EMPLOYMENT POLICIES FOR APPROVAL AND ADOPTION. Executive Lead: Director of Workforce and Organisational Development

Transcription

1 AGENDA ITEM March 2014 EMPLOYMENT POLICIES FOR APPROVAL AND ADOPTION Executive Lead: Director of Workforce and Organisational Development Author: Senior Human Resources Policy & Compliance Officer Contact Details for further information: Rachel Pressley SITUATION This paper summarises for the People, Performance and Delivery (PPD) Committee details of Employment Policies/Guidelines for approval and adoption by the UHB. BACKGROUND Within the UHB, employment policies and procedures are developed and reviewed in partnership via the Employment Policies Sub Group (EPSG) and, where appropriate though the Local Negotiating Committee (LNC). The development of such policies involves a comprehensive consultation process, including submission to the UHB Local Partnership Forum before final submission for adoption or approval by the People, Performance and Delivery Committee. A similar process exists for the adoption of All Wales employment policies. 1 Recruitment and Selection Policy The recruitment and selection of staff is a key responsibility of all UHB managers. By ensuring that robust and up to date guidance is available, the UHB can support managers in this and be assured that they are operating within the confines of current employment legislation and they are able to avoid discrimination and recruit safely. The UHB has a pre-existing Recruitment and Selection Policy which has now been updated to support managers in providing a fair, consistent and effective approach to the recruitment and selection processes. The key amendments to the revised Policy are: the responsibilities of NWSSP Recruitment Services have been included. a section on considering the Welsh Language Act and the Welsh language skills required for each post has been added. a section on Reckonable Service and starting salary has been incorporated as this had previously been included in a separate Recruitment Procedure. Employment Policies Page 1 of 6 People Performance and Delivery Committee 4 March 2014

2 information about equality considerations in recruitment and the Equality Act has been updated. guidance on considering whether or not there is scope for modernisation/skill mix when considering replacing posts has been included. A copy of the revised Recruitment and Selection Policy and EQIA has been attached as Appendix 1. Prior to the establishment of NHS Wales Shared Services Partnership a Recruitment Procedure existed to provide guidance for managers on the processes to be followed when recruiting staff. This is now very out of date and is no longer required as NWSSP provides its own procedural guidance. Currently there is also a separate Policy to Support the Recruitment of Staff to Work with Children and Vulnerable Adults. This is also out of date and has now been merged with the revised Recruitment and Selection Policy. The PPD Committee is therefore asked to rescind both the Recruitment and Selection Procedure and the Policy to Support the Recruitment of Staff to Work With Children and Vulnerable Adults, and approve the revised Recruitment and Selection Policy Copies of the Recruitment and Selection Procedure and the Policy to Support the Recruitment of Staff to Work with Children and Vulnerable Adults are attached as Appendices 2 and Social Media Guidelines These guidelines have been developed in recognition of the fact that many employees use social media for personal and professional purposes. While this is generally uncomplicated and trouble-free, social media has increasingly blurred the lines between, and can have repercussions in, people s personal and professional lives. The purpose of this guidance is to set out the expectation that all staff behave appropriately and in a way which is consistent with the UHB values and professional codes of conduct when using social media, and especially: if a member of staff identifies an association with the UHB. discusses their work, colleagues or patients. if a member of staff comes into contact, or is likely to, with service users on social media sites. The guidelines recognise that there are advantages and disadvantages to the use of social media and provide practical advice and guidance. In particular, staff are reminded that any communications made in a personal or professional capacity through social media must not: breach confidentiality. bring the organisation into disrepute. do anything that could be considered discriminatory against, or bullying or harassment of, any individual. distribute sexually explicit material. Employment Policies Page 2 of 6 People Performance and Delivery Committee 4 March 2014

3 use social networking sites in any way which is unlawful (including breach of copyright law). Employees are also advised that inappropriate action online, including breaches of the principles set out in these guidelines, may lead to disciplinary action. The PPD Committee is asked to note that an All Wales Electronic Communications Policy is currently under development. The latest version of this Policy has been considered in the drafting of the Social Media Guidelines, but it is proposed that the guidelines are given a one year review date so that they can be reviewed within the context of the All Wales Policy when it is approved. A copy of the Social Media Guidelines and EQIA has been attached as Appendix 4. 3 NHS Wales Recruitment and Retention Payment Protocol The NHS pay system is predicated on the basis that employees will receive equal pay for work of equal value. However, it is accepted that market forces will apply to some jobs and some geographical areas. These market forces can be addressed by the payment of a Recruitment and Retention Payment (RRP). An All Wales Recruitment and Retention Payment Protocol has been developed to provide information, advice and guidance on the process for determining an RRP and the process for consulting on the proposed RRP prior to implementation. The protocol is applicable to Agenda for Change posts where market pressures would otherwise prevent the organisation from being able to recruit and retain staff in sufficient numbers (for the posts concerned) at the normal salary for the job. The NHS Wales Recruitment and Retention Payment Protocol must be adopted by all NHS Wales organisations as the standard protocol for Recruitment and Retention Payments and can only be amended through agreement with the Welsh Partnership Forum. A copy of the NHS Wales Recruitment and Retention Payment Protocol is attached as Appendix 5. 4 NHS Wales Employment Break Policy The UHB is committed to working practices which support and enhance its reputation as an employer which is delivering quality, care and excellence. An Employment Break Policy has been developed on an All Wales basis which recognises that employees may wish to take a break from their substantive employment for specific reasons and provides a means of facilitating this. The policy must be adopted by all NHS Wales organisations as the standard policy for employment breaks and can only be amended through agreement with the Welsh Partnership Forum. An employment break means that an employee does not have to resign from their post but their contract will be suspended for the duration of the career break. Employment breaks are intended for childcare, elder care; care for another dependant, training, study leave or to undertake voluntary work, but other reasons Employment Policies Page 3 of 6 People Performance and Delivery Committee 4 March 2014

4 will be considered, on their merits. All applications will be considered subject to the needs of the Service, and as a consequence, approval cannot be guaranteed. The UHB already has Employment Break Guidelines in place, which are based along the same principles. Key differences between the two documents include: healthcare professionals may now be given incremental credit for service in a developing country. Employment breaks can be one single period or more than one period. Previously this option was not available. Employees may work bank in the NHS. The current guidelines restrict this to 50% of their contracted hours, but this limit is removed in the new policy. Notice to return to work following an employment break is graduated depending on the length of the break. In addition, the All Wales Policy provides organisations with the option to add a time limited claw back to recover employer pension contributions where an employee leaves within a specific time period following their return. NHS pension arrangements require the UHB to pay the employer contributions during the first six months of the employment break i.e. the UHB pays the employer contributions even though the employee is not working. After this time, the employee may continue to contribute to the pension scheme for a further 18 months but is responsible for paying both the employee and employer contributions. This was discussed at the Employment Policy Sub Group and the Group recommended that for employment breaks of less than 1 year, a claw back period of 6 months would be used i.e. if the employee left within 6 months of returning from the career break, the employer pension contributions would be recovered. For any employment breaks of more than 1 year, the claw back period would be 12 months. These clauses will be included in the employment break agreement. A copy of the NHS Wales Employment Break Policy and EQIA are attached as Appendix 6. ASSESSMENT Consultation arrangements The above policies, protocols and guidelines have been developed and agreed in partnership, either through the Employment Policies Sub Group and Local Partnership Forum or by the Welsh Partnership Forum. Locally, wide consultation has taken place to ensure that the Recruitment and Selection Policies and Social Media Guidelines meet the needs of our staff, as well as patients, partners and the UHB. The following table details those that have been consulted:- Postholders/ Groups/Organisations Consulted Date Consulted/ Rationale for not Consulting Executive Directors LPF 30 January N Comments Received: Y/N Employment Policies Page 4 of 6 People Performance and Delivery Committee 4 March 2014

5 Clinical Board Management Teams Staff Representatives Appropriate Subject Committee/Group(s) (please specify) Relevant Professional Group(s) / Subject Specialist(s) (please specify) Service User Representatives/ Stakeholder Groups (please specify) Third Sector/Partner Organisations (please specify) Other (please specify) January 2014 N EPSG 24 October 2013, LPF 30 January 2013 and via 15 January 2014 IT Security Sept 13 NWSSP Employment Services 21 November 2013 Chair UHB Rainbow Forum 15 January 2014 Representative of the the All Wales Electronic Communications Policy working group Y Y Y Y The Social Media Guidelines and the Recruitment and Selection Policy were posted on the UHB Intranet Consultation page on 19 December 2013 and 15 January 2014 respectively and comments were invited within two weeks of these dates. As an All Wales Policy the processes followed for the Employment Break Policy and Recruitment and Retention Payment Protocol differed, but full consultation with staff representatives and managers took place at a National level. The primary source for dissemination of these documents within the UHB will be via the intranet and clinical portal. It will also be made available to the wider community and our partners via the UHB internet site.. RECOMMENDATION The People, Performance and Delivery Committee is asked to: APPROVE the adoption of the Employment Break Policy by the UHB APPROVE the adoption of the Recruitment and Retention Payment Protocol by the UHB APPROVE the Recruitment and Selection Policy APPROVE the Social Media Guidelines AGREE to rescind the Recruitment and Selection Procedure AGREE to rescind the Policy to Support the Recruitment of Staff to Work With Children and Vulnerable Adults Employment Policies Page 5 of 6 People Performance and Delivery Committee 4 March 2014

6 SUPPORT the proposal that employer pension contributions should be clawed back if an employee leaves within 12 months of returning from an employment break (6 months if the employment break less than 12 months in duration) Financial Impact No additional costs attached to these policies/procedures have been identified. The Employment Break Policy provides the UHB with the opportunity to claw back pension contributions made during an employment break if the individual leaves within an agreed time following their return to work. Quality, Safety and Experience Standards for Health Services The implementation of these policies will positively impact on the delivery of clinical services through the raising of standards. The recommendation that these policies and guidelines are approved impacts on the delivery of the Standard 25 Workforce Recruitment and Employment Practices in the Standards for Health Services in Wales. Risks and Assurance The Report provides assurances against Healthcare Standard 25 Equality and Diversity All local Employment policies, procedures and guidelines are accompanied by a detailed Equality Impact Assessment (EQIA) which has been agreed in partnership. Policies developed on a All Wales basis are subject to similar processes coordinated by NHS Wales Employers and signed off by the Welsh Partnership Forum Advice has been sought, where necessary, from the Equality Manager. Employment Policies Page 6 of 6 People Performance and Delivery Committee 4 March 2014

7 APPENDIX 1 RECRUITMENT AND SELECTION POLICY Reference No: Issued by Policy Manager Version No: 1 Previous Trust / LHB Ref No: TR56 Documents to read alongside this Policy, Procedure etc (delete as necessary) Recruitment & Selection Toolkit for NHS Managers Secondment Policy Disclosure and Barring Service Policy Fixed Term Guidelines Professional registration policy Redeployment Policy New and Changed Jobs Protocol Classification of document: Area for Circulation: Author/Reviewee: Executive Lead: Group Consulted Via/ Committee: Approved by: Date of Approval: Date of Review: Date Published: Employment Policy UHB Wide Assistant HR Manager / Senior HR Policy and Compliance Officer / RCN / BDA Director of Workforce and OD Employment Policy Sub Group Local Partnership Forum People, Performance and Delivery Committee Date committee approved Date document due for review Date becomes live Disclaimer When using this document please ensure that the version you are using is the most up to date either by checking on the UHB database for any new versions. If the review date has passed please contact the author. OUT OF DATE POLICY DOCUMENTS MUST NOT BE RELIED ON Recruitment and Selection Policy Page 1 of 29 Reference Number: Version Number: 1

8 Cardiff and Vale University Health Board Version Number Date of Review Approved Date Published Summary of Amendments 1 Updated to reflect change in process due to Shared Services Recruitment and Selection Policy Page 2 of 29 Reference Number: Version Number: 1

9 Cardiff and Vale University Health Board CONTENTS Page 1 Introduction 4 2 Policy statement 4 3 Aim 4 4 Objectives 4 5 Scope 4 6 Value Based Recruitment 5 7 Responsibilities 5 8 Principles Governing Recruitment and Selection 6 9 Recruitment and the Welsh Language 8 10 Evidence Required to Make a Salary Offer 8 11 Induction 8 12 Resources 9 13 Training and Further Guidance 9 14 Equality Statement Audit Distribution Review 10 Appendices 1 Legal Considerations 12 2 Evidence Required to Make a Salary Offer 14 Recruitment and Selection Policy Page 3 of 29 Reference Number: Version Number: 1

10 Cardiff and Vale University Health Board 1 INTRODUCTION Cardiff and Vale University Health Board (UHB) recognises that its employees are fundamental to its success. In view of this, the UHB is committed to attracting, appointing and retaining qualified, motivated staff with the required skills and experience to ensure the delivery of a quality service and support its values. In order to achieve this, all managers must work within a well defined recruitment policy. 2 POLICY STATEMENT 3 AIM The recruitment and selection of staff is a key responsibility of all UHB managers. This Policy has been designed to support managers in providing a fair, consistent and effective approach to the recruitment and selection processes. By following the guidance in this policy, recruiting managers can be assured that they are operating within the confines of current employment legislation and they are able to avoid discrimination and recruit safely without putting the UHB at risk. The UHB is committed to ensuring that the recruitment and selection of staff is conducted in a systematic, comprehensive and fair manner, promoting equality of opportunity at all times, eliminating discrimination and promoting good relations between all. 4 OBJECTIVES To ensure that managers are clear about the principles underlying the recruitment and selection processes To provide a robust framework to ensure compliance and promote best practice within the necessary legislative framework, whilst maximising flexibility to meet the varying needs of the UHB. To appoint the best candidate for each position To promote the values of the UHB and ensure that this is reflected in the selection of candidates. 5 SCOPE This policy applies to all managers and staff who are involved in the recruitment and selection of UHB employees. Recruitment and Selection Policy Page 4 of 29 Reference Number: Version Number: 1

11 Cardiff and Vale University Health Board Separate procedures apply in respect of the recruitment and selection of medical and dental staff. Advice on these procedures can be obtained from Medical Workforce. 6 VALUE BASED RECRUITMENT The UHB acknowledges that its primary purpose is to care for people and keep them well. As such, values and example behaviours have been identified which guide the way all staff work and the way we behave with other. These values and behaviours are: We care about the people we serve and the people we work with We trust and respect one another We take personal responsibility We treat people with kindness We act with integrity Treat people as you would like to be treated and always with compassion Look for feedback from others on how you are doing and strive for better ways of doing things Be enthusiastic and take responsibility for what you do. Thank people, celebrate success and when things go wrong ask what can I learn? Never let structures get in the way of doing the right thing. Managers are expected to consider this as an integral part of the recruitment process. Managers should ensure that applicants understand that employees are expected to behave in accordance with the UHB values at all times, demonstrating commitment to the delivery of high quality services to patients. 7 RESPONSIBILITIES Managers have a responsibility to ensure that they are up to date with the recruitment and selection guidance and processes and that they act in a way that ensures the organisations recruitment, selection and appointment of staff is done in a fair, anti-discriminatory and safe manner. This includes understanding their role and the role played by Human Resources and the NHS Wales Shared Services Partnership Employment Services Team. Recruitment and Selection Policy Page 5 of 29 Reference Number: Version Number: 1

12 Cardiff and Vale University Health Board The Workforce and OD function is required to: provide advice on the vacancy approval process and the appropriate documentation that must be submitted. Provide advice on legislation and principles that govern the recruitment and selection process. Ensure that managers have adequate information, guidance and support to fulfil their role in the recruitment and selection of staff. Maintain close links with NWSSP to ensure compliance, quality and efficiency in all aspects of the recruitment and selection process. NHS Wales Shared Services Partnership now provides all Recruitment Services for Wales. The Recruitment and Selection Department within NWSSP is responsible for advertising and recruiting into vacant posts in a professional, timely manner whilst ensuring that all the required pre-employment checks take place. 8 PRINCIPLES GOVERNING RECRUITMENT AND SELECTION The UHB aims to work at all times within current employment legislation and best practice guidelines to ensure a fair and equitable recruitment process. At each stage of the recruitment process due consideration must be paid to the legal framework attached as Appendix 1. All UHB employees involved in the recruitment and selection process have a duty to adhere to the principles set out below at all stages of the recruitment process: 8.1 Before any decision is made to advertise a job, NHS employers should decide that a real vacancy exists and should be clear about the requirements of the job. Consideration should be given to whether or not there is scope for modernisation or skill mix before replacing posts. Each job should have a written job description, person specification and KSF outline. These should be reviewed every time a vacancy occurs to ensure that they remain relevant and are flexible, including making reasonable adjustments should people with disabilities apply. Person specifications should outline the genuine minimum requirement and, where appropriate, any genuine occupational qualification (GOQ see Appendix 1) necessary for the job to be done effectively. Emphasis should be placed on quality, rather than length of experience, and consideration should be given to experience gained outside paid employment Recruitment and Selection Policy Page 6 of 29 Reference Number: Version Number: 1

13 Cardiff and Vale University Health Board 8.2 All applicants are expected to apply for posts online via NHS Jobs. Any exceptions to this must be as part of a recognised organisational restructure in line with the Organisational Change Policy. 8.3 Applicants must provide detailed information regarding their full employment history to date in all cases. 8.4 All applicants will be shortlisted for interview on the basis of the information they provide on their application form. It is the responsibility of the appointing officer to oversee the shortlisting process to ensure that all decisions are based on the criteria set out in the person specification for the post and that the decisions are valid, justifiable and fair. Equal Opportunity Monitoring Information is obtained from all applicants via NHS Jobs and held by NWSSP but is withheld from the shortlisting panel and therefore does not impact on the shortlisting process 8.5 The UHB has been awarded the Positive About Disability (two ticks) symbol and is committed to interview all disabled applicants who meet the minimum criteria for a job vacancy and to consider them on their abilities. Therefore, if an applicant who identifies themselves as disabled on NHS Jobs meets the minimum essential criteria for the post, they must be offered an interview. The UHB is a Stonewall Diversity Champion and also supports the DWP Age Positive Campaign. This means that the UHB is committed to ensuring it does not discriminate on the basis of sexual orientation or age in its recruitment and selection processes All applicants must have a formal interview before an appointment can be made. This is essential as the interview will provide the interview panel with an opportunity to discuss the candidate s application fully including the previous employment history, take account of any reasonable adjustments and explore any areas of doubt or concern, prior to an appointment decision being made including possible criminal record disclosures. Discriminatory questions must be avoided (see appendix 1 for guidance on the types of discrimination). To avoid discrimination during an interview, line managers should bear in mind the following guidelines: Candidates should not be asked about their marital status, family commitments and/or domestic arrangements, and actual or potential pregnancy/maternity leave Recruitment and Selection Policy Page 7 of 29 Reference Number: Version Number: 1

14 Cardiff and Vale University Health Board Ensure that questions focus on the applicant's ability to perform the job duties, and not on the potential difficulties that he or she might have in the job on account of an actual or potential disability. Frame questions in a positive way so as to avoid the risk of the job applicant perceiving that you are looking for or anticipating problems. Remember that there is no duty on job applicants to volunteer to disclose a disability to a prospective employer and that it is unlawful to ask about an applicant's health, which includes asking about disability, before offering him or her a job, except in a limited set of circumstances. Do not place too much importance on length of experience. Focusing on length of experience will place younger applicants at a disadvantage because they will be less likely than older candidates to have long experience. Instead, concentrate on interviewees' type and breadth of experience, and their skills, competencies and talents. 8.7 All offers of employment are conditional and subject to the following pre-employment checks (if applicable to the post): At least two suitable satisfactory references covering a minimum of the last three years of employment A satisfactory Disclosure and Barring Service (DBS) Check. Satisfactory Occupational Health check Proof of Right to Work in the UK Proof of Identity Proof of Qualifications Proof of Professional Registration A reference provides a factual check of previous employment and should confirm information the applicant has already provided. There is a legal requirement for references to be accurate and fair, with reasonable ground to support any statements made. If a reference for a successful candidate is unsatisfactory advice should be sought from Human Resources before taking further action Disclosure and Barring checks are an important tool in ensuring safer recruitment practices and patient safety. The Disclosure and Barring Service (DBS) Policy provides guidance on how requests for Disclosure must be managed, the levels of disclosure required and how to manage information provided by the Disclosure and Barring Service (DBS). Anyone involved in Recruitment and Selection Policy Page 8 of 29 Reference Number: Version Number: 1

