date: 11/12/2020 our reference: foia-2020-137

Date: 11/12/2020

Our Reference: FOIA-2020-137

RE: Freedom of Information Act 2000 Request

I write in response to your Freedom of Information Act 2000 (or ‘FoIA 2000’) request dated 14/11/2020:

(1) Copies of the College of Policing policies with regard to advertising jobs at the College as:

Restricted to existing employees of the College of Policing, the Civil Service, officers and staff of a UK police force or UK policing organisation*.

Restricted to existing officers at the College of Policing, within the Civil Service or officers of a UK police force or UK policing organisation*.

Restricted to existing College of Policing employees only.

(*These may be the same restrictions differently phrased)

(2) Copies of all emails and other communications upon which the College decided to advertise these three recent roles as restricted:

Senior Diversity Manager (now closed)

Training Team Manager - Search (K&I5158)

ICT Learning Delivery Manager (K&I5139)

(3) With regard to the role of Senior Diversity Manager can you confirm that the successful job applicant was indeed a member of College staff and whether that person was involved in any way in writing the job description advertised with the role. If so, please provide copies of emails between that person and the senior manager authorising this to take place.

When a request for information is made under FoIA 2000, a public authority has a general duty under

section 1(1) of the Act to inform an applicant whether the requested information is held. There is then a

general obligation to communicate that information to the applicant. If a public authority decides that the

information should not be disclosed because an exemption applies, it must, under section 17(1) cite the

appropriate section or exemption of the Act and provide an explanation for relying upon it.

It is important to note that a freedom of information request is not a private transaction. Both the request

itself and any information disclosed are considered suitable for open publication, that is, once access to

information is granted to one person under the legislation, it is then considered public information and

must be communicated to any individual should a request be received. In light of this, our responses and

disclosures are published on our external website at a later date. This should be borne in mind where a

request is made for personal data of named individuals.

Decision

After conducting careful searches for any information relevant to your request I can confirm that we

partially hold some of the information. Your request is being partially refused under the following

exemptions:

Section 40 – Personal information

I will answer each part of your request below:

1. Our policy has been disclosed in it entirety (doc 4)

2. The only information held is docs 1-3. Some of the information has been redacted as per the

above exemption.

3. I can confirm the succesful candidate was an existing College of Policing staff member. The job

description was written by the authorising manager of the post.

A refusal notice is provided in Appendix A. I trust this letter answers your questions. Your rights are

provided in Appendix B.

Yours sincerely,

Legal Services

Information Management and Legal Team

College of Policing

Email: [email protected]

Website: www.college.police.uk

mailto:[email protected]

http://www.college.police.uk/

Appendix A

Refusal Notice

Section 40(2) – Personal Information The exemption applied is Section 40 (2) Personal Information, FOIA 2000.

This exemption applies because we can only provide information regarding employees above

Operational Manager level.

Section 40(2) of the Freedom of Information Act effectively prohibits the release of personal information if

doing so would breach the principles in the Data Protection Act 1998. We have a statutory duty under

Section 4 (4) of the Data Protection Act 1998 – “to comply with the data protection principles in relation

to all personal data”.

Appendix B

Rights

If you are dissatisfied with the handling procedures or the decision of the College of Policing made under

the Freedom of Information Act 2000 (the Act) regarding access to information you can request that the

decision is reviewed internally.

Internal review requests should be made in writing, within forty (40) working days from the date of the

refusal notice, and addressed to: FOI team, Central House, Beckwith Knowle, Otley Road, Harrogate,

North Yorkshire, HG3 1UF or email: [email protected]

In all possible circumstances the College of Policing will aim to respond to your request for internal review

within 20 working days.

The Information Commissioner

If, after lodging an internal review request with the College of Policing you are still dissatisfied with the

decision you may make application to the Information Commissioner for a decision on whether the request

for information has been dealt with in accordance with the requirements of the Act.

For information on how to make application to the Information Commissioner please visit their website at

https://ico.org.uk/for-the-public/official-information/.

Alternatively, write to:

Information Commissioner's Office

Wycliffe House

Water Lane

Wilmslow

Cheshire

SK9 5AF

Phone: 0303 123 1113


https://ico.org.uk/for-the-public/official-information/

Approval to Recruit: ATR Form

Recruitment Ref:(HR Only)

Please Type

Managers must use this form to request recruitment to an established budgeted vacancy; or anew position. Please complete electronically.

Vacancy details - To be completed by recruiting manager

Recruiting Manager: PhoneNo:

Job Title: Training Team Manager - Search

Grade/Rank 3A (Chief Inspector)

Directorate Knowledge & Standards

Current/Previous Job Holder

Funding Source College funded( inc Grant in Aid)

Other Funding Source Please Type

Business Unit/Cost Centre 8020

SAP Position Number(Number be found on Organisation Chart)

50036409

Salary costs (London salaries in brackets) Secondee - as current salary

Leave/End Date (if applicable) 30/06/2021

Reason for vacancy End of Secondment/Contract - Replacement

Dates reserved for interviews(Recommended)

Please select a date




Preferences - To be completed by recruiting manager

Contract Type - 1st preference Police Officer Secondee

Contract Type - 2nd preference Police Officer Secondee

Location (check with HR BP on site capacity) Ryton

Start Date 31/05/2021

End Date (If applicable) 30/05/2024

Vetting Level NPPV3 and SC

Contractual Hours/Days(Standard hours - National 37 - London 36)

37

Accommodation for trainers/police secondeesrequired? (discuss with estates to confirm availability)

Yes

Campaign/Advert Internal, Civil Service & Police

Business Justification - To be completed by recruiting manager

Reason for vacancy and in addition is there an increase to establishment or budget, please explain.

