Recruitment and Selection Policy and Procedure (Safer Recruitment)

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1 Recruitment and Selection Policy and Procedure (Safer Recruitment) Version 1 Page 1 of 16 October 2017

2 POLICY DOCUMENT VERSION CONTROL CERTIFICATE TITLE Title: Recruitment and Selection Policy (Safer Recruitment) Version: 1 SUPERSEDES Supersedes: N/A New CCG Policy Description of Amendments: N/A ORIGINATOR Originator/Author: Angela Thompson, Joanne Little, Rachel Pollard, Designation: HR Business Partners, HR Advisor, EXECUTIVE APPROVAL Approved by: Staff Forum (Subject to approval from Senior Management Team) Date Approved: 12 October 2017 EQUALITY ANALYSIS Date Completed: October 2017 CIRCULATION Issue Date: 12 October 2017 Issued To: (as per Circulation List) Review Date: October 2020 Responsibility of: HR Department, NHS Trafford CCG REVIEW Compliance with this policy will be monitored on a regular basis by HR department. This policy will be formally reviewed every 3 years and periodically in between dependent on circumstances and may be amended to reflect changes in operational arrangements or legislation. Version 1 Page 2 of 16 October 2017

3 CIRCULATION LIST Prior to Approval, this Policy Document was circulated to the following for consultation: Staff Forum Staff Side Unite, Unison and RCN CCG Senior Management Team Following Approval this Policy Document will be circulated to: All Trafford CCG staff via e-bulletin and intranet. Version 1 Page 3 of 16 October 2017

4 CONTENTS Section Introduction and definition Safer recruitment Scope Recruiting Manager s responsibilities Human Resources responsibilities Recruitment and selection (safer recruitment) procedure: 6.1 Identifying a vacancy 6.2 Job description/person specification 6.3 Genuine Occupational Requirement Job matching 6.5 Authorisation to recruit 6.6 Advertising a vacancy 6.7 Shortlisting 6.8 Selection: Interview Presentation Tests and assessment Documentation required at interview 6.9 Conditional offer of employment 6.10 Pre-employment checks 6.11 Disclosure and Barring Service (DBS) 6.12 Unconditional offer of employment 6.13 Probationary Period 6.14 False Declaration 6.15 Withdrawal of conditional offer of employment for other reasons Induction Staff at risk of redundancy or on redeployment Page Recruitment and selection procedure for contracted / agency staff 10 Secondments 11 Management of recruitment records 12 Equality and Diversity 13 Safeguarding Version 1 Page 4 of 16 October 2017

5 APPENDICES Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6 Appendix 7 Appendix 8 Recruitment Process Flowchart ESR Recruitment Authorisation Form Guidance: How to write a job advert Shortlisting Matrix Interview Scoring Template Guidance on Disclosure Barring Service (DBS) checks. Positive DBS Risk Assessment Form ESR New Starter Form Version 1 Page 5 of 16 October 2017

6 RECRUITMENT AND SELECTION POLICY (SAFER RECRUITMENT) 1. INTRODUCTION AND DEFINITION The aim of the this recruitment policy is to provide a framework that meets legislative requirements but also ensures that NHS Trafford CCG recruits the correct people with the appropriate qualifications, experience and attitude to contribute to the aims of objectives of the organisation. The policy forms part of the CCG s commitment to promote positive practice and create a positive culture of respect for all individuals. Equality of opportunity is an integral part of the CCG s recruitment and selection process. All staff involved with the process must ensure they comply with all antidiscriminatory legislation. The CCG values the diversity of all individuals and communities. 2. SAFER RECRUITMENT As an NHS employer, the CCG will do everything possible to prevent unsuitable people obtaining employment in the NHS. This policy provides details of the employment checks that are required and the processes for undertaking these checks. All checks will be carried out in compliance with the Data Protection Act Information will only be obtained where it is essential to the recruitment decision and kept in accordance with the Act. We will record the outcome of employee preemployment checks on the Electronic Staff Record (ESR). This policy will ensure that all managers and staff involved in the recruitment and selection of staff are aware of the correct procedure and processes and of their roles and responsibilities. 3. SCOPE This policy applies to all managers and staff involved in the recruitment and selection of staff. This policy covers the recruitment of permanent and temporary staff, full-time and part-time staff, agency workers and contractors. 4. RECRUITING MANAGER S RESPONSIBILITIES Assess and review the need for a role, in a timely manner; whether this is a new role to the organisation or a replacement role for when the current employee resigns. Submit the job description for a new organisational role to the Agenda for Change (AfC) Job Matching Panel for review and banding. Review existing job description and person specification for the role to ensure it is up to date and accurate. Gain the appropriate authorisation to recruit to a post in a timely manner to ensure continuity of service. Version 1 Page 6 of 16 October 2017