15 Cardiff and Vale University Health Board the recruitment and selection processes must familiarise themselves with this policy It is recommended that individuals are not permitted to undertake any form of regulated activity, until the outcome their DBS check is known. However, the UHB may, in exceptional circumstances, make a risk-based decision to appoint applicants while they are awaiting the outcomes of a DBS Check. Details of the safeguards which must be put into place to enable this are available in the DBS Policy All staff are required to comply, at all times, with the relevant codes of practice and other requirements of the appropriate professional organisations e.g. GMC, NMC, HCPC etc. or the All Wales Health Care Support Worker (HCSW) Code of Conduct if they are not covered by a specific code through professional registration. It is the post holder s responsibility to ensure that they are both familiar with and adhere to these requirements The employment of staff from abroad will be subject to the same recruitment procedures as for UK staff, except that where an individual has worked outside the UK, they are responsible for obtaining a satisfactory Certificate of Good Standing from the local police force prior to commencement in post. 9 RECRUITMENT AND THE WELSH LANGUAGE The UHB is committed towards providing quality healthcare through the medium of Welsh. It has set out its commitment through the organisation s Welsh Language policy in response to the Welsh Language Act of 1993 and 2011 and the More Than Just Words Strategy. Welsh language skills must be actively considered as part of the recruitment process, based on the healthcare needs of Welsh speaking patients and service users. For clinical workplaces, teams, and posts where the desirability or need to appoint a Welsh speaker has been identified, posts must be advertised and recruited to on that basis, provided that all other professional qualifications and experience are suitable. 10 EVIDENCE REQUIRED TO MAKE A SALARY OFFER Once an offer of employment has been made, new employees should provide the appointing officer with evidence of their current salary (i.e. payslip) before their exact starting salary can be determined. Recruitment and Selection Policy Page 9 of 29 Reference Number: Version Number: 1

16 Cardiff and Vale University Health Board Guidance on how to determine the applicant s starting salary is attached in Appendix 2 (for NHS employees) (lift from procedure) Candidates who have not previously worked in the NHS would be expected to start at the bottom of the pay band unless they meet the reckonable service criteria set out in Appendix INDUCTION The Learning Education and Development (LED) Department deliver a one day Corporate Induction Programme which is suitable for all new employees joining the Cardiff and Vale University Health Board (UHB). In addition, all employees must receive a departmental (local) induction on the first day of employment with the UHB or when they move to a new work area. The line manager or a nominated inducting officer will go through the following induction checklist to ensure all relevant points are covered. Once this checklist has been completed it should be placed on the individual s personal file. Other mandatory documents and useful information is available on the intranet. It is essential that these are accessed by inducting manager and completed with new starter as part of the induction process. 12 RESOURCES It is not anticipated that any further resources will be required as a consequence of this Policy. 13 TRAINING AND FURTHER GUIDANCE Detailed guidance on the Recruitment and Selection process and procedures to be followed can be found on the intranet. To access the online training programme at Learning@NHSWales please go to Further training can be requested via the HR department as and when required to ensure that the Policy is applied consistently and fairly across the UHB. Recruitment and Selection Policy Page 10 of 29 Reference Number: Version Number: 1

17 Cardiff and Vale University Health Board 14 EQUALITY STATEMENT Cardiff and Vale UHB is committed to ensuring that, as far as is reasonably practicable, the way it provides services to the public and the way it treats it s staff, patients and others reflects their individual needs and does not discriminate, harass or victimise individuals or groups. These principles run throughout the work of the UHB and is reflected in the core values, staff employment policies, service standards and Strategic Equality Plan & Equality Objectives. The responsibility for implementing the scheme falls to all employees and UHB Board members, volunteers, agents or contractors delivering services or undertaking work on behalf of the UHB. An Equality Impact Assessment has been undertaken on this Policy and the way it operates. Any possible or actual impact that this Policy may have on any groups in respect of gender (including maternity and pregnancy as well as marriage or civil partnership issues), race, disability, sexual orientation, Welsh language, religion or belief, transgender, age or other protected characteristics has been examined. The assessment found that there was some impact to the equality groups mentioned. Where appropriate, action to minimise any stated impact has been taken or planned ensure that the UHB meets its responsibilities under the equalities and human rights legislation. 15 AUDIT This policy may be subject to audit, and will be assessed in line with normal audit planning processes. 16 DISTRIBUTION This policy will be available via the UHB Clinical Portal, Intranet and Internet web sites. Where employees do not have access to these resources, the line manager must ensure that they are aware of the content where appropriate. Responsibility for distribution within Clinical Boards will be undertaken by the Head of Operations and Delivery. 17 REVIEW This Policy will be reviewed in 3 years time or earlier if required by changes in best practice or legislation. Recruitment and Selection Policy Page 11 of 29 Reference Number: Version Number: 1

18 Cardiff and Vale University Health Board Appendix 1 LEGAL CONSIDERATIONS At each stage of the recruitment process due consideration must be paid to the legislation enacted to ensure the elimination of discrimination. Discrimination In law, four types of discrimination are defined: Direct Discrimination is treating someone less favourably than another in comparable circumstances e.g. not appointing a pregnant woman to a role because of financial concerns connected with covering the role during her absence due to maternity leave. Indirect Discrimination is where it was not the intention of the employer to discriminate against an employee, but nevertheless the outcome results in one group being disadvantaged in comparison to another, e.g. insisting on higher language standards than the necessary for safe and effective job performance would tend to disqualify people for whom English is not their first language. Associative Discrimination (new) is where an individual is treated less favourably because they are associated wit a person with a protected characteristic (e.g. a carer). Perceptive Discrimination (new) is where an individual is treated less favourably based on a perception they have a protected characteristic when he/she does not. Genuine Occupational Requirement (GOR) A Genuine Occupational Requirement enables positive discrimination in favour of a particular sex, race or disability to fulfil a specific role, e.g. stating that a member of a particular racial group is required for a role in the provision of a service to that racial group. A GOR should be stated in the advertisement. Equality Act October 2010 The Act defines unlawful discrimination as less favourable treatment because of a protected characteristic. These are: Age Disability Gender Reassignment Marriage and Civil Partnership Recruitment and Selection Policy Page 12 of 29 Reference Number: Version Number: 1

19 Cardiff and Vale University Health Board Pregnancy and Maternity Race (includes colour, nationality and ethnic or national origins) Religion or Belief Sex Sexual Orientation It should be noted that though not a protected characteristic, having caring responsibilities is also covered by the Act. Rehabilitation of Offenders Act 1974 The aim of the Act is to prevent discrimination against those with previous criminal convictions. A conviction is classed as spent if there is no further offence committed after a specified period of time. The NHS is exempt from provisions of this Act, and applicants are required to declare all convictions, including spent convictions, on their application of employment. Recruitment and Selection Policy Page 13 of 29 Reference Number: Version Number: 1

20 Cardiff and Vale University Health Board Appendix 2 EVIDENCE REQUIRED TO MAKE A SALARY OFFER Potential employees must provide the appointing officer with evidence of their current salary before any offer of appointment can be made. Where possible, the evidence must be in the form of the employee s most recent payslip. The guidance on reckonable service and incremental credit (below) should then be used to determine the applicant s starting salary. NHS Applicants The calculation of the starting salaries for NHS applicants is determined by a number of factors. The following scenarios are intended to assist managers in determining the correct salary to be offered: Applicants should be offered the post on the same point of the salary scale to their current salary unless they are being promoted from one Pay Band to another. Where an applicant is being promoted from one Pay Band to another, they should be appointed to the next point up on the scale. Where the applicant transfers from one post to another on the same Pay Band e.g. from a Band 4 post to another Band 4 post etc, their salary will remain unaltered. This applies to existing UHB staff and to applicants from other NHS organisations. The staff will be appointed on the basis of their existing incremental pay point and incremental date. The starting salary will be related to their basic pay and will not take into account any High Cost Area payments that any external applicants are currently paid. Where an applicant voluntarily applies to move from an Agenda for Change Pay Band to a lower Pay Band, within the same specialism, the applicant will move to the nearest pay point on the new Pay Band to their to their current salary. This will apply to existing Trust staff who voluntarily apply for a lower banded post as well as external applicants. Where an employee is re-joining the NHS after a break in service of 12 months or less, they will be allowed to retain the incremental pay point in their previous Pay Band if they are re-joining the same pay band as they occupied before the break in service. If the break was for less than 3 months and they are re-joining the same pay band they will also be able to retain their incremental date (deferred by the number of days break). However, if the break in service has been for more than three months their incremental date will be the anniversary of the date they rejoined the NHS. Recruitment and Selection Policy Page 14 of 29 Reference Number: Version Number: 1

21 Cardiff and Vale University Health Board Where an employee is re-joining the NHS after a break in service of more than 12 months, the provisions of the Reckonable Service Agreement described below will apply with any incremental credit capped on whatever is the lower of the pay point below the 2nd Gateway on the Pay Band, or the incremental pay point of the longest serving employee with continuous service in the Department. Non-NHS applicants The calculation of the starting salaries for non NHS applicants is only determined by whether or not the applicant has any Relevant Reckonable Service. Reckonable Service and Incremental Credit Where an applicants previous experience with a non-nhs employer is relevant to the NHS post they have applied for, the line manager can apply for approval to recognise this reckonable service and award incremental credit. If recognised, this will equate to one increment for each complete year of reckonable service which can be evidenced. This would also apply where an individual has previous NHS service but has had a break of more than 12 months. Evidence of reckonable service must be provided in the form of an application form detailing employment history and relevant pay slips. References may also be used. The application for reckonable service or incremental credit must be submitted by the line manager and approved by the Clinical Board. Reckonable service and incremental credit are to be awarded in exceptional circumstances only and should not be viewed as the norm. Recruitment and Selection Policy Page 15 of 29 Reference Number: Version Number: 1

22 Cardiff and Vale University Health Board Recruitment and Selection Policy Page 16 of 29 Reference Number: Version Number: 1

23 Section A: Assessment Cardiff and Vale University Health Board Name of Policy Person/persons conducting this assessment with Contact Details RECRUITMENT AND SELECTION POLICY Rachel Pressley, Senior HR Policy & Compliance Officer Rebecca Marsh, Assistant HR Manager Date 20 November The Policy Is this a new or existing policy? Existing What is the purpose of the policy? The recruitment and selection of staff is a key responsibility of all UHB managers. This Policy has been designed to support managers in providing a fair, consistent and effective approach to the recruitment and selection processes. By following the guidance in this policy, recruiting managers can be assured that they are operating within the confines of current employment legislation and they are able to avoid discrimination and recruit safely without putting the UHB at risk. How do the aims of the policy fit in with corporate priorities? i.e. Corporate Plan This Policy is linked with the following employment policies: Secondment Policy Disclosure and Barring Service Policy Fixed Term Guidelines Cardiff and Vale University Health Board Page 17 of 29 EQIA

24 Professional registration policy Redeployment Policy New and Changed Jobs Protocol Cardiff and Vale University Health Board Who will benefit from the policy? This policy will benefit all managers and staff who are involved in the recruitment and selection of UHB employees. Patients, visitors, and other stakeholders will also benefit from the recruitment of the right individuals NHS Wales Shared Services Partnership Employment Services (NWSSP) What outcomes are wanted from this policy? The UHB is committed to ensuring that the recruitment and selection of staff is conducted in a systematic, comprehensive and fair manner, promoting equality of opportunity at all times. The policy aims: To ensure that managers are clear about the principles underlying the recruitment and selection processes To provide a robust framework to ensure compliance and promote best practice within the necessary legislative framework, whilst maximising flexibility to meet the varying needs of the UHB. To appoint the best candidate for each position To promote the values of the UHB and ensure that this is reflected in the selection of candidates. Are there any factors that might prevent outcomes being achieved? (e.g. Training/practice/culture/human or financial resources) Training Communication/awareness and understanding of the principles and processes involved Resources, especially manager s time Quality of candidates Processes are determined by NWSSP, Cardiff and Vale University Health Board Page 18 of 29 EQIA

25 Cardiff and Vale University Health Board 2. Data Collection What qualitative data do you have about the policy relating to equalities groups (e.g. monitoring data on proportions of service users compared to proportions in the population)? What quantitative data do you have on the different groups16 (e.g. findings from discussion groups, information from comparator authorities)? Please indicate the source of the data gathered? (e.g. Concerns/Service/Department/Team/Other) What gaps in data have you identified? (Please put actions to address this in your action plan?) A number of EQIAs relating to Recruitment and Selection Policies from other NHS and public sector organisations were accessed ( and accessed on ) The Recruitment Policy EQIAs accessed include those of Hywell Dda Health Board, Kent and Medway NHS and Social Care Partnership Trust, Northamptonshire County Council, Wirral Council, The Queen Elizabeth Hospital King s Lynn NHS Foundation Trust, United Bristol Healthcare NHS Trust, Bradford Teaching Hospitals NHS Foundation Trust and Durham County Council. These EQIAs found that there was no discriminatory or adverse impact in relation to the protected characteristics, human rights or Welsh Language except where highlighted below. In addition, the workforce profile of the Cardiff and Vale UHB was examined and information was obtained from NHS Jobs. Cardiff and Vale University Health Board Page 19 of 29 EQIA

26 Cardiff and Vale University Health Board 3. Impact Please answer the following Consider the information gathered in section 2 above of this assessment form, comparing monitoring information with census data as appropriate (see Office National Statistics website) and considering any other earlier research or consultation. You should also look at the guidance in Appendix 1 with regard to the protected characteristics stating the impact and giving the key reasons for your decision. Do you think that the policy impacts on people because of their age? (This includes children and young people up to 18 and older people) Yes the policy has a positive impact. Equal Opportunity Monitoring Information, including age, is obtained from all applicants via NHS Jobs and held by NWSSP but is witheld from the shortlisting panel and therefore does not impact on the shortlisting process. The Policy states that emphasis should be placed on quality rather than length of experience. All adverts state that the UHB is committed to flexible working and equal opportunities. All adverts include the we re supporting age positive logo, which indicates that the UHB is committed to ensuring we do not discrimate against job seekers on the grounds of age. Bradford Teaching Hospitals NHS Foundation Trust identified that the Trust was not employing as many people age as other age groups (2%). Durham Country Council noted that an analysis of age data for employees indicated that they had an older workforce. The Table below shows the breakdown of staff profile by age within Cardiff and Vale, which identifies 57% of the workforce are over 40. Cardiff and Vale University Health Board Page 20 of 29 EQIA

27 Cardiff and Vale University Health Board Age Range Headcount % Under % % % % % % % % % % % Over % Grand Total Do you think that the policy impacts on people because of their caring responsibilities? No, the policy does not have a direct impact on people because of their caring responsibilities but all adverts state that the UHB is committed to flexible working and equal opportunities. Do you think that the policy impacts on people because of their disability? (This includes Visual impairment, hearing impairment, physically disabled, Learning disability, some mental health issues, HIV positive, multiple sclerosis, cancer, diabetes and epilepsy.) Yes the policy has a positive impact. Equal Opportunity Monitoring Information, including information about disabilities, is obtained from all applicants via NHS Jobs and held by NWSSP but is witheld from the shortlisting panel and therefore does not impact on the shortlisting process. Cardiff and Vale University Health Board Page 21 of 29 EQIA

28 Cardiff and Vale University Health Board The UHB has been awarded the Positive About Disability (two ticks) symbol and is committed to interviewing all disabled applicants who meet the minimum criteria for a job vacancy and to consider them on their abilities. Therefore, if an applicant who identifies themselves as disabled on NHS Jobs meets the minimum essential criteria for the post, they must be offered an interview. The Policy reminds managers that each job should have a written job description, person specification and KSF outline. These should be reviewed every time a vacancy occurs to ensure that they remain relevant and are flexible, including making reasonable adjustments should people with disabilities apply. Pre-employment questions, including asking about sickness absence are only asked after a job offer has been made. Service Users are represented where appropriate on Mental Health recruitment panels, to ensure services are responsive to the needs of people who use them. All adverts state that the UHB is committed to flexible working and equal opportunities. All adverts include the Mindful Employer symbol which indicates the UHB is committed to increasing awareness of mental health at work, and offering a positive approach in the retention and recruitment of staff living with mental health issues. Bradford Teaching Hospitals NHS Foundation Trust noted that disability may be a potential barrier to recruitment e.g. individuals may find it difficult to complete an application form online. They also noted some concerns about whether or not all recruiting managers were aware of and understood the two tick scheme. Wirral County Council also noted that some applicants may require assistance to complete the application form. These potential barriers have also been identified within Cardiff and Vales UHB. Do you think that the policy impacts on people because of Gender reassignment? (This includes Trans transgender and transvestites) No, the policy does not have a direct impact on people because of gender reassignment. However, Equal Opportunity Monitoring Information, including Gender reassignment, is obtained from all applicants via NHS Jobs and held by NWSSP but is witheld from the shortlisting panel and therefore does not impact on the shortlisting process. In addition, all adverts state that the UHB is committed to flexible working and equal opportunities. Do you think that the policy impacts on people because of their being married or in a civil partnership? No, the policy does not have a direct impact on people because they are married or in a civil partnership. However, Equal Cardiff and Vale University Health Board Page 22 of 29 EQIA

29 Cardiff and Vale University Health Board Opportunity Monitoring Information, including marital status, is obtained from all applicants via NHS Jobs and held by NWSSP but is witheld from the shortlisting panel and therefore does not impact on the shortlisting process. In addition, All adverts state that the UHB is committed to flexible working and equal opportunities. Do you think that the policy impacts on people because of their being pregnant or just having had a baby? No, All adverts state that the UHB is committed to flexible working and equal opportunities. Do you think that the policy impacts on people because of their race? (This includes colour, nationality and citizenship or ethnic or national origin such as Gypsy and Traveller Communities.) Equal Opportunity Monitoring Information, including race, is obtained from all applicants via NHS Jobs and held by NWSSP but is witheld from the shortlisting panel and therefore does not impact on the shortlisting process. Within Cardiff and Vale UHB 78% of the current workforce is classified as white. This can be compared to the UK 2011 Census data, 86% of the population in England and Wales are classified as white. Bradford Teaching Hospitals NHS Foundation Trust identified issues around the number and position of BME staff in the workforce. A disparity between the number of people from BME backgrounds applying for posts and the proportion being promoted was also identified. Kent and Medway NHS and Social Care Partnership Trust stated that intial analysis of the equalities data from NHS Jobs appeared to indicate that while applicants were slightly more likely to be shortlisted and then appointed than non-white applicants. Durham County Council suggest that candidates may need guidance about whether or not qualifications obtained outside the UK are recognised. (n.b. professional bodies such as the NMC, GMC would determine this in healthcare). All adverts state that the UHB is committed to flexible working and equal opportunities. Cardiff and Vale University Health Board Page 23 of 29 EQIA