No increase in establishment or budget

1. is retiring from Police Service on 30 June 2021. With AL and final paperwork inforce his last day in the office will be early May 2021. This post is established as ChiefInspector rank due to the CT Seco requirements but would consider a DI if they had the requisiteCTSeco qualification. The role attends the two NPCC Working groups as there is no PSM forSearch (liaision is conducted with Uniform Ops Faculty) This ATR is submitted slightly early dueto leaving the office prior to end of secondment.

2. There is a requirement to align and stagger secondments in the Search team to mitigate anidentified risk of numerous secondees and military staff leaving at the same time. There is abacklog due to the ‘pause’ in training during lockdown and the demand for Search training

forecasted to increase year on year over the next two years to meet demand and additional highprofile national events. International demand for this type of training was also increasing pre-covid and there is real opportunity for income generation when this restarts.

3. This ATR is presented with, and supports, the ATRs for the extensions for Sgts ,and to give the fuller picture.

4. This post is established within Technical Skills Delivery Team which is 53 strong. The 54th postis funded by Force. Technical skills operates under one Budget 8020, centrally managed andsupported by a central support team (fleet assistant, RF technician and stores controller). Forhigher trainer utilisation, where the specialism allow, trainers are used across teams. TheSearch team delivers with the engagement of 6 associates, allowing us to flex to meet constantlychanging demand.

5. Technical Skills Financial Headlines FY 19/20: (covid impact is not recorded here)Course Income: - £5,824,817

Net: -£691,214.74 (includes after associate spend)

International income contribution to cc8024: -£353,757.67

Accommodation income contributes to Estates budget: - £2,405,790

Total income contribution: -£8,584,364.67

6. The Police Search team, consists of 12 posts, one of which is the Training Team Manager:FY 2019/20

Income: - £1,013,817.06

International Contribution to cc8024 - £102,919.05

Accommodation income contribution from students to Estates: -£515,417.55

Total income contribution: -£1,632,153.66

7. This Chief Inspectors post contributes £136,012.80 of income.

8. The TTM role manages 11 staff consisting of 2B, Police Sgt and Military at Staff Sgt to WarrantOfficer Class 1. The TTM attends two working groups as there is no PSM for Search, liaisesclosely with the military search Officer Commanding & Commanding Officer and senior ranks inthe Coastguard. The TTM as an SME contributes to the design and development of coursesand delivers and coordinates inputs on courses within the portfolio. They often work long hours,on external delivery sites and in real time locations off-site in the elements of the environment.

9. The Search team delivers all UK, Home Office, Non Home Office and International CounterTerrorist (CT), Serious Organised Crime (SOC) and High Risk Missing Person search training.The portfolio has 5 different specialist products to deliver. Of these, 1 is partially licensed toScotland the remainder are sole delivery by the College due to their specialist nature, securityclassification and the requirement for student accreditation. The courses directly impact onfrontline officers and staff enabling them to be deployed on search operations in the fight againstCT, SOC and High Risk Missing Person events, ultimately for public safety.

10. If we do not secure this post we risk the management and coordination of the Search team andcredibility when working with NPCC/MOD and Coastguard. We would have no CTSecoexpertise in the College to coordinate the delivery of the 4 week course. The risk is to theCT/SOC/High Risk Missing Person areas of business.

11. The team has suffered from continual rotation of seconded staff when secondment were only 2years in duration and this together with attraction and recruitment issues has resulted inmisalignment of secondments severly restricting succession planning. We have identified thisas a risk and are working to get this back on track. The TTM is instrumental in this role.

12. Over the next 8 months, the following staff changes will happen:

January 2021: Staff Sgt returns to the Military – to be replaced under SLA.

March 2021: Sgt - secondment ends.

April 2021 Sgt - secondment ends.

May/June 2021 Insp , Training Team Manager retires.

May 2021 Sgt secondment ends

May 2021 retires from military service - to be replaced under SLA

May/June 2021 – due to be commissioned - to be replaced under SLA

13. The COVID 19 Pandemic has had considerable impact on the 2020/21 training calendar, placingthe resilience of the UK CT Search response at risk with significant gaps. This has also affectedthe financial forecast of the income generation. The corporate memory of this team and thedelivery systems will require a consistent approach for the next two years. We were forecastingan uplift for FY 20/21 and the community is forecasting a further uplift in demand for FY 21/22. Itis imperative we have a fully resourced and experienced team if we are to meet this demand.Recent recruitment in Technical Skills is showing that forces are reluctant to advertise ourvacancies and or will not support secondees in applying for positions in the college

14. The work cannot be distributed to other areas outside of the Search team as there are no othersidentified in the college (or within Tech Skills) with the required qualifications and skills. There isno PSM for this area and the team cover the two NPCC Working Group Meetings, engage inNPCC community work, give operational assessments on Search, Advise on Search operationsand are currently working with the APP team on the Search Guidance. We liaise with theUniformed Operations Faculty lead.

15. This post requires a currently/recently competent/licensed PolSA/LSO and CTSeco as per APP.

Consulation has been made with the , who is fullysupportive in encouraging secondments.

Budget Holder approval

I support this request and I am content with all information provided.

Budget holder is the author

Approved: Yes

Name: /

Job Title: Head of Learning Delivery (Technical Skills)/Head of Delivery Services

Date: 28/09/2020

Director/Executive approval – for increase to establishment or budget only.

I support this request and I am content with all the information provided.