7 Consider all recruiting methods, including checking for any potential internal candidates on the redeployment register, to ensure the most effective recruitment campaign possible. Adhere to the principles of the recruitment and selection policy. Ensure all newly appointed individuals receive a full induction into the CCG and are supported appropriately. 5. HUMAN RESOURCES RESPONSIBILITY Provide recruiting managers with best practice advice in relation to recruitment and selection. Provide advice to managers at every stage of the recruitment and selection process including shortlisting and interviews Ensure all relevant legislation is adhered to at every stage of the recruitment and selection process 6. RECRUITMENT AND SELECTION (SAFER RECRUITMENT) PROCEDURE The recruitment and selection process is outlined in Appendix Identifying a Vacancy All vacancies, whether new or current, must be reviewed in line with the needs of the business. Managers must consider whether the post is still required. Consideration must also be given as to whether the duties can be delivered in a different format (i.e. part-time or delivered more effectively by redesigning the role). 6.2 Job Description/Person Specification Managers must always review the job description and person specification to ensure it is up to date and accurate. Person specifications must reflect all the skills, knowledge and abilities that are required for the role, and be divided into essential and desirable requirements. Job description and person specifications that are new to the organisation, or any existing job descriptions and person specifications that require significant changes to responsibilities will need to be considered by the AfC Job Matching Panel for the banding to be assessed. 6.3 Genuine Occupational Requirement In very limited circumstances, if it can be shown that someone with a protected characteristic (on grounds of age, gender, disability, gender re-assignment, marriage and civil partnership, race, religion/belief, sexual orientation) is central to a particular job then an employer can insist that only somebody with that protected characteristic is suitable for the job. All roles in the organisation must be considered separately. When vacancies arise it is important to review whether or not a GOR is justifiable. It may be, for example, that a job has traditionally been categorised as a GOR, but the nature of the job may have changed, making the requirement obsolete. Advice on this should be sought from the HR Team. Version 1 Page 7 of 16 October 2017

8 6.4 Job matching AfC Job Matching Panels are held on a fortnightly basis. All job descriptions and person specifications which are new to the organisation, or where the responsibilities have been significantly changed, must be submitted to the HR Advisor. Please note that the job description and person specification must be banded through AfC before it is advertised and the recruitment process commences. 6.5 Authorisation to recruit All requests to recruit must be authorised by completing the ESR Recruitment Authorisation Form (please see Appendix 2). This form is available on the Staff Intranet, under the MY JOBS section. The ESR Recruitment Authorisation Form needs to be completed by the Recruiting Manager and authorised by the budget holder (if different from the recruiting manager), and the Senior Management Accountant. Once this form has been completed and authorised, it must be submitted to the HR Advisor. 6.6 Advertising a Vacancy Recruiting Managers must ensure they allow enough time to prepare for their recruitment campaign and set realistic timescales for shortlisting and interviewing, at the outset. The following documents need to be submitted to the HR Advisor before the recruitment process can proceed: i) A completed and authorised ESR Recruitment Authorisation Form ii) A banded job description and person specification iii) An outline advert for the role All jobs that are advertised externally will be advertised on the NHS Jobs website ( for a minimum of 2 weeks. Please discuss with HR is you require the role to be advertised for a different length of time. All applicants are required to apply online using the standard application form. In some instances, there may be a requirement to advertise the role using alternative external methods (i.e. professional journals, local newspapers, other NHS organisations, etc.) The Recruiting Manager must supply the HR Advisor with a copy of the draft advert for the role. For guidance and advice on how to write a job advert, (please see Appendix 3). All the details including the job description and person specification will then be uploaded onto the NHS Jobs website with the closing date. Version 1 Page 8 of 16 October 2017