30 Cardiff and Vale University Health Board Do you think that the policy impacts on people because of their religion, belief or non-belief? (Religious groups cover a wide range of groupings the most of which are Buddhist, Christians, Hindus, Jews, Muslims, and Sikhs. Consider these categories individually and collectively when considering impacts) Equal Opportunity Monitoring Information, including religion, is obtained from all applicants via NHS Jobs and held by NWSSP but is witheld from the shortlisting panel and therefore does not impact on the shortlisting process. All adverts state that the UHB is committed to flexible working and equal opportunities. Do you think that the policy impacts on men and woman in different ways? Equal Opportunity Monitoring Information, including sex, is obtained from all applicants via NHS Jobs and held by NWSSP but is witheld from the shortlisting panel and therefore does not impact on the shortlisting process. Bradford Teaching Hospitals NHS Foundation Trust noted concerns about the percentage of women in senior and low paid jobs, and the number of men applying for work at the Trust. Durham County Council noted that more women than men were employed by the Council and that certain jobs tended to be gender dominated e.g. women and caring roles, men and manual and technical roles. Cardiff and Vale NHS employ a high number of woman within the workforce, they represent 75%, this number is historically higher within the public section. All adverts state that the UHB is committed to flexible working and equal opportunities. Do you think that the policy impacts on people because of their sexual orientation? (This includes Gay men, heterosexuals, lesbians and bisexuals) Equal Opportunity Monitoring Information, including sexual orientation, is obtained from all applicants via NHS Jobs and held by Cardiff and Vale University Health Board Page 24 of 29 EQIA

31 Cardiff and Vale University Health Board NWSSP but is witheld from the shortlisting panel and therefore does not impacr on the shortlisting process. All adverts state that the UHB is committed to flexible working and equal opportunities. All adverts include the Stonewall logo which indicates that the UHB is committed to making the workplace LGBT friendly Do you think that the policy impacts on people because of their Welsh language? Yes, the policy has a positive impact: The policy states that the UHB is committed towards providing quality healthcare through the medium of Welsh. Welsh language skills must be actively considered as part of the recruitment process, based on the healthcare needs of Welsh speaking patients and service users. For clinical workplaces, teams, and posts where the desirability or need to appoint a Welsh speaker has been identified, posts must be advertised and recruited to on that basis, provided that all other professional qualifications and experience are suitable. Equal Opportunity Monitoring Information, including whether or not they speak Welsh, is obtained from all applicants via NHS Jobs and held by NWSSP but is witheld from the shortlisting panel and therefore does not impact on the shortlisting process. All adverts state that the UHB is committed to flexible working and equal opportunities. Cardiff and Vale University Health Board Page 25 of 29 EQIA

32 Cardiff and Vale University Health Board 4. Summary. The policy aims to ensure that the recruitment and selection of staff is conducted in a systematic, comprehensive and fair manner, promoting equality of opportunity at all times. Equal Opportunity monitoring is obtained via NHS Jobs and withheld from the shortlisting panel. Impact expected to be positive any issues addressed in action plan The UHB aims to work at all times within current employment legislation and best practice guidelines to ensure a fair and equitable recruitment process. The Policy states that at each stage of the recruitment process due consideration must be paid to the legal framework. Information is provided on the legal context (ie protected characteristics set out in Equalit Act 2010) and describes the four types of discrimination (direct, indirect, associative, perceptive). The R&S Policy will help ensure that the UHB fulfils its statutory duty to promote equality of opportunity and to eliminate unlawful discrimination. Cardiff and Vale University Health Board Page 26 of 29 EQIA

33 Cardiff and Vale University Health Board Section B: Action 5. Please complete your action plan below. Issues you are likely to need to address include What consultation needs to take place with equality groups (bearing in mind any relevant consultation already done and any planned corporate consultation activities?) What monitoring/evaluation will be required to further assess the impact of any changes on equality target groups? Equalities Impact Assessment Implementation Mitigation/Action Plan Issue to be addressed Responsible Officer Action Required Timescale for completion Action Taken Comments Person specs wording including length of experience Understanding and compliance with of two ticks scheme Understanding of GOR (Genuine Occupational Rebecca Marsh Rebecca Marsh Rebecca Marsh Guidance on Recruitment skills available on the intranet. Redesign recruitment pages, make them more user friendly. Guidance on Recruitment skills available on the intranet. Redesign recruitment pages, make them more user friendly. Guidance on Recruitment skills available on the 3 months 3 months 3 months Cardiff and Vale University Health Board Page 27 of 29 EQIA

34 Requirements) Awareness of what being a Mindful Employer is also, what does the stonewall and positive about age symbols mean Rebecca Marsh / Clare Wright Cardiff and Vale University Health Board intranet. Redesign recruitment pages, make them more user friendly. Link in with Clare 3 months Wright. Promote and raise awareness via, intranet and local induction. 6. Report, publication and Review Please record details of the report or file note which records the outcome of the EQIA together with any actions / recommendations being pursued (date, type of report etc) Please record details of where and when EQIA results will be published On UHB intranet and internet site Please record below when the EQIA will be subject to review. 3 years after approval of policy, or earlier if required by changes to legislation or best practice Name of person completing Rebecca Marsh and Rachel Pressley Signed Date Name of Responsible Tracy Myhill, Executive Director of Workforce and OD Executive/Clinical Board Director Authorising Assessment and Action Plan for publication Signed Date Cardiff and Vale University Health Board Page 28 of 29 EQIA

35 Cardiff and Vale University Health Board Executive Summary Background The recruitment and selection of staff is a key responsibility of all UHB managers. This Policy has been designed to support managers in providing a fair, consistent and effective approach to the recruitment and selection processes. This policy will benefit all managers and staff who are involved in the recruitment and selection of UHB employees. Recruiting managers can be assured that they are operating within the confines of current employment legislation and they are able to avoid discrimination and recruit safely without putting the UHB at risk. The scope of the EQIA A number of EQIAs relating to Recruitment and Selection Policies from other NHS and public sector organisations were accessed when completing the EQIA. We also looked at recruitment monitoring information from NHS Wales Shared Services Partnership and examined Cardiff and Vales workforce profile. Key findings Equal Opportunity Monitoring Information, including gender, race, marital status, religion, and sexual orientation is obtained from all applicants. This data is collected via NHS Jobs and held by NWSSP but is witheld from the shortlisting panel and therefore does not impact on the shortlisting process. It was identified the policy has a positive impact on age, however the UHB workforce age profile is skewed towards the over 40s. The UHB has been awarded the Positive about Disability (2 ticks) symbol and is committed to interviewing applicants who meet the minimum criteria. It has also been noted there could be a potential training needs with managers regarding there understanding and compliance of the 2 tick symbol, understanding of GOR and being a Mindful employer. Recommendations The Recruitment and selection policy has a overall positive impact on all applicants engaging in the process. Some training issues have been identified which include understanding and awareness of the 2 tick scheme, GOR and what being a mindful employer means. Cardiff and Vale University Health Board Page 29 of 29 EQIA

36 APPENDIX 2 CARDIFF AND VALE NHS TRUST YMDDIRIEDOLAETH GIG CAERDYDD A R FRO RECRUITMENT AND SELECTION PROCEDURE Policy Procedure Protocol Guideline N Y N N Classification of document: Human Resources Area for Circulation: Trust Wide Reference number: 347 Version Number: 3 Original/previous Ref number: N/A Author Name and Job Title: Andrea Page, Acting Recruitment Manager/Rachel Pressley, Senior HR Officer/ Claire Bateman-Jones, RCN Representative Responsible Officer Name and Job Title: Jayne Dando, Deputy Director of Human Resources Details of lead/responsible Partnership Group for Negotiation & Group/ Committee: Consultation ( ) Consulted Via: Employment Policies Sub Group ( ) Ratified by: HR Committee Chairman of Validating Body: David Jones Date issued: 30 June 2008 Review details: 2 years Version Number Date of Review Reviewer Name Completed Action Approved By Date Approved 1 April 02 Trust Board April May 08 Andrea Page / Amended to HR Committee June 2008 June 2010 Rachel version 2 Pressley / Claire Bateman-Jones 3 December 2010 Rachel Pressley Step 7 and appendix 4 amended to reflect changes introduced by the Equality Act 2010 EPSG 8 December 2010 New Review Date June 2010 Disclaimer When using this document please ensure that the version you are using is the most up to date either by checking on the Trust database for any new versions or if the review date has passed please contact the author. OUT OF DATE POLICY DOCUMENTS MUST NOT BE RELIED ON Reference Number: 347 Recruitment and Selection Version Number: 3 Page 1 of 47 Procedure Original App date V1 April 02

37 RECRUITMENT AND SELECTION PROCEDURE CONTENTS PAGE 1 Mission Statement 4 2 Equality Statement 4 3 Introduction 4 4 The Recruitment Department contact details 6 5 The Recruitment Department Charter 7 6 Recruitment and Selection Appointment Procedures 8 7 Appendices 36 Reference Number: 347 Page 2 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

38 MISSION STATEMENT Our goal is to achieve excellence in providing safe, effective, efficient and compassionate care This means that, as an integrated teaching Trust, providing a full range of services to our local community in Cardiff and the Vale of Glamorgan, and more specialist services to South Wales and beyond; Patients will receive high quality treatment and care appropriate to their needs and based on evidence - the right care in the right place at the right time Staff will be well trained, will work in effective teams, will feel valued, supported and encouraged to be leaders in healthcare Partnership working will be valued and recognised as being essential to our success EQUALITY STATEMENT The aims and values of the Trust are underpinned by principles of Equality and Diversity, which are the cornerstone of high quality services and the care of patients and how staff are treated and supported. The Trust has an Equality Policy, and a single equality scheme called the Scheme for Equality and Human Rights which has been developed in response to the Equality Act 2006 and which incorporates the former statutory race, disability and gender equality schemes. All Trust strategies and policies will endorse the principles and practice of the policy and scheme. The responsibility for implementing the scheme falls to all employees and Trust Board members, agents or contractors delivering services or undertaking work on behalf of the Trust. INTRODUCTION Critical to the success of the Cardiff and Vale NHS Trust is the recruitment of the right number of staff with the required qualifications, experience and skills. Therefore, the recruitment and selection of staff is a key responsibility of the Recruitment Departments and all Trust managers. As the recruitment and selection of staff is a time consuming and costly exercise, it is vital that the process is managed in an economic, efficient and effective manner, to ensure that the Trust attracts high calibre candidates from a broad and representative spectrum of the local and national population. This is essential to ensure that the organisation can support the continuous delivery of a high quality service to patients. The aim of the Recruitment Department is to provide efficient, effective and timely services to managers, job applicants and appointed candidates. We also aim to support the Trust s recruitment and retention strategy, to make the Cardiff and Vale NHS Trust an employer of choice in the local and national labour market. Reference Number: 347 Page 3 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

39 This document is to be used in conjunction with the Recruitment and Selection Policy. Reference Number: 347 Page 4 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

40 THE RECRUITMENT DEPARTMENT Recruitment Department, Lakeside Complex, Heath Park, CARDIFF, CF14 4XW General Enquiries: / 6547 Fax: recruitment.office@cardiffandvale.wales.nhs.uk RECRUITMENT OFFICERS: Nadia Bates Nadia.Bates@CardiffandVale.wales.nhs.uk Tel: Service Groups Clinical Support Medicine Leigh Woollacott Leigh.Woollacott@CardiffandVale.wales.nhs.uk Tel: Service Groups Executive Directorate Facilities Directorate Mental Health Gemma Haworth Gemma.Haworth@CardiffandVale.wales.nhs.uk Tel: Service Groups Surgery Women and Children Eleri Jeffreys Eleri.Jeffreys@CardiffandVale.wales.nhs.uk Tel: Service Groups Dental For doctors and dentists please refer to the Recruitment and Selection Procedure for Doctors and Dentists Reference Number: 347 Page 5 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

41 THE RECRUITMENT DEPARTMENT CHARTER The Recruitment Department will: Process all advertisements, which have been received by Wednesday 12 noon of each week, to ensure they appear as soon as possible on and in the Friday edition of the Trust s Internal Vacancy Bulletin. Invite all candidates to interview, within two working days of the date of receipt of the shortlisting Information. To facilitate this, managers must provide the Recruitment Office with at least 7 working days notice, between completing the shortlisting and the actual interview date. Ensure Interview Packs are ready for collection by interview panel members at least 2 working days prior to the interview date. Write to the successful candidate outlining the details of the appointment within 4 working days of receipt of a completed Appointment Details Form and Interview Pack (which must include 2 verbal references for external candidates and 1 verbal reference for internal candidates). Provide the successful candidate with their Principal and Supplementary Statement along with their appointment letter, where the commencement date is agreed at the verbal offer stage. Provide the successful candidate with their Principal and Supplementary Statement within 5 working days of being advised of a new employee s commencement date, if this is not agreed at the offer stage of the process. Provide managers with an Induction Pack for newly appointed employees, at least 3 working days prior to the agreed commencement date. Reference Number: 347 Page 6 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

42 RECRUITMENT AND SELECTION APPOINTMENT PROCEDURES STEP ONE STEP TWO STEP THREE STEP FOUR STEP FIVE STEP SIX STEP SEVEN STEP EIGHT STEP NINE STEP TEN Vacancy Identification Advertising your Vacancy Closing Date NHS Jobs Monitoring your applications Shortlisting Candidates for Interview Interview process Making an Offer of Employment References Reckonable Service Occupational Health Disclosure of a Criminal Record Appointment Enrolment Local Induction Checklist Corporate Induction APPENDICIES 1. Job Description 2. Person Specification 3. Interview Details Form 4. Interview Checklist and CRB Guidance for Managers 5. Verbal Reference Request Form 6. Interview Selection Form 7. Appointment Details Form 8. Reckonable Service / Starting Salary/ Incremental Credit Proforma Reference Number: 347 Page 7 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

43 STEP ONE: VACANCY IDENTIFICATION When an existing post becomes vacant it provides the opportunity to review and justify the need for the post in terms of the business objectives, the current structure and the organisation and distribution of work. Take the opportunity to think creatively and flexibly about the post. When there is an apparent need to fill a vacancy take a step back and ask: Is this post really necessary? What would happen if the post was not filled? Should it be filled by the same grade as before? Can the work be more effectively carried out by redefining the duties? Can the workload be absorbed by existing staff? Should I use this opportunity to restructure my department? If it is decided that it is appropriate to recruit, consideration should be given to the type of contract required. For example, is it: Full time or part time? could it be job shared, annualised hours or term time working? Permanently funded? If so a permanent contract is usually appropriate. For a specific project? If so a temporary or fixed term contract or secondment would be appropriate. (Refer to Fixed Term Guidelines and/or Secondment Policy) Likely that flexibility will be needed. If so a minimum/maximum hours contract may be appropriate. Evaluate the job: consult line managers and determine exactly what the duties are. Check the post is adequately designed. Are there too many or too few responsibilities? Are the reporting arrangements appropriate? Is there a balance between routine and non routine tasks? PROCESS If the post is already part of your current, agreed, workforce establishment an Advert Requisition Form must be completed for vacant posts. As long as your establishment has been authorised this can be sent direct to the Recruitment Department and an advertisement will be produced (N.B. until your departmental establishment has been signed-off you must continue to use the VAC1 system). The Advert Requisition (AR) Form can be found on the intranet (Trust Services Human Resources ESR ESR Staffing Forms). It is important that any changes within your establishment are reported and updated in ESR, therefore, if the post is not part of your current agreed workforce establishment, an Establishment Amendment Form must be Reference Number: 347 Page 8 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

44 completed and ed to the relevant Finance Manager who will begin the approval process. You will be notified by of the position number when this process is complete. Further information can be obtained from the ESR pages of the intranet. The Recruitment Department is not authorised to process any vacancies without a completed Advert Requisition Form and the correct Position Number for the post. The completed Advert Requisition Form will be ed by the budget holder to the appropriate Recruitment Officer along with an electronic version of an accurate and up to date: Job Description (appendix 1) Person Specification (appendix 2) Any additional information required for applicants KSF outline for the post It is important that you give the Recruitment Department as much notice as possible of your intention to advertise a vacancy, so that they can ensure your advertisement coincides with the Job Vacancy Bulletin deadlines (see Recruitment Department Charter). As advertising in external press / professional journals is expensive, managers should be aware that all adverts must be advertised free of any costs on and the Job Centre for 2 weeks in the first instance. Should this method prove unsuccessful, only then will authorisation be given for you to advertise your post in the external press with the costs met directly from the Directorate s budget. The Trust is required to comply with the Welsh Language Act (1993), therefore, all advertisements which are advertised in the Welsh press (e.g. South Wales Echo/ Western Mail) must be bi-lingual (English and Welsh). Managers should be aware that this has an additional cost implication. The Recruitment Department will liaise with the Trust s advertising agency on the manager s behalf to place the advertisement in the requested external press, publication etc. Once the advertising agency has set the advertisement copy, a member of the Recruitment team will contact the manager to enable them to approve the text and the cost of the advertisement. In accordance with recruitment best practice, all vacancies will be advertised in the Trust s Job Vacancy Bulletin, which is printed and distributed on a weekly basis. Reference Number: 347 Page 9 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

45 NEW AND CHANGED JOBS PROCESS The NHS Job Evaluation Scheme requires all posts within the Trust to be banded by the job matching or local evaluation processes. Separate guidance notes have been developed to advise managers of the Process for Dealing with New and Changed Jobs whenever new posts and new job descriptions are created and / or whenever existing job descriptions are amended to take account of significant changes in duties or responsibilities. These guidance notes should be accessed via the Intranet (Trust Services Agenda for Change) and should be used when a review of a vacancy has confirmed that a new post is appropriate, or that the post should be changed significantly. Central to this process is the development of an accurate job description which reflects the level of responsibility and accountability attached to the post and the size and complexity of the duties. When the job description is being created any similar/identical banded posts within the Department or Directorate should be considered. Once the band of the post is known an establishment amendment form must be completed and authorised as described above. When all of the stages of the New and Changed Jobs Process and the establishment amendment process have been completed, the job description and person specification should be ed to the Recruitment Department, along with an Advert Requisition Form. THE JOB DESCRIPTION Writing job descriptions can be difficult as it is hard to accurately describe a job and it takes time to get right. However, it is essential that the job description accurately reflects the duties and the level at which they are to be undertaken. A job description is not a contract of employment but the information contained within it is admissible in an Employment Tribunal (if an Employment Tribunal decides a job description is inaccurate, doubt may be cast on the integrity of other information provided by the Trust). A clear understanding of the role by managers and prospective applicants should minimise the risk of recruiting the wrong person. A job description should, therefore: Defines the overall purpose of the job; Defines key tasks, roles and reporting relationships; Defines the job in relation to the structure and objectives of the Organisation; Acts as a management tool to aid job evaluation; Helps to focus on training needs/ksf requirements; Indicates performance standards, therefore, assists performance Management; Reference Number: 347 Page 10 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

46 Provides an essential point of reference at development reviews / assessments: Provides clarity for staff about what is expected of them; Encourages commitment to the job from staff through preparing or updating their own draft job description for discussion with their manager Job descriptions should be written using straightforward and unambiguous wording. They will vary in length according to the range and complexity of the post. All job descriptions should be produced in line with the Trust s standard format (appendix 1). PERSON SPECIFICATION The person specification (appendix 2) provides the foundation for the remainder of the recruitment and selection documentation and: forms the basis of any advertisement; directly translates into shortlist and selection criteria; screens out unsuitable applicants; avoids inadvertent discrimination by concentrating only on relevant factors; helps to decide which questions to ask at interview; assists in making objective and rational decisions; and increases the likelihood of appointing the most suitable applicant. The person specification is an interpretation of the job description in terms of the kind of person needed to perform the job effectively. It is an essential recruitment tool and should list requirements solely relevant to the post. Avoid attitudinal bias an individual with a disability/impairment must not be treated less favourably than any other individual. Consider any reasonable adjustments that could be made to the post or work environment. Unnecessary restrictions may exclude certain groups and would therefore be discriminatory. Always bear in mind that it is illegal to discriminate on the grounds of sex, gender, race, disability and age. Minimum requirements should be divided into Essential and Desirable criteria. Do not overestimate the characteristics of the person required to do the job beware of making too much of the criteria essential as the ideal candidate rarely exists except in a perfect world. The right balance between essential and desirable need to be found. Essential criteria are the minimum required to do the job effectively (i.e. can t do the job without them). Only those who meet the essential criteria should be shortlisted. Desirable requirements are additional assets (i.e. useful to do the job effectively) to help identify shortlistable applicants. Desirable criteria can also be useful in identifying the training/development needs of candidates with potential but not currently meeting the criteria. Consideration should also be given to how the criteria is measured or assessed. Reference Number: 347 Page 11 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

