the use of National Assessors in the recruitment of staff onto postgraduate programmes in clinical psychology training and education is included at Appendix 8. The list of National Assessors for Scotland is divided into the following nine sections and all assessors are regarded as general assessors with one speciality area. There is one Lead Assessor; contact details can be obtained via The British Psychological Society s website (see above) or the DCP Administrator at the Society s head office. Neuropsychology Learning Disabilities Health Forensic Older People Children and Young People Adult Mental Health Addictions Academic 1.1 Public protection The use of National Assessors is a part of the mechanism to ensure protection of the public, professional standards and compliance with clinical governance. 16

17 2. Summary of process The flow chart below summarises the process that should be followed in order to ensure good practice in making appointments. SUMMARY OF RECRUITMENT PROCESS 1a. Assess interest in post. Formal/Informal. 1. Review jobs in Management Group regarding new posts/replacements and review shortfalls in Service. Managers. 2. Confirm funding available Managers + HR Department. NB: You must wait for clearance before advertising. 3a. Consult with Assessors. Prepare job advert, job description and job specification. Decide where/how to advertise. Managers + HR Department. NB: Remember deadlines for adverts. 3b. Agree interview panel and arrange the interview date if at all possible. Managers + HR Department. NB: Allow at least 2 3 weeks between closing date and interview. Assessors will need 2 3 months notice. 4. Advertise make sure you give HR Department plenty of notice of the journal/newspaper s deadline. Provide HR Department with the job pack (job description, information about the Department, etc.). Managers. 5. Consult with Assessors re short-listing applications that meet your required criteria. Managers. 6. Hold interviews. Manager + agreed panel. Based on original provided by Roger Paxton for Department of Psychological Therapies and Research, Northumberland NHS Trust. 17

18 3. Use of Assessors at the planning stage of the recruitment process An extract from the Guidance on the DH website is provided in Appendix 2.1. Assessors should be asked for advice about both job descriptions and person specifications. This advice will be particularly useful when a new post is being considered. Taking advice prior to advertisements being placed should ensure that the job is attractive to as wide range of potential applicants as possible. Psychology managers will need to check with their HR department regarding the processes that need to be followed in their Trust. Recruitment of staff is an important part of the work of any manager. Mistakes can be costly in both financial and human terms and so it is important that adequate time is made available to carry out the preparatory work when making new appointments. 3.1 Use of National Assessors Guidance on the use of National Assessors on the DH website (Appendix 2.1) states that two National Assessors are required for Grade B Posts. At least one should come from outside the Region; this can be interpreted as outside the Trust. Employers should use their discretion about contacting National Assessors for advice about less senior psychologist appointments. A list of National Assessors is available electronically (see paragraph 1, page 16). For advice on appointments to postgraduate courses in clinical psychology see Appendix Contact National Assessors early When a National Assessor is being invited to be a member of an interview panel it is helpful to the Assessor if contact is made as soon as possible and dates for likely interviews agreed. Normally National Assessors need two and preferably three months notice of interview dates so that they can plan their diaries. Assessors should be contacted well in advance to agree dates, rather than be asked at the last minute to attend interviews. In the event of a cancellation the Assessor must be contacted as soon as possible. It is usually at least two months between submitting the advertisement and interview so plenty of notice can be given to assessors without additional delay. 18

19 4. Short-listing 4.1 Role of the Assessor at this stage It is essential that National Assessors are involved in the short-listing of candidates. This involvement is essential when a Grade B Consultant Psychologist is being appointed and the Assessor s role is similar to that in the final selection interview (see paragraph 5.2 below). Assessors should liaise with other Assessors at this stage to discuss any problematic areas. 4.2 Information required by the Assessor when short-listing This should include: Job description; Person specification; All application forms and CVs; Any other information provided to applicants; Contact details of the other Assessor involved. 19

20 5. Interview process 5.1 Information to be provided to Assessor prior to the interview A programme for the day. This should provide time for all the interviewers to have a discussion about the structure of the interviews and prepare a list of questions that are likely to illicit the relevant information from the candidates at interview. Details of how to get to the interview venue and any other arrangements. As some referees suggest issues to be explored at interview it is recommended that one person on the panel should read the applicant s references prior to interview to check that there are no such issues. 5.2 Role of Assessor at interview The Assessor should: Check qualifications, assess competence and eligibility for appointment against the job description and person specification; Advise the employing authority as to which candidates could undertake the duties of the post satisfactorily; Bring to the employing authority information about standards on a wider scale, e.g. they can advise how applicants for a particular post compare generally with psychologists occupying similar posts elsewhere; If there has been a disappointing response an Assessor could be expected to advise whether a re-advertisement could be expected to produce a better field; Be able to justify decisions for appointments and rejections in case the process and or outcomes are challenged in the future. 20