9 Wherever possible, the interview date should be included in the advert so that candidates are aware when they apply. 6.7 Shortlisting When the advert has closed, the shortlisting of candidates must be carried out. The Recruiting Manager and Interview Panel will be involved in the shortlisting process to make up a Shortlisting Panel. All applicants should be assessed against the person specification for the role. The shortlisting matrix must be used and can be found at Appendix 4. The Shortlisting Panel must record the reasons for selecting or rejecting candidates as this can be used as evidence if there are any challenges to the decisions that have been made. Shortlisting should be undertaken on an anonymous basis, i.e. without knowledge of the applicant s gender, age, marital status, race, religion, disability, sexual orientation, and / or gender reassignment). This can be achieved by the use of candidate numbers via the NHS jobs website Any candidate that has indicated on their application form that they have a disability (2 ticks scheme) and would like to be considered under the Guaranteed Interview Scheme and meet the minimum criteria as specified in the person specification must be invited for an interview. The Rehabilitation of Offenders Act 1974 (c.53) enables some criminal convictions to be ignored after a rehabilitation period. [1] Its purpose is that people do not have a lifelong blot on their records because of a relatively minor offence in their past. Advice must be sought from HR prior to selection where a candidate has declared a conviction or caution. Once the shortlisting process has been completed and the outcomes have been recorded on NHS Jobs, the Recruiting Manager should meet with the HR Advisor to discuss the logistics of interview. The HR Advisor will then contact the shortlisted candidates to invite them to interview. 6.8 Selection There are different types of methods of selecting candidates for a role, including an interview and if necessary a presentation, test or an assessment. The Recruiting Manager can decide to use one of these methods or a combination of more than one method. The selection processes should only be based on the candidate s ability to demonstrate how they meet the required competencies for the role they have applied for. Reasonable adjustments will be considered at all stages of the recruitment and selection process to accommodate the needs of disabled applicants if these are suggested by the applicant. Version 1 Page 9 of 16 October 2017

10 6.8.1 Interview The interview panel must be made up of at least two members; one of which must be the Recruiting Manager. The Recruiting Manager should lead the interview and ensure it is conducted objectively and fairly. The interview scoring template should be used for each candidate. Please see Appendix 5. Candidates should be assessed and scored using the Interview scoring matrix below: 1. Poor/No evidence 2. Limited 3. Satisfactory 4. Good 5. Excellent Interviews should: be structured with a previously agreed set of questions that relate to the job description and person specification. The same set of questions should be asked of each candidate even though probing questions can be asked where appropriate cover discussion of any career gaps or convictions if appropriate allow the candidates the opportunity to ask any questions let candidates know what will happen next and when they are likely to be notified of a decision The Recruiting Manager is responsible for ensuring that accurate interview notes are taken, which includes the answers to the questions and scoring/decision rationales. The Recruiting Manager is also responsible for collecting all the interview notes and scores, and returning all documentation to the HR Advisor. The interview records of unsuccessful candidates will be retained by HR for six months in the event of any challenge or requests for feedback by unsuccessful candidates. At the end of the six month period, records will be confidentially destroyed. The interview records of the successful candidate will form part of their personal file. The Data Protection Act 1998 means that candidates have the right to see notes made about them during interview Presentation If candidates are required to produce a presentation as part of the selection process, they must be informed at least one week before the interview that this is a requirement and they must also be informed of the presentation topic. Candidates should be informed of what presentation format is required and the time available, and they should also be advised of what equipment available to them on the day (e.g. laptop, flip chart, etc.), Test and Assessment Version 1 Page 10 of 16 October 2017

11 Tests and assessments can be carried out to test the ability of candidates to carry out the roles required as part of the job, and to demonstrate the skills outlined in the person specification. Candidates should be informed at least one week before the interview if there is a test or an assessment as part of the interview. This will allow candidates to inform the CCG of any reasonable adjustments that may be required Documentation required at interview To ensure safer recruitment and selection, all candidates will be asked to bring to interview original documents as confirmation of their identity, right to work in the UK, proof of address, professional registration and qualifications if applicable photo ID (Note: there is no obligation upon UK residents to hold photo identification and where this is not provided advice should be sought from the HR team to ensure that all reasonable steps have been taken to confirm their identity. Photocopies or scans of documents will not be accepted. The candidate s original documents should be photocopied, dated and signed by either the Recruiting Manager or by the HR Advisor if needed to certify that they are true copies of the originals. 6.9 Conditional offer of employment Once a decision has been made on whom to appoint to the vacancy, the Recruiting Manager will make a verbal conditional offer to the successful candidate, which will be subject to satisfactory completion of pre-employment checks. The HR Advisor will then confirm this in writing by sending a conditional offer letter Pre-employment checks Pre-employment checks seek to verify that candidates comply with the NHS Employment Checks Standards. The level and degree of checks carried out should be proportionate to the potential risks relating to the post. All pre-employment checks must be completed before the new employee can be confirmed in post. Pre-employment checks will be carried out by HR and will consist of the following checks: i) Proof of identification (including photo ID) (see point above at ) ii) Proof of address iii) Right to Work (requirement of Immigration Act 2016) iv) Medical Declaration v) Standards of Business Conduct vi) References vii) Disclosure and Barring Service (if required) Version 1 Page 11 of 16 October 2017