47 All person specifications should be produced in line with the Trust s standard format (appendix 2). Reference Number: 347 Page 12 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

48 STEP TWO: ADVERTISING YOUR VACANCY The purpose of recruitment advertising is to attract the right person for the job. A good advert is therefore more likely to draw a response from suitable people. Adverts should be targeted as precisely as possible. The carefully prepared and accurate job description and person specification form the basis of the advert and it is worth taking time to structure the advert properly: The wording should be clear, concise and unambiguous. It should provide an explanation of the post and make it as attractive as possible. It should fairly reflect the requirements of the job and be consistent with the job description and person specification. It must be non-discriminatory: ask yourself whether the advert is suitable for any applicant regardless of gender, race, disability and age etc. It should provide an interested applicant with all the basic information they need to express an interest in the post. Poor adverts put people off. It should specify the essential criteria to avoid raising then dashing people s hopes. It should contain details about location, pay/allowances, shifts, flexibility or other working conditions, which should prevent applications from people who are unable to meet the requirements and attract those who can. Think about the positive features/selling points. For example, mention involvement in setting up and developing new service, multidisciplinary / joint working with external organisations, job share (all posts should be advertised as open to job share applicants), term time or flexible working, training opportunities, affordable housing, good education services, living in the area of outstanding natural beauty/improved quality of life/opportunities for outdoor pursuits etc. Provide information about the Trust and the Directorate/Department. Include a contact name and phone number/ address for further information (but make sure that person is available in work to take calls until the closing date). State the closing date and interview date if known. Do: Write in an upbeat and enthusiastic way Use you as much as possible to get potential applicants personally involved Provide key facts and important information in the first 5 lines of your advert Concentrate on positive/attractive elements of the job but be realistic; Remember that an advert is a quality statement about the job and the Trust. Don t: Use jargon, clichés or waffle (this puts people off) Duplicate information or state the obvious ( we have a vacancy ) Exaggerate, if expectations are not met the postholder is unlikely to stay in post Reference Number: 347 Page 13 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

49 Discriminate, albeit unintentionally If an advertised post is considered potentially suitable for an applicant seeking redeployment, the appointing manager will be required to put the recruitment process on hold until the individual has been given proper consideration for the vacant post. Further details can be obtained from the Trust s Redeployment Policy. Reference Number: 347 Page 14 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

50 STEP THREE: THE CLOSING DATE Unless otherwise stated on your Advertisement Requisition Form, the Recruitment Department will give your advertisement a 2 week closing date, from the date when your advertisement first appeared. Due to the high volume of applicants applying through NHS Jobs, the Trust reserves the right to close vacancies early should we have a sufficient quality of applications. You will be able to monitor your own vacancy via NHS Jobs and inform the Recruitment Department should you wish to close the post early. Reference Number: 347 Page 15 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

51 STEP FOUR: NHS JOBS NHS JOBS WEBSITE The NHS Jobs website is an on-line recruitment tool for the NHS. It is an on-line jobs site which enables candidates to apply on-line. Internal and external candidates have the option to apply on line or by paper application. It enables NHS employers to advertise jobs, receive and manage on-line applications and undertake shortlisting electronically, widening the pool of applicants as information can be accessed 24 hours a day, 7 days a week. It interfaces with the Electronic Staff Record and some data is transferred between the two systems. It offers a quick and more cost effective method of recruiting as filter questions can be used prior to the applicant applying for the post and it links to Jobcentre Plus and all vacancies 25k and under are sent to the Jobcentre Plus contact centre and then placed on their website. There are many benefits to on line applicants. For example, the applicant can: Access a large number of NHS vacancies 24 hours a day, 7 days a week Search for vacancies Create up to 5 Jobs by e mail searches notifications are sent when a suitable vacancy is advertised View key job information and apply immediately Re-use the application form the same form can be adapted and submitted again and again Have the confidence that, when shortlisting, the manager will not see any personal information as only Part B of the form is sent for shortlisting. MONITORING YOUR APPLICATIONS An account will be set up by the Recruitment Department, and you will receive an from NHS Jobs containing a username and password. You will then be able to access the website and log on using the username and password provided in the . You will be prompted to change your password for security reasons. Once the NHS Jobs system is accessed, you will see your individual home page. Line managers can access completed on line applications for their own vacancies as and when they arrive via the NHS Jobs website. Please note Reference Number: 347 Page 16 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

52 you will only see Part B of the application form, which means that no personal details will be visible until you receive your Interview Pack. Monitoring your vacancy means that it is possible to close a post earlier than the advertised date if a sufficient number of high quality applications are received. Should this situation occur, contact your Recruitment Officer who will advise you on the next step. Reference Number: 347 Page 17 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

53 STEP FIVE: SHORTLISTING CANDIDATES FOR INTERVIEW Within 2 working days of the closing date (or a post closed early) the Recruitment Officer will process your post and send you an with the Online shortlisting for NHS Jobs Training Manual You will also be told how many (if any) paper applications you have received for your post. Arrangements should be made to collect these from the Recruitment Office. Please note you will only be able to view Part B of the application form no personal details will be visible at this stage. Shortlisting should be carried out as soon as possible and be undertaken by at least two of the interview panel one of which should be the appointing officer. The criteria used for shortlisting must be consistently applied to all candidates. Candidates should be assessed by using the information supplied on the application form, measured against the requirements contained within the job description and person specification. THE DISABILITY (TWO TICKS) SCHEME During the shortlisting stage please be aware of the Disability Symbol (Two Ticks) Scheme. The purpose of the scheme is to ensure that disabled people have access to the same opportuntities as others. Cardiff and Vale NHS Trust has been awarded the Disability Symbol and this means that we have agreed to interview all applicants with a disability who meet the minimum criteria for a job vacancy and to consider them on their abilities. Therefore if a disabled applicant meets the minimum essential criteria for your post, then you must offer them an interview. You can easily identify disabled applicants as they appear with a tick under the Disability column from the shortlisting screen. IMPORTANT: once you have completed the shortlisting for all applicants, complete the ed Shortlisting for Interview Form and to your relevant Recruitment Officer, this will also let them know that you have completed your shortlisting for this post. You must allow at least 7 working days between completing the on line shortlisting and the proposed interview date. This is necessary to allow the Recruitment Department sufficient time to inform candidates by of their interview date and, if required, presentation title. On receipt of the interview details form, the Recruitment Department will e- mail all shortlisted candidates interview details, this will also be followed up with a letter. An is also sent to candidates who are unsuccessful at the shortlisting stage. Reference Number: 347 Page 18 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

54 At least one member of the interview panel should have received Recruitment and Selection training. Should you require a member of the Human Resources team to assist you at interview, you must contact your Service Group Human Resource Department, who will nominate a Human Resources representative to attend your interviews. In respect of Senior Manager appointments, you should invite a member of your Service Group Human Resources team to participate on the interview panel. Where you have requested a Human Resources presence on the interview panel, this should be in the capacity of a fully participating member, not as an interview facilitator. Should none of the applicants meet the essential criteria, consideration should be given to reviewing the advert, post and duties. Consider alternative ways to fill the post if there are no suitable pool of applicants perhaps the department should consider reviewing the skill mix or restructuring. Applicants must be informed if the post is to be reviewed/ re-advertised/ withdrawn (the Recruitment Department will undertake this task). Reference Number: 347 Page 19 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

55 STEP SIX: THE INTERVIEW PROCESS The Recruitment Department will prepare Interview Packs for each member of the interview panel no later than 2 days before the interview. A panel member must arrange to collect these from the Recruitment Department. Each Interview Pack will contain the following documentation: Interview Coversheet Interview Checklist and CRB Guidance for Managers (appendix 4) Employment References Guidelines Verbal Reference Request Forms (for the panel to obtain verbal references) (appendix 5) Interview Selection Form (appendix 6) Appointment Details Form (appendix 7) Copy of the Advertisement Copy of the Job Description Copy of the Person Specification KSF Outline Copies of the shortlisted candidate s application forms (with personal details) The interview should be structured to ensure that a two way discussion takes place between the panel and the candidate. In preparing for the interview please: Organise a quiet room (disconnect/divert the phone); Place a notice on the door indicating that interviews are in progress; Designate a candidates waiting area; Set out the room in advance is the layout interview friendly? Ensure any necessary equipment (e.g. PowerPoint/OHP/Flipcharts) is set up; If candidates are to be tested (e.g. typing test) ensure testing arrangements have been made; and Ensure that candidates with disabilities are given special consideration in terms of access to buildings or interview rooms and for the interview test. Please ensure that all questions are agreed prior to commencing the interview and relate specifically to the post and the person specification. The purpose of an interview is to assess each candidate s suitability for the post. Do bear in mind that interview panel members may be required to demonstrate that their judgement of candidates is objective and unbiased. To avoid any claim of discrimination and unfairness, interview questions should be well thought out beforehand. Panel members should agree amongst themselves, in advance, the format of the interview and what questions will be asked and who asks them. Each candidate should be questioned on all relevant areas, but some additional questions may be Reference Number: 347 Page 20 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

56 asked about the individual s specific experience, application or curriculum vitae. Questioning is obviously important: Use the job description, person specification and application to plan questions Agree a range of reasonable responses to questions Don t start with a difficult question Ask structured questions based on areas of information (education, employment history, training, career interests etc) Asking what would you do if.. questions based on likely scenarios can demonstrate ability and attitudes to problem solving Frequently ask open ended questions (how? why? what? where? when?) when you want to seek opinion, introduce a new area of discussion, compare attitude(s), probe or explore an issue further Ask closed questions only when you require YES or NO answers Ensure that all relevant areas of questioning have been covered in the core questions asked of all candidates Let the candidate do most of the talking (80/20) Some interview questions can easily be construed as discriminatory. As a general rule don t ask a question unless you can ask it of each candidate. Totally avoid questions such as: Do you have/intend to have (more) children? What child care arrangements have you made? What happens to your children if you work nights? What do you do when your children are ill or during school holidays? Have you worked with white/black people before? Can you envisage cultural difficulties in communications with your team? Will you need to take time off work during religious festivals? Do you really think you re fit enough to do this job? Structure the interview appropriately: Put the candidate at ease, develop rapport and set the scene Greet candidate by name Introduce panel members Explain format of interview (previously agreed by panel) Explain why there is a vacancy and what the job entails Check candidate has received the job description and person specification Use questioning to thoroughly test a candidate s knowledge and/or potential Reference Number: 347 Page 21 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

57 Listen carefully and observe responses Answer candidates questions and give necessary explanations Don t rush accept that some candidates will take longer to interview than others Make appropriate notes but don t scribble furiously throughout the interview To close the interview: Ensure no further questions from candidate or panel Summarise Confirm future action Explain when hope to inform of result Confirm contact/phone details Thank candidate for attendance Make final notes before next candidate It is strongly recommended that all interviewing panel members are trained in recruitment and selection. The minimum acceptable standard is for the appointing officer to have received Recruitment and Selection Training. To ensure the right candidate is selected: Ensure the interview is thorough and all relevant issues are discussed Keep an open mind throughout the interview Assess the quality of responses to core questions Does s/he have the ability, motivation, commitment to do the job well? Check candidate meets person specification criteria Decide order of choice An unanimous decision by the panel is preferred but not always possible The Interview Checklist should be used to ensure that important issues are discussed e.g. Terms and Conditions of Employment and information e.g. Professional Registration are checked during this process. For professionally registered staff, live registration must be verified by the appointing officer by sight of the relevant certification at interview, which should not be a photocopy, and confirmed prior to appointment by contacting the relevant organisation. The interview form should be completed in full for each candidate, ensuring that their strengths and weaknesses are recorded against the relevant criteria, as set out in the person specification. It is important that each individual panel member record their reasons for their decisions in full on this form or each panel member signs one completed interview form. This will enable you to Reference Number: 347 Page 22 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

58 give constructive feedback to candidates and as supportive evidence of your decision should a claim for unfair selection be brought against the Trust. Reference Number: 347 Page 23 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

59 STEP SEVEN: MAKING AN OFFER OF EMPLOYMENT TAKING UP REFERENCES The Trust does not make appointments subject to references. Therefore upon completion of the interview, the appointing officer would proceed to obtain two verbal references for the successful candidate only one of which must be from the successful candidate s current or most recent employer. This should be recorded on a reference request form provided in the Interview Pack. If the successful candidate is an existing employee moving from one Directorate / Department to another then an offer of employment would be appropriate with only one verbal reference, provided that the reference is from their current line manager. The Recruitment Department will follow up an external verbal reference in writing and once received will send to the line manager to be included on the new employees personal file. If candidates have indicated on their application form that they have not given their permission for the Trust to approach their referees prior to interview, during the interview process it must be explained to these candidates that the Trust does not make offers of employment subject to references. Therefore, during the interview you should seek their permission to take up their references. A reference provides a factual check of previous employment and should confirm information the applicant has already provided. The knowledge that a reference will be requested should encourage an applicant to describe their experiences, capabilities etc without exaggeration. References provide an opportunity to identify and sift out candidates we would not want as employees, i.e if they appear to demonstrate inappropriate behaviour, poor attendance, high sickness levels in a current or previous post. References should be used as an aid to selection, a tool to assess the candidate s working behaviour and character however do bear in mind that some referees may not communicate the required information well in a reference. Always read between the lines, sometimes what is unsaid speaks volumes. If in doubt, phone the referee to discuss the candidate in more detail. In instances where a referee is not a current/previous employer the reference provided will serve as a character reference only. There is a legal requirement for references to be accurate and fair, with reasonable grounds to support any statements made. In general terms a referee owes a legal duty of care to the (ex)employee for the quality and accuracy of information provided. If a reference for a successful candidate is unsatisfactory always investigate further. Take particular note if a previous employer says they would not reappoint, this is rarely said without just cause. However be mindful of the legal obligation to be accurate and fair. Always request HR advice as this is an issue requiring careful and sensitive handling. A candidate s suitability should always be weighed against the assessment made at interview. Don t be Reference Number: 347 Page 24 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

60 tempted to rely solely on the reference which should be used to confirm a selection decision not to make it. NB: The Interview Selection form and any notes taken during the course of the interview are admissible evidence at an employment tribunal where an interviewed candidate might seek redress for alleged unfair practice/ discrimination. The Recruitment Department retain all job files for 6 months after the date of interview for unsuccessful applicants. Interview notes for the successful applicant are retained on the applicant s file for the duration of the appointment. Please note: under the Freedom of Information Act all candidates can request to view their references as well as any notes written about them during the interview. EVIDENCE REQUIRED TO MAKE A SALARY OFFER Potential employees must provide the appointing officer with evidence of their current salary before any offer of appointment can be made. The evidence must be in the form of the employee s most recent payslip. The guidance on reckonable service and incremental credit (below) should then be used to determine the applicant s starting salary. NHS Applicants The calculation of the starting salaries for NHS applicants is determined by a number of factors. The following scenarios are intended to assist managers in determining the correct salary to be offered: If an applicant s salary is equal to the minimum of the Pay Band, they should be offered the post on the minimum of the Pay Band, unless they are being promoted from one Pay Band to another. Where the applicant s salary is equal to the minimum of the Pay Band and they are being promoted from one Pay Band to another, they should be appointed to the next point up on the scale. Where the applicant transfers from one post to another on the same Pay Band e.g. from a Band 4 post to another Band 4 post etc, their salary will remain unaltered. This applies to existing Trust staff who apply for posts within the same Pay Band and to external applicants. The staff will be appointed on the basis of their existing incremental pay point and incremental date. The starting salary will be related to the applicants basic pay and will not take into account any High Cost Area payments that any external applicants are currently paid. Reference Number: 347 Page 25 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

61 Where the applicant s salary is equal to any of the other pay points, they should be offered the post on the pay point in question, unless the applicant is being promoted from one Pay Band to another. Where the applicant is being promoted from one Pay Band to another and their current salary is equal to any of the pay points, they should be offered the next point up on the scale. Where the applicant s salary is less than any of the other pay points, they should be offered the next point up on the scale. Where an applicant voluntarily applies to move from an Agenda for Change Pay Band to a lower Pay Band, within the same specialism, the applicant will move to the nearest pay point on the new Pay Band to their to their current salary. This will apply to existing Trust staff who voluntarily apply for a lower banded post as well as external applicants. When the move is of a voluntary nature to a post in a different specialism, an assessment will need to be made of the applicant s relevant reckonable service to determine any incremental credit that the applicant may be entitled to above the minimum of the Pay Band. This assessment will need to be made in line with the Trust s Reckonable Service agreement (see below). Where an employee is re-joining the NHS after a break in service of 12 months or less, they will be allowed to retain the incremental pay point in their previous Pay Band if they are re-joining the same pay band as they occupied before the break in service. If the break was for less than 3 months and they are re-joining the same pay band they will also be able to retain their incremental date (deferred by the number of days break). However, if the break in service has been for more than three months their incremental date will be the anniversary of the date they rejoined the NHS. Where an employee is re-joining the NHS after a break in service of more than 12 months, the provisions of the Reckonable Service Agreement described below will apply with any incremental credit capped on whatever is the lower of the pay point below the 2nd Gateway on the Pay Band, or the incremental pay point of the longest serving employee with continuous service in the Department. Non-NHS applicants The calculation of the starting salaries for non NHS applicants is only determined by whether or not the applicant has any Relevant Reckonable Service. Reference Number: 347 Page 26 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

62 RECKONABLE SERVICE AND INCREMENTAL CREDIT Reckonable Service, and the basis on which incremental credit can be awarded, is defined as: Previous credited service from another employer where this is deemed to be at an equivalent level and be relevant to the post applied for when compared with the Job Description/Employee Specification and KSF Outline with knowledge and skills updates demonstrated This applies to both paid and unpaid employment in NHS and outside the NHS, including Bank and agency work IF relevant to the post being appointed to. Evidence such as application forms, references, previous job descriptions and payslips must be provided. Consideration will need to be given to any time lapse in the relevant experience and the appropriate professional standards. For non-professional groups, managers will have to make a judgement, fully documented about any relevant experience in an appropriate timescale. Any decision taken by a manager must be able to be justified, including the impact on other staff already in post in the department and other departments of similar staff groupings. Incremental credit In the interests of equity, incremental credit cannot be given for recruitment difficulties due to market forces. In terms of incremental credit, credit can be given to increase the starting salary by 1 incremental point for every 1 year of relevant experience that can be evidenced. The relevant experience can relate to both full time and part time employment but the applicant must need to have 12 months previous employment to be eligible to receive 1 incremental point. Periods of relevant experience of less than 12 months can be aggregated but, as indicated above, consideration needs to be given to any time lapse in relevant experience. Partial increments cannot be awarded and any Reckonable Service would need to be rounded down to the nearest 12 months i.e. 1 year, 8 months reckonable service would be rounded down to 1 year s service which would equate to 1 increment. The incremental credit that can be given will be capped on whichever is the lower of the following: to the pay point one below the 2 nd gateway; or the incremental point of the longest serving employee with continuous service in the Department. Any award of incremental credit has to be discussed and agreed with the Service Group Human Resource Manager, before the matter is discussed with the applicant, in order to ensure consistency of approach across the Trust. Reference Number: 347 Page 27 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

