FREEDOM OF INFORMATION REQUEST

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1 7 October 2015 FREEDOM OF INFORMATION REQUEST Request No: AD-IG-01(2) Key Word: Policy Subject: Recruitment Advertising Policy Request: Date Received: 21/09/2015 Monitoring Date: 22/09/2015 Date of Response: 07/10/2015 Thank you for your request for information received on 21 September 2015 and which was dealt with under the terms of the Freedom of Information Act We would also inform you that Northern Ireland Ambulance Service (NIAS) Health and Social Care Trust has now completed its search for the information you requested and which is detailed below. Question 1 Copy of Recruitment Advertising Policy Answer 1 The Trust does not hold a Recruitment Advertising Policy, but does hold a Recruitment and Selection Guidance document and which hopefully is of assistance. I hope the above and attached fully assists you. If you are dissatisfied in any way with the handling of your request, you have the right to request a review. You should do this as soon as possible, or in any case within two months of the date of issue of this letter. Please note that, under the Re-use of Public Sector Information Regulations, if you wish to publish or otherwise use this information besides for your own means, you will need to seek our permission to do so. In the event that you require a review to be undertaken, you can do so by writing to the Finance and ICT Director, Northern Ireland Ambulance Service (NIAS) HSC Trust, Site 30, Knockbracken Healthcare Park, Saintfield Road, Belfast, BT8 8SG. If following an internal review, carried out by an independent decision maker, you remain dissatisfied in any way with the handling of the request, you may make a complaint under Section 50 of the Freedom of Information Act, to the Information Commissioner s Office and ask that they investigate whether the Trust has complied with the terms of the Freedom of Information Act. You can write to the Information Commissioner at: Website: Post: ni@ico.org.uk Information Commissioner s Office, Wycliffe House, Water Lane, Wilmslow, CHESHIRE SK9 5AF Northern Ireland Ambulance Service Health and Social Care Trust, Ambulance Headquarters, Site 30 Knockbracken Healthcare Park, Saintfield Road, Belfast BT8 8SG Tel: Fax: Textphone:

2 Telephone: or (Belfast based Office) In most circumstances the Information Commissioner will not investigate a complaint unless an internal review procedure has been carried out. However the Commissioner has the option to investigate the matter at his discretion. Please be advised that NIAS replies under Freedom of Information may be released into the public domain via our Personal details in respect of your request will have, where applicable, been removed to protect confidentiality. Yours sincerely Alison Vitty Alison Vitty (Miss) CORPORATE MANAGER Page 2 of 2

3 NORTHERN IRELAND AMBULANCE SERVICE Section 1 RECRUITMENT AND SELECTION GUIDANCE Managers Resource Pack Page 1 of 55 MRP-B-S1-01

4 CONTENTS PAGE SECTION 1 The Recruitment and Selection Process 4 SECTION 2 The Recruitment Process Criteria for Filling Vacancies Completing the Approval to Recruit Form Job Analysis 7 2.3:1 The Job Description 7 2.3:2 The Personnel Specification Definition of Posts :1 Temporary Posts :2 Secondment Posts :3 Temporary Movement to a Higher Pay Band Advertising a Post :1 Advertising Internally :2 Advertising Externally :3 Informing Staff of Trawl Notices Use of Recruitment Agencies 16 SECTION 3 The Selection Process Selecting the Panel Confidentiality in the Recruitment & Selection Process The Shortlisting Process :1 What to look out for on an Application Form :2 Requests for Alternative Interview Dates :3 Occupational Testing :4 Assessors 21 SECTION 4 Prior to Interview Best Practice Guidelines for Interviews :1 Preparing the Questions :2 Interview Marking Schemes :3 Practical Application of Disability and Race 27 Relations Legislation 4.1:4 Disclosure of Criminal Convictions :5 Informing Candidates excluded by 28 Criminal Convictions 4.1:6 Gaps in Employment History 28 Managers Resource Pack Page 2 of 55 MRP-B-S1-01

5 SECTION 5 The Interview The Interview Environment The Role of the Panel Chair Taking Notes Decision Making Checking References Vetting Checks Interview Debrief 33 SECTION 6 Retaining Records of Recruitment and Selection 33 Exercises SECTION 7 Changes/Variance to the Recruitment and 34 Selection Procedure SECTION 8 The Legislation Fair Employment and Treatment (NI) Order The Sex Discrimination (NI) Orders 1976 & Gender Reassignment Regulations (NI) Disability Discrimination (NI) Act Age and Employment Race Relations (NI) Order Human Rights Act Commissioner for Complaints (NI) Act Data Protection Act SECTION 9 Appendices B1a Approval to Recruit Form 45 B1b Job Description Proforma 47 B1c Job Specification Proforma 50 B1d Proceedings at Shortlisting Form 51 B1e Assessors Report 53 B1f Proceedings at Interview Forms 55 Managers Resource Pack Page 3 of 55 MRP-B-S1-01

