RECRUITMENT & SELECTION POLICY & GUIDELINES

Transcription

1 RECRUITMENT & SELECTION POLICY & GUIDELINES UPDATED AUGUST 2008 Page 1

2 1. Scope This policy shall apply to all appointments made by the Corporation other than those defined as Senior Posts in the Instruments and Articles of Government when appropriate arrangements will be made by the Board of Governors. 2. Introduction The success of Accrington & Rossendale College depends upon the contribution of its employees. The College therefore recognises that a fair and effective Recruitment and Selection policy is essential to the achievement of that success. 3. The function of recruitment The function of recruitment and selection is to ensure that Accrington & Rossendale College is adequately and effectively staffed at all times. Therefore, its purpose is to attract suitable people to apply for employment vacancies, by making them aware that such vacancies exist. From there it involves matching the applicant with the requirements of the job (or range of jobs) within the College and eventually making a selection decision. The College aims to ensure that all applicants are treated fairly and are appointed solely on their suitability for the post irrespective of race, gender, disability, religion, sexual orientation, age, unrelated criminal conviction or whether they wish to work full or part time. All stages of the recruitment process will be monitored to check that unfair discrimination is not taking place. It is the aim of the College to try and ensure that all applicants are given equality of opportunity. As it is a means of publicising the organisation, recruitment also has the function of promoting the College and projecting a favourable image to its applicants. 4. Preparing to recruit Before any recruitment activity takes place a number of preliminary issues need to be considered by the relevant line manager. First, it is relevant to consider whether the vacancy needs filling at all or whether the work could be reorganised and performed in another, more cost-effective way. Secondly, it is important to consider whether the post is still appropriate, relevant and meets the demands of our ever-changing organisation. This should always provide a good opportunity to re-evaluate the post, and to review both the Job Description and the Person Specification to ensure that we are recruiting the right people to the right posts and in the most cost effective manner. 4.1 Defining Recruitment and Selection Criteria The importance of defining criteria Defining recruitment and selection criteria is often the most neglected part of the recruitment and selection process. The decision to recruit a new employee, whether to replace one who has resigned or to fill a newly-created position, is often taken without due consideration of the requirements of the position or the attributes of candidates likely to be best fitted to perform the role effectively. This is likely to result in disappointment on the part of both the College and the new recruit and create problems around retention and motivation. The task of defining selection criteria can range from the highly sophisticated to the relatively simple Job review Job review is concerned with establishing the tasks and responsibilities that make up a role and also with defining the attributes and qualities of the person performing the role. The former results in a job description and the latter a person specification. The overall purpose Page 2

3 of the exercise is to establish criteria against which to assess all candidates in relation to their expertise to perform the tasks required and their underlying attributes that are essential if they are to perform the role effectively. Job review should be carried out by line managers, although the Human Resources Team may provide guidance and support where necessary. Clearly, a job review will call for investment in time if it is to be conducted effectively Information to be gathered in job review A number of frameworks exist as guides to the information gathering process in job review, the following include areas of best practice: data which identifies the job and locates it in the organisation structure; job objectives and performance measures; accountabilities, responsibilities and organisational relationships; job duties and content; specific terms of employment and work conditions; skills, knowledge, qualities and competencies required; other distinctive job characteristics; data relating to the appropriate grade / salary for the post 4.2 Job descriptions Job review provides the source of the data for the job description, but in order to help ensure some consistency the College has a standardised format to be used when compiling them. (refer Appendix 2) Whilst these documents are essential for internal selection purposes, it is also College policy to provide a copy of the job description to candidates as part of the recruitment process. It is important to bear in mind that selection is a two-way process in which the candidate is making a decision about a future job as well as one in which the College is making a selection decision about a candidate. The job description is vital in giving candidates the opportunity to decide whether the job meets their aspirations and the opportunity to withdraw and avoid wasting both their time and that of the organisation. All job descriptions include generic duties including the promoting the welfare of children and young people that the postholder has responsibility. Depending on the nature of the post, there may be other generic requirements such as the need to ensure up to date and relevant vocational experience, the ability to work flexibly in order for us to ensure we are able to meet the demands of our students, funding providers, employers and partners etc. 4.3 Person specifications Whilst the job description summarises the data about the tasks of the job role, the person specification draws together and summarises the qualities and attributes required of the effective performer. In many respects, therefore, it is the more critical of the two documents setting out the selection criteria. The person specification for each post, like the job description, should conform to a standard format which reflects the generic categories of attributes identified from the job review / job description. (Refer Appendix 3) The person specification will set out attributes that are 'essential' and those that are 'desirable' and it is essential that this information is sought as part of the data gathering in job review (e.g. by asking managers or employees to specify what is seen as essential or desirable attributes in job holders). Page 3