63 Where an applicant voluntarily applies to move from an Agenda for Change Pay Band to a lower Pay Band in a different specialism, an assessment will need to be made of the applicant s relevant reckonable service to determine any incremental credit that the applicant may be entitled to above the minimum of the Pay Band Any incremental credit awarded will be capped as outlined above. This will mean that an employee could have been paid on the top of their Pay Band but if they choose to move to a lower banded post, the maximum they could be paid is whichever is the lower of the pay point below the second gateway on the Pay Band or the pay point of the longest serving employee with continuous service in the Department. Notification Procedure The Payroll Department will need to be notified of any incremental credit awarded, otherwise they will automatically put the new starter on the bottom of the payscale. The following procedure must therefore be followed: 1 The appointing manager needs to clearly document the decision making process and conclusions drawn. 2 When proposing to award incremental credit the proforma (appendix 8) must be completed by the line manager and submitted to the Service Group Human Resources Manager for consistency checking and approval. 3 The Human Resources Manager will complete the relevant section of the proforma to confirm whether or not the proposed incremental credit has been approved. 4 If approved, the proforma will be returned to the line manager. The line manager will complete the recruitment Appointment Form and will send both forms to the Recruitment Department for an offer letter and contract to be generated. 5 The Appointment documentation will be returned to the appointing officer prior to the staff being enrolled. The appointing officer will retain a copy of the Incremental Credit Proforma on the employee s personal file and attach the original to the Staff Enrolment Form and forward this to the Payroll Department to action. OCCUPATIONAL HEALTH CHECK In accordance with Trust policy all offers of employment are subject to a satisfactory Occupational Health Pre-placement Assessment. Reference Number: 347 Page 28 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

64 Occupational Health forms are sent out with all appointment letters. The Trust requires all new staff to have pre-employment health clearance. The Trust observes the relevant guidance issued from time to time by the Department of Health and the Welsh Assembly Government. Specifically the Trust has implemented the recommendations of Welsh Health Circular WHC (2006) 86 for all new appointments from 1 st October This guidance applies to all staff who will be working with patients and refers to checks for TB and blood borne viruses; Hepatitis B, Hepatitis C and HIV. If the employee is new to the NHS or they are moving posts within the Trust and they will perform Exposure Prone Procedures (EPPs), they must be seen in Occupational Health on their first day of work. If the employee is new to the NHS and will have patient contact, but do not perform EPPs, they must be seen in Occupational Health within 2 weeks of taking up the post. Further information can be obtained from the Occupational Health Service at UHW or at Llandough DISCLOSURE OF A CRIMINAL RECORD Where an appointment is being made to a position, which will require the candidate to work with children or vulnerable adults, it will be subject to a satisfactory Criminal Records Disclosure. Health care is exempt from the provisions of the Rehabilitation of Offenders Act; all candidates at interview must be given the opportunity to declare any cautions, convictions, reprimands/prosecutions pending etc whether or not they are spent, candidates should be made aware that failure to disclose relevant information could result in dismissal. If a candidate is made a provisional offer of employment to a post where Disclosure is required, the appointing officer must indicate on the Appointment Details Form that the Recruitment Department is required to carry out a Disclosure Check as part of the appointment process. When the Recruitment Department is notified of this requirement this information will be contained in the successful candidate s offer letter and they will be sent a blank Disclosure Application Form to complete and return to the Recruitment Department with original documentation to be countersigned. Once the form has been countersigned by a Trust countersignatory the form will be forwarded to the CRB for processing. Applicants who apply for posts, which will require them to work with children or vulnerable adults, must be advised of this condition of employment during the interview process. Should an applicant be in receipt of a current CRB check from a previous employer, the Trust will not accept a copy of this as proof the CRB Disclosure Clerk will apply for a new CRB check. Should an applicant be an existing member of staff in receipt of a CRB check, the Trust will accept a copy as proof of CRB, providing it is no more than 6 months old. Applicants who apply for posts, which will require them to work with children or Reference Number: 347 Page 29 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

65 vulnerable adults, must be advised of this condition of employment during the interview process. Sometimes it becomes necessary to withdraw an offer of employment, perhaps following a positive CRB disclosure or if previously unknown information has come to light. Always seek HR advice as employment law considerations require careful and sensitive handling. IMMIGRATION The Asylum, Immigration and Nationality Act 1996 makes it a criminal offence for an employer to employ individuals who do not have permission to live or to work in the United Kingdom. The Recruitment Department will check whether or not an individual requires permission to work in the UK on the basis of the information provided on the application form, and will apply for work permits etc. as required. However, managers should be aware that they are responsible for ensuring that the appropriate checks are made at enrolment. THE OFFER OF EMPLOYMENT Following the interview selection process, it is the responsibility of the Chair of the Panel to contact the successful candidate to advise them of the outcome of the interview. Once the successful candidate has accepted the offer of employment verbally, the appointing officer or a nominated interview panel member must contact the unsuccessful candidates immediately to advise them of the outcome of the interview. The offer to the successful candidate and the regretting of unsuccessful candidates can be done verbally by telephone. The Recruitment Department will not write to unsuccessful candidates to advise them of the interview outcome unless they are specifically requested to do so by the interview panel. Once the panel have received a verbal acceptance from the successful candidate, the Appointing Officer should complete and return the following documentation to the Recruitment Department to enable them to process the appointment: Appointment Details Form Successful candidate s application form Verbal references, which must be recorded on a reference request form All Interview Packs and any notes/ further information you may have used during the interview Copy of most recent payslip of successful candidate (if current NHS employee) Failure to provide any of the above information will delay the appointment process and the proposed commencement date of the newly appointed employee. The Panel members must return all copies of the Interview Packs, including copies of the application forms, interview forms, notes of interview etc. to the Reference Number: 347 Page 30 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

66 Recruitment Department. This is important to ensure that any duplicated information is destroyed as confidential waste and original notes and interview forms are stored centrally to maintain confidentiality. This documentation must be stored confidentially for a period of 6 months in line with the Data Protection Act, to ensure it is readily available should the interview panel be required to provide evidence and information regarding their appointment decision at a later date. STEP EIGHT: APPOINTMENT PROCEDURE The Recruitment Department will be responsible for issuing the successful candidate with an appointment letter and, if a start date has been agreed two copies of their Principal Statement of Main Terms and Particulars of Employment, Principal and Supplementary Statement of the Main Terms and Particulars of Employment. If a start date has not been agreed, the appointment letter and relevant documentation will be sent and the Principal Statement of Main Terms and Particulars of Employment will be forwarded at a later date when commencement date has been agreed. A start date proforma will be included in the new employees enrolment pack this should be completed and returned to the recruitment department on the first day of enrolment. Once this has been received, the Recruitment Department will process and send their Principal Statement of Main Terms and Particulars of Employment. The successful candidate will be asked to sign and return one copy of the Principal Statement of Main Terms and Particulars of Employment and Supplementary Statement of Main Terms and Particulars of Employment to their Directorate Manager / Department Manager. STEP NINE: ENROLMENT PROCEDURE The Recruitment Department will forward to the Directorate Manager / Department Manager an Enrolment Pack, which contains enrolment and departmental induction documentation including: Explanatory induction pack memo Staff Handbook Guide to the NHS Pension Scheme Data Protection leaflet P46 form Local Induction Checklist Tackling Illegal Workers form A personal file will be created for the successful candidate, which will be forwarded to the relevant Directorate Manager / Department Manager by the Recruitment Department. A personal file will include the following documents: Reference Number: 347 Page 31 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

67 Advert Requisition Form Advert Job description/person specification Application form Appointment details form Copy of appointment letter References x 2 Departmental Induction Checklist Copy of either birth certificate /passport/driving licence ENROLMENT The Manager will ensure that the new employee completes a Staff Enrolment Form (accessed via Intranet ESR forms Staff enrolment form) and obtain copies of the staff member s national insurance number, passport, birth/marriage certificates, driving licence, bank/building society details, education/professional qualifications for retention on the personal file on the date of commencement. Two copies of this form should be printed and signed, one to be sent to the Trust s Payroll office, which is situated at Lansdowne Hospital and one to be kept on the personal file. The manager is responsible for ensuring that ID badges, uniforms, protective equipment, etc are available for the new member of staff. TACKLING ILLEGAL WORKERS An employer must be able to prove that certain checks were made before an individual commenced in employment or they could be liable to a heavy fine if that individual is found to be working illegally. These checks must be made for all new employees, not on the basis of race or ethnicity. Mangers must complete and sign the Tackling Illegal Workers form to confirm that appropriate documentation is produced to confirm that the individual has permission to live and work in the UK, that they are satisfied that the new employee is the rightful holder of the documentation produced and that copies are made and retained on the personal file. These steps must be taken at enrolment. If the individual is unable to produce the required documentation they should be sent home and another start date arranged. Guidance is provided on the appropriate documents in the enrolment pack, and further advice can be obtained via Human Resources. LOCAL INDUCTION CHECKLIST It is the responsibility of the Directorate Manager / Departmental Manager to ensure that the new employee is given a departmental induction on their first Reference Number: 347 Page 32 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

68 day of work. A Departmental Induction Checklist is provided in the Enrolment Pack, which provides guidance to managers on the areas to be covered. When the checklist has been completed and signed off by both the manager and the employee, it should be placed on the employee s personal file. STEP 10: CORPORATE INDUCTION PROCEDURE Line managers are responsible for ensuring that all new employees joining the Trust complete a Corporate Induction Programme. New employees can undertake their Induction Programme using the on-line e-learning Induction package which can be accessed from the e-learning link which is located on the home page and the Intranet site. Alternatively, staff can attend the Trust s Corporate Induction Day. Before accessing the programme new employees will require their ESR number which is generated when line managers complete the enrolment form and this has been processed by Payroll. Once this process has been completed, new employees will receive a letter, which provides them with their ESR Number. Staff will also receive detailed instructions regarding computer access and facilitator support available within the Trust to undertake the e- learning Induction programme. Some new employees may have previously worked within an NHS Trust and already have an ESR Number, if this is the case line managers should contact the OD&T Department on the employees first day of employment. The e-learning programme offers a flexible approach and provides a comprehensive awareness raising programme of statutory / mandatory topics. The package includes the following four modules which should be completed within eight weeks of commencing employment: Corporate Employment Working Safely Patient Care Manual Handling. At the end of each module staff are prompted to print a certificate and these four certificates provide supporting evidence against the Knowledge and Skills Framework (KSF) and should be signed by Line Managers at the first Personal Development Review (PDR). It is recognised that e-learning is not appropriate for all staff and if progress is not being made line managers and/or individual employees will be contacted to established and resolve any issues. Alternatively Line Managers should contact the OD&T Department to book staff onto a tutor led Corporate Induction Day. Reference Number: 347 Page 33 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

69 Further information regarding the above can be obtained by contacting the OD&T Department on (WHTN 01873) 6590 or (029) RECRUITMENT AND SELECTION PROCEDURE APPENDICES ALL FORMS CONTAINED IN THIS PROCEDURE MANUAL CAN BE ACCESSED ELECTRONICALLY ON THE INTRANET VIA HUMAN RESOURCES RECRUITMENT PROCEDURES Reference Number: 347 Page 34 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

70 Appendix 1 CARDIFF AND VALE NHS TRUST JOB DESCRIPTION JOB DETAILS Job Title: Band: Department/Directorate: Base: Service Group: ORGANISATIONAL ARRANGEMENTS Accountable to: 1. (Managerially) 2. (Reporting) 3. (Professionally) Job Summary: JOB PURPOSE DUTIES AND RESPONSIBILITIES HEALTH AND SAFETY REQUIREMENTS Reference Number: 347 Page 35 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

71 All employees of the Trust have a statutory duty of care for their own personal safety and that of others who may be affected by their acts or omissions. Employees are required to co-operate with management to enable the Trust to meet its own legal duties and to report any hazardous situations or defective equipment. FLEXIBILITY STATEMENT The content of this Job Description represents an outline of the post only and is therefore not a precise catalogue of duties and responsibilities. The Job Description is therefore intended to be flexible and is subject to review and amendment in the light of changing circumstances, following consultation with the postholder. Date Prepared: Prepared By: Date Reviewed: Reviewed By: Reference Number: 347 Page 36 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

72 Appendix 2 CARDIFF AND VALE NHS TRUST PERSON SPECIFICATION Job Title: Band: Base: Department: Service Group: ESSENTIAL DESIRABLE METHOD OF ASSESSMENT QUALIFICATIONS EXPERIENCE Application Form Certificate Check Registration Card Nurse/PAM* Application Form Interview References SKILLS Application Form Interview References SPECIAL KNOWLEDGE Application Form Interview References PERSONAL QUALITIES (Demonstrable) OTHER (Please Specify) Application Form Interview References Interview Document Check* Date Prepared: Date Reviewed: Prepared By: Reviewed By: Reference Number: 347 Page 37 of 47 Recruitment and Selection Version Number: 3 Procedure Original App date V1 April 02

73 APPENDIX 3 Interview Details Reference Number. INTERVIEW DETAILS FORM Interview Panel At least one member of the Panel should have attended Recruitment and Selection Training (please circle yes/no ) Address where Interview Pack is to be sent DATE OF INTERVIEW: Name: INTERVIEW DURATION: Title: Recruitment and Selection Trained? yes / no START TIME: Name: BREAK TIMES: Title: VENUE: Recruitment and Selection Trained? yes / no Tel. No. Tel No. PRESENTATION: YES / NO* PRESENTATION DURATION: PRESENTATION TITLE: Continue on a separate sheet if necessary Names of shortlisting panel: Name: Title: Recruitment and Selection Trained? yes / no Name: Title: Recruitment and Selection Trained? yes / no Name: Title: Recruitment and Selection Trained? yes / no Tel No: Tel No: Tel No:

74 Appendix 4 INTERVIEW CHECKLIST The following list provides an outline of employment terms and conditions, which should be raised at interview. Please include those details which are specific to your post. It is at your discretion, which issues are discussed and they can also serve as guidance for any questions, which the candidate may ask. 1. Salary Scale: 2. Hours of Work: 3. Annual Leave Entitlement: 4. Substantive/Fixed Term/Temporary Contract: 5. Terms & Conditions of Employment All posts are now appointed onto the Agenda for Change Terms and Conditions of Employment 6. Salary Payment: Monthly by bank credit transfer on the 21 st of each month. 7. References: References are a key source of information in the selection process. No offer of employment should be made subject to references. (See additional information regarding references at the front of the Appointing Officers Interview Pack) 8. Occupational Health: All offers of employment are subject to a satisfactory Pre-placement Assessment, which will be carried out by the Trust s Occupational Health Department. The Trust reserves the right to withdraw any job offer should this be unsatisfactory. All new employees who perform Exposure Prone Procedures (EPPs) must arrange to be seen in Occupational Health prior to commencing employment, or at the latest on their first day at work. If the new employee has patient contact, but does not perform EPPs, they must be seen in Occupational Health within 2 weeks of taking up the post.

75 This process is applicable to internal as well as new candidates. 9. Health Record: IMPORTANT INFORMATION: The Equality Act 2010, came into Force on 01 st October, Questions to job applicants at interview about health or disability are unlawful until the person has been: Offered a job outright or on conditions, ie subject to, or Included in a pool of successful applicants to be offered a job when a positions becomes available (for example, employer expects to have further vacancies for the same role). Therefore, do not ask the question at interview: number of days sickness absence in last 2 years? 10. Professional Registration: Interview candidates are asked to bring along their original Professional Registration document, if applicable. Therefore, in accordance with the Trust s Professional Registration Policy you are required to check this documentation as part of the interview process. 12. Disclosure Check: All staff who will be in sole charge of, regularly care for or have regular contact with children or vulnerable adults are required to give their consent to the Criminal Records Bureau undertaking a Disclosure Check on the Trust s behalf. If a Disclosure Check is required, the offer of employment will be subject to a satisfactory check. 13. Work Permit: Check whether or not the candidate has permission to live and work in the UK or if a work permit is required. 14. Rehabilitation of Please note: Band 5 Staff Nurses are no longer classed as a shortage profession, therefore the Trust may be unsuccessful in obtaining a work permit for the new employee. Should you have any queries regards eligibility of candidate, please contact the recruitment office.

76 Offenders: Has the candidate any previous criminal or other convictions which they wish to disclose? This question should always be asked at interview. 15. No Smoking Policy: Smoking is not permitted on any Trust building, grounds and particularly entrances. Smoking shelters are installed on the 3 main sites: UHW, Whitchurch Hospital and Llandough Hospital. 16. Interview Expenses: Travel expenses will be paid at public transport rates or second class rail/coach fare. 17. Accommodation: Temporary accommodation may be available to staff on a short-term temporary basis, dependent upon their circumstances. 18. Removal Expenses: In accordance with the Trust s Policy which determines eligibility and defined limits of payment. Payment is at the discretion of the manager. 19. Equal Opportunities: It is essential that the questions asked at interview are non-discriminatory and related to the skills, knowledge, demands and requirements of the job. It is advisable not to ask questions on the following areas at interview to either men or women: age/marital status/circumstances plans to start a family childcare arrangements domestic circumstances/arrangements

77 Appendix 5 CARDIFF AND VALE NHS TRUST REFERENCE REQUEST All information provided on this form will be treated with the strictest confidence Applicant s Name Position Applied For Post Number 1 How long have you known the applicant? 2 In what capacity do you know / have you known the applicant? (If providing a character reference please go to question 17.) 3 What position does / did the applicant hold in your organisation? 4 Please provide a brief outline of the applicant s task/duties and main responsibilities. (Continue on a separate sheet if necessary) 5 Dates of employment 6 Reason for leaving? (Where known) From / / To / / 7 Would you re-employ the applicant if the opportunity arose? (Please state reason(s) for your answer) 8 Please indicate how many days and the total number of occasions of absence the applicant has had due to sickness/injury in the past 2 years. 9 How many days /weeks leave has the applicant taken under the parental Leave Directive whilst in your employ? 10 Is the applicant s standard of work, quality and quantity? (Please tick the appropriate box) Excellent Good Average Poor 11 Have you found the applicant to be during their time in your employment? (Please answer, Yes, No, Don t Know or Not Applicable (N/A) based on factual evidence only)

78 Honest Punctual Reliable / Conscientious Capable Team Player Adaptable Communicative 12 Are there any current disciplinary warnings recorded in respect of the applicant? If yes please state the reason for the warning(s). 13 Is the applicant currently subject to a disciplinary investigation or any pending disciplinary action? 14 If the applicant has left your employment, were they subject to a disciplinary investigation or any pending disciplinary action at the time of resignation. If yes please provide details below. 15 Do you have any further information or comments, which you wish to offer about the applicant? (Continue on a separate sheet if necessary) 16 Do you know of any reasons why the Trust should not employee the applicant? CHARACTER REFERENCE 17 If you are providing a reference of a personal nature, please comment factually on the applicant s character. NAME: SIGNATURE: POSITION HELD: TEL. NO. DATE: Please tick this box if you do not wish this reference to be shared with the applicant

79 Appendix 6 CARDIFF AND VALE NHS TRUST INTERVIEW SELECTION FORM POST: REFERENCE NO: DATE: NAME QUALIFICATIONS EXPERIENCE KNOWLEDGE & SKILLS PERSONAL ATTITUDES OTHER ACTIVITIES COMMENTS PRINT NAME SIGNATURE DATE

80 CARDIFF AND VALE NHS TRUST - APPOINTMENT FORM Part one Post Details 1 Reference Number: Position Number: Part two Appointment Details 3 Name of candidate: 4 Start Date: 5 Grade / Band: 6 Terms and Conditions: (please circle as appropriate) 7 a Incremental Point: 7 b Incremental Credit given due to reckonable service: 7 c Has the above been authorised by your Service Group HR Manager? 8 a Hours of work: 8 b Agenda for Change Protected or New Hours of Work? 9 On Call: Please insert number of minutes which is considered reasonable travelling time from home Whitley / Agenda for Change Yes / No 10 Permanent / Fixed Term / Temporary / Secondment: End date (if appropriate): 11 Is a work permit required? Please check the application form to confirm this information. 12 Report to for Enrolment / on the first day*: *Delete as appropriate Please advise Person s Name, Department and Location 13 CRB Disclosure Check: Is a disclosure/police check required for this post (please circle) Yes / No Standard or Enhanced 14 Qualifications / Professional Registration: Have you checked / taken evidence of Qualifications and professional registration (if available)? 15 Signed: (Appointing Officer) Verbal References should be submitted with this form. Please obtain verbal references, recording them on the appropriate reference request forms provided. Failure to include references may result in a delay in the requested start date of the new employee. Payslips must be provided if the employee is new to the Trust.