21 6. Post interview 6.1 Feedback to unsuccessful applicants All applicants should be given the opportunity to obtain feedback on their interview. This feedback could include advice about interview technique as well as what CPD the applicant could do before applying for another job. It may be appropriate for one or both National Assessors to be available to be contacted by unsuccessful applicants for feedback and advice. 6.2 Training programme for successful applicant In some cases a need for CPD for the applicant will be identified at interview this could be, for example, training in management as well as clinical matters. Psychologists who do not have a clinical psychology qualification but who will be working in a clinical setting and those who are changing specialities may need to have a Training Needs Analysis undertaken prior to arranging a programme of CPD for them. 6.3 Trust not following advice of Assessor or not using National Assessors The Assessors concerned should discuss the situation with the Chief Assessor. The Chief Assessor should then notify the Chief Executive Officer of the Trust concerned if the situation merits it. 21

22 7. Applicants without a UK Clinical Psychology qualification 7.1 Appointment of Clinical Psychologists who have a Statement of Equivalence This section should be read alongside the extract from AL (SP) 4/92 paragraph 8 attached at Appendix 2.3. When interviewing applicants with a Statement of Equivalence (SoE) all their experience in applied psychology, not just that obtained in the UK, or in clinical psychology should be taken into account. 7.2 Appointment of Individuals who are pursuing a Statement of Equivalence A psychologist who is pursuing a Statement of Equivalence will be eliglble for appointment as a Grade A on a probationary basis (Appendix 2.3 paragraph 8.1(b). When appointing individuals who have, or are awaiting an approved training plan for a Statement of Equivalence it will be helpful for managers and applicants if they negotiate with the individual the time it will take to complete the training plan and any special training arrangements that will need to be put in place to assist with the completion of the training plan. The outcome of these negotiations should be confirmed in the letter of appointment. 7.3 Appointment of Applied Psychologists who do not have clinical qualifications and are not pursuing a Statement of Equivalence The Society supports the development of clear structures and processes to enable the employment of a wide range of chartered psychologists at all grades (see Appendix 2.5). Areas in which grading issues are particularly pertinent include: Forensic psychologists applying for clinical forensic posts; Counselling psychologists applying for clinical psychology posts; Educational psychologists applying for child and adolescent posts; Adult psychotherapy posts in clinical psychology departments; Health Psychologists applying for clinical health psychology posts. Issues that will need to be considered when interviewing include: Specific competences needed for posts should be clearly defined in the job description and person specification before the job is advertised (see paragraph in Section 1 of this document; Guidance to Psychology Managers, pages 3 14). National Assessors should be able to judge the competence of other post-qualified psychologists using the job description and person specification. The Lead Assessor for that speciality should be contacted if an Assessor needs further advice. The DCP Administrator holds a list of people who are not National Assessors who can be contacted for advice about the appointment of counselling and health psychologists. Each case should be considered on its merits using the grading criteria for clinical psychologists as a guide. Mentoring and training programmes are often needed when other applied psychologists are appointed. 22

23 7.3.1 Eligibility for Chartered Status The title Chartered Psychologist is legally recognised and before admission to the Register of Chartered Psychologists individuals must: Have a recognised first degree in psychology; Have recognised postgraduate qualifications; or Have undergone three years approved postgraduate training and supervision; Have been judged fit to practise independently; and Have agreed to follow The British Psychological Society s Code of Conduct and be answerable to a disciplinary system, in which non-psychologists form the majority. Managers wishing further information may contact The British Psychological Society s Admissions Department, telephone or where an electronic copy of the Register of Chartered Psychologists can be accessed. 7.4 Posts open to Applied Psychologists in health and other disciplines Psychology National Assessors are required for all Senior and Consultant Grade B posts open to applied psychologists in health.where the post is open to applicants from other disciplines, in addition to applied psychologists, it will be necessary to arrange for suitably qualified Assessors to be included in the interview panel. In exceptional circumstances, for example, where it would make the panel too large if a number of additional Assessors were included, it may be possible for psychology National Assessors to act as Assessors for applicants from other disciplines. However, this is a matter for negotiation with the Assessors concerned. 23

24 8. Regrading in post There should be two stages of assessment: 1. The post must be reviewed and the advice of two National Assessors sought regarding the appropriateness for this post to be at Grade B. Assessors will expect to see relevant documentation including: Old job description; New job description to reflect the increased expectations of a higher grade (this should normally be working at a higher level in the same specialty not a new post in a different specialty); An account of how the post fits into the clinical service and the psychology service, i.e. the wider context. 2. The person to be regraded must be assessed for their suitability for appointment at Grade B. This should follow the normal procedure including interview and must include advice from two National Assessors at least one of whom must be from the relevant speciality section of the list and one of whom should come from outside the Trust (see Appendix 2.2). Documentation required includes: An up-to-date curriculum vita showing a high and sustained level of achievement; A reference or report from psychology head and/or service manager indicating support for the regrading because of the individual s contribution to the service. An interview has the merit of: a. Giving a clear message to managers as to the suitability of staff and how they compare with those applying for posts at that grade; b. Giving the member of staff support in this transition including advice on personal professional development. An interview using National Assessors should always take place in the event of a regrading to a Grade B post. 9. Part-time Grade B appointments The applicant should show evidence of competence to be able to work at a Grade B level; When a person already has a part time post, each post should be graded appropriately and independently. 24