Approved at establishment board 06/10/2020

Approved: Please Select

Name: Please Type

Job Title: Please Type

Date: Please select a date

HR Business Partner Review

Approved: Yes

Name:

Date: 29/09/2020

Finance Business Partner Review

BudgetedEstablishment:

Please Select Date: Please select a date

Forecast update: Please Select Date: Please select a date


Name: Please Type

Date: Please Type



Please Type




Job Title: Diversity & Inclusion Manager

Grade/Rank Tier 3 -18 (Supt/ Chief Insp)

Directorate Workforce Dev

Current/Previous Job Holder


Other Funding Source Please Type



50014035

Salary costs (London salaries in brackets) Tier 3 - 18: £47,116 - £61,711 (£57,694 -£75,750)

Leave/End Date (if applicable) Please select a date

Reason for vacancy Resignation







Contract Type - 1st preference Permanent

Contract Type - 2nd preference Police Staff Secondee

Location (check with HR BP on site capacity) Any excluding London

Start Date 31/08/2020

End Date (If applicable) Please select a date



37


No

Campaign/Advert Internal, Civil Service & Police



Context: This vacancy is to replace a previous post holder who left in Febuary 2019. The role is key tothe College ambition to take in leadership role in Diversity and Inclusion in policing. The role is currentlybeing covered by a temporary promotion. We have now had the opportunity to look at our requirementsfor the future and we are requesting permission to recruit on a permanent basis. This will require amodification of the current job title and job description to reflect our new approach. Since thedeparture of the previous postholder a new Unit has been established and the College Board hasapproved a reinvigoration of our work in this area. Together with the work on perennial problems inpolicing and connection to the profession it is regarded as one of the key priorities for the College.

The role will work with the Head of Unit to deliver our planned work in 5 key areas:• Guidance• Peer Review

• Positive action• Inclusion• Accelerating Promotion

Impact: As a major priority for the College the lack of a permanent managerial post in this area willseverely limit our ability to deliver the Board’s ambition. We will be unable to fufll our commitments tothe national agenda, support for forces to deliver on the National DEI Strategy, or our work on the 20kuplift programme. It would also impact on our relationships with key stakeholder organisations andindividuals.

Alternatives to recruitment: We have been filling this post on a temporary promotion since February2019. This is not a sustainable long term solution as there is a knock on effect on our ability to deliverwork in this area. We have no capacity to take on the new planned work and delays are alreadyoccurring to delivery of planned workforce data dashboards.



Approved: Yes

Name:

Job Title: Head of Diversity, Inclusion & Engagement

Date: 18/11/2019



Please Type


Name: Please Type




Approved: Yes

Name:




Funded post in BudgetedEstablishment


Forecast update: Costs added to Forecastfrom Period 1


Approved: Yes

Name:

Date: Please Type



Please Type




Job Title: ICT Learning Delivery Manager

Grade/Rank 2B (Inspector)

Directorate Knowledge & Standards

Current/Previous Job Holder N/A


Other Funding Source N/A



New Role

Salary costs (London salaries in brackets) 2B: £28,708 - £40,580 (£33,746 - £46,823)

Leave/End Date (if applicable) Please select a date

Reason for vacancy New Position







Contract Type - 1st preference Permanent

Contract Type - 2nd preference Permanent

Location (check with HR BP on site capacity) Any excluding London

Start Date Please select a date

End Date (If applicable) Please select a date



37


No

Campaign/Advert Internal only



This is a permanent civilian staff member role.

The ICT Learning Programmes team currently are responsible for the needs analysis, design, deliveryand evaluation of all learning programmes and learning standards associated with the Police NationalComputer, Police National Database, ViSOR Dangerous Persons Database and Airwave for Covert andOvert Communications Tactical Advisors. They are a team of subject matter experts who provideadvise and guidance across all levels of policing and wider law enforcement.

PNC is currently accessed by 130,000 police officers and staff members, directly into control rooms andto police officers on the front line via mobile devices. PND is accessed by approximately 15,000 staffmembers to cover critical functions such as organised crime group management, the covert nationalflagging service, flagstone record management and will include Modern Slavery Humand Trafficking andCounty Lines shortly. ViSOR Dangerous Persons Database is accessed by approximately 7,500 users

across MAPP responsible authorities. Airwave is used by over 300,000 individuals across blue lightservices and supporting agencies, with approximately 700 tactical communications advisors that aretrained solely by the ICT Learning Programmes team.

In the last 2 years the number of learning events delivered has increased by 25%, course occupancyrates have increased from 80-92% and income has increased by 20%, whilst the team andmanagement structure have remained almost the same, with the recruitment of one additional memberof the team joining in February 2020.

Request for additional work into the team are frequent and there are regularly 25-30 ongoing liveenquiries at any one time either from forces or wider UK law enforcement for specific course deliveryrequirements. This usually takes up at least 2 days per week to manage, with responding to quotes,preparing for Ryton and offsite delivery, working with planning and admin to resource courses as well asthe IPR and Licencing Manager and Contracts Officer to complete the required contracts.

Following on from the approved ARA to support the ICT Training Team Manager role, it has beenidentified that the ICT Training Team Manager role has two distinct elements; a responsibility for themanagement of the training delivery schedule and a strategic responsibility for the development oflearning programmes and national standards for the systems supported by the team. The jobdescription for the ICT Training Team Manager was reviewed and it was identified as having too manyaccountabilities (20 core accountabilities). This led to the development of 2 job descriptions; one for aICT Learning & Standards Manager and one for a ICT Learning Delivery Manager role. The ICTLearning & Standards Manager role has now been filled by myself as a strategic role, but the intention isfor the ICT Learning Delivery Manager role to report into the ICT Learning Standards Manager role tobe responsible for managing the ICT learning programmes delivery schedule, which last year exceeded140 separate learning events, as well as the direct line management of the ICT Trainers involved in thedelivery of PNC, PND and ViSOR training. The proposed structure can be seen in the diagram below:

The line management responsibility for the lead Airwave trainer would still reside with the ICT Learning& Standards Manager as this is a distinctly separate area of work. We currently haveon a temporary ARA line managing the other Airwave trainer, , with the intention of makingthis a permanent arrangement at the end of the 6 months.