81 Appendix 8 Applicant and Post Details Applicant s Name: Post Title Reckonable Service / Starting Salary Incremental Credit Proforma Pay Band Department Post Reference Number Directorate Service Group Proposed Incremental Credit No.Increments Requested Evidence Sent to HRM Proposed Salary Yes/No Manager s Name Manager s Signature Date Authorisation No. Increments Authorised Starting Salary HR Manager s Name HR Manager s Signature Date Returned to Manager Date Returned to Manager

82

83 APPENDIX 3 CARDIFF AND VALE NHS TRUST YMDDIRIEDOLAETH GIG CAERDYDD A R FRO RECRUITMENT POLICY TO SUPPORT THE SELECTION OF STAFF TO WORK WITH CHILDREN AND VULNERABLE ADULTS To be used in support of the recruitment and selection of employees who will have regular contact with children and vulnerable adults. Policy Procedure Protocol Guideline Yes No No No Classification of document: Human Resources Area for Circulation: Trust Wide Reference number: 196 Version Number: 2 Original/previous Ref number: 65 Author Name and Job Title: Responsible Officer Name and Job Title: Details of lead/responsible Group/ Committee: Consulted Via: Jane Banks Jayne Dando, Deputy Director of Human Resources Partnership Group for Negotiation & Consultation Employment Policies Sub Group Ratified by: Trust Board / HR Committee Chairman of Validating body Paul Gray Date issued: September 2005 Review details: Review due September 2012 Version Number Date of Review Reviewer Name Completed Action Approved By Date Approved New Review Date 1 September 2005 September October 2008 no change V2 Rolled Over People, Places & Performance Committee November 2008 September 2012 Disclaimer When using this document please ensure that the version you are using is the most up to date either by checking on the Trust database for any new versions or if the review date has passed please contact the author. 1 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

84 APPENDIX 3 RECRUITMENT POLICY TO SUPPORT THE SELECTION OF STAFF TO WORK WITH CHILDREN AND VULNERABLE ADULTS 1. POLICY STATEMENT The Trust recognises its responsibilities to protect children and vulnerable adults from abuse, and to safeguard their welfare during their stay in hospital or visit for treatment. This policy, and the accompanying procedure for managers, embrace the principles governing the recruitment and selection of employees who will have regular contact with children and vulnerable adults. This is set out in the Welsh Assembly Government s circulars Choosing with Care WHC (99) 38 and Mandatory Criminal Records Bureau (CRB) Checks for all Eligible New NHS Staff (00) 029, the Protection of Children Act 1999, Children Act 2004 and the Carlile Report 2002 Too Serious a Thing. The policy also encompasses the principles outlined in the In Safe Hands Guidelines issued in the year 2000 and the Protection of Vulnerable Adults Inter-Agency Policy and Procedures for responding to Alleged Abuse and Inappropriate Care of Vulnerable Adults in South Wales April The policy supports the Trust s Recruitment and Selection Procedure, Policy for Employing People with Criminal Records, Policy for Disclosure of a Criminal Background for those Employed to Work with Children or Vulnerable Adults and the Mandatory Criminal Records Bureau Checks for all Eligible New NHS Staff document. The Protection of Children Act requires employers to carry out a PoCA check before a person can be appointed providing the definition of a regulated position is satisfied: A position whose normal duties include caring for, training, supervising or being in sole charge of children. It is a criminal offence for an employer to offer work or employ a person in a regulated position knowing that person is on the PoCA list. The Care Standards Act 2000 provides for a scheme for the protection of vulnerable adults (PoVA) and each post which involves the care of vulnerable adult patients should be considered against the criteria for an Enhanced Disclosure. 2. SCOPE OF THE POLICY 2 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

85 APPENDIX 3 The policy and procedure applies to all Directorates and Departments who are involved in the recruitment and selection of staff, including bank, agency and contractor staff, who are required to work directly with patients as part of their normal duties particularly children, provide services to children and/or vulnerable adults or have regular contact with children and or vulnerable adults in the course of their duties within the Trust. Staff whose work provides access to patients in the course of their normal duties are also subject to a disclosure check. 3. AIM OF THE POLICY The aim of this policy is to ensure that all applicants are treated equitably during the recruitment process and that only candidates who are safe to work with children and or vulnerable adults are appointed to post. 4. PRINCIPLES GOVERNING RECRUITMENT AND SELECTION Line managers with the responsibility for the recruitment and selection of employees who are required to work with children and or vulnerable adults, have a duty to ensure adherence to the principles set out below at all stages of the recruitment process. 4.1 There must be an accurate and up to date job description and person specification for all posts where there is a requirement to work with or provide services to children and/or vulnerable adults. 4.2 All departments that recruit employees who are required to work with or have regular contact with children and or vulnerable adults must produce a Statement of Purpose and Objectives document to supplement the Job Description and Person Specification. 4.3 All child branch nursing and other posts, including medical and therapy posts, should be advertised externally as well as internally, whenever possible or appropriate. 4.5 All applicants must complete and sign a Trust application form giving detailed information regarding their employment history to date. 4.6 All applicants for a post that will require them to work directly with or have regular contact with children and or vulnerable adults must have a formal interview before an appointment can be made. This is essential as the interview will provide the interview panel with an opportunity to discuss the candidate s application fully including the previous employment history and explore any areas of doubt or concern, prior to an appointment decision being made including possible criminal record disclosures. 3 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

86 APPENDIX An offer of employment can only be made once the appointing officer is in receipt of two satisfactory references, either verbal or written, preferably written. At least one of these references must be obtained from the candidate s present or last employer. Follow up of both references by telephone to confirm the validity of the information provided is essential. The applicant s employment record must be cross checked with previous employers. 4.8 The principles of the policy require that no member of staff recruited to work directly with children and or vulnerable adults or who provide services to children and/or vulnerable adults should be permitted to commence employment before clearance from the Criminal Records Bureau is received. However, the Trust also recognises that there may be times when a delay in the process of obtaining a Disclosure check may lead to a delay in allowing a member of staff to commence employment, resulting in a disruption in the provision of services to its patients. Line Managers are responsible for ensuring candidates submit the information required to undertake a CRB check to the recruitment department and to track the progress of the CRB check before the proposed start date of the new employee. A memo confirming the outcome of the CRB check will be sent to the new employee and the recruiting manager once completed. If there has been some delay in the return of the CRB check before the planned start date of a new employee consideration needs to be taken by the recruiting manager as to the appropriateness of the new employee starting with the Trust at this time. If it is decided that it is appropriate for the new employee to start with the Trust before the CRB disclosure has been received a full risk assessment must be undertaken by the appropriate recruiting manager. More details on how to complete this document correctly and copies of the document itself can be found in the Appendix B of the Disclosure of Criminal Background for Those Employed to Work With Children Or Vulnerable Adults Policy. The Welsh Health Circular (2005) 029 provides that where delays in obtaining checks could risk the health and safety of children or lead to serious recruitment problems a fast-track check covered by the Protection of Children Act can be made with the criminal record part of the Disclosure being carried out subsequently. This will ensure that applicants are not named on the Protection of Children List. 4.9 The employment of staff from abroad who will be expected to work directly with or have regular contact with children and or vulnerable adults will be subject to the same recruitment procedures as for UK staff. 4 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

87 APPENDIX 3 Staff recruited from abroad should be subject to police checks in line with their country s justice system and UK requirements The Appointing Officer will make decisions about whether an appointment should be made in cases where a previous conviction or other relevant information is disclosed following a criminal records check. The reason for any such decision should be clearly recorded. Advice on this can also be sought from the Recruitment Manager or the Service Group Human Resources Manager as deemed appropriate. 5. Training General recruitment & selection training including general guidance relating to recruiting people with criminal records will be provided for all Managers and Staff Representatives involved in the recruitment of Trust employees to ensure that the Policy is applied consistently and fairly across the Trust. 5 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

88 APPENDIX 3 CARDIFF AND VALE NHS TRUST RECRUITMENT PROCEDURE TO SUPPORT THE SELECTION OF STAFF TO WORK WITH CHILDREN AND VULNERABLE ADULTS 6 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

89 APPENDIX 3 CARDIFF AND VALE NHS TRUST RECRUITMENT PROCEDURE TO SUPPORT THE SELECTION OF STAFF TO WORK WITH CHILDREN AND VULNERABLE ADULTS 1. Introduction 2. Defining the Job 3. Defining the Postholder 4. The Statement of Purpose and Objectives 5. The Advertisement 6. Making an Application 7. Selection Process 8. Reference Protocol 9. Disclosure Protocol 10. Students 11. Bank and Agency Staff 12. Portability Appendices Appendix 1 - Appendix 2 - Appendix 3 - Appendix 4 - Appendix 5 - Sample Job Description Sample Person Specification Sample Statement of Purpose and Objectives Sample Internal Advertisement Guidance on Interview Questions/Scenarios 7 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

90 APPENDIX 3 HP/JB: September 2005 Review Date: September Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

91 APPENDIX 3 1. INTRODUCTION The procedure is for all staff and managers with the responsibility for the recruitment and selection of staff who will have regular contact with children and or vulnerable adults, to assist them to meet the requirements of the Trust s Recruitment Policy to Support the Selection of Staff to work with Children and Vulnerable Adults. 2. DEFINING THE JOB Each post must have an accurate and up to date job description before the post is advertised. The job description must; clearly identify the purpose and objectives of the post and the Directorate / Department where the vacancy exists. set out the qualification requirements for the vacant post. indicate that further training will be a future requirement of the successful candidate if there are no formal qualifications required for the post If you are unsure of the content or detail to be incorporated in the job description, you should seek advice from your Line Manager, Senior Nurse or HR / Recruitment Departments before advertising your vacancy. Please refer to Appendix 1 for an example of the Trust s standard job description format. 3. DEFINING THE POSTHOLDER Each post must have an accurate and up to date person specification before the post is advertised. The person specification must clearly identify the Essential and Desirable qualifications, experience, skills, special knowledge, personal qualities and other attributes that the successful candidate must possess. If there are no formal qualifications required for the post, the person specification must indicate that further training will be a future requirement of the successful candidate. In the Other Essential column of the person specification the following statement must be included; Applicants must not have any criminal convictions, which will render them unsuitable to work with children. Please refer to Appendix 2 for an example of the Trust s standard person specification format. 9 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

92 APPENDIX 3 4. THE STATEMENT OF PURPOSE AND OBJECTIVES All departments that recruit employees who are required to work with or have regular contact with children and or vulnerable adults must produce a Statement of Purpose and Objectives document to supplement the Job Description and Person Specification. The Statement of Purpose and Objectives document must include the following information, and be regularly up-dated. It will: Identify the characteristics and type of children and/or vulnerable adults cared for in the department Identify the care and treatment programmes available to these patients Identify the objectives of the care and treatment programmes available Reinforce the Trust s commitment to conducting enhanced disclosure checks on employees who are employed within the department Please refer to Appendix 3 for an example of a Statement of Purpose and Objectives document. 5. THE ADVERTISEMENT All child branch nursing and other posts with access to children and vulnerable adults, including medical and therapy posts, should be advertised externally as well as internally, whenever possible and appropriate. All adverts should carry a clear statement that the successful candidate will be required to complete disclosure check as part of the appointment process, for example The successful candidate will be subject to a criminal records disclosure check as part of the appointment process. All advertised posts should encourage applicants to contact a named person in the department where the vacancy exists to have an informal chat about the post and/or arrange an informal visit prior to the interview date. Please refer to Appendix 4 for an example of the Trust s recommended template for an advertisement. 6. MAKING AN APPLICATION 10 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

93 APPENDIX 3 It is essential that all applicants complete and sign a Trust application form when applying for posts within the Trust, providing details of their full employment history to date and their reason for leaving. The guidance notes accompanying the application form will inform applicants for child/vulnerable adult related posts of the Trust s right to approach any of their previous employers for a performance or character reference prior to interview. All applicants for child/vulnerable adult related posts should receive the following in their application pack: Covering letter Equal opportunities questionnaire Job Advertisement Job Description Person Specification Statement of Purpose and Objectives It is the Appointing Manager s responsibility to ensure that all the appropriate documentation, including a draft covering letter and statement of purpose and objectives, is forwarded to the Recruitment Department before the post is advertised. 7. SELECTION PROCESS All applicants for posts that will require them to work directly with or have regular contact with children/vulnerable adults, are required to have a formal interview before an appointment can be made. This is essential because the interview will provide the interview panel with an opportunity to discuss the candidate s application fully and explore any areas of doubt or concern prior to an appointment decision being made. All interview panels should consist of a minimum of 3 people, one of whom must be authorised to make appointment decisions. Wherever possible the panel members should be balanced by gender and race. The appointing officer on the interview panel for nurse appointments must be at least a G Grade nurse, who has participated on the Trust s Recruitment and Selection Training Programme and who has relevant interview experience. For identified senior nurse appointments for posts with access to children, the Trust s Named Nurse for Child Protection should be invited to sit on the interview panel. 11 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

94 APPENDIX 3 The lead panel member for nurse auxiliary or other non-nursing vacancies should be a senior nurse/manager or post senior to the grade to which the appointment is being made, and who has participated on the Trust s Recruitment and Selection Training Programme and has relevant interview experience. Appointing Officers should explore different methods to test a candidate s ability to think clearly and to express themselves. This could include: Written exercises Presentations Group Work Visits to the department The approach would be standard for all candidates to ensure compliance with the Trust s Equal Opportunities Policy. 8. REFERENCES An offer of employment can only be made once the appointing officer is in receipt of two satisfactory references, either written or verbal. At least one of these references must be obtained from the candidate s present or last employer. If for any reason the appointing officer or a member of the panel is not satisfied with a candidate s reference(s), they should contact the referee(s) by telephone. The purpose of contacting the referee(s) will be to explore any aspect of the reference, which has not been addressed or has given rise to concern, to enable the panel to make a decision regarding the candidates suitability for the post. Where the reference(s) raises concerns about the candidate s suitability the appointing officer may contact any of the candidate s previous employers for a character or performance reference. Where the appointing officer is required to take a verbal reference they must take accurate written notes of the conversation and must ensure that they ask that the referee confirms the details of the verbal reference in writing (Carlile Report 2002). Where the appointing officer or a panel member has concerns about a candidate s suitability, they should discuss their apprehensions openly, before a decision to either appoint or reject the candidate is made. 9. CRIMINAL RECORDS DISCLOSURE CHECKS 12 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

95 APPENDIX 3 Staff who are recruited to work directly with children and or vulnerable adults or who provide services to children or will have regular contact with children in the course of his or her duties must be subject to an Enhanced Disclosure check with the Criminal Records Bureau. Verification that they have no criminal convictions that render them unsuitable to work with children and or vulnerable adults will be sought and received before their proposed start date with the Trust. Further information and guidance can be found in the Trust s Policy on Employing People with Criminal Records. Where an individual is appointed to an honorary contract post which will require them to work with children and or vulnerable adults, an Enhanced disclosure checks must be undertaken, regardless of the duration of the contract / placement. 10. STUDENTS Where an individual is granted permission to undertake a student placement, which will require them to work with children and or vulnerable adults, an Enhanced disclosure check must be undertaken, regardless of the duration of the contract or placement. In the case of student placements, it is the college who is responsible for ensuring that this has been done. These individuals will not be allowed to take up their post or placement until verification of their disclosure has been received by the Trust. 11. BANK AND AGENCY STAFF The Trust s Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults and Procedure will also apply to all temporary and casual staff appointments. These appointments must adhere to the Trust s recruitment and selection procedures which are set out in the general procedure and this policy document. Agency workers, locums and other temporary mobile workers should be checked at least once a year (WHC (2005) 029. Bank Nurses working in the Trust should be treated in the same way as substantive Nurses. The Nurse Bank Office, the Recruitment Department and Medical Personnel Department must check the recruitment and selection procedures of any external agencies that are used to recruit temporary staff. Before any agency/contractor member of staff, who is not supplied by one of the Trust s preferred suppliers, is allowed to take up a position which will require them to work directly with or have regular contact with 13 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

96 APPENDIX 3 children and or vulnerable adults, the agency must provide evidence of a clean disclosure. 12. PORTABILITY A disclosure carries no period of validity and where an applicant moves between jobs within the Trust, information revealed by a disclosure may be passed onto the Appointing Manager who is seeking to recruit the applicant. Where posts involve working with children, the Appointing Manager will also need to consider whether the Protection of Children Act requires a fresh disclosure application to be made. Equally if a previously issued disclosure does not contain a PoVA or PoCA check, a fresh application must be made. In all portability cases, the consent of the applicant for the information to be shared must be obtained. 14 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

97 APPENDIX 3 CARDIFF AND VALE NHS TRUST APPENDIX 1 JOB DESCRIPTION JOB DETAILS Job Title: Grade: Department/Directorate: Base: Service Group: ORGANISATIONAL ARRANGEMENTS Accountable to: 1. (Managerially) 2. (Reporting) 3. (Professionally) Job Summary: (An organisational chart should be attached) JOB PURPOSE AND OBJECTIVES DUTIES AND RESPONSIBILITIES 15 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

98 APPENDIX 3 EDUCATION AND QUALIFICATIONS If the post holder is to work as an unqualified nurse the job description must state 1. Although no statutory qualifications are required for this post, you must be committed to working towards appropriate work based competencies, which will enable qualified staff to assess whether you are working to a level comparable with nationally defined standards. HEALTH AND SAFETY REQUIREMENTS All employees of the Trust have a statutory duty of care for their own personal safety and that of others who may be affected by their acts or omissions. Employees are required to co-operate with management to enable the Trust to meet its own legal duties and to report any hazardous situations or defective equipment. FLEXIBILITY STATEMENT The content of this Job Description represents an outline of the post only and is therefore not a precise catalogue of duties and responsibilities. The Job Description is therefore intended to be flexible and is subject to review and amendment in the light of changing circumstances, following consultation with the Postholder. Date Prepared: Prepared By: Date Reviewed: Reviewed By: 16 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

99 APPENDIX 3 CARDIFF AND VALE NHS TRUST APPENDIX 2 PERSON SPECIFICATION Job Title: Grade: Base: Post Number: Department: Service Group: ESSENTIAL DESIRABLE METHOD OF ASSESSMENT QUALIFICATIONS EXPERIENCE Application Form Certificate Check Registration Card Nurse/PAM* Application Form Interview References SKILLS SPECIAL KNOWLEDGE PERSONAL QUALITIES (Demonstrable) OTHER (Please Specify) No Criminal conviction(s) which render you unsuitable to work with children Application Form Interview References Application Form Interview References Application Form Interview References Interview Document Check* 17 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

100 APPENDIX 3 Date Prepared: Date Reviewed: Prepared By: Reviewed By: 18 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