12 viii) Proof of Professional Registration and qualifications (if required) 6.11 Disclosure and Barring Service (DBS) Please see Appendix 6 for guidance on DBS procedure. DBS checks are carried out electronically by the CCG. HR will advise candidates of the ID documents needed to complete the DBS check. On receipt of a positive DBS disclosure (i.e. If the DBS contains details of unspent convictions, cautions, warnings, reprimands, intelligence from the police or information held on the barred list(s,)), HR will inform the Recruiting Manager. The Recruiting Manager must then speak to the candidate and discuss the disclosure in detail and carry out a risk assessment and keep a record of this conversation using Appendix 7. The Recruiting manager must then liaise with the appropriate Associate Director to decide whether to continue with the recruitment process, based on the role, level of responsibility, and level of risk posed to the CCG. If the details on the DBS are deemed to be unsatisfactory this will lead to the withdrawal of a job offer or termination of employment. uidance%20on%20eligibility%20for%20a%20dbs%20check%2016%20april% %20final.pdf 0/Guide_to_eligibility_v8.1.pdf 6.12 Unconditional offer of employment Once the pre-employment checks have been satisfactorily completed, the Recruiting Manager should contact the candidate to discuss terms and conditions of their employment. This should include starting salary, contracted hours, starting date, continuous service, and pre-booked annual leave. The Recruiting Manager should request evidence of the candidate s current salary when agreeing their starting pay point. Starting salaries should normally be at the bottom of the pay scale in line for NHS Agenda for Change terms and conditions. Recruiting Managers should discuss any variations to this with HR and seek approval from Finance. Once terms and conditions of employment have been agreed between the Recruiting Manager and the candidate, HR will write to the candidate to confirm the unconditional offer of employment Probationary Period All new entrants to Trafford CCG are required to complete a six-month probationary period. This is stated in their statement of employment particulars False Declaration/Non-disclosure Version 1 Page 12 of 16 October 2017

13 In the event of a candidate failing to declare information such as previous criminal convictions, or providing false information as part of the pre-employment checks, the conditional offer of employment may be withdrawn. The Recruiting Manager should meet the candidate to discuss the reasons for nondisclosure and make a decision to whether to proceed with recruitment. In this case, the Recruiting Manager should seek advice from HR Withdrawal of conditional offer of employment for other reasons A withdrawal of the conditional offer of employment may be required due to unsatisfactory completion of pre-employment checks (e.g. references and right to work, etc.). The Recruiting Manager must have justification as to why the offer of employment has been withdrawn. Feedback The recruiting manager should inform all unsuccessful candidates of the outcome of the interview as soon after the interview as reasonably possible. If unsuccessful candidates request feedback it should be provided as soon as possible. Any unsuccessful applicants seeking information about why they were not selected should be given objective, honest and thorough feedback about their application and/or interview. It is very useful to give constructive feedback and helpful advice. It is not necessary to give feedback to applicants who have not been shortlisted, however internal candidates should take priority. To ensure consistency, the same member of the interview panel should provide feedback to all those who have requested it. Verbal feedback and discussion is the best way of giving feedback to candidates as you can better explore issues and provide helpful guidance. Information given as feedback to unsuccessful applicants must be recorded. 7. INDUCTION The line manager is responsible for ensuring that the employee receives a thorough induction. This will include: Familiarisation with buildings, fire exits etc Set up on the computer and network Completing mandatory training Information Governance Toolkit Facilities ID badge/smart card Introductions to staff team The induction pack is available on the staff intranet (under MYJOB). The induction checklist must be completed by the line manager within the first week of employment 8. STAFF AT RISK OF REDUNANCY OR ON REDEPLOYMENT There may be occasions when, for a number of reasons, some roles are affected by a change. Version 1 Page 13 of 16 October 2017

