PROTOCOL Recruitment and Selection of Police Staff. Number: C 0501 Date Published: 15 January 2015

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1 1.0 Summary of Changes This protocol has been amended within section 2.0 to state that Essex Police are committed, with partners, to protecting children, young people and vulnerable adults, and to give a link to the Essex Safeguarding Children Board website. Under section 3.5 an additional paragraph has been added in relation to short listing, to ensure managers read the application form fully in case of anomalies and what to do if any are found. 2.0 What this Protocol is about The purpose of this protocol is to ensure that everyone involved in the recruitment and selection of police staff have clear, definitive processes to follow when selecting people for posts within Essex Police. This protocol should be read in conjunction with C 0500 Policy Recruitment and Retention of Police Staff and the workflow diagram on staff recruitment. The majority of the selection process is devolved to local managers and supervisors across the force. Therefore, it is imperative that all staff follow the same procedures/protocols to ensure consistency, fairness, compliance with legislation and our commitment to equal opportunities. Essex Police recognises the need to recruit from the widest pool of applicants, ensuring that we select the best person for the role. If we are to successfully increase the public trust and confidence by the recruitment of a diverse workforce, managers responsible for staff recruitment must be also aware of the need to make reasonable adjustments at all stages of the process to enable applicants with disabilities to compete on an equal footing. Essex Police are committed, with partners, to protecting children, young people and vulnerable adults, and we work with these groups to develop policies and working practices. For more information visit the Essex Safeguarding Children Board website. Advice and guidance can always be sought from the Human Resources Business Partners (HRBP) and advisers, or if you have a specific equality query, the Equality and Diversity Manager. Compliance with this protocol and any governing policy is mandatory. Page 1 of 8

2 3.0 Detail the Protocol 3.1 Integrated Competency Framework and Role Profiles Essex Police is a role-based organisation and has created an Integrated Competency Framework (ICF) Role Profile for each identified role within the organisation. Based on an integrated competency framework, the role profile describes the behavioural characteristics and technical ability expected from an individual performing that role, providing a basis from which a judgement can be made concerning an individual s competency to perform that role. 3.2 Identified Vacancy A vacancy will be identified either through the creation of a growth area within the organisation or where an existing employee has left the organisation. If the vacancy applies to a growth area then an ICF Role Profile must be created before the recruitment process can begin. Where an existing ICF Role Profile exists the manager should conduct a review to ensure that the role and Role Profile accurately reflect the needs of the organisation. Should the review result in a significant change then a job evaluation questionnaire should be completed and submitted to the divisional or departmental HRBP for inclusion at the next available job evaluation panel. Prior to advertising a revised or current post, the LPA Commander or Departmental Head must ensure that a PERS200 Advertising Request Form is submitted through their HRBP for authorisation to progress with advertising a potential vacancy. This also allows the organisation to match suitably qualified at risk employees, or others requiring redeployment, to potential vacancies, ensuring that we comply with current employment legislation. For further information please see the erecruitment Toolkit which can be accessed on the People section of Connexions. 3.3 Advertising the Position All potential vacancies and secondment opportunities approved by SHARP will be advertised internally using the Personnel Bulletin. Where applicable and approved by SHARP the vacancy will also be advertised externally through national and local media, specialist publications and Job Centre Plus adverts will inform potential candidates of the following: Job title; Salary scale; Proposed contracted hours; Brief description of the role; The behavioural characteristics expected in connection with the performance of that role; Page 2 of 8

3 How to apply for the application pack; The closing date for applications; Whether the post is subject to a higher level of security or financial vetting. The application information should provide a contact point for applicants wishing to receive application forms in an alternative format. Managers must complete PERS105 together with the draft wording for the advert. Completed forms will be forwarded to the HRBP. When drafting the advert managers must be aware that not all of the key competencies will be tested at the application stage. The advertisement should be drafted so as to inform the applicant which of the key competencies they are required to evidence at the application stage. This will vary according to the position being advertised, but will normally involve 3 or 4 competencies on most occasions, all of which must be contained within the role profile. Managers should be aware of the language used so as to avoid potential discrimination in relation to race, gender, disability, religion/belief, sexual orientation or age. Once the draft advert is received by the HRBP they will be responsible for proof reading the advert to ensure that it is fit for publication. The advert will then be forwarded to the HR Business Team, Headquarters for publication. 3.4 Receiving Applications Business Centre - HR will be responsible for the distribution and tracking of any requested application pack. A record will be made of the details of each request. All completed packs that are returned will be forwarded to the Business Centre - HR for the relevant record to be updated. Completed packs will be retained by HR until after the closing date. Diversity information contained within the application pack will be entered onto a Diversity Monitoring Spreadsheet. A unique reference number must be entered onto the monitoring section and the application form. The monitoring section will then be detached from the main document and retained by HR. This will have cross-referenced the monitoring section to the main application form so that progress of individual applicants can be tracked. If any applicants have requested packs in alternative formats then sufficient time must be allowed for these to be provided and then to be completed and returned by the applicant, extending the closing date for applications if necessary. Page 3 of 8