6 1. THE RECRUITMENT AND SELECTION PROCESS The Northern Ireland Ambulance Service (NIAS) Recruitment & Selection Policy and Procedure is designed to cover the employment of ALL staff regardless of employment status i.e. permanent, temporary, relief, fixed-term contract staff and staff temporarily moving to a higher pay band. The purpose of the Recruitment and Selection Policy & Procedure are to: Provide a systematic and objective framework for Recruitment & Selection to assist managers to ensure that all appointments are made in line with current legislation and best practice. Ensure consistency and fairness for all in the Recruitment & Selection process. Provide guidance for managers in the avoidance of discrimination in the Recruitment & Selection process. Allow for the selection of the best person for the job based on the merit principle at the point of selection. Managers Resource Pack Page 4 of 55 MRP-B-S1-01

7 APPROVAL TO RECRUIT FORM Inc. Job Description & Job Specification Requesting Manager AGREE CLOSING DATE & ADVERTISE POST Human Resources Department & Requesting Manager SHORTLISTING STAGE Inc. Pre Selection Tests Selection Panel & Human Resources Department INTERVIEW STAGE Selection Panel SATISFACTORY REFEREE REPORTS PRE-EMPLOYMENT HEALTH ASSESSMENTS Selection Panel & Human Resources Department VETTING (IF REQUIRED) CONFIRMATION OF Human Resources APPOINTMENT Department Managers Resource Pack Page 5 of 55 MRP-B-S1-01

8 2. THE RECRUITMENT PROCESS 2.1 CRITERIA FOR FILLING VACANCIES When a new role is identified or an existing role becomes vacant, it is paramount that a robust and thorough job analysis, up-to-date job description and person specification are carefully prepared and in place. These help to ensure that the definition of the desired candidate is objective, fair and accurate. Managers must decide how they are to fill a vacancy when one arises within their Department e.g. Is it a permanent or temporary vacancy. All permanent vacancies should be advertised externally unless Organisational Change is in progress. Advertisements should be designed and placed to attract as wide a group of suitably qualified applicants as possible. The guidance contained below should by used be managers as an aid to the recruitment and selection of the best person for the job based on the principle of merit. Generally if Managers are in doubt on any aspect of the recruitment/selection process, they should contact the Human Resources Department for their assistance. 2.2 COMPLETING THE APPROVAL TO RECRUIT FORM The Approval to Recruit Form can be obtained electronically from U:\Managers Resource Pack or from the Human Resources Department. Once a vacant post has been identified, the manager requesting the commencement of a recruitment process MUST provide the Employee Resourcing Section a FULLY completed Approval to Recruit Form, Job Description and Job Specification. The form is divided into three sections: Section 1: Recruitment Information to be completed by the Requesting Manager. Section 2: Financial Information to be completed by the Finance Department. Section 3: General Management Executive to be completed by G.M.E. Once Sections 1 3 have been completed the form should be forwarded to the Employee Resourcing Manager or a nominated Human Resources Officer for action. Managers must also ensure that the Appendix 1 of the form (additional information) is completed prior to forwarding to the form to the Employee Resourcing Section. Incomplete Approval to Recruit forms will be returned to the Requesting Manager. Managers Resource Pack Page 6 of 55 MRP-B-S1-01

9 See Appendix B1a for a sample Approval to Recruit Form. 2.3 JOB ANALYSIS Job analysis is the process of collecting and analysing information about the tasks, responsibilities and the context of a job. This is a useful tool to establishing what it is that the NIAS actually requires, as opposed to replacing what has gone before. The process of job analysis should be carried out in partnership with the Agenda for Change Job evaluators. The aim of job analysis is to present this information in the form of a job description and person specification which the Trust will be better able to decide how and who should fill the vacant post. 2.3:1 Job Description The job description should set out the purpose, main duties and responsibilities of the job. It is particularly important to review job descriptions every time a post becomes vacant as most jobs are dynamic and few posts remain the same over long periods of time. Generally the format of job descriptions will contain: Title and Grade of Job. To whom the job holder will report and/or is responsible. A summary of the main functions of the job. Duties and responsibilities of the job. Other references may be made to Health and Safety at work legislation, provision high quality service, compliance with no smoking policy etc. General statement that the Job description may be modified to meet changing needs and any other duties that may be required. Managers should note that the Human Resources Department will quality assure all Job Descriptions and managers should liaise with the HR department when developing a Personnel Specification. See Appendix B1b for a Job Description template. Managers Resource Pack Page 7 of 55 MRP-B-S1-01

10 LEGISLATION KEY POINTS Use gender-neutral terminology in job titles such as Ambulance Person NOT Ambulance man. Be careful when setting qualifications/experience/age for the job as this can set unnecessary conditions which can only be complied with by a smaller proportion of one sex/religious grouping etc. If in doubt, contact Human Resources Department and/or the Equality Office. 2.3:2 Personnel Specification The Personnel Specification outlines qualifications, experience, knowledge, skills and personal attributes an individual needs to perform the particular job. It is a profile of the desired successful applicant. The Personnel Specification should be derived from the duties and tasks contained in the job description. It must be objective, precise and refer to factors, which are relevant to the job and necessary for the job to be carried out safely and effectively and which can be justified. Consistency and objectivity in applying decided factors to the job description, personnel specification, additional selection aids/shortlisting criteria and interview assessment is essential. Managers should note that the Human Resources Department will quality assure all Personnel Specifications and managers should liaise with the HR department when developing a Personnel Specification. See Appendix B1c for a Personnel Specification template. Managers Resource Pack Page 8 of 55 MRP-B-S1-01