4 Essential characteristics (e.g. skills, abilities, knowledge, experience, qualifications, etc.) should include only those requirements without which a potential job holder would be unable to perform one aspect or another of the key tasks or responsibilities. Desirable characteristics will include areas of knowledge, experience, etc. which it is felt will enhance the potential job holders standard or quality of performance in one or more of the tasks or responsibilities. The important issue when specifying either essential or desirable requirements is that they should not be overstated. Their purpose is to assist in the shortlisting process, with candidates unable to meet the essential requirements in full being rejected. Any overstatement of essential or desirable requirements could lead to either the rejection of candidates who could have performed the role effectively. Also care should be taken to ensure no criteria is used that may discriminate against an individual or group of applicants. For all posts, applicants will be asked to use the application form to address how they meet the criteria laid out in the Person Specification, and shortlisting will be carried out objectively, based on how well candidates score against these criteria. There are generic criteria included on all person specifications relating to promoting the welfare of children and young people that the postholder has responsibility for or contact with. In addition, as a minimum, a level 2 numeracy and literacy qualification is required or willingness to achieve on appointment, along with high levels of attendance and punctuality. Where posts relate to those involved in teaching and learning, there is a prerequisite that the applicant will be registered with the Institute for Learning (IfL) or be willing to do so within 6 months of appointment. For those posts involved in working with employers, reference is also made to the college s commitment to the Government s Employer Responsiveness Agenda. 5. Authorisation to recruit Once it has been established that there is a genuine need to recruit to a post, and the job review has been complete, authorisation must be sought from the Staffing Committee (made up of the college s Deputy Principal, Assistant Principals, Director of People and Performance and HR Manager) by way of a staffing request form (appendix 1) before any recruitment activity takes place. 6. Attracting suitably-qualified candidates The essence of recruitment is targeting a market of suitably qualified candidates and generating a field of applicants from which to choose through a variety of internal or external sources. The aim is to target candidates so as to minimise 'wastage' (i.e. targeting an audience most of which has little or no interest in the vacancy) and generate a field of suitable candidates as cost effectively as possible. It is the policy of Accrington and Rossendale College that all College jobs will be advertised both internally and externally. This is to ensure that we are targeting as wide an audience as possible to enable us to recruit the most appropriate person for the job and to ensure that we continually promote equality of opportunity in our recruitment and selection process. Exceptions to this policy will be made, following consultation with the Deputy Principal / Director of People and Performance and / or Human Resources Manager, only in the following circumstances: 1. Where the employment position of existing employees could be improved by increasing their hours from part-time to full-time, or from temporary to permanent. 2. Where one half of a job sharer leaves, the other half should be offered the full-time job. Page 4