4 3.5 Short Listing Upon expiration of the closing date all completed application forms (minus the detached section on monitoring) will be forwarded to the manager together with a short-listing pack. The purpose of the short-listing process is to consider each applicant against the criteria specified in the advertisement and to evaluate them against the defined scoring criteria specified using the corporate short-listing form. Managers must be aware that candidates who declare within the application that they have a disability must be considered suitable for interview if they meet all essential criteria specified within the advertisement. Read the application form fully in case there are anomalies in employment history or other gaps in information, these should be raised with the Recruitment and Planning Partner. Once completed it will be possible to identify those candidates who best meet the role profile and who should be requested to attend an interview. At least two panel members should independently complete the short-listing process and they should only compare their results once the process has been completed. Panel members should discuss any candidate where the scores differ greatly and note any adjustment made to the marking decision. They should then agree which candidates will be invited for interview. The short-listing form will identify those candidates successful at the short-listing stage. It is vital that the scoring is fair and clearly documented. Applicants should only be scored against the criteria specified within the application. No other information should be used in the short-listing process. On completion the short-listing form from each panel member should be retained (together with the rejected application forms) for a period of 3 years by the Business Centre - HR. The application forms from those successfully completing this stage will be forwarded to the interview panel chair It is important to note that ALL documentation associated with a recruitment process could be disclosable under the Data Protection Act, so selectors should avoid entering any irrelevant comments. 3.6 Interview stage The interview panel should consist of 3 people, one of which must be an HR representative. A panel chair will be agreed who will be responsible for the conduct of the interviews. The panel chair must have attended an interview and selection course. Page 4 of 8

5 The panel should meet to agree the following: The format of the interview process particularly whether there is a need to include a practical skills test or presentation Recruitment and Selection Guidance; The dates upon which interviews will be held; The timing of each of the interviews, allowing sufficient time to score each of the candidates following the interview; The location at which the interviews will be held, bearing in mind the need for any specialist disabled access; The role profile criteria to be tested at interview; The format of the written questions in relation to the above Recruitment and Selection Guidance. Once completed the HR representative will write to each of the candidates confirming the agreed format of the interview process as well as the time date and location of the interview. The letter must also require the candidate to produce at interview evidence of their employability. They will also prepare an interview pack for each panel member including the process for the scoring of any practical skills test or presentation. The panel chair will be responsible for the conduct of the interview and will explain the process to the candidate. The candidate will be questioned by each of the panel members in turn according to the agreed written questions. Supplementary questions are permissible if required to clarify or expand on any information provided by the candidate. Any notes made by panel members should be made on the question sheet provided and must be confined to recording evidence of whether or not the candidate meets the relevant role profile criteria. Each panel member will independently score the candidates performance against each of the questions asked during the interview. The scores will be added to provide a final score by each of the panel members. The scoring process must be completed at the conclusion of the interview and before commencing any subsequent interviews. Once the interview process has been completed it will be possible to rank the candidates according to their performance. A decision as to candidate selection will be made according to the number of vacancies available and any organisational need to select a reserve candidate. Those candidates considered not successful should be notified as soon as possible by a confirmation letter sent within 7 days. Those candidates considered successful at the interview stage should be notified verbally as soon as possible, and provided with written confirmation within 7 days that their application will now proceed to the vetting stage. Page 5 of 8

6 No formal job offer should be made following the interview stage. 3.7 Vetting Stage Internal Candidates In the event that an internal candidate is successful at the interview stage, the HR representative will check whether their current vetting status is both in date and at the required level for the new role. Where the current vetting level is not considered sufficient then the relevant vetting form will be forwarded to the applicant for completion. Appointments must not be made without a satisfactory response must be to any references requested External Candidates Where an external candidate is selected the HR representative will be responsible for forwarding the following forms: Vetting form(s); Medical questionnaire. Vetting will be completed by the Vetting Department in accordance with current vetting procedures. Once the vetting process is completed the HR representative will receive written notification of the outcome together with any suggested restrictions. Appointments must not be made without a satisfactory response must be to any references requested. References from members of the candidate s family will not be accepted, references must be obtained from the current employer. 3.8 Offer of Employment A formal offer of employment will only be made by the HR representative once the following has been received: The written confirmation of a satisfactory vetting check; A satisfactory medical check; A satisfactory response to any references requested from outside. Essex Police do not accept references from members of the applicant s family, but must be provided from the current employer. Page 6 of 8

7 Should one or more of the three criteria not be met then the candidate should be informed in writing. Sufficient detail should be included to enable them to fully understand why a formal offer of employment will not be progressed. Where a formal offer of employment is to be made it should be in writing and include the following: Confirmation of the original offer; Details of the annual salary; The proposed start date; Details of any benefits and entitlements within the contractual relationship. 3.9 New Employee Administration Once a formal offer of employment has been accepted then the HR representative should conduct the following: Create or update an existing Origin file to reflect the employee s new position; Inform IT of the need to create a new computer profile or amend an existing profile; Create or amend the existing personnel file; Submit the form Pay 1A or Pay 2A to payroll; Inform the relevant Resource Management Unit of the new employee s details; Prepare a starter pack for the new employee; Prepare a starter pack for the relevant Line Manager; Inform Publications of the details of the new employee. The Line Manager should ensure that the induction pack is completed and that the checklists contained within the pack are returned to the HR representative within 7 days. 4.0 Equality Impact Assessment This protocol has been assessed with regard to an Equality Impact Assessment. As a result of this assessment it has been graded as having a low potential impact as the proposals in this procedure would have no potential or actual differential impact on grounds of race, ethnicity, nationality, gender, transgender, disability, age, religion or belief or sexual orientation. 5.0 Risk Assessment There are no Health and Safety considerations relating to this protocol. Page 7 of 8

8 6.0 Consultation The following were asked to consult on this document: Diversity Unit Health & Safety Unison 7.0 Governing force policy. Related force policies or related procedures/protocols This protocol will be reviewed by or on behalf of the Head of the Human Resources Department every 3 years, to ensure that it remains accurate and in-line with current legislation. 8.0 Related Procedures/Protocols C 0505 Procedure Police Cadet Scheme C 0500 Policy Recruitment and Retention of Police Staff 9.0 Other source documents, e.g. legislation, Authorised Professional Practice (APP), Force forms, partnership agreements (if applicable) Essex Safeguarding Children Board website Recruitment and Selection Guidance PERS200 Advertising Request Form (job advert) Page 8 of 8