Impact

1. For the ICT Learning & Standards Manager role to operate effectively, it is based upon theLearning Delivery Manager being in post. One post holder cannot continue to be responsible forthis large and complex area of work.

2. For comparison, the Immersive Learning Team has a team of 9 trainers, who delivered 163learning events last year and are managed by 2 training team managers, whereas ICT Learning

programmes has 7 trainers and delivered 142 learning programmes within the same periodwithin only one line manager.

3. My flexi leave balance exceeded 100 hours along with a number of my team earlier this year dueto the significant volume of work going through the team. This new structure will ensure anappropriate work life balance for both management positions and enable the effective running ofthe team at its current size.

4. Requests for additional courses into the team are frequent and there are regularly 25-30 ongoinglive enquiries at any one time, either from forces or wider UK law enforcement. This usuallytakes up at least 3 days per week to manage, with responding to quotes, preparing for Rytonand offsite delivery, working with planning, trainers and admin to resource courses as well as theIPR and Licencing Manager and Contracts Officer.

5. Additional time is also required for stakeholder engagement and scheduling activities for ourscheduled deliveries. We are anticipating online delivery also to increase the amount of deliverybeing undertaken by the team as we transfer some delivery to online methods.

6. There is also a requirement for managing the Professional registers for PNC and PND trainers,which also includes the management of the PNC Trainer Accreditation process to ensure thatcandidates and their organisations are appropriately supported. There are approximately 30candidates seeking PNC trainer accreditation at any one time and could be requiring more thanone area of accreditation. This process has to be monitored closely and support provided tobusiness support admin to ensure that the process is running effectively and efficiently.

7. The team is due to be involved in some significant new learning programmes including the LEDSprogramme where existing PNC and PND learning programmes will be replaced with LEDSequivalent programmes. The team will be heavily involved in this work as they are currentsubject matter experts on the existing systems. The team will not only be involved in thedelivery of the learning programmes but also the design of the learning programmes.

8. ViSOR, one of our other systems is due to be replaced shortly which will also see an increase indelivery commitments as well and design requirements.

9. The frequency of changes to learning programmes in this area is frequent, at least quarterlywhich requires the team to be managed from a design and delivery perspective, having the tworoles will ensure that sufficient time can be given to both areas.

10. The team currently manages and delivers 9 PND Learning Programmes, 12 PNC learningprogrammes, 4 ViSOR learning programmes, PNC Trainer Accreditation, 3 Airwave LearningProgrammes and 2 IDIOM learning programmes. There are also regular CPD activities that arerequired. There are currently 7 trainers that have specialist areas relating to one or more ofthese subject areas. To manage a delivery schedule requires extensive knowledge of ourportfolio of delivery, trainer capability and pre-requisites in order to manage the deliveryschedule.

Alternatives considered:

1. A dedicated business coordinator. This was considered, but does not offer any training designor delivery resilience which is much required in this area due to the volume of deliveryrequirements and the pace of change.

2. Breaking up the team into smaller delivery areas. This wouldn’t work very well as there are anumber of common threads across all systems and they interlink with each other. Additionally,PNC and PND are to be replaced by LEDS in the future and these areas are the largest areas ofdelivery at present.

Impact of not approving this post.

1. The management of this team is too extensive to be covered by one person. This would lead tothe team needing to be broken up into smaller areas, which would also require additional linemanagers to be recruited. This would create a lack of consistency in delivery approach thatexists currently with all subject areas covered within the same team.

2. A number of delivery requests will have to be refused due to the amount of time required tomanage the delivery schedule that takes time away from the strategic responsibilities of the ICTLearning & Standards Manager. Support will have to be withdrawn to new programmes for theforeseeable future in order to focus on the delivery schedule.

3. Nobody within the College has the required skills, knowledge and expertise to undertake thesupport currently provided to the NPCC leads and the service as a whole in relation to thesubject matter areas covered by the team. Support to them would have to be reduced, whichputs at risk critical systems that support policing and the wider law enforcement community as awhole.

4. The team will not be able to grow as required to support delivery requirements as it is already upto capacity for the number of people that can be managed by the current role, as well as aninability to manage any increase in requests. The team delivery schedule is increasing year onyear and needs to have the flexibility to grow with demand or further requests for support willhave to be refused.



As outlined above, a review of the ICT Learning Programmes Team identified that a new more robustmanagement structure was required, the first element of this is now in place, ie the Learning &Standards Manager, this ATR relates to the supporting Delivery Manager role. This role is necessary toensure that the management structure is fit for purpose to deal with current workloads and resilientenough to deal with the growth in demand being caused by replacement of PNC / PND by LEDS. Dueto the specialist nature and the essential requirements of this role, it is highly unlikely that anyone fromoutside the ICT Team will be eligible to apply. This role is already being fulfilled by a team member on aARA. Working on the assumption that the selection process will identify someone suitable from withinthe team for this role, the only budgetary implication will be the 10% allowance payable to those whomanage people at the same grade.

Approved: Chooseanitem .

Name: Please Type





Please Type


Name: Rachel Tuffin

Job Title: Director of Knowledge & Innovation




Name:




Please Select Date: Please select a date

Forecast update: Please Select Date: Please select a date


Name: Please Type

Date: Please Type

Resourcing Policy

Version 0.1 Page 1 of 12

Resourcing Policy

© College of Policing Limited (2018). All Rights Reserved.

This document has been created with the intention of making the content accessible to the widest range of people regardless of disability or impairment. To enquire about having this document provided in an alternative format please email [email protected]

Policy summary This policy covers the end to end recruitment process advising both managers and employees of the process to follow within the College.