5 3. Where a full time job is proposed to be advertised as a part time / job share post and an existing employee has expressed an interest in being considered for a suitable reduced hours post. 4. Where the post is a result of restructuring or organisational change and involves redeployment of existing staff, particularly to avoid threat of redundancy, In such circumstances, where there are staff at potential risk of redundancy due to restructures or team reviews, posts may be ringfenced in the first instance to those staff for consideration as suitable alternative employment (please refer to the college s Redundancy Policy for further information). 5. Where, following a period of secondment, a post is confirmed as permanent (without any major changes to the job description), the seconded employee should be offered the permanent post. This is subject to the employee having successfully proved their ability to perform the role to a high standard. 6. Where recruiting externally would jeopardise the retention, development or promotion of existing professional, technical or other scarce staff resources. 7. Where an employee becomes disabled and the possibility of suitable alternative employment with the college is sought in line with reasonable adjustments and best practice. 8. Where casual, short term or emergency cover is needed, the College will normally recruit via an agency or the job centre. No word of mouth recruitment shall take place for any college job. 6.1 Advertising vacancies Advertisements will be drafted by the Human Resources team using the job description and person specification and will summarise the main requirements of the job, salary levels, skills, experience and qualifications necessary; and how to apply. Line managers, may provide draft advertisements to the Human Resources team if required. All such adverts will be placed, in accordance with existing arrangements, through the Human Resources Team, who will arrange for the distribution and receipt of application forms. 6.2 Recruitment systems and documentation The essence of effective recruiting is that applications are handled promptly and efficiently. The benefits of this are first that candidates are given a positive impression of the organisation and secondly that there are no undue delays in the process. Good candidates do not remain long on the labour market and we need to move speedily if we are to recruit the best, whilst at the same time not rushing the process unduly and making a hasty or illconsidered decision. On-line applications are available through the college s career website ( Alternatively, on receipt of a request for an application pack the Human Resources Team will endeavour to send out packs within 2 working days. Application packs will contain the following information: Letter of introduction, stating closing date for applications and, where possible, provisional dates for interviews. Application form Equal opportunities monitoring form Guidance notes for applicants Page 5

6 Summary of relevant terms and conditions of employment College profile Recruitment of Ex-Offenders Policy On request, applicant information can be provided in other formats, Eg. in Braille, on disk etc. We would also be pleased to accept applications in other formats from individuals with disabilities who are not able to complete the College standard or on line application. CVs are not accepted. In line with Safeguarding and Protecting Young People and Vulnerable Adults, application forms must be completed in full and include full employment history in chronological order. Application forms received incomplete will not be accepted and will be returned to sender Date planning (before advertising) It is useful if the dates of interviews or other assessment events can be established before starting a recruitment campaign, including checking the diaries of those managers involved in the process. Fixing these arrangements after a shortlist has been agreed can lead to delays in inviting candidates for assessment and result in both negative impressions on the part of candidates and the loss of the best ones to employers who have been able to move more speedily. In order that candidates invited to interview can best prepare for interview, seven days notice of any interview is required. Invitations to interview will only been issued once all shortlisting exercises have been conducted and relevant paperwork returned to HR. Details of all applicants will be retained on the computerised Human Resources system, in line with current Data Protection Legislation and good practice. Use of this computerised system enables us to record responses, generate personalised correspondence based on standardised letter formats and produce interview documentation etc. 7. Shortlisting Once the closing date for applications has passed the Human Resources Team will liaise with the relevant line / senior manager to arrange for the shortlisting to take place. It is recommended that this is done within a week of the closing date, again to avoid delays in inviting candidates for interview and potentially losing good candidates to other employers. All applicants are advised that, should they not hear from us within 3 weeks of the closing date then they have been unsuccessful. 7.1 The Process Shortlisting involves systematically reviewing the details provided by candidates in relation to the selection criteria established in the person specification. It is vital, therefore, that these documents are adequate for this purpose. Person specifications that consist of vaguely-worded requirements 'good interpersonal skills', 'good communication skills', 'working knowledge of IT', etc. will generally not provide adequate yardsticks against which to assess candidates. Ideally, they should be framed in precise terms of what a competent applicant should be able to do, so that specific questions can be asked at interview about their experience of doing these things. For shortlisting purposes, a simple scoring system should be used which rates candidates according to whether they clearly meet, nearly meet or fail to meet both essential and desirable requirements. The College has developed a standard form for this purpose.(refer Appendix 4). The shortlisting process must be carried out by a panel of people. (refer 8.2) and must be returned to the HR team prior to any review arrangements being made. To reduce potential risks of error and bias, personal information relating to the candidate that may identify their age, gender, ethnicity etc. are removed from the application before they are put forward for shortlisting. Instead, applications are allocated a number on receipt and throughout the shortlisting exercise candidates are referred to by number. Once completed shortlisting forms are returned to HR, managers will be advised of names of individuals invited to interview. Page 6