11 EXAMPLE OF FACTORS QUALIFICATIONS/ATTAINMENTS: Are qualifications necessary for the post? For example, some people with disabilities may have had interrupted schooling because of their disability. This does not necessarily mean that they are less intelligent or less capable of doing the job. If qualifications are necessary it may be helpful to examine the qualifications of individuals undertaking similar work and the reasons for the previous postholder leaving the job. This should avoid setting unnecessarily high or restrictive standards. Set out clearly the educational/professional qualifications required. If qualifications are not necessary, examine what is considered to be one of the more important aspects of the job and substitute the necessary criteria. RELEVANT EXPERIENCE Is experience necessary for the post? It may be that training can be provided instead. If experience is necessary, examine the key tasks and duties outlined in the Job Description to determine relevancy of experience. Is the position such that it requires a minimum level of relevant experience to undertake the job effectively? Set out clearly the minimum level required. A period of continuous service or experience is commonly specified. Such a condition may operate to the detriment of a woman/man who has taken time away from paid work to care for dependants and so it is important to ensure that any length of service criterion can be justified. Relevant experience gained prior to breaks in employment as well as the often substantial skills and abilities many gain through voluntary and community work, domestic caring responsibilities or through managing a home. For example this type of experience may be relevant to the assessment of skills such as planning, organising or decision making. Factors which relate to the personal circumstances of candidates such as marital status, children, etc should not be used. Managers Resource Pack Page 9 of 55 MRP-B-S1-01

12 SPECIFIC REQUIRMENTS/SKILLS: Does this position require special skills e.g. communication skills, use of computers, mathematical literacy etc? Consult the Job Description to determine the specific requirements of the post i.e. car driver, irregular hours, weekend work, on-call etc. Set out clearly the specific circumstances required. When considering applying other factors such as Disposition, interests and circumstances avoid: Criteria which implies that the applicant should be able to fit into a team straight away, as the question will be asked, to fit in with whom? - Membership of a majority religious grouping for example? Subjective criteria. Example: An employer requires applicants for a job which involves a limited amount of travelling to have a full driving license. This would clearly exclude many disabled people, particularly those with visual impairments. Many employers include a question about driving ability and car ownership as standard on all application forms, but such a requirement may not be necessary. Even if a job does require the post holder to travel, a disabled applicant who cannot drive could argue that the criterion requiring a full driving licence is discriminatory, if the job could be carried out using public transport, or if the person has arranged a driver. However, for jobs such as Ambulance Care Attendant etc. it would be legitimate to require a full and valid driving licence. Other examples of discriminatory criteria may include: A requirement for a qualification that is not necessary for the performance of the job. A requirement to be able to use a particular kind of computer software, when the same results could be achieved with different software, which is better suited to the disabled person. For example, some software is not compatible with text-to-speech packages used by some people with a visual impairment. Managers Resource Pack Page 10 of 55 MRP-B-S1-01

13 PHYSICAL REQUIREMENTS Is it necessary for the applicant to have a certain standard of appearance? Is it necessary for the applicant to have particular health requirements? If it is, do not impose a condition or requirement which could be indirectly discriminatory or disqualify a disabled person unnecessarily. Example: An advertisement stipulates that employees must be energetic when in fact the job in question is a desk job. This could be taken to imply that applications from people whose disabilities result in them getting tired more easily than others will not be welcomed. Avoid age, mobility and character related criteria/wording such as energetic, strong, agile, an ability to learn fast, polished interpersonal skills, prepared to work long hours, etc. ESSENTIAL AND DESIRABLE CRITERIA A Personnel Specification may contain both essential and desirable criteria. A successful applicant must meet all of the essential criteria, as these demonstrate competence for the job. Essential criteria are those which are necessary for effective completion of the tasks in the job. They both must be objectively defensible. Desirable criteria are those, which may give added value to task completion but are not necessary precursors for competence. What the legislation says: Legislation asserts that an employer will be found to have acted in a discriminatory manner if the job criteria contain elements that are not essential to the main duties of the job. Identifying the main/essential tasks necessary for the job in the analysis stage prevents unnecessary criteria being included in the job description. This can be a defence against claims discrimination etc. 2.4 DEFINITION OF POSTS 2.4:1 Temporary Posts Individuals may be moved into a higher pay band where it is necessary to fill a post on a temporary basis when a vacancy is unfilled but being advertised, or the post is being held open for someone who is due to return, e.g. a member of staff on long-term sick leave, maternity leave, or from extended training or secondment. Managers Resource Pack Page 11 of 55 MRP-B-S1-01