Version Control V1.0 and 04/12/2017

Date implemented 08/05/2017

Owner/contact (approved by) Clare Millington-Hume, Acting Head of People and Organisational Development

Consultation and approval Trade Union

Legal Services

Policy Phase

Date of next review

Phase 1, 2 or 3

08/12/2018

Legal Validation 16/02/2018 (date)

Policy Equality Statement (PES) TBC

Approved by ELCA Manager 31/01/2018

Links to other College policies Links can be found in the recruitment process section

More information available at Links can be found to additional information in the recruitment process section.


Resourcing Policy


1. Statement of policy This policy describes how we will recruit our employees and the selection of police officers, police staff, and civil servants for secondment.

Our success is dependent on effective recruitment. We want to attract and retain the most talented people to deliver our business plan. Our recruitment process is the first contact we have with future employees. We are committed to ensuring the process is professional, fair, open and accessible to all and transparent.

2. Scope

This policy applies (but is not limited) to: All categories of College of Policing personnel, whether full-time, part-time, permanent, fixed term, temporary (including agency staff, associates and contractors) or seconded staff. Anyone accessing and using College assets and property must have due regard to the contents of this policy.

3. Powers and Legal Requirements

Our approach to resourcing is compliant with the Employment Rights Act 1996; the Human Rights Act 1998; the Equality Act 2010; the Working Time Regulations 1998, the Part Time Workers (Prevention of Less Favourable Treatment) Regulations 2000 and relevant ACAS Codes of Practice. We will also comply with the General Data Protection Regulation and the Data Protection Act 2018 which sets out guidance for handling personal data.

We are committed to implementing a fair and equitable process for the Resourcing Policy. This includes a clear decision making process with supporting guidance.

This policy does not form part of any contract of employment and may be amended at any time.

4. Principles 1. All recruitment to and within the College must be merit based, in line with this policy.

2. We are committed to attracting and retaining talent.

3. Competition must be fair, open and transparent (for exceptions refer to the Civil Service Commission’s Recruitment Principles).

4. We are committed to avoiding compulsory redundancies wherever possible. Where possible we will seek alternative re-employment within the College. Managers must give priority to redeployees. More detail can be found in sections 4 and 5 of this document.

5. No group will be unfairly disadvantaged through our processes. We will lawfully keep appropriate equality and diversity data for monitoring purposes only. This applies to single job vacancies as well as much as larger recruitment campaigns.

6. All employees involved in recruitment and selection must comply with our Equality and Diversity Statement , Equality Strategy and make decisions based on the Code of Ethics.

7. Line managers are responsible for decision making throughout the process with advice from HR. They must be able to justify any challenges when appointing to a role. There is training, guidance and expert advice in place to ensure line managers are supported throughout this process to ensure the best candidates are employed.

http://civilservicecommission.independent.gov.uk/wp-content/uploads/2017/01/RECRUITMENT-PRINCIPLES-April-2015-as-of-January-2017.pdf

http://www.college.police.uk/Pages/Diversity.aspx

http://www.college.police.uk/Pages/Diversity.aspx

https://collegenet.college.police.uk/howdoi/planningdeliveryandethics/Documents/VEDI%20Strategy%20FINAL3_Formatted.pdf

https://collegenet.college.police.uk/collegedocuments/Corporate%20documents/Code_of_Ethics.pdf#search=statement


Resourcing Policy


8. The policy and guidance comply with the relevant legislation, with the Civil Service Management Code and Civil Service Recruitment Principles.

9. Recruiting managers have the discretion to offer new employees the minimum of the salary grade or a 10% increase to the minimum of that grade. This should only be offered after a discussion with the HR Business Partner. For more information please see section 18.

10. We will endeavour to set realistic timelines for recruitment and keep all parties informed on developments and delays.

5. Take action and review The HR Team will seek feedback from managers and staff informally on a regular basis to ensure that the recruitment service is delivered to a high standard through robust processes and employee training. We will know the policy is working effectively when we see a continued reduction in the vacancy rate and time taken to bring in new recruits.

This policy will be updated to reflect any changes in working practices or other policies.

HR will also assess the equality impact of this policy, including a monitoring process. This information will be used to inform future policy reviews.

Candidates should be asked to feed in to the review process to ensure a high level of customer service is being provided that reflects well on the reputation of the College. We will use and review feedback to drive improvements in the service delivered

For any queries regarding the recruitment process please contact your HR Business Partner.

http://www.civilservicepensionscheme.org.uk/media/94697/civil-service-management-code-june2011_tcm6-3222.pdf

http://www.civilservicepensionscheme.org.uk/media/94697/civil-service-management-code-june2011_tcm6-3222.pdf

http://civilservicecommission.independent.gov.uk/wp-content/uploads/2012/04/Recruitment-Principles.pdf

https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/Overview%20of%20the%20POD%20Team.docx

https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/Overview%20of%20the%20POD%20Team.docx

Resourcing Policy


Resourcing Process Table of Contents 1. Recruitment for senior appointments................................................................. 5

2. Other types of recruitment ................................................................................. 5

3. Evaluated job descriptions ................................................................................ 6

4. Recruitment ranking .......................................................................................... 6

5. Recruitment ranking categories ......................................................................... 6

6. Suitability ........................................................................................................... 7

7. Advertising ........................................................................................................ 7

7.1 External advertising: factors for consideration ................................................... 8

8. Eligibility to apply for vacancies ......................................................................... 8

9. Policing-related posts ........................................................................................ 9

10. CVs and the College application form ............................................................... 9

11. Diversity monitoring ........................................................................................... 9

12. The composition of the selection panel ............................................................. 9

13. Shortlisting ......................................................................................................... 9

14. Use of tests/assessments ................................................................................ 10

14.1 Guaranteed interview for people with a disability ............................................ 10

14.2 Interviewing ..................................................................................................... 10

15. Appointments made on merit ........................................................................... 10

15.1 Notifying candidates of the outcome ................................................................ 10

16. References ...................................................................................................... 11

17. Security Vetting ................................................................................................ 11

18. Starting salary .................................................................................................. 11

19. Feedback ........................................................................................................ 11

20. Complaints ..................................................................................................... 12

20.1 Internal complaint .......................................................................................... 12

20.2 External complaint ......................................................................................... 12

Resourcing Policy


1. Recruitment for senior appointments Recruitment for senior appointments within the College for Tier 2 and above or Executive roles will be carried out in accordance with the provision of this process and will require Chief Executive Officer Approval.