101 APPENDIX 3 CARDIFF AND VALE NHS TRUST APPENDIX 3 STATEMENT OF PURPOSE AND OBJECTIVES 1. Characteristics of the (insert name) Unit / Locality / Team and its Patients The (insert name) Unit / Locality / Team based within the Hospital / Community provides tertiary/regional/district hospital services for children aged between X Y years. We are a busy (insert name) Unit / Locality / Team with a total of [insert number] beds / bases: No Beds Age Range X Y years Unit / Ward We provide the following clinical service. Insert details. 2. Treatment Programmes (Insert Name) Unit / Locality / Team Insert details of the treatment programmes, the multidisciplinary team, beds and other significant factors. 3. Objectives of Care The Unit / Locality / Team is committed to developing and advancing best care practices for children and delivering high quality care, in a safe and friendly environment. Therefore, staff must be committed to their individual development plan to give them the opportunity and challenges to enrich their skills and knowledge, equipping them to progress professionally in a children focussed environment, and to shape services for children within the Cardiff and Vale NHS Trust. 4. Commitment to the Screening of Candidates The Trust is committed to the principles laid down in the Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults related to the recruitment and selection of employees who will have access to children in the course of their work. To ensure that children in the care of the Trust are not put at risk from sexual, physical or emotional abuse from employees, the Trust will not appoint staff until they have been checked by the Criminal Records 19 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

102 APPENDIX 3 Bureau and it has been verified that they have no criminal convictions against them, which renders them unsuitable to work with children unsupervised. 20 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

103 APPENDIX 3 Cardiff and Vale NHS Trust APPENDIX 4 Post/Ref. No: Location: Department/Ward: Directorate: Service Group: Salary Range: Hours of Work: Post Description: The successful candidate will be subject to a criminal records disclosure check as part of the appointment process For informal enquiries or to arrange to visit the department please contact: Closing date for applications: 21 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

104 APPENDIX 3 GUIDANCE ON INTERVIEW QUESTIONS APPENDIX 5 A number of suitable interview questions have been designed to be used when interviewing for posts that require that individual member of staff to work with children and or vulnerable adults during the course of their duties if they were successful at interview. The questions are not split by grade group or separated into qualified and unqualified posts but instead have been set out so that the interview panel can select the questions they feel are relevant for the specific post that they are recruiting for. The questions have been designed as a guide and therefore it is not necessary for the interview panel to ask all of the questions. The interview panel can also decide to add to and or alter the questions according to need as they feel appropriate. The list of questions is available from the Recruitment team, Lakeside, UHW. If you do not receive a copy of the questions within the interview pack for a post, please contact the Recruitment Officer, Lakeside UHW who will be able to provide you with either a paper or electronic copy for you use. The Trust adheres to the principles of Choosing with Care which relate to the recruitment and selection of staff who are required to work with children and vulnerable adults, Therefore the answers given in response to the suggested questions will be used in conjunction with the employee specification for this post, to assess an individual s application. 22 Recruitment Policy to Support the Selection of Staff to Work with Children and Vulnerable Adults Ref no: 196 version 2 Replaces Choosing With Care Policy (Recruitment and Selection of Employees Who Will Work With Children Policy ref no: 65

105 Cardiff and Vale University Health Board APPENDIX 4 Social Media Guidelines Reference No: Issued by Policy Manager Version No: 1 Previous Trust / LHB Ref No: n/a Documents to read alongside these Guidelines Dignity at Work Policy Disciplinary Policy Use of Mobile Phones Policy IT Security Policy, Appendix 5 and Internet Policy Classification of document: Area for Circulation: Author/Reviewee: Executive Lead: Group Consulted Via/ Committee: Approved by: Date of Approval: Date of Review: Date Published: Workforce and OD UHB Wide Senior HR Policy & Compliance Officer / BDA Executive Director of Workforce and OD Employment Policy Sub Group Local Partnership Forum Name of Board/Committee and date Date committee approved Date document due for review Date becomes live Disclaimer When using this document please ensure that the version you are using is the most up to date either by checking on the UHB database for any new versions. If the review date has passed please contact the author. OUT OF DATE POLICY DOCUMENTS MUST NOT BE RELIED ON Social Media Guidelines Page 1 of 20 Reference No: Version No:

106 Cardiff and Vale University Health Board APPENDIX 4 Version Number Date of Review Approved Date Published Summary of Amendments 1 New guidelines Social Media Guidelines Page 2 of 20 Reference No: Version No:

107 Cardiff and Vale University Health Board APPENDIX 4 Contents 1 Introduction 4 2 Scope 4 3 Aim 4 4 Definition of Social Media 4 5 Advantages and Disadvantages of Social Media 5 6 Use of Social Media at Work 5 7 Social Media in Your Personal Life 6 8 Practical Advice for Staff Using Social Media 6 9 Disciplinary Action of Social Media Use 8 10 Resources 8 11 Training 8 12 Equality 8 13 Audit 9 14 Further Information 9 15 Distribution 9 16 Review 9 Social Media Guidelines Page 3 of 20 Reference No: Version No:

108 Cardiff and Vale University Health Board APPENDIX 4 1 Introduction The provision of safe effective health care, whilst ensuring that individuals are treated with dignity and that their right to privacy is respected, is central to the development and delivery of quality services within Cardiff and Vale University Health Board (the UHB). While it is accepted that social media and mobile telecommunications technologies are core components of modern social behaviour and communication, inappropriate use poses a risk to the organisation and its patients and staff. 2 Scope 3 Aim These guidelines apply to all employees of the UHB. For the purposes of these guidelines individuals who are engaged by the Nurse Bank or as Locums are treated as employees. The principles set out in these guidelines will also apply to other individuals and groups, including agency workers, contractors, honorary contract holders, volunteers and trainees. The UHB acknowledges that many employees use social media for personal and professional purposes. Generally, this is uncomplicated and trouble-free, but increasingly social media has blurred the lines between, and can have repercussions in, people s personal and professional lives. The purpose of this guidance is to set out the expectation that all staff behave appropriately and in a way which is consistent with the UHB values and professional codes of conduct when using social media, and especially: if a member of staff identifies an association with the UHB discusses their work, colleagues or patients comes into contact, or is likely to, with service users on social media sites. 4 Definition of social media For the purposes of these guidelines, social media is a type of interactive online media that allows parties to communicate instantly with each other or to share data in a public forum. This includes online social forums such as Twitter, Facebook and LinkedIn. Social media also covers blogs and video- and image-sharing websites such as YouTube and Flickr. Employees should be aware that there are many more examples of social media than can be listed here and this is a constantly changing area. Employees should follow these guidelines in relation to any social Social Media Guidelines Page 4 of 20 Reference No: Version No:

109 Cardiff and Vale University Health Board APPENDIX 4 media that they use. 5 Advantages and disadvantages of social media 5.1 Social media or content created and exchanged within virtual communities, through the use of online tools, has the potential to help NHS staff communicate with staff, patients and service users. Social media can accelerate knowledge acquisition and dissemination and can be used to assist patients and clients to make health choices and manage their chronic conditions. In addition, social media enables individuals to connect with like-minded people, increase the size of their professional network and keep up to date with best practice in their chosen field of study or care. 5.2 The UHB recognises the benefits of using social media for increased networking and sharing knowledge, and does not want to discourage individuals from using these sites. However it is important that individuals realise that things posted online can have an impact on their career and employment. Some of the disadvantages of social media include: 1. it can be challenging to keep professional and personal lives separate. 2. social media is open to all anyone can look at your Twitter profile or search for your name online 3. it is easy for organisations and the media to search through your social media posts. 4. it can be very hard to permanently delete social media posts and screen shots are very easy to take. 5. posts on social media sites often lack context it is sometimes hard to get humour or tone of voice across on the sites. 6 Use of social media at work 6.1 Employees are not allowed to access social media websites from the organisation s computers or devices at any time. This includes laptop/handheld computers or devices distributed by the organisation for work purposes. 6.2 The UHB understands that employees may wish to use their own computers or devices e.g. smart phones, to access social media websites while they are at work. Employees must limit their use of social media on their own equipment to ensure that it does not require a substantial expenditure of time and that there is no interference with job performance. This should be restricted to official breaks, lunch times Social Media Guidelines Page 5 of 20 Reference No: Version No:

110 Cardiff and Vale University Health Board APPENDIX 4 etc except when being used for CPD (continuing professional development). The duty to act in an appropriate manner does not only apply when an employee is at work, but at all times especially when a connection to the UHB or NHS has been made. This duty equally applies when an individual device/smart phone is used and whether you are in work or in your own time. 7 Social media in your personal life The ease of use, functionality and immediacy of social media and mobile phone technologies can lead, either by accident or design, to information that can be attributed to the UHB (including other members of staff) and/or patients being recorded or revealed inappropriately. It is important that staff understand the need to act in line with the UHB values and professional standards both in and outside work. This includes the use social media in a personal capacity. By working for the NHS in Wales and the UHB, employees sign up for its values and expected behaviours. The public does not expect to see NHS staff tweeting or updating Facebook or other sites with things that do not match their professional image. 8 Practical advice for staff using social media 8.1 Any communications that employees make in a personal or professional capacity through social media must not: 1. breach confidentiality do not discuss work-related issues online, including conversations about patients or complaints about colleagues. Even when anonymised, these are likely to be inappropriate. Be mindful that the ethical and legal duty to protect patient confidentiality applies equally online as in other media 2. bring the organisation into disrepute if you identify yourself as an employee of the UHB, you should act responsibly at all times and uphold the reputation of the organisation and your profession. Even if you do not identify yourself as an employee or health care professional, remember that your conduct online could jeopardise your employment or registration if it calls your fitness to practice into question do not post defamatory, derogatory or offensive comments on the internet about service users, colleagues, their work or the UHB. 3. do anything that could be considered discriminatory against, or Social Media Guidelines Page 6 of 20 Reference No: Version No:

111 Cardiff and Vale University Health Board APPENDIX 4 bullying or harassment of, any individual by: making offensive or derogatory comments relating to sex, gender reassignment, race (including nationality), disability,, religion or belief, sexual orientation or age using social media to bully another individual or behave in a way which is contrary to the Dignity at Work Policy posting images or links that are discriminatory or offensive 4. distribute sexually explicit material 5. use social networking sites in any way which is unlawful (including breach of copyright law) 8.2 To help avoid mistakes and to stay professional when using social media the following practical advice should be adhered to. 1. Do not tweet or access social networks in patient/clinical areas. 2. Never post pictures of patients or service users, even if they ask you to do this. If your mobile phone has a camera, you should not use it in the workplace. 3. Keep your personal and professional life as separate as possible. This includes not using NHS Wales addresses when registering for social media accounts. 4. Protect your own privacy by adjusting the privacy settings - the more your personal life is exposed through social networking sites, the more likely it is that this could have a negative impact. Remember that images posted online by friends or family may be accessible to others if they have not restricted access to their information. 5. Do not use social media to build or pursue relationships with service users, even if they are no longer in your care. 6. Do not use social media for raising and escalating concerns ie whistleblowing. Alternative channels are in place in the UHB for this (e.g. Grievance Procedure, Incident Reporting, Safeguarding Policies, Whistleblowing Policy, and the Safety Valve) 7. Remember that complaints about the use of social networking sites or other online activity will be taken as seriously as real-world events. This includes cyber-bullying and sharing confidential information online. 8. If managers or staff are aware of situations when social media has been used inappropriately and are unsure about how to proceed, advice can be sought from the HR Administration and Advisory Team. Social Media Guidelines Page 7 of 20 Reference No: Version No:

112 Cardiff and Vale University Health Board APPENDIX 4 9 Disciplinary action over social media use All employees are required to adhere to the principles set out in these guidelines. Employees should note that inappropriate action online, including breaches of the principles set out in these guidelines, may lead to disciplinary action. Serious breaches, for example incidents of bullying of colleagues, naming patients/work areas, illegal activity or social media activity causing serious damage to the organisation, may constitute gross misconduct and lead to dismissal and or/police involvement. Advice should be sought from Human Resources before any decisions on disciplinary action are taken. All actions must be taken in line with the relevant Disciplinary Policy. 10 Resources There are no additional resources required for the implementation of these guidelines 11 Training There is no formal training available in connection with these guidelines. However, staff will be made aware of the principles set out in these guidelines at the time of induction, and existing staff will be advised of them when the guidelines are launched. Any specific queries should be directed to the HR Advisory and Administration team. 12 Equality Cardiff and Vale UHB is committed to ensuring that, as far as is reasonably practicable, the way we provide services to the public and the way we treat our staff, patients and others reflects their individual needs and does not discriminate, harass or victimise individuals or groups. These principles run throughout our work and are reflected in our core values, our staff employment policies, our service standards and our Strategic Equality Plan & Equality Objectives. The responsibility for implementing the scheme falls to all employees and UHB Board members, volunteers, agents or contractors delivering services or undertaking work on behalf of the UHB. An Equality Impact Assessment on these guidelines and the way they operate has been undertaken and received feedback. This was to determine any possible or actual impact that these guidelines may have on any groups in respect of gender, maternity and pregnancy, carer status, marriage or civil partnership issues, race, disability, sexual orientation, Welsh language, religion or belief, transgender, age or other protected characteristics. The assessment found that it was possible that the guidelines could be perceived as having an adverse impact on certain groups of staff, especially if they rely on social media as a key method of communicating. However, this should be viewed in the Social Media Guidelines Page 8 of 20 Reference No: Version No:

113 Cardiff and Vale University Health Board APPENDIX 4 context of the negative impact that inappropriate use of social media can have on the UHB, the individual (both personally and professionally), and on colleagues, patients and others who come into contact with the organisation. Where appropriate plans will be made for the necessary actions required to minimise any stated impact to ensure that we meet our responsibilities under the equalities and human rights legislation. 13 Audit This policy may be subject to audit, and will be assessed in line with normal audit planning processes. 14 References / Further information Additional, useful information and advice can be found by accessing the following links: Using Social Media: practical and ethical guidance for doctors and medical students, BMA Social Networking Sites and the NMC Code of Conduct, NMC Using Social Media and Mobile Technologies and Maintaining the Dignity and Privacy of Individuals Awareness note for staff working in the NHS in Wales, NHS Wales Informatics Service (NWIS) Responsible Social Networking, UNISON Social networking and online forums when does the DPA apply?, Information Commissioner s Office 15 Distribution These guidelines will be available via the UHB Clinical Portal, Intranet and Internet web sites. Where members of staff do not have access to these resources, the line manager must ensure that they are aware of the content where appropriate. Responsibility for distribution within Clinical Boards will be undertaken by the Head of Operations and Delivery. 16 Review These guidelines will be reviewed to reflect any changes in guidance or legislation. As a minimum, they will be reviewed three years after the date of approval. Social Media Guidelines Page 9 of 20 Reference No: Version No:

114 Cardiff and Vale University Health Board APPENDIX 4 Section A: Assessment Name of Policy Person/persons conducting this assessment with Contact Details Social Media Guidelines Rachel Pressley, Senior HR Policy & Compliance Officer, UHW Eleri Wright, Staff Representative, BDA Date The Policy Is this a new or existing policy? New What is the purpose of the policy? The provision of safe effective health care, whilst ensuring that individuals are treated with dignity and that their right to privacy is respected, is central to the development and delivery of quality services within Cardiff and Vale University Health Board (the UHB). While it is accepted that social media and mobile telecommunications technologies is a core component of modern social behaviour and communication, inappropriate use poses a risk to the organisation and its patients and staff. The UHB acknowledges that many employees use social media for personal and professional purposes. Generally, this is uncomplicated and trouble-free, but increasingly social media has blurred the lines between and can have repercussions in Social Media Guidelines Page 10 of 20 EQIA

115 Cardiff and Vale University Health Board APPENDIX 4 people s personal and professional lives. The purpose of this guidance is to set out the expectation that all staff behave appropriately and in a way which is consistent with the UHB values and professional codes of conduct when using social media, and especially: If a member of staff identifies an association with the UHB Discusses their work, colleagues or patients Comes into contact, or is likely to, with service users on social media sites. How do the aims of the policy fit in with corporate priorities? i.e. Corporate Plan These guidelines support the following UHB Policies: Dignity at Work Policy Disciplinary Policy IT Security Policy, Appendix 5 and Internet Policy Who will benefit from the policy? These Guidelines apply to all employees of the UHB. For the purposes of these Guidelines individuals who are engaged by the Nurse Bank or as Locums are treated as employees. The principles set out in these Guidelines will also apply to other individuals and groups, including agency workers, contractors, honorary contract holders, volunteers and trainees. These guidelines will be off benefit to staff, managers, patients and all others who come into contact with the UHB What outcomes are wanted from this policy? The UHB recognises the benefits of using social media for increased networking and sharing knowledge, and does not want to Social Media Guidelines Page 11 of 20 EQIA

116 Cardiff and Vale University Health Board APPENDIX 4 discourage individuals from using these sites, however it is important that individuals realise that things posted online can have an impact on their career and employment. Are there any factors that might prevent outcomes being achieved? (e.g. Training/practice/culture/human or financial resources) Communication / awareness Understanding that these guidelines apply outside as well as in work 2. Data Collection What qualitative data do you have about the policy relating to equalities groups (e.g. monitoring data on proportions of service users compared to proportions in the population)? What quantitative data do you have on the different groups16 (e.g. findings from discussion groups, information from comparator authorities)? Please indicate the source of the data gathered? (e.g. Concerns/Service/Department/Team/Other) What gaps in data have you identified? (Please put actions to address this in your action plan?) A number of EQIAs relating to Social Media Guidelines / Policies from other NHS and public sector organisations were accessed ( GB&source=hp&q=social+media+guidelines+eqia&gbv=2&oq=social+media+guidelines+eqia&gs_l=heirloomhp j16j ac.1.24.heirloom-hp sxnHXDWWXEs accessed on ) The social media policy EQIAs from other organisations accessed include those of Hywel Dda Health Board, Sheffield Health and Social Care NHS Foundation Trust, Rotherham Doncaster and South Humber NHS Foundation Trust, Dorset County Council, Devon and Cornwall Police, Surrey Health Borough Council, Leicestershire County Council. These EQIAs found no discriminatory or adverse impact in relation to the protected characteristics, human rights or Welsh Language. Any specific comments are listed Social Media Guidelines Page 12 of 20 EQIA

117 Cardiff and Vale University Health Board APPENDIX 4 below. In addition, information was obtained from OfCom reports, academic research, and market research. The evidence available for each of protected characteristics varied greatly there was information about the way social media is used by men & women, people with caring responsibilities and people in different age groups, but there was little information relating to the other protected characteristics, human rights or the Welsh language. 3. Impact Please answer the following Consider the information gathered in section 2 above of this assessment form, comparing monitoring information with census data as appropriate (see Office National Statistics website) and considering any other earlier research or consultation. You should also look at the guidance in Appendix 1 with regard to the protected characteristics stating the impact and giving the key reasons for your decision. Do you think that the policy impacts on people because of their age? (This includes children and young people up to 18 and older people) The Social Media Census 2011 found that there was a correlation between use of social media and age. A sample of 4093 respondents were asked about their social media usage and it was found that while the greatest number of users are in the less than 20 or bracket, there were more than 8 million users over the age of 50. The breakdown by age was found to be: % 20s 87% 30s 77% 40s 65% 50s 59% 60s 39% Social Media Guidelines Page 13 of 20 EQIA