25 3. Appendices 1. Professional Practice Guidelines for Assessors Department of Health Circulars How to use the National Assessors List Composition of appointment panels Appointment of Clinical Psychologists Guidance on expertise for discretionary points Appointment of Psychologists eligible to be Chartered who do not have a clinical qualification or Statement of Equivalence Recruitment and selection of National Assessors A Joint Advisory Statement from the Chairs of The British Psychological Society Division of Clinical, Counselling, and Health Psychology and the MSF Family of Psychology...34 Organisational and Management Structures: Impact on the quality and effectiveness of professional service delivery. November Continuing Professional Development. Preparing for promotion to a Grade B or Consultant post Description of specialities Sample job description Use of National Assessors in recruitment of staff onto postgraduate programmes for Clinical Psychology training and education Appendices 25

26 Appendices (cont.) Appendix 1 Professional Practice Guidelines for Assessors Introduction The recruitment, selection and appointment of senior psychology posts in the NHS is an important element for ensuring clinical governance and high professional standards. It is particularly important that there is a rigorous process for the appointment of the most senior clinical psychology posts within the NHS. These professional practice guidelines should be read alongside The British Psychological Society s Code of Conduct, Ethical Principles and Guidelines and the Division of Clinical Psychology Professional Practice Guidelines. 1. General Assessors should conduct themselves in a manner which promotes professional standards, does not bring the profession into disrepute, and be mindful of high professional standards 2. Training All Grade B Assessors should have undertaken: (a) generic training in recruitment, selection and interviewing, which may have been organised by the individuals employers; and (b) more specific training organised under the auspices of the DCP. 3. Equal opportunities An Assessor should make sure that no applicants receive less favourable treatment on the grounds of, for example, gender, colour, ethnic origin, nationality, religion, disability, sexual orientation or age or is disadvantaged by terms or requirements which cannot be shown to be justified. 4. Confidentiality Assessors should take all reasonable steps to preserve the confidentiality of information acquired through their work as an Assessor. 5. Making assessments An Assessor must be honest and objective when appraising or assessing an applicant. The role of an Assessor is to advise the employing Trust which of the applicants could be appointed. In some cases it may not be appropriate for the assessor to express an opinion about individual applicants. Assessors should not have votes. 6. Conflicts of interest An Assessor may not be involved in any interviews where there may be a conflict of interest, e.g. working in the same Trust, have close personal relationships with an applicant. 26

27 Appendix 2 Department of Health Circulars Appendix 2.1 How to use the National Assessors List Extract from Guidance on the DH website (see pages 4 and 16). Individual Assessors are listed under their speciality: for each speciality, advisers are marked *. These advisers may be approached by employers for advice on the most appropriate Assessors for particular appointments.they are not expected to act as Assessors any more than other Assessors listed. Personnel Officers are encouraged to approach Assessors as soon as possible after the decision to advertise a post has been made. Appendix 2.2 Composition of appointment panels Extract from Guidance on the DH website (see pages 4 and 16). Short-listing and interviewing panels should comprise, apart from appropriate NHS employer personnel, the following: (i) for trainee posts, the selection panel should include both the head of the training course (or their nominee) and a representative of the clinical supervisors associated with the course; (ii) for posts in the main professional grade (Grade A) which is covered by pay points 25 to 32, Assessors (who must be graded at pay point 33 or above) may be brought in at the discretion of the employing authority, although it is recommended that there would be benefit in seeking their advice; (iii) for posts in the main professional grade (Grade A) on pay point 33 or above, the short-listing and selection panel should include one Assessor who may either be: From the relevant section of the national assessors list 1 ;or A higher grade psychologist in that speciality from outside the Region 2 ;or Exceptionally, by agreement with the relevant speciality adviser from the national list, be a Grade A psychologist above point 33 from outside the Region 2 ; (iv) for posts in the higher grade (Grade B) the short listing and selection panel must include two Assessors, at least one of whom should come from outside the Region 2 where the appointment is made. At least one Assessor should be selected from the speciality relevant to the appointment being made, but the other Assessor may come from another speciality. Assessors for posts with mixed responsibilities should be selected to reflect these responsibilities; (v) selection panels should normally include the immediate superior clinical psychologist, or the district head or adviser, or head of department.where the appointment has close associations with a university or other institute of higher education, an additional member from the institution should be invited to sit on the panel. 1 Employers are asked to use their discretion on using National Assessors for Grade A appointments. 2 This can be interpreted as outside the employing Trust. 27