14 As a result of this change staff may become at risk of redundancy and placed on the At Risk register. All vacancies will be notified to the staff on the At Risk register before the posts are advertised externally. Displaced employees will have the right to be considered preferentially for posts and will not be unfairly denied a substantive post. The organisational change policy and redeployment procedure provide further details. There may also be circumstances where employees may be redeployed or seek redeployment on the basis of ill health and / or capability. The absence management policy and capability policy and procedure provide further details.. 9. RECRUITMENT AND SELECTION PROCEDURE FOR CONTRACTED / AGENCY STAFF 9.1 Requests to recruit contract and agency staff (i.e. non-ccg employees) need to be authorised by completing a Request for Non-Payroll Staff Form. This form can be found on the Staff Intranet, under the MY JOBS section. The Request for Non-Payroll Staff / employees form needs to be completed by the Recruiting Manager and authorised by the budget holder (if different from the recruiting manager), the Chief Finance Officer / Chief Operating Officer / Chief Clinical Officer, and the Senior Management Accountant. Once this form has been completed and authorised, it must be submitted to the HR Advisor. The CCG will only use recruitment agencies that are listed on the national Crown Commercial Service framework ( In order to be included on the framework, recruitment agencies are required to carry out appropriate pre-employment checks and be regularly audited by the framework to ensure compliance. Although it is the responsibility of the recruitment agency to ensure that the relevant pre-employment checks are carried out, the Recruiting Manager must seek assurance form the Agency that the necessary pre-employment checks have been completed satisfactorily and obtain evidence of these before the person commences with the CCG. 10. SECONDMENTS Secondments can be internal or external and have been recognised as being beneficial for staff development and for covering posts on a temporary basis. Employees must seek their manager s approval before making an application for any secondment opportunity and must have their manager s approval before accepting a secondment. Version 1 Page 14 of 16 October 2017

15 All vacancies that are to be filled via secondment must be appropriately authorised in accordance with the Recruitment and Selection Policy. Internal secondment opportunities The post should be advertised in the normal way and identified as being for internal applicants only. The new temporary line manager is responsible for managing the performance, conduct and sickness of the seconded employee in line with agreed policies External secondment opportunities - Where staff are seconded externally they will normally remain in the employment of NHS Trafford CCG and are subject to the CCG s terms and conditions. A formal secondment agreement will be entered into and signed by the host organisation, CCG and the employee. Variations may be made to the CCG s standard agreement but only in agreement with HR. The employee will normally continue to be paid through the CCG s payroll, including any expenses payments. The CCG will invoice the host organisation for the seconded employee s pay and associated costs, in line with the secondment agreement. 11. MANAGEMENT OF RECRUITMENT RECORDS The Data Protection Act 1998 governs the processing of personal data, which includes the retention of data gathered in the recruitment process. The Act states only personal data should not be kept longer than is necessary for the particular purpose for which it is being retained. Application forms and interview notes for unsuccessful candidates will be stored by HR for 6 months before being destroyed confidentially. This allows unsuccessful candidates the opportunity to ask questions or request feedback on their interview. Successful candidate documents will be transferred to their personal file. 12. EQUALITY AND DIVERSITY Under the Equality Act 2010 employers must not lawfully discriminate in their recruitment processes on the grounds of (not an exhaustive list): Ethnicity or race Disability Age Sex Sexual orientation Gender reassignment Religion or belief Pregnancy or maternity Marriage or civil partnership Reasonable adjustments will be considered at all stages of the recruitment and selection process to accommodate the needs of disabled applicants as defined in the Equality Act Version 1 Page 15 of 16 October 2017

16 All applicants will be treated in the same way at every stage of the recruitment process. All disabled applicants who meet the minimum criteria from the person specification will be interviewed for the post under the Guarantee to Interview Scheme. 13. SAFEGUARDING This policy should be read in conjunction with the following CCG policies: Safeguarding Children Policy: Adult safeguarding Policy: content/uploads/2014/03/adult_safeguarding_operational-policy-including- PREVENT-August-2016.pdf Public Interest Disclosure Policy and Procedure Whistleblowing : Version 1 Page 16 of 16 October 2017

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