For appointments at Tier 2 and above or posts with a proposed remuneration exceeding £100k per annum, approval will also be required from the Nomination and Remuneration Committee as well as Chief Executive Officer Approval. Recruitment is handled centrally by the College Recruitment Team, who have responsibility for the whole process to ensure consistency of approach and equity of remuneration.

The HR Business Partner or Recruiting Manager should contact the People Resourcing and Performance Manager as soon as they are aware of the need for this type of recruitment. The People Resourcing and Performance Manager is responsible for the oversight and handling of all roles at this level and will liaise with the recruiting manager, HR Business Partner and relevant Directors, keeping them informed at all stages of the process, where required. Tasks may be delegated to other trained HR employees as appropriate.

The People Resourcing and Performance Manager, or the HR Business Partner may attend any interview panel to provide appropriate advice and support, and manage communications with applicants and panel members prior to the appointment of a suitable candidate, at the request of the recruitment panel chair.

2. Other types of recruitment There are 3 categories of recruitment which are outlined below:

Category one

For any positions that are part of the budgeted establishment:

The line manager will, with advice from their HR Business Partner where required, complete the Approval to Recruit form (ATR Form) outlining the requirements for the vacancy to be filled and approved by the budget holder. Once approved, the ATR will be sent to the HR and Finance Business Partners for verification. The HR Business Partner will then inform the College Recruitment Team who will action the recruitment campaign.

Category Two

For any positions that are part of the budgeted establishment but the vacant role is no longer required and where a new role of the same grade is needed instead:

The line manager will, with advice from their HR Business Partner, complete the ATR Form outlining why the vacant role is no longer required and the reasons for the creation of a new post. This will then be sent to the relevant budget holder and then Director for approval.

If the new requested post is at a higher grade than the previous vacant post and therefore incurs a budget increase, the Director will require executive team approval.

Once approved by the Director (and executive team if necessary), the ATR will be sent to the HR and Finance Business Partners for information. The HR Business Partner will then inform the College Recruitment Team who will action the recruitment campaign.




https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/ATR_Form.xlsx



https://collegenet.college.police.uk/howdoi/humanresources/Pages/recruit.aspx



Resourcing Policy


Category Three

For any new posts that do not form part of the budgeted establishment and a salary

saving has not been identified within the business area, which would fund the new

post:

The line manager will, with advice from their HR Business Partner, complete the ATR Form

outlining the requirement for the post and why the need was not identified as part of the

yearly business and budget planning process. This will then be sent to the relevant budget

holder and then Director for approval.

As the post will result in an unplanned salary budget increase, the Director will require

executive team approval.

Once approved by the executive team, the ATR will be sent to the HR and Finance Business

Partners for information. The HR Business Partner will then inform the College Recruitment

Team who will action the recruitment campaign.

The HR and Finance Business Partners are available at all stages of the process

outlined above for advice and information.

3. Evaluated job descriptions The recruiting manager must ensure that they use an up-to-date job description, written in the College’s approved job description format which has already been evaluated under the Hay job evaluation system. If there is a need for a new job description, it must be drafted in the College format and submitted for evaluation via the HR Business Partner. If the new job description is simply an updated version of the old, it may not need to be re-evaluated; recruiting managers should discuss this with their HR Business Partner. On receipt of the completed paperwork for job evaluations, HR will ensure that the role is submitted to the next available Job Evaluation Panel. All job descriptions must be updated before recruitment can commence.

4. Recruitment ranking Before submitting a post to the Resourcing Team the HR Business Partner will determine if there are any employees who fall within any of the categories in the Recruitment Ranking system. The reason for this is to determine whether the role may be suitable alternative employment for any employees in the redeployment pool. The Resourcing Team will notify all employees in the redeployment pool of the vacancy and ask them to consider the suitability of the vacancy. The HR Business Partner and recruiting manager will also assess suitability. Employees then have a minimum of 48 hours in which to respond. The recruiting manager is responsible for sifting all potential applicants.

5. Recruitment ranking categories The recruitment ranking categories are as follows:

1. An employee whose post is redundant and who is on family leave.

2. An employee whose post is redundant and who is a person with a disability under the disability provisions of the Equality Act (2010).

3. An employee whose post is redundant and who does not fall within category 1 or 2 above.



https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/Job%20Description%20Template.doc

Resourcing Policy


4. In rare cases an employee who is at risk of dismissal under the Sickness Absence Policy (as set out in that procedure, the employee must be medically fit for the new role).

5. An employee for whom a permanent internal transfer under the Grievance Resolution Procedure is being considered. Employees are excluded from category 3 if they are serving a trial or probationary period.

Employees may be excluded from categories 4 and 5 if:

they are serving a trial or probationary period.

they are subject to a live disciplinary warning.

their most recent performance appraisal score was the equivalent of a College performance ranking four – development required.

Redeployment and recruitment activity is shared across Civil Service HR contacts to

maximise the opportunities for College staff.

6. Suitability If the post is deemed potentially suitable for more than one employee, they will be interviewed, starting with those employees in the highest category. If there are two or more employees for whom the post would be suitable in the same category, the post should be ring fenced and filled on the basis of a competitive interview (subject also to medical fitness and any reasonable adjustments to be made under the Equality Act). Employees in a lower category should not be interviewed until it has been determined that there are no employees in the categories above them for whom the post may be suitable.