7 In line with the college s commitment to the Positive About Disability kitemark, any candidates that advise the college of a disability on application and who meet the essential criteria will be guaranteed an interview. The HR team will advise managers of any such applicants on the return of completed shortlisting forms The Legal Framework It is important to emphasis that shortlisting must be carried out against carefully defined criteria, not only to ensure a consistent and equitable approach to recruitment but also to ensure that accurate and justifiable feedback can be given to candidates who are not shortlisted. These principles also apply to notes taken during selection interviews. The Information Commission code of practice provides details about how organisations should comply with the Data Protection Act 1998 and is specific about individual s rights to access information held about them. This means that applicants will normally be entitled to feedback if they are not shortlisted and similarly will be entitled to have access to interview notes about them which are retained as part of the interview process Positive About Disability In line with the college s commitment to the two ticks Positive About Disability standard, applicants who disclose a disability and meet the minimum essential criteria will be invited to interview. In addition, as part of the college s Disability Equality Duty (DED), the college s recruitment and selection policy and associated procedures will be reviewed annually for effectiveness. 8. Arrangements for Interview 8.1 Administrative arrangements Once the shortlisting process is complete, application and shortlisting forms, along with the interview details memo (refer Appendix 5) should be returned to the Human Resources Team so that interviews can be arranged. Clearly, if dates of interviews have already been established then this process will be much easier. The Human Resources team will take responsibility for: Notifying candidates of interview dates / times, with 7 days notice where appropriate Accepting confirmation of attendance Booking appropriate rooms for interview Arranging appropriate refreshments Arranging car parking as necessary As part of the invite to interview process, applicants are asked to advise of any adjustments/support that may need to be made at interview. 8.2 The Interview Panel All interviews must be carried out by a panel, generally made up of 2 or 3 individuals depending on the nature of the post and will consist of a representative from the Human Resources team. Support staff no specialism Line manager & Human Resources representative Page 7

8 Support staff specialist role Line manager & Human Resources representative and other relevant team member (e.g. with specific subject knowledge) Management role / Teaching staff Line manager / appropriate Curriculum Director, Principal/Deputy Principal & Human Resources representative 8.3 References Once a shortlist has been agreed, the Human Resources team will request references for all candidates prior to interview in line with Safeguarding and Protecting Young People regulations. One reference must be from the current or last employer and where the postholder will be working with children and vulnerable adults if appointed, one reference will be sought from their last employment to work with children or vulnerable adults. Testimonials, references supplied by candidates or references marked To whom it may concern are not accepted. On receipt of references, these will be made available to panel members prior to interviews. 8.4 Interview packs Prior to interview, the Human Resources Team will ensure that all members of the interview panel are provided with an interview pack that will include: Itinerary for the interviews Copy of job description and person specification Copies of application forms and letters of application Details of any tasks or assessment activities Copies of any references received Task and interview recording sheets per applicant The itinerary details should be checked thoroughly on receipt of the pack and the Human Resources Team notified immediately of any errors. 9. The Interview 9.1 For the Panel From the panel's viewpoint, the interview is an opportunity to obtain and assess information about a job applicant which hopefully will enable a valid assessment to be made of their likely future success and performance in the position, compared to other applicants. It should enable them to make an assessment of the experience, knowledge, personality and manner of the applicant, and to confirm, discuss and expand upon the details already provided on the application form. The interview should aim to obtain a representative sample of the applicant's normal behaviour and relate it to the job in question. It is of little use if it results in artificial or distorted response by the applicant. Set questions will be asked to all candidates to assess and reaffirm information provided. In addition, specific questions to assess the applicants suitability to work with children and vulnerable adults will also be tested at interview. 9.2 For the applicant The purpose of an interview for the applicant should be twofold. The applicant wants to find out whether the job and the organisation will suit their requirements or fit in with their future plans. Therefore, the applicant is seeking as much information about the position as they can, and is doing their own assessment of the organisation. The panel must ensure this information is provided. If the applicant is not interested in the position, taking the application further is a waste of time for both parties. Page 8