14 A temporary post may also be applicable, where time limited funds have been identified. Example: 1. A Paramedic Supervisor begins maternity leave for the statutory maternity period. As the post is an existing funded position the post can be advertised as a temporary position and falls within the normal recruitment process. 2. Funding is made available for a specified project therefore the post is advertised as a temporary position for the specified time of funding for the post. 2.4:2 Secondment Posts Secondment opportunities refer to vacancies where there is a newly identified distinct body of work with a defined completion date. Secondments are posts in which temporary additional funding has been secured for a limited period and for a specific project or task. A secondment falls outside of the normal Funded Establishment for any Department/Division. Seconded posts should normally be for a period of not more than one year. Example: The Trust identifies a need for an update to an operational IT NIAS related computer system. The work will take up to 6 months and additional funding has been identified for this period. The criteria for the post require knowledge of the computer system within NIAS. Therefore the post falls under the remit for a secondment opportunity for an employee within NIAS. Once the project is complete the employee will return to his/her substantive post without penalty. Dealing with a request for a secondment opportunity Interested staff must seek permission from their Manager before applying to either internal or external secondment opportunities. Whilst the Manager has the right to refuse permission, his/her discretion will be exercised in a reasonable manner taking account of the needs of the service and the period of secondment. Managers must take account issues such as the need for a core of trained staff to be available in a facility at all times, key job knowledge of person making the request, the prospect of replacement current workloads and deadlines secondment, or other away from post facilities previously granted to an applicant where continuity of service in-post and a settled staffing pattern is demonstrably important. Managers Resource Pack Page 12 of 55 MRP-B-S1-01

15 2.4:3 Temporary Movement to a Higher Pay Band If a manager requires a position to be filled and the post requires additional responsibilities and roles for a member/members of staff, a manager may request a member of staff be temporarily moved to a higher pay band to facilitate the operational needs of the service. It should be noted the temporary movement to a higher pay band represents a promotional opportunity for staff and thus come within the scope of equal opportunities considerations. Normal competition rules therefore apply. Temporary movement to a higher pay band cannot be used to cover annual leave. In the temporary movement to a higher pay the employee undertakes the full range of duties and responsibilities of the higher graded post and is paid in accordance with Section 6.31 of the Terms and Conditions Handbook. 2.5 ADVERTISING A POST All posts including promotional/temporary/secondment etc. within NIAS must be advertised. The Requesting Manager should liaise with the Human Resources Department and agree the form of advertising to be used. 2.5:1 Advertising Internally An Internal trawl is essentially the method used to notify NIAS employees of vacancies within the Trust. There are two types: 1. Limited Internal Trawl 2. Trust wide Trawl Limited Internal Trawls are used: When Trainees must be drawn from within NIAS e.g. When Paramedic Training vacancies are drawn from existing Emergency Medical Technician s To target a specific group of staff who may be suitable to fill a vacant post and who are perceived to be in vulnerable posts e.g. due to a reconfiguration within the organisation, closure of facilities or re-organisation. To advertise an opportunity for temporary movement to a higher pay band to a specific group of staff. For development/secondment opportunities. Managers Resource Pack Page 13 of 55 MRP-B-S1-01

16 Trust Wide Internal Trawls To advertise an opportunity for a temporary movement to a higher pay band to all Trust Employees. For development/secondment opportunities. 2.5:2 Advertising Externally Advertisements must be placed in publications, which are accessible by all groups and sections of the community so that they enjoy an equal chance of employment. In the interests of attracting applicants from all sections of the community and promoting equality of opportunity, all advertisements may include a statement that employers welcomes applicants regardless of religious beliefs, political opinion, sex, race or disability or sexual orientation. Advertisements should be free from discrimination in terms of the language used. Job vacancies within NIAS can be advertised Province wide through various mediums such as the Belfast Telegraph, the Central Services Agency (CSA) Trawl (NHS employed staff may only apply), Eastern Health & Social Services Service s Board (EHSSB) Bulletin and internet sites such as hpssjobs.com. Vacancies can also be targeted to local areas through the local press and Job Centres. All advertisements are arranged through the Human Resources Department who will also advise on the content of the Advert to ensure it meets legal requirements. 2.5:3 Informing Staff of Trawl Notices Managers must ensure that all internal trawl notices are displayed in a prominent or agreed place (e.g. staff notice boards) where all staff will have an opportunity to see the notice. For staff on maternity leave, annual leave, secondment, sickness or any other type of leave, the Manager must ensure the trawl notice is forwarded accordingly. Managers Resource Pack Page 14 of 55 MRP-B-S1-01

17 An example of an NIAS advert placed in the Belfast Telegraph. Managers Resource Pack Page 15 of 55 MRP-B-S1-01

18 2.6 USE OF RECRUITMENT AGENCIES NIAS Managers may decide to fill a vacancy through various recruitment agencies for temporary staff only. A request for temporary agency staff must be made through the Employee Resourcing Section on the appropriate Approval to Recruit form (Appendix B1a). Managers Resource Pack Page 16 of 55 MRP-B-S1-01