If the post is unsuitable for employees in these categories, it may then be submitted to the Resourcing Team.

7. Advertising Once the HR Business Partner has determined that there are no current employees in the recruitment ranking for whom the post would be suitable, the recruiting manager and the HR Business Partner will determine whether to advertise the post:

Internally within the College; and/or

Internally within the College and on Civil Service Jobs (and/or within the police forces)

Externally (the College is bound by Home Office advertising restrictions. You must discuss with the HR Business Partner for advice on whether the post can be externally advertised before proceeding with this route)

The Resourcing Team Leader will advertise through the agreed internal recruitment process. The recruiting manager will need to provide the resourcing team with interview dates and ensure that meeting rooms are booked for the interview. Once the interview dates are in place the role is advertised within the College, within Civil Service Jobs and with forces for a minimum of 10 working days.

If the internal process has been exhausted and recruitment has been unsuccessful, a request to recruit externally must be submitted via the HR Business Partner, if the post in question is not classed as front-line. If the request is agreed it will be drawn from the Delegated Submission of external posts approved by the Home Office.

https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/Sickness_Policy.pdf

https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/Grievance_Resolution_Policy.pdf

https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/Grievance_Resolution_Policy.pdf

http://www.college.police.uk/About/Work-for-us/current-vacancies/Pages/Current-Vacancies.aspx

https://www.civilservicejobs.service.gov.uk/csr/index.cgi

Resourcing Policy


All roles classed as “frontline” can be advertised internally and externally, concurrently. Frontline role queries should be directed to the HR Business Partner.

Once authority has been granted to recruit to the role externally, recruiting managers need to decide where they want to advertise the vacancy.

The Resourcing Team will support them with selecting the right media, but it helps if the recruiting manager has some ideas too.

Recruiting managers are responsible for the writing of external adverts. The Recruitment Toolkit contains an external advertisement template and guidance to support recruiting managers throughout this process.

Roles can be advertised for free on the Civil Service website. If recruiting managers wish to advertise elsewhere as well, then the cost for advertising comes from the recruiting manager’s cost centre.

7.1 External advertising: factors for consideration

When determining if a role should be advertised externally, the recruiting manager and HR Business Partner should consider the following factors:

the likelihood of a strong internal pool of applicants;

the costs of external recruitment versus the wider pool of applicants;

the need to be satisfied that the person appointed is the best available;

the need to develop a more diverse workforce;

dates for shortlisting and interviewing, which should be included within the job application packs; and

the level of security clearance required for the role and the impact this may have upon the timescales for start dates of successful applicants.

The job advert shall specify a closing date and, where possible, an interview date, please see guide to writing external adverts. If there are no suitable applications by the closing date the recruiting manager and HR Business Partner will need to determine whether or not to re-advertise, redraft the job description or reconsider the salary package. If a salary increase is proposed, the Pay and Reward Manager will need to be consulted. Final approval for any advertising must be given by budget holder.

8. Eligibility to apply for vacancies If a post is only advertised internally, it is open in order of priority to:

College employees in the Recruitment Ranking as outlined in section 4 above.

College employees not in the Recruitment Ranking, who are not:

o serving in a trial or probationary period;

o subject to a live disciplinary warning;

o subject to a performance rating of four in their most recent performance appraisal

Staff on secondment to the College from other organisations who are not subject to a live disciplinary warning by their organisation.

If a post is advertised externally, the post is open to everyone working for the College in any capacity, except any College person:

serving in a trial or probationary period;

subject to a live disciplinary warning;



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Resourcing Policy


subject to a performance rating of four in their most recent performance appraisal; and/or

re-engagement of former College employees.

As a general rule, the College does not re-engage employees who have been made redundant or who have taken early retirement from the College within 6 months of their end date. Any exceptions to this must first be agreed with the Head of People and Organisational Development in consultation with the relevant Director.

9. Policing-related posts Where a post requires current or recent operational policing skills or knowledge, the post may be advertised as a secondment from Force. In either event, the post should be advertised to relevant forces.

10. CVs and the College application form All job applicants (whether internal or external and even if on the Recruitment Ranking) must complete a College application form, the form will be made available on the recruitment advert. If a candidate is hired on the basis of their CV, they will be required to complete appropriate forms upon their acceptance to the post.

11. Diversity monitoring Applicants are encouraged to complete diversity monitoring forms. These forms must not be disclosed to anyone making any decision to shortlist or select a candidate. The College Equality, Diversity and Human Rights Unit regularly monitors recruitment trends.

12. The composition of the selection panel A panel may comprise of any College employee from any department. All Panel Chairs must have completed the College Recruitment and Selection Training (or similar training as agreed by HR) to be a Panel Chair, please contact the Organisational Development Team to book on to this training. Each panel should have one fully trained member. Each panel should have an independent member for 3A/T3 roles and above. The panel members would normally be the same grade or above for the role being interviewed.

External specialists will be enlisted to sit on the panel where there is a special technical need or requirement due to the grade or nature of the vacancy e.g. highly specialist post, Head of Unit or Director level. HR fully supports recruiting managers and will endeavour to assist with panels wherever possible.

13. Shortlisting The process used for shortlisting suitable candidates is to match individual skills and experience against the essential criteria of the job description. Unless the recruiting manager decides to invite all applicants to interview, there will be a shortlisting of the applications. This is an assessment of the applicants’ experience and skills as outlined on their application form, compared against the job description.

The recruiting manager is responsible for providing feedback for the internal candidates who are not shortlisted; however there is no requirement to feedback to external candidates at this stage. The process must test candidates against the relevant job description and any decisions must be recorded with a robust and defendable audit trail. More information on shortlisting can be found in the Guide to Short-listing your applications.


https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/10_Guide_to_Shortlisting.doc

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14. Use of tests/assessments The College encourages the use of work-related tests and assessments for candidates.