118 Cardiff and Vale University Health Board APPENDIX 4 70s 28% (total 67% of all adults) The Social Media Census also showed that there were differences in the way social media was used by people of different ages. For example, only 1 in 20 people in their 50s were classified as creators i.e. publishing their own blogs, videos etc, while 1 in 5 people in their 20s use social media in this way According to Of com (2013), just under half (45%) of UK adults have accessed social networking in Social networking was most popular with those aged (77%) and (69%), By contrast, only 2% of those aged 75 or more. The biggest growth is in the number of individuals aged using social media, with 35% now having profiles, compared to 24% in There has been no significant growth among any other age group since There is evidence to suggest that there is a correlation between age and the type of social media used, with the main users of FaceBook being year olds (26% ), year olds (23%) and year olds (18%), and with 25-34, and age groups each make up around 20% of the Twitter population, but 79% of LinkedIn users being over the age of 35 (Rose McGrory, 2013) According to Of com (2013) adults aged are more likely to use a mobile phone to visit websites (70% of 16-24s, 67% of 25-34s, 59% of 35-44s vs. 45% of all UK adults). This means that this age group are more likely to be able to access social media websites while in work. Ofcom (2008) found that younger adults are more likely to have set up their own profile on social networking sites and to give out sensitive personal information including photographs and addresses (34% of year olds willingly post this information). The same age group are also significantly more likely to use social networking sites to talk to people they don t know and to post information of photographs of other people without their consent. In addition, HR Magazine reported on a study undertaken by YouGov and Croner (referred to by Dorset County Council) shows that under 35s are most likely to criticise their bosses on social networking sites and that 77% of year olds use social networking sites to connect with colleagues Social Media Guidelines Page 14 of 20 EQIA

119 Cardiff and Vale University Health Board APPENDIX 4 Do you think that the policy impacts on people because of their caring responsibilities? According to research by consulting firms Age Lessons and comscore caregivers spend about 150 minutes a month on social media sites and browse 70% more online pages than the average person. A canadian review of existing literature found some evidence that carers use social media for support. Discussion forums were highly prevalent and constituted 66.6% of the sample, with social networking sites (14.8%) and blogs/microblogs (14.1%) the next most commonly used tools (M Hamm, A Chisholm, J Shulhan. Social media use among patients and caregivers: a scoping review) Do you think that the policy impacts on people because of their disability? (This includes Visual impairment, hearing impairment, physically disabled, Learning disability, some mental health issues, HIV positive, multiple sclerosis, cancer, diabetes and epilepsy.) AFB (American Foundation for the Blind) conducted a study on the accessibility of social networking sites for people with visual impairment and found that the use of CAPTCHAs (or vision tests) when creating accounts, and that although screen readers can be used the layout of social networking websites (ie. With many links etc on a page) it tends to be complicated. On the Ouch! Blog (5 April 2011), the BBC shares the views of four active online communicators with a range of disabilities about how social networks have helped with everything from reducing feelings of isolation, simplifying access to important information, getting instant support and advice and even improving employability. Do you think that the policy impacts on people because of Gender reassignment? (This includes Trans transgender and Social Media Guidelines Page 15 of 20 EQIA

120 Cardiff and Vale University Health Board APPENDIX 4 transvestites) No impact found Do you think that the policy impacts on people because of their being married or in a civil partnership? Anecdotally, single people are probably more likely to provide personal information to strangers through e.g. online dating forums Do you think that the policy impacts on people because of their being pregnant or just having had a baby? No impact found Do you think that the policy impacts on people because of their race? (This includes colour, nationality and citizenship or ethnic or national origin such as Gypsy and Traveller Communities.) Ofcom (2008) found that Indian, Black Caribbean and Black African ethnic minority groups are more likely to have set up a social networking profile compared to all UK adults who use the internet and Black Caribbean and Black African internet users are more likely to talk to people that they don t know via social networking sites. Do you think that the policy impacts on people because of their religion, belief or non-belief? (Religious groups cover a wide range of groupings the most of which are Buddhist, Christians, Hindus, Jews, Muslims, and Sikhs. Consider these categories individually and collectively when considering impacts) No impact found Social Media Guidelines Page 16 of 20 EQIA

121 Cardiff and Vale University Health Board APPENDIX 4 Do you think that the policy impacts on men and woman in different ways? A study among young people by psychologists in Bath Department of Psychology has found there is a widening gap between the way men and women use the internet. The researchers found that whereas men were more likely to visit entertainment, games and music websites, women were more attracted to social networking sites. (mean age 20) ofcom (2013) also found that social networking was most popular among women, and the Social Media Census 2011 found that only 57% of men use social media compared to 65% of women. The number of male and female users of Facebook is evenly split, though there is evidence that they use the site a little differently. Rose McGrory, 2013 LinkedIn is the only main social media site where men outnumber women. Rose McGrory, 2013 Do you think that the policy impacts on people because of their sexual orientation? (This includes Gay men, heterosexuals, lesbians and bisexuals) No impact found Do you think that the policy impacts on people because of their Welsh language? No impact found Do you think that the policy impacts on people s human rights? The assessment of the Hywel Dda Social Network Policy states that the policy recognises that staff have a right to use the internet at home and the right to freedom of speech, which is balanced with the duties and responsibilities and contractual obligations staff have to the organisation. The EQIA for the Leicester County Council policy states that issues in relation to freedom of speech were explored and the policy was clear that it was not intended to restrict employees from using social media sites, but to make Social Media Guidelines Page 17 of 20 EQIA

122 Cardiff and Vale University Health Board APPENDIX 4 them aware of the risks they could potentially face when sharing information about their professional and personal life. 4. Summary. Which equality groups have positive or negative impacts been identified for (i.e. differential impact). Is the policy directly or indirectly discriminatory under the equalities legislation? If the policy is indirectly discriminatory can it be justified under the relevant legislation? The evidence examined shows that young people and people with caring responsibilities are more likely to use social media than other groups, and that men and women use social media differently. It is possible that the Guidelines could be perceived as having an adverse impact on these groups of staff, especially if they rely on social media as a key method of communicating. However, although individuals may feel that their personal use of social networking sites is being restricted, this should be viewed in the context of the negative impact that inappropriate use of social media can have on the UHB, the individual (both personally and professionally), and on colleagues, patients and others who come into contact with the organisation. The Guidelines support managers in dealing with issues arising from social media use in the same way for all groups of staff regardless of any of the characteristics detailed above. Social Media Guidelines Page 18 of 20 EQIA

123 Cardiff and Vale University Health Board APPENDIX 4 Section B: Action 5. Please complete your action plan below. Issues you are likely to need to address include What consultation needs to take place with equality groups (bearing in mind any relevant consultation already done and any planned corporate consultation activities?) What monitoring/evaluation will be required to further assess the impact of any changes on equality target groups? Equalities Impact Assessment Implementation Mitigation/Action Plan Issue to be addressed Responsible Officer Action Required Timescale for completion Action Taken Comments Communication/ awareness Rachel Pressley On approval of guidelines: Briefing via internet / clinical boards January 2014 Explore option of making guidelines available on UHB social media sites 6. Report, publication and Review Please record details of the report or file note which records the outcome of the EQIA together with any actions / recommendations being pursued (date, type of report etc) Social Media Guidelines Page 19 of 20 EQIA

124 Cardiff and Vale University Health Board APPENDIX 4 Please record details of where and when EQIA results will be published UHB Policy Databse UHB Intranet site UHB Internet site Please record below when the EQIA will be subject to review. One year after approval of Guidelines, or earlier if required by changes in practice, policy or legislation. Name of person completing Rachel Pressley Signed Rachel Pressley Date 19 November 2013 Name of Responsible Executive/Clinical Board Director Authorising Assessment and Action Plan for publication Signed Date Tracy Myhill, Director of Workforce and OD Social Media Guidelines Page 20 of 20 EQIA

125 Cardiff and Vale University Health Board APPENDIX 5 Reference No: RECRUITMENT & RETENTION PAYMENT PROTOCOL Version No: 1 Previous Trust / LHB Ref No: n/a Documents to read alongside this Policy Recruitment and Selection Policy AFC Terms and Conditions of Service Handbook Classification of document: Area for Circulation: Author/Reviewee: Executive Lead: Group Consulted Via/ Committee: Approved by: Employment Policy NHS Wales Welsh Partnership Forum Executive Director of Workforce and OD Welsh Partnership Forum Business Committee People, Performance and Delivery Committee Date of Approval: March 2014 Date of Review: January 2017 Date Published: Disclaimer When using this document please ensure that the version you are using is the most up to date either by checking on the UHB database for any new versions. If the review date has passed please contact the author. OUT OF DATE POLICY DOCUMENTS MUST NOT BE RELIED ON Recruitment and Retention Payment Protocol page 1 of 13 Ref No: Version: 1

126 Cardiff and Vale University Health Board APPENDIX 5 Version Number Date of Review Approved Date Published Summary of Amendments 1 New All Wales Protocol Recruitment and Retention Payment Protocol page 2 of 13 Ref No: Version: 1

127 Cardiff and Vale University Health Board APPENDIX 5 CONTENTS 1 Introduction 4 2 Purpose of this Protocol 4 3 Scope 4 4 Definitions / Glossary 4 5 Standards and Practice 4 6 Monitoring 8 Appendices A Outline Business Case for a Recruitment & Retention Payment (RRP) 9 Recruitment and Retention Payment Protocol page 3 of 13 Ref No: Version: 1

128 Cardiff and Vale University Health Board APPENDIX 5 1. INTRODUCTION 1.1 The NHS pay system is predicated on the basis that employees will receive equal pay for work of equal value. However, it is accepted that market forces will apply to some jobs and some geographical areas. These market forces can be addressed by the payment of a Recruitment & Retention Payment (RRP). 1.2 The principles and rules in respect of the payment of a RRP are laid down in section 5 and annex J of the NHS Terms & Conditions of Service Handbook. 1.3 Where organisations wish to introduce an RRP, the implementation of this protocol must be undertaken in partnership. 2. PURPOSE OF THIS PROTOCOL The aim of the protocol is to provide information, advice and guidance on the process for determining an RRP and the process for consulting on the proposed RRP prior to implementation. 3. SCOPE The policy is applicable to AfC posts where market pressures would otherwise prevent the organisation from being able to recruit and retain staff in sufficient numbers (for the posts concerned) at the normal salary for the job. 4. DEFINITIONS / GLOSSARY Recruitment and Retention Payment (RRP) are additions to the pay of a post or group of similar posts where market pressures would otherwise prevent the employer from being able to recruit or retain staff in sufficient numbers at the normal salary for jobs of that weight. Short-term RRP will apply where the labour market conditions giving rise to recruitment and retention problems are expected to be short-term and where the need for the premium is expected to disappear or reduce in the foreseeable future. Long-term RRP will apply where the relevant labour market conditions are more deep rooted and the need for the premium is not expected to vary significantly in the foreseeable future. 5. STANDARDS AND PRACTICE 5.1 Types of recruitment and Retention Payment There are two types of Recruitment and Retention Payment (RRP) currently available for consideration. They include locally agreed long-term RRP and locally agreed short-term RRP. Recruitment and Retention Payment Protocol page 4 of 13 Ref No: Version: 1

129 Cardiff and Vale University Health Board All National RRPs ceased on 1 April APPENDIX Determining the need for Local RRP The case for payment of an RRP must be robust enough to resist the challenge of an Equal Pay / Equal Value claim. Thus as a general principle, should demonstrate that they have exhausted all practical non-pay measures to resolve a recruitment and/or retention problem before considering payment of an RRP and that the payment of a RRP is likely to resolve the issue The main factors that will indicate a prima-facie case for consideration of a RRP are a consistent failure to recruit to a specific post(s) and/or a high level of staff turnover in a specific post(s). Thus in determining whether an RRP is appropriate, the following evidence should be gathered at departmental level in consultation with other appropriate departments e.g. finance, planning for inclusion in the outline business case (and in line with Annex J of the NHS Terms and Conditions of Service Handbook): evidence that all the new vacancies have been advertised in relevant local, regional, national and/or professional media evidence that recent adverts have produced insufficient applications to fill all vacancies where recent adverts have produced insufficient suitable applications, the following information should be ascertained: - the media used - number of application packs requested - number of applications returned - reasons why those who applied were not suitable - the quality of recruitment documentation (advert, job description, person specification etc) should be scrutinised - consideration should be given to surveying people who requested application packages but did not submit for applications - where an applicant(s) was offered a position but rejected the offer, the reasons for not accepting the position - relevant national vacancy data - local labour market information - any expected increase in the supply of staff suitable for the post (e.g. new trainees). length of vacancy the turnover rates for the staff group concerned (has turnover risen sharply recently after a long period of stability? Is it only recently appointed staff who leave etc?) where possible, local turnover rates should be compared with national rates leaver questionnaires should be analysed and ideally exit interviews should be held to assess how far pay is a factor in an employee s decision to leave the organisation Recruitment and Retention Payment Protocol page 5 of 13 Ref No: Version: 1

130 APPENDIX 5 Cardiff and Vale University Health Board the position of neighbouring Organisations in relation to recruitment and/or retention of the staff group concerned external non NHS rates of pay NOTE: Some evidence should be provided against all the key bullet points above or, if it is not possible to provide evidence, an explanation as to why the evidence cannot be provided should be documented (e.g. it is not possible to detail turnover rates because it is a newly developed post or role etc.) The department seeking payment of an RRP will complete Sections 1 6 of the attached Outline Business Case for a Recruitment and Retention Payment pro-forma (appendix A), which outlines the case and evidence based for the RRP. The pro-forma will be submitted to the Director of Workforce & OD The Workforce & OD Department will establish a panel comprising a balance of Management (Senior Manager(s) together with a representative from Workforce & OD) and TU Representatives. It is recommended that the minimum panel should consist of two management and two trade union representatives who should be sourced from within the organisation but who have no connection with the managerial area or trade union representing the staff group submitting the application The panel should meet to review the evidence gathered and, if it deems it appropriate, may ask representatives from the management area/staff group concerned to attend a meeting with the panel so that clarification regarding the detail of the application can be sought The panel will need to determine whether an RRP is appropriate and if so the type of RRP needed (short or long term) together with the level of any such RRP (refer to section 5 of the AFC Terms and Conditions of Service Handbook). The first test will always be, from the evidence gathered, can the recruitment and/or retention problem be resolved by the application of non-pay measures? It may be necessary for potential non-pay solutions to be applied and the impact of these analysed before making a final determination on the application of an RRP. 5.3 Consultation Process Once an NHS Organisation has decided that a recruitment and/or retention problem can best be resolved through payment of an RRP, there is a requirement to consult with neighbouring employers, staff side organisations, and other stakeholders before implementing any premium. This section aims to provide a consistent method and timescale for conducting this consultation The NHS Organisation seeking payment of an RRP will amend and complete the Outline Business Case Pro-forma, with the exception of Recruitment and Retention Payment Protocol page 6 of 13 Ref No: Version: 1

131 APPENDIX 5 Cardiff and Vale University Health Board Section 7, and in particular should ensure that other stakeholders are clearly identified in Section NHS organisations will submit the completed pro-forma to NHS Wales Employers (NWE). NWE will then simultaneously circulate the completed pro-forma to the Joint Chairs the Local Partnership Fora of the neighbouring organisations, and any other stakeholders identified in Section 6 of the outline business case Once circulated the organisations/individuals will have 21 days in which to respond with comments to NHS Wales Employers At the end of the consultation period, the panel constituted by the UHB to consider the RRP will be re-convened to review the RRP in light of the comments received. A written report will be presented by NWE in order that Section 7 of the pro forma can be completed. If any changes are made to the proposed RRP as a result of these comments, NWE will inform those involved in the consultation process of the final recommendation NHS Wales Employers will receive the final recommendation (with supporting evidence) and submit this to Welsh Partnership Forum Business Committee (or a designated sub committee) for a final decision (the committee will also confirm the period of time for which the RRP will apply). The above activities are summarised in the process pathway below: Stage 1 Having followed full and thorough recruitment process, the department has been unsuccessful in recruiting to a particular post, or retaining staff. Stage 2 Departmental head fully explores and considers all potential non-pay improvements and prevailing market conditions, before recommending application for recruitment premium. Stage 3 Departmental head, in partnership, completes outline business case (at appendix A). Stage 4 Organisational panel is convened to consider the business case. Stage 5 If the decision of the panel is that a RRP premium is required, NHS Wales Recruitment and Retention Payment Protocol page 7 of 13 Ref No: Version: 1

132 APPENDIX 5 Cardiff and Vale University Health Board Employers will lead engagement with neighbouring organisations and other stakeholders. Stage 6 The organisational panel is reconvened to consider a report from NHS Wales Employers and to confirm their final recommendation. Stage 7 Recommendation is submitted to the Welsh Partnership Forum Business Committee (or a designated sub committee) for a final decision (the committee will also confirm the period of time for which the RRP will apply) Any extensions to the length of time for which a RRP will apply will also need to be agreed by the Welsh Partnership Forum Business Committee (or a designated subcommittee). The RRP will cease once expired unless re-submitted to the committee for an extension. 6. MONITORING The UHB should monitor the awarding of any new RRPs by the protected characteristics specified in the Equality Act 2010 and in particular gender. Recruitment and Retention Payment Protocol page 8 of 13 Ref No: Version: 1

133 Cardiff and Vale University Health Board APPENDIX 5 Appendix A Proposal for a Recruitment and Retention Payment (RRP) NHS Wales Outline business case for a recruitment and retention payment (RRP) Ref: Date: Section 1 NHS organisation Department Contact RRP Application being considered for the following staff group: Post(s) affected: Pay Band: Number of posts: Section 2 RRP Proposed: tick as appropriate New RRP Review of existing RRP Short Term RRP Length of time: Long Term RRP Length of time: Proposed value: Is this due to: Difficulties in recruiting staff Difficulties in retaining staff Both Recruitment and Retention Payment Protocol page 9 of 13 Ref No: Version: 1

134 APPENDIX 5 Cardiff and Vale University Health Board Section 3 (Please provide documented evidence) Statement of need and evidence factors to include: results of exit interviews, response to adverts, information on market rates, turnover, external non NHS rates of pay, etc. Section 4 (Please provide documented evidence) Summary of other measures (and outcomes) already considered/carried out e.g. flexible working, training, and recruitment initiatives. Recruitment and Retention Payment Protocol page 10 of 13 Ref No: Version: 1

135 Cardiff and Vale University Health Board APPENDIX 5 Section 5 (Please provide documented evidence) Expected measurable benefits Section 6 (Please provide documented evidence) Health economy implications who else could be affected by this application and what stakeholders should be consulted over this application? Recruitment and Retention Payment Protocol page 11 of 13 Ref No: Version: 1

136 Cardiff and Vale University Health Board APPENDIX 5 Section 7 Comments from the wider health economy (to be completed following engagement) Section 8 (Please provide documented evidence) Suggested value or RRP (per full time post) Number of employees Total cost Section 9 Expected Review Date: Name of proposing manager: Post: Signature: Date: Workforce & OD Director signature: Date: Finance Director signature: Date: Recruitment and Retention Payment Protocol page 12 of 13 Ref No: Version: 1

137 APPENDIX 5 Cardiff and Vale University Health Board Staff Side signature: Date: For Office Use Only:- Date Business Case Received: Date Circulated and List of Recipients: Comments received by: Date recommendation submitted to WPF Business Committee: Recruitment and Retention Payment Protocol page 13 of 13 Ref No: Version: 1

138 Cardiff and Vale University Health Board APPENDIX 6 EMPLOYMENT BREAK POLICY Reference No: Documents to read alongside this Policy Version No: 1 Previous Trust / LHB Ref No: Flexible Working Policy Professional Registration Policy Classification of document: Area for Circulation: Author/Reviewee: Executive Lead: Group Consulted Via/ Committee: Approved by: Employment Policy NHS Wales Welsh Partnership Forum Executive Director of Workforce and OD Welsh Partnership Forum Business Committee People, Performance and Delivery Committee Date of Approval: January 2014 Date of Review: January 2016 Date Published: Disclaimer When using this document please ensure that the version you are using is the most up to date either by checking on the UHB database for any new versions. If the review date has passed please contact the author. OUT OF DATE POLICY DOCUMENTS MUST NOT BE RELIED ON Employment Break Policy Page 1 of 28 Version: 1