19 3. THE SELECTION PROCESS 3.1 SELECTING THE PANEL An interview panel must conduct all interviews. The Requesting/Line Manager, together with the HR Department, should select the members on the panel before the closure date of receiving applications. In selecting the panel the following should be considered: The panel should consist of a minimum of three people including (where possible) the immediate line manager of the vacant post. The composition of the panel should be as set out in the Recruitment and Selection Procedure. For senior posts, the use of independent members/assessors from outside the service. There must be a commitment from all panel members to attend all interviews for the duration of the recruitment process to maintain consistency and to ensure fair treatment. Panel members should have undertaken recruitment selection training to ensure that the panel has the underlying knowledge and competencies to carry out good quality and fair recruitment and selection. Members of the panel should have an up-to-date understanding of current legislation relating to recruitment and selection and should have knowledge of the service s corporate aims and objectives, current priorities and organisational values. Panel members and assessors must withdraw from the selection process in the following circumstances: a) if they are related to an applicant b) if an applicant has made a complaint against them which is still pending c) if an applicant has taken a case against them which is still pending It is recommended that any panel member who finds that they have a conflict of interest in taking part in the recruitment process should discuss this with the other panel members and withdraw from the panel if deemed appropriate. Advice should be sought from the Human Resources Department if a panel member is unsure if a conflict exists. Managers Resource Pack Page 17 of 55 MRP-B-S1-01

20 All panel members have a responsibility to declare a close relationship or friendship with an applicant. Panel members can act as referees for applicants however, should both referees nominated by an applicant be panel members the applicant should be asked to supply an additional referee not on the panel. The Panel Member should complete references before the interview takes place. It is the responsibility of the Requesting Manager and/or Panel to nominate a Chair for the efficient operation of the appointments panel. 3.2 CONFIDENTIALITY IN THE RECRUITMENT & SELECTION PROCESS Confidentiality within the recruitment process is of paramount importance. Members of the panel should not discuss any details of the Recruitment and Selection process with any party other than those involved the process, i.e. Human Resources Representative. Recruitment files should not be removed from the Human Resources Department prior to shortlisting, when the shortlisting criteria has been agreed and formally recorded by the panel. The Chair of the Panel should ensure that all documentation in relation to the Recruitment is held in a secure location when taken outside of the Human Resources Department. All documentation should be returned to the Human Resources Department as soon as possible after the recruitment process has been completed. 3.3 THE SHORTLISTING PROCESS The shortlisting panel should: Be provided with the recruitment file that should include the job description, personnel specification and completed application forms. The panel should not receive those forms that have been rejected i.e. late applications etc. Consider prior to examining the application forms whether to re-advertise the post if there has been an insufficient response to the recruitment. Have agreed and recorded the essential shortlisting criteria on the Proceedings at Shortlisting Panel form, (See Appendix B1d) this must be done before the application forms are considered. Managers Resource Pack Page 18 of 55 MRP-B-S1-01

21 Where there has been a high response rate consider, whether additional relevant criteria needs to be identified and recorded before the applications forms are considered. This also must be recorded prior to considering any application. NOTE Recruitment files will not be released under to any panel member under any circumstances prior to the shortlisting criteria having been agreed and formally recorded by the panel. Ensure the application forms are considered in light of the agreed criteria. Only take decisions based on the information contained in the application forms. Ensure the criteria are applied fairly and consistently. Each panel member should consider each application individually. The criteria should only be applied on the basis of the information contained on the application form. Personal knowledge of applicants should not be used to compensate for lack of information on application forms, as this would disadvantage applicants not known to the panel. The panel must examine application forms of short-listed applicants to ensure any gaps or omissions are identified, that any convictions are taken into consideration and any special arrangements to make for applicants to participate in the recruitment process. When all applications have been considered the Panel Chair should initiate discussion regarding who is considered to have met the criteria and who has not. A record of the reasons why an applicant has met or not met the criteria should be made on the Proceedings at Shortlisting form and signed by the Panel Chair (Appendix B1d). If the Panel are satisfied that there are sufficient applicants to proceed to interview the Chair can complete the Proceedings at Shortlisting Panel form in regards to arrangements for interview and any other aids to selection identified. At the conclusion of the shortlisting process the panel must agree: I. Interview date(s). II. Notice of testing/interview candidates should receive at least 10 working days notice. III. Venue consider those applicants with disabilities or particular needs. IV. Start/End times coffee and lunch breaks. Managers Resource Pack Page 19 of 55 MRP-B-S1-01

22 V. Time allocated to each candidate based on number questions to be asked. VI. Additional methods of assessment e.g. Presentation seen or unseen, pre-selection tests, assessment centres etc. (However cost implications need to be considered) The Panel may also wish to discuss possible topic in reference to interview question at this time. The above details once agreed should be noted on the Proceedings at Shortlisting Panel form. 3.3:1 What To Look Out For On An Application Form Application forms should be read carefully at the shortlisting stage to ensure applicants meet the criteria for the post. Points to look out for include: Educational requirements. Disclosure of Criminal Convictions. A disability that means he/she cannot carry out the duties of the post. A disability that will exclude a candidate from the addition of additional criteria for the post for shortlisting purposes. If vetting is required for the position that the vetting request form is completed. If the candidate has indicated any holidays planned (although the Trust is not obliged to take this information into account when arranging interviews). Employment history if the candidate has been dismissed from a previous post. 3.3:2 Requests For Alternative Interview Dates Panels should consider all requests for alternative interview dates from shortlisted applicants including situations when the interview date has been published in an advert. Candidates should be asked for the reason why they are requesting an alternative date and this should be taken into account by the panel. Panels are not obliged to offer an alternative interview date but may do so if practical. Each request should be based on individual circumstances and the decision of the panel should be recorded on the job file. Managers Resource Pack Page 20 of 55 MRP-B-S1-01