9 The importance of the interview as a public relations exercise should also be remembered. Like advertising, it is an opportunity to present the College in a favourable light. 10. Tasks and assessment activities For some posts, it may be appropriate, alongside the panel interview, to further test the skills, experience, strengths and weaknesses of applicants through a task or assessment activity. This may be something that the candidate is asked to prepare in advance and bring with them, an unseen task which they are asked to do on the day, or a task (such as a presentation) that they can prepare for in advance. For staff involved in teaching, learning or assessment, this is an ideal opportunity for applicants to demonstrate their abilities through a micro teach, mock assessment or session planning exercise. Any task should be clearly appropriate, directly linked to the job description for the post, and should provide the panel with additional information on which to base their recruitment decision. Managers may provide their own task or assessment which will be approved by the HR team. Alternatively the HR manager will provide guidance and assistance in designing an appropriate selection activity if required. Appropriate consideration will be given to ensure that any applicant with a disability is not disadvantaged in the completion of such tasks. Where appropriate, reasonable adjustments will be made to ensure that the applicant is able to demonstrate their skills, experience and strengths. After the Interview 10.1 Task & Interview Notes Interview notes should be written as soon as possible after the interview is over, and while it is still fresh in the memory. If notes are not written, gaps in the memory will be subconsciously filled in, resulting in less reliable information. This is particularly important if several applicants are being interviewed on the same day. These interview notes should contain all the necessary identification data and should be structured around responses provided by the applicant to the panel s questions. The College has a pro forma that should be used for interview recording purposes. Be careful to distinguish between factual information and opinions: for instance it may be fact that a person has changed jobs three times in 12 months, but it is opinion only (unless there is evidence) that this is because the person is lazy, difficult, or argumentative. All documentation related to the interview process should be returned to the Human Resources Team after a decision has been made to ensure that we comply with Data Protection principals. It is important to emphasise again that applicants will normally be entitled to have access to interview notes about them which are retained as part of the interview process if they request this Making a decision It is good practice to advise candidates at interview when they will be informed whether they have been successful or not. It is the college s intention to inform candidates by the end of the next working day at the latest. Should this not be possible, candidates will be advised accordingly. After all the interviews have taken place, the panel must decide who they wish to appoint. This decision should be made collectively. The time taken to make this decision will vary according to circumstances. In some cases, the process of selection and offer will be almost instantaneous, in other cases, there may be a time delay before a decision can be made, e.g. due to checking references or having to fill other more pressing vacancies first. As a general rule, do not allow the decision to 'drag on'. It may give suitable applicants more time to consider alternative job offers. If there is to be a delay, applicants should be notified of it and advised of a date when they will know the outcome of their application. A lengthy Page 9