Unless justifiable reasoning to the contrary has been submitted to, and approved by the Head of People and Organisational Development it is expected that an assessment centre will be put in place for posts advertised at Tier 2 and above, or the equivalent police rank. When setting tests or assessments, due regard must be given to the need to make reasonable adjustments under the Equality Act 2010.

14.1 Guaranteed interview for people with a disability

Any person with a disability who, on the basis of their application form meets the essential requirements of the job description, will be invited to attend an interview.

14.2 Interviewing

Interviewing is very subjective, judgments about a candidate can easily be influenced by personal opinions and impressions. The College aims to remain objective throughout the recruitment process in order to give all applicants equal opportunities, Civil service learning provides an unconscious bias e-learning course. By using the Civil Service Recruitment principles, which stipulate that offers of appointment are made to candidates in strict merit order, this ensures fairness and probity throughout the recruitment process. No one should be appointed to a job unless they are competent to do it and the job must be offered to the person who would do it best.

Interviews do not always have to be face to face, other technologies can be used such as telephone interviewing. As long as the process is fair and equitable for all candidates.

Interviewers must not, where possible, have close relationships with candidates and if a panel member feels their neutrality may be compromised; this must be reported to the recruiting manager or HR Business Partner.

15. Appointments made on merit Offers of appointment should be made in strict merit order. Civil Service recruitment principles state “Merit means the appointment of the best available person judged against the essential criteria for the role. No one should be appointed to a job unless they are competent to do it and the job must be offered to the person who would do it best”. Information on scoring can be found in the guided to Taking Notes and Scoring in Interviews.

Exception to the strict merit order is only applicable to certain redeployment situations for more information see the Redundancy Policy.

15.1 Notifying candidates of the outcome

It is the recruiting manager's responsibility to advise all candidates of the outcome of their interview.

The preferred candidate should be contacted first and once verbally accepted the remaining candidates must be advised that they have been unsuccessful. This should be done with 48 hours of the end of the interviews. It is particularly important that internal College candidates are advised of the outcome of their interview by the panel as quickly as possible.

The Resourcing Team will, in due course, contact all candidates to advice in writing of the outcome and will undertake the issue of the contracts and assist with salary negotiations.

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/unconscious-bias-e-learning



https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/12_Taking_Notes_and_Scoring_Interviews.doc

https://collegenet.college.police.uk/howdoi/humanresources/Pages/redundancy.aspx

Resourcing Policy


16. References Offers will be subject to a minimum of two satisfactory references, obtaining the required level of security clearance and medical clearance. Current employees should notify their line manager prior to applying for internal transfer or promotion.

17. Security Vetting Every new starter will be vetted in accordance with the current vetting and security policies. This currently includes force vetting to at least NPPV level 2 and National Security Vetting (NSV) for all applicants. Force vetting may take a minimum of 15 working days or a maximum of 25 working days. For more information on vetting timescales please contact the HR Business Partner or read the Vetting Policy.

18. Starting salary New recruits to the College should be appointed at the minimum of the pay scale for the grade in question. Flexibility between the pay scale minimum and the pay scale minimum plus an additional 10% in salary is available should they meet the requirements. Recruiting managers have the discretion to offer this increase, subject to completing a business case.

The recruiting manager and HR Business Partner will recommend a starting salary that is in line with the Pay Policy.

In exceptional circumstances, where there are difficulties in filling vacancies with candidates of sufficient quality at the minimum pay scale, the recruiting manager can set a higher starting salary if it can be justified. In these circumstances, the higher starting salary set must not exceed the bottom of the salary plus 10% for the grade unless approved following a Pay Business Case Justification Form.

Higher starting pay should be used sparingly, particularly bearing in mind the need to:

have regard to market rates where appropriate;

avoid creating anomalies between new recruits and existing staff; and/or

allow individuals the opportunity to demonstrate that they can undertake the full range of duties of the grade.

Staff transferring from another government department on level transfer will retain their current salary unless it is above the maximum of the College pay bands. If the salary is above the College pay band for that grade, a Pay Business Case Justification Form must be submitted via your HR Business Partner and the Pay and Reward Manager for consideration and sign-off before proceeding. Staff who transfer from another government department on promotion will move to the minimum of the new pay scale, or their substantive salary will be increased by 10%, whichever is the greater.

19. Feedback All internal and external candidates are entitled to receive feedback at the interview stage, please be aware that feedback will not be given to external candidates at the sift stage. Giving feedback is the responsibility of the recruiting manager, advice and assistance on giving feedback can be sought from the Resourcing Team Leader.

https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/Pay_Business_Case_Justification_Form.doc

https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/Pay_Business_Case_Justification_Form.doc

Resourcing Policy


20. Complaints

20.1 Internal complaint

All applicants have the right to raise a complaint against a recruitment process they have been part of.

All complaints must be sent in writing to the HR Business Partner, clearly setting out the reasons for, and any evidence to support, the complaint.

If the complaint is raised by an existing/internal employee, the matter may be investigated using the Grievance Policy.

HR will appoint a Chair to deal with the compliant; this will be someone who has not been involved in the recruitment process. The Chair will confirm the decision in writing, and the decision will be final. Where a complaint is upheld, any action taken to address the matter will depend on the circumstances of the case.

20.2 External complaint

For external applicants, the HR Business Partner may appoint a Chair to investigate the complaint, which may include reviewing all relevant documentation, interviewing the panel and inviting the complainant to attend one or more meetings/telephone conversations. The External Complaints Policy provides further information.

https://collegenet.college.police.uk/howdoi/humanresources/Pages/grievance.aspx

https://collegenet.college.police.uk/collegedocuments/How%20do%20I%20documents/External_Complaints_Policy.pdf#search=external%20complaints