23 3.3:3 Occupational Testing/Assessment Centres On occasion NIAS uses Occupational Tests/Assessment Centres as valuable aids in the selection process in a number of instances such as when dealing with large numbers of applicants for posts such as Ambulance Care Attendants or Emergency Medical Technicians or when seeking to fill a vacancy for such posts as Senior Manager or above, or as deemed appropriate. Only trained test users who hold the relevant qualifications for that particular test may select, administer, interpret and provide feedback to the tests. Managers seeking to use Occupational Tests or an Assessment Centre should contact the Employee Resourcing Section to discuss the appropriateness and organisation of such tests. 3.3:4 Assessors The Assessors role is to advise the panel which applicants are considered competent to perform the duties of the post. As a member of the Panel the Assessor will participate fully in the discussion and interviews but will normally not have voting rights. Posts that would normally require assessors are those as listed in the Recruitment & Selection Procedure. Assessors will only be selected if: a) They have appropriate professional qualifications, where necessary, and knowledge of the type of post under consideration. b) They hold a post for which the grading and status is senior to that of the post which is to be filled. In exceptional circumstances the Assessor appointed may hold a grade equal to that of the post to be filled. c) They have been suitably trained in selection techniques and are conversant with the requirements of the legislation relating to equality of opportunity. The following persons may not act as Assessors:- a) a reference for any of the applicants. b) a relative of any of the applicants. Managers Resource Pack Page 21 of 55 MRP-B-S1-01

24 Role of the assessor: To attend shortlisting and advise panel if necessary. Assessors are not required to complete shortlisting forms. If shortlisting forms are not filled in the assessors must certify, in writing, that they agree with the criteria used by the panel. To participate fully in questioning at interview and subsequent discussions. To advise the panel which applicants are considered competent to perform the duties of the post, and clearly give reasons why candidates are not considered competent. Normally Assessors do not have voting rights. In normal circumstances the selection decision rests with the panel and is their responsibility. In exceptional circumstances assessors may be given voting rights where the Trust would not have suitably qualified staff to sit on a panel, especially specialist posts. In these cases, the chair of the panel will document the reasons for allowing voting rights and place on record in the recruitment file. Must complete the Assessors Report (Appendix B1e) at each stage of the recruitment process. Managers Resource Pack Page 22 of 55 MRP-B-S1-01

25 4. PRIOR TO INTERVIEW Prior to the interview (i.e. the shortlisting stage), the selection panel should meet and discuss the interview format, core areas of questioning and, where appropriate, weighting (i.e. scores for questions). Panels may wish to complete this directly after shortlisting when the Panel are together. A group of core questions should be agreed and should form the basis of the interview. Best practice guidelines outlined below should be used as the basis to conduct interviews. An interview question and answer matrix should be used to agree a set of questions based on the job criteria (refer to the Human Resources Department). 4.1 BEST PRACTICE GUIDELINES FOR INTERVIEWS The primary function of the interview is to select the best candidate on merit and this requires consistency of assessment between candidates. The judgements involved should be reflected on the Interview question and answer forms. 4.1:1 Preparing Your Questions Interviews should be conducted in a systematic and structured way. Reviewing the candidates performance against objective criteria is more likely to lead to conclusions based on fact rather than basing decisions on gut feelings e.g. being overly impressed by a confident manner. Poor questioning and jumping to conclusions on inadequate evidence are likely to increase the chances of unfair discrimination and poor selection. The aim of the interview is to: a) Gather evidence about how each candidates meets the desirable and essential criteria outlined in the Person Specification; b) Ensure that each candidate is given the opportunity to provide evidence as to whether he/she meets the criteria; c) Ensure that the candidate has an accurate picture of the job which he/she is being interviewed It is essential that all interviewers are adequately prepared for selection interviews. All panel members must be fully conversant with the job description and job specification for the post. They must read the application forms to ensure familiarity with content. This enables questions to be asked about any areas, which might cause concern. It also helps discussion at the end of the interviews. Managers Resource Pack Page 23 of 55 MRP-B-S1-01

