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HR Business Partner V3 / Jan 2011

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HUMAN RESOURCES POLICIES AND PROCEDURES

CONSULTANT APPOINTMENT PROCEDURE

Effective date : March 2011 Review date : March 2014


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Policy Title:

Consultant Appointment Procedure

Executive Summary:

This procedure is designed to provide best practice guidance for all stages of the consultant appointment procedure. It relates to the Trust Recruitment procedure, and the January 2005 NHS (Appointment of Consultants) Regulations.

Supersedes: V2

Description of Amendment(s):

Version 3 provides general updates e.g. revised terminology, the use of e-recruitment, a revised approval process and other updated appendices

This policy will impact on: Trust recruitment practices when planning for and appointing to consultant posts. Financial Implications: Costs associated with selection techniques; enhanced performance and quality / financial gains from employing high calibre applicants. Policy Area: HR Document Reference: Version Number: 3 Effective Date:

Issued By: Director of HR Review Date: 2 years after effective date

Author: HRBP Impact Assessment Date:

APPROVAL RECORD

Committees / Groups / Individual Date

Consultation:

Senior HR Team

Local Negotiation Committee

Agreement:

Local Negotiation Committee

Ratified:

Director of HR


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CONTENTS: Page

4 1.0 Procedure Statement

4 2.0 Planning the post

5 3.0 Process for Approval

5 4.0 Recruitment Process

6 5.0 Advertising and response management

6 6.0 Short listing the applicants

6 7.0 Preliminary Visits

7 8.0 Invitations to Appointment Advisory Committee (AAC)

7 9.0 Competency based Interview framework

7 10.0 Additional Selection Methods

8 11.0 Training & Development

8 12.0 Constitution of the AAC Panel

9 13.0 AAC set-up and organisation

9 14.0 Reference requests

10 15.0 Follow up communication

11 16.0 Audit

11 17.0 Review

11 18.0 Impact Assessment

APPENDICES

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13

20

21

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24

25

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1. Consultant Approval Process Flow chart

2. Template Job Description

3. Person Specification

4. Consultant Shortlisting Framework

5. Invite to interview letter

6. Consultant Competency based Interview

7. Reference Request 8. Equality and Human Rights Policy Screening Tool


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1.0 PROCEDURE STATEMENT

This procedure is designed to provide best practice guidance for all stages of the consultant appointment procedure. It relates to the Trust Recruitment procedure, and the January 2005 NHS (Appointment of Consultants) Regulations. In this process the AAC is the Advisory Appointments Committee, the selection panel for a consultant post. 2.0 PLANNING THE POST

Due to the time frames involved, planning for an appointment will begin as early as possible – in the case of a replacement post this will be as soon as it is known that a vacancy is to arise. It is important to plan the timetable for the whole process at the outset, which should be confirmed after prospective AAC members have been contacted.

The Trust will begin by considering the service needs and developments to be supported by the post, and also consider:

Continuing educational requirements Teaching Training Supervision of junior doctors Research Special interests

Although not all will necessarily apply to every post.

It is important to consider the post with regard to others within the clinical team and to take into account the views of other consultant staff within that team. Obtaining appropriate, professional advice at this early stage will reduce the potential for delay later in the process.

There should be a presumption that all consultant posts are suitable for those wishing to work less than full-time (e.g. job sharers and flexible workers). If there are specific reasons why the post is deemed inappropriate for someone wishing to work less than full-time, this decision should be justified. The recruitment of a Consultant can be initiated through one of two routes – by a post becoming vacant or via the need for an additional post(s). 2.1 Vacant post Once it is known that a post will become vacant, it is the responsibility of the Business Unit management team i.e. Clinical Director (CD), Associate Director (AD) and Clinical Lead (CL) for the area to evaluate the need to replace. This could be assessed for example by reviewing existing job plans, by networking with other providers or determining whether there are any GP’s with special interest who can improve the service in the community. 2.2 New post A service development proposal requiring the recruitment of an additional consultant(s) must be supported by a business case which should outline:

the current position and the predicted future workload in and outpatient activity and the targets to be achieved the financial implications of the increase offset by income generation which will include any

potential relocation and additional support costs eg secretarial


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workforce implications both inside and outside the business unit supporting activities eg diagnostics proposed Job Plan