10 delay, or more than one delay, may give applicants a poor impression of the organisation's efficiency, unless they receive prior warning of it. To ensure consistency, the Human Resources Team will take responsibility for advising the successful candidate in the first instance. Once a verbal offer of employment is accepted, the unsuccessful applicants will be advised accordingly Advising the unsuccessful applicants The Human Resources Team will take responsibility for advising unsuccessful applicants and this will be done promptly, once the position has been filled. Occasionally, or as a matter of course with internal applicants, feedback may be given to applicants from a panel member to help them understand why they were unsuccessful. This may be at the time of notification or at a mutually convenient time and date to be agreed. This again emphasises the need for the interview notes to be clear and factual and to be retained by the Human Resources team for storing. 11. Offers of Employment All offers of employment are subject to a number of checks and prerequisites. These include: Receipt of two references that the college deem to be satisfactory Completion of a medical questionnaire and confirmation from occupational health that the person is fit to work in the role to which they are employed Checks in line with the Right to Work regulations including the Immigration, Asylum and Nationality Act 2006 (see appendix 6) Application and receipt of a Criminal Records Bureau (CRB) check, as detailed below Clearance from Section 142 of the Education Act 2002, formerly List 99 Completion of a satisfactory 10 month probationary period Relevant qualifications being made available to HR The commitment to obtain qualifications or undertake training as part of that offer of employment Registration with the Institute for Learning (IfL) if appropriate within six months of joining the college Enrolment and completion of a teaching qualification, if required, within an agreed timeframe Where applicants have lived outside the UK, additional checks will be conducted All checks will be recorded centrally in the Human Resources Department. 12. Rehabilitation of Offenders Act and the Disclosure process. Accrington & Rossendale College is committed to the fair treatment of its staff, potential staff or users of its services, regardless of race, gender, religion, sexual orientation, responsibilities for dependants, age, physical/mental disability or offending background. We actively promote equality of opportunity for all with the right mix of talent, skills, and potential and welcome applications from a wide range of candidates, including those with criminal records. We select all candidates for interview based on their skills, qualifications, and experience. In line with legislative requirements, the College will request a Disclosure certificate from the Criminal Records Bureau after a provisional offer of employment is made to a candidate. After the relevant checks and clearance have been sought by the CRB, the original Disclosure will then be issued to the individual and a copy sent to the College. A Disclosure will only be requested after it has been determined that one is both appropriate and relevant to the position concerned. For those positions where a Disclosure Page 10

11 is required, applicants will be made aware, prior to application that a Disclosure will be requested in the event of the individual being offered the position. The nature of our establishment allows posts to be excepted from the Rehabilitation of Offenders Act 1974 and applicants will be required to disclose details of any criminal record. At interview, or in a separate discussion, we will ensure that an open and measured discussion takes place on the subject of any offences or other matter that might be relevant to the position. Failure, by the applicant to reveal information that is directly relevant to the position sought could lead to withdrawal of an offer of employment. The Human Resources Team will undertake to discuss any matter revealed in a Disclosure with the person seeking the position before withdrawing a conditional offer of employment. Having a criminal record will not necessarily bar people from working at the College. This will depend on the nature of the position and the circumstances and background of their offences. If the CRB disclosure is not returned before the applicant s date of commencement, the new member of staff will be subject to additional supervision until the disclosure is received and this arrangement will be reviewed fortnightly. In addition, the college has other policies and procedures relating to the Recruitment of Ex Offenders and the Secure Storage, Handling, Use, Retention and Disposal of Disclosures readily available on the Human Resources intranet and the careers website. 13. Safeguarding and Protecting Young People and Vulnerable Adults Accrington and Rossendale College is committed to safeguarding and promoting the welfare of young people and vulnerable adults and expects all staff and volunteers to share this commitment. We aim to: provide a safe environment for children and young people to learn in education settings and identify children and young people who are suffering or likely to suffer significant harm, and taking appropriate action with the aim of making sure they are kept safe both at home and in the education setting. The Recruitment and Selection Policy at Accrington and Rossendale College is intended to prevent unsuitable people working with young people and vulnerable adults. This policy complies with national and local guidance relating to Safeguarding and Protecting Young People and Vulnerable Adults. The college operates safe recruitment procedures and makes sure that all appropriate checks are carried out on staff and volunteers who work within it. 14. Protection of Children Act (PoCA) Before an applicant can be appointed to a post involving working with children in a regulated position, the college must check the PoCA list (which lists those who are legally barred from working with children) available from the relevant government department. Page 11

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