26 The panel should avoid asking questions that may be deemed as discriminatory, these include areas such as: Marital status. Occupation of partner. Domestic arrangements. Whether the candidate has or intends to have children. Ethnic origin/country of origin. Sexual orientation. Trade union activities. Political or religious beliefs. Avoid asking questions that only elicit YES or NO answers. Consider using the following approach: Ask open questions - what, how, where, when e.g. Tell me about, What were you responsible for?, How did you organise..? Reflective questions Having asked a question, the interviewer can reflect back on what was said to encourage the interviewee to expand on their answer. Probing questions Following an open question a probing question can be used to follow upon on a specific point e.g. Tell me more about.., What did you do exactly..?, What did you mean by..?, Give me an example of how you dealt with problems involved with Closed questions - In order to clarify a point or fact. e.g. What was the result or how many staff did you manage..? Summarising Involves asking questions to check to ensure the correct message or fact has been conveyed and understood. Linking questions - are used to follow up on an area which may have already been discussed or to place a particular issue in a wider framework, for example, Could we go back to..? Hypothetical questions - These questions are often used to measure attitudes and thinking attitudes. Any hypothetical questions that are used should be realistic and relevant to the job. They should be used sparingly as it can be argued that the responses received may be hypothetical as opposed to based on the candidate's experience. A preferred approach would be to ask candidates to draw on their own experience of dealing with a particular situation. Managers Resource Pack Page 24 of 55 MRP-B-S1-01

27 Examples of hypothetical questions include What would you do if you had to deal with a patient who was under the influence of alcohol? The following types of questions should be avoided: Leading questions - Fails to provide evidence as to how the candidate meets the criteria for the post and, it can be argued, simply a question that is designed so the interviewer hears what they want to hear. An example of this is So do you agree that..? Multiple questions These simply confuse the candidate and can lead to incomplete answers. An example of this is What type of work did that involve, what was your role and why did you decide to leave? The panel should meet prior to the interview to discuss the following:- key areas (e.g. relevant experience, special aptitudes etc) should be identified which relate to the job description, personnel specification and any additional shortlisting criteria. decide the order of importance of each key area identified. the questions to be asked by whom and in what order. questions should be designed to elicit information of the key areas. particularly in technical areas, clarify the responses which should be given. write the questions down. Key areas, questions relating to them and order of importance have now been identified. A decision must now be made on the system of assessment to be used at interview. You may choose either a weighting system or non-weighting system. Whichever you decide to use, always follow the GENERAL GUIDELINES below on assessment generally. All panel members should use the same assessment system. 4.1:2 Interview Marking Schemes WEIGHTING SYSTEM The following is an example of a weighting system. Firstly decide:- what marks are available and to which areas they should be attributed Managers Resource Pack Page 25 of 55 MRP-B-S1-01

28 It is suggested that the total marks are available should be 100 and marks should be allocated or weighted to the areas considered the most important in terms of ability to carry out the job effectively. For example, if relevant experience, special aptitudes, knowledge of a particular subject, use of equipment or communication skills are considered important then it is likely that these areas will command 25 available marks. a form for each candidate should be available for completion by each member of the interview panel. NON WEIGHTING SYSTEM If a marking system is chosen, then marks may be divided equally (rather than weighted provided the factors chosen are equally important in terms of ability to carry out the job effectively. For Example: % of expected answers equivalent 5 marks 61 80% of expected answers equivalent 4 marks 41 60% of expected answers equivalent 3 marks 21 40% of expected answers equivalent 2 marks Less than 20% of expected answers equivalent 1 marks Did not answer 0 marks GENERAL GUIDANCE For all methods of interview assessment the following guidelines should apply:- Use standard forms. Identify key areas (factors). Relate questions to key areas. Ensure that all panel members understand which questions relate to which heading. As far as possible, record briefly candidate s responses to questions under the appropriate headings. Be brief, objective and consistent. Managers Resource Pack Page 26 of 55 MRP-B-S1-01

29 4.1:3 Practical Application Of The Legislation DISABILITY DISCRIMINATION & RACE RELATIONS If a candidate has made the Trust aware prior to the selection process of his/her disability, the candidate may be questioned at interview about this as long as the questions are used purely to ascertain what adjustments he/she envisages will be necessary to enable him/her to carry out the job. Such questions should be put sensitively and within a context where the candidate is confident that the mere fact that he/she is disabled will not be a bar to his/her employment. These questions should be asked after the interview questioning has been completed. Interviewers must take into account the impact of differing cultural norms and behaviour within the selection interview. For example, evidence-based research suggests that Asian candidates may be reluctant to talk up their skills and achievements and sell themselves. In some cultures selling yourself and not deferring to those in authority, and in this context an interviewer would often be seen as a figure of authority, would be seen as disrespectful. 4.1:4 Disclosure Of Criminal Convictions If a candidate states on the application form that he/she has been convicted of a criminal offence(s), the panel must question the applicant and record responses as to: The nature of the offence. The circumstances surrounding committing the offence. The penalty imposed as a result of the conviction. These questions should be asked after the interview questioning has been completed The panel should make a judgement as to the candidate s suitability for the post taking into account issues such as: All the information available. The relevance of the offences to the job. Frequency of offences one-off or continuing? As to the relevance of convictions, points to consider include: The nature of the conviction - Sexual, violent, theft, obtaining money/goods by deception or drug related offences will exclude a candidate. Nature of the job - Drink-driving offences are relevant if the post involves the transportation of persons or goods. Managers Resource Pack Page 27 of 55 MRP-B-S1-01