3.0 PROCESS FOR APPROVAL All Consultant posts within the Trust will need to satisfy a business case whether it is to replace a vacancy or to initiate a new post. In either situation, the Clinical Director, Associate Director and Clinical Lead for the Specialty will review the needs of the service and any potential future development with both HR and Finance in order to determine the most cost effective way of providing patient care.

Once agreement has been reached within the Business Unit, a business case with the financial implications, including any potential extra costs such as additional secretarial support, office accommodation, specialist clinical facilities or relocation costs (please refer to Relocation Policy) will be prepared and submitted to Executive Management Team (EMT) and Operational Communication Forum (OCF) for information. When a proposal is agreed a Job Description (which includes the proposed Job Plan) and Person Specification, needs to be generated using the templates appropriate to the Business Unit (See Appendices 2 and 3 for example job description and person specification). The Job Description and Person Specification must satisfy the business case and be agreed by the Clinical Director, Associate Director and Clinical Lead for the specialty concerned. These draft documents can then be submitted concurrently by either the Business Unit or HR to the:

Regional Adviser for the specialty for approval – submitted by Human Resources MSC for information and comment – submitted by Clinical Lead or Clinical Director Completion of Recruitment Approval Form REC1 following the Vacancy Management

Process. This will confirm that the recruitment still conforms to the long term workforce strategy initiatives – submitted by the Associate Director

Any amendments suggested by the Regional Adviser should be considered and the amended Job Description and Person Specification resubmitted to them for final approval. Once the final approval has been received, copies of the agreed Job Description and Person specification should be sent to LNC and the BMA representative for information. 4.0 RECRUITMENT PROCESS A recruitment lead is identified from within the Business Unit and can be Clinical Lead or Clinical Director who along with HR Business Partner (HRBP) or Assistant HR Business Partner (AHRBP) will have overall responsibility for the management of the process. The preferred advertising medium is agreed – usually e-recruitment via NHS Jobs and a medical journal eg BMJ. Wording of the advertisement is agreed and approved by the recruitment leads together with a closing date and suggested shortlisting and interview dates. Ideally if the interview date can be agreed at an early stage, this enables applicants to arrange their schedule accordingly. It also assists in defining the time frame for CCST registration of the applicants in line with the requirements of the Person Specification. Adverts are then placed in the defined media. The following activities in the recruitment schedule are prepared and actioned by Human Resources Assistant (HRA):


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Agree dates for short list and interview with the PA to Chief Executive, Chair and Medical Director. It is important to allocate at least one hour per candidate and therefore anticipate the selection process may need to be conducted over a day.

Agree constitution of AAC panel with Chair Secure Regional Adviser availability (college representative) for interview Confirm shortlist and interview dates with Regional Adviser, clinicians and HRBP Book venue, hospitality (from the business unit budget) and car parking for Regional Adviser Liaise with Recruitment Office to ensure advertisement in BMJ as per agreed Recruitment

Schedule. 5.0 ADVERTISING & RESPONSE MANAGEMENT Consultant level posts, as with other roles can be advertised on e-recruitment via the NHS jobs website. Adverts should attract those who can satisfy the job requirements and eliminate those who would be unsuitable. The wording should be clear, concise and inviting and provide interested parties with

Details of the job – title and content Where it is based What level of knowledge & skill is required Any restrictions which apply How to apply The deadline for applications

However, of critical importance is the need to ensure that the language used does not discriminate either directly or indirectly on the grounds of

age disability gender or gender re-assignment marital or civil partnership status maternity or pregnancy race religious belief