30 - Sexual, violent, theft, obtaining money/goods by deception or drug related offences are relevant. - Dishonesty offences relevant if the post involves handling of money or entails assess to money or property. When the offence occurred - Offences which occurred many years previous may be less relevant than recent offences. N.B. The panel should discuss any issues around declared convictions with the Human Resources Department before a decision is communicated to an applicant. 4.1:5 Informing Candidates Excluded By Criminal Convictions Should the panel decide that an applicant be excluded from the recruitment process as a result of a declared conviction which in their view would provide a risk in the position applied for. The Chair of the Panel should advise the Employee Resourcing Section as to the reason for the decision. It is not a requirement for an individual meeting with the applicant to explain the reason for their omission from the recruitment. The Chair of the Panel should liaise with the Employee Resourcing Section and agree the content of the letter to be sent to the candidate. 4.1:6 Gaps In Employment History Panels should carefully look at beginning and end dates of employment to ensure that there are no gaps. The reasons for any unexplained gaps between date of leaving school or college and first job, or between jobs, should be carefully elicited at interview. Panels must ask probing questions to determine the fact. Panels must be prepared to persist with a line of questioning if answers appear incomplete, evasive etc. Managers Resource Pack Page 28 of 55 MRP-B-S1-01

31 5. THE INTERVIEW 5.1 THE INTERVIEW ENVIRONMENT THE INTERVIEW ROOM - Ensure seating is appropriate. - Ensure a Job description for the post is provided on a desk for candidates. - Ensure the appropriate signs indicating interviews are in progress and silence is required. - Ensure the room temperature is not too warm/too cold. RECEPTION AREA - Ensure the area is presentable. - Ensure that the Receptionist is informed of the interviews and has a copy of the interview schedule. - Ensure there is adequate seating for candidates while waiting to be called for interview. PANEL BEHAVIOUR - Make the candidate feel welcome. - Attentive listening to the candidate. PARTICULAR NEEDS - Ensure that any particular needs which are notified are catered for. 5.2 THE ROLE OF THE PANEL CHAIR It is the responsibility of the panel chair to ensure that all panel members: - Understand the assessment process. - Agree the process to be followed for the interviews. - Complete and collect all documentation involved in the selection process. - Return all documentation for retention by Human Resources Department for 3 years. At the beginning of the interview: - Welcome the candidate. - Encourage the candidate to relax/feel at ease. - Introduce the Panel Members Names, Role, and Responsibilities etc. - Outline the format of the interview. The purpose of the interview. Areas to be covered by each Panel Member. Managers Resource Pack Page 29 of 55 MRP-B-S1-01

32 Amount of time available. - Inform the candidate that s/he will be able to ask questions/add anything they may feel relevant at the end of the interview. - Advise candidate panel members will be taking notes as a memory aid to help them select the best candidate. - Go through application form and check main points. Throughout the interview: - Manage time it is unfair to make other candidates wait. It may be necessary to interrupt or encourage candidates. - Ensure panel members behave appropriately and potentially discriminatory questions are not asked. At the end of the interview: - Invite the candidate to ask questions. - Invite the candidate to add anything they may have forgotten during the interview. - Thank the candidate for attending and for their interest. - Advise the candidate what will happen next. - Lead the discussion on which applicant has most merit. - Initiate discussion on the content of references and contact referees where appropriate. 5.3 TAKING NOTES KEY POINTS Record candidates responses under the appropriate headings. - Without notes it will be difficult to remember in sufficient detail how you assessed each candidate. Aim to be brief and balanced. - Active listening. - Making notes. - Panel members should be aware that candidates may feel uneasy if they see only the tops of the panel members heads because they are busy taking notes. Panel members may wish to agree that the members asking the question listens while the other panel members take notes which will then be discussed with the panel member who listened to allow him/her to make notes. Managers Resource Pack Page 30 of 55 MRP-B-S1-01

33 Notes must be objective with no reference to: - Appearance. - Marital status. - Family expectations. - Domestic circumstances. - Religion. - Politics. - Presumptions about the capability of people with a disability. If you select a candidate with less experience or fewer qualifications the reason must be clearly indicated e.g.: - Possession of other relevant attributes. - Possession of other relevant skills/knowledge. It should be noted that under the Data Protection Act 1998 interview panel notes can be made available to applicants who make an official request. 5.4 DECISION MAKING - The Chairperson should initiate joint discussion on the merits of each candidate. - A selection decision should be reached based on this discussion. - References should generally be discussed after this decision is made. - The outcome could be: Appoint suitable candidate with/without reserve(s). Reserve candidates will remain eligible for the post for no more than 12 months. Form a waiting list to be retained for a period of no more than 12 months provided this was stated in the job advert. Re-advertise. NOTE The panel must place candidates on a reserve or waiting list ONLY if they are totally satisfied that the candidate is suitable for appointment and have achieved an acceptable total mark at the interview stage. Candidates should be placed on such lists in order of priority. - The Chairperson of the panel should ensure that all the panel members are in agreement with the appointment. They must ensure that the decision is recorded on the Record the Proceedings at Interview Sheet (Appendix B1f) and that all members of the panel have signed and dated the form. Managers Resource Pack Page 31 of 55 MRP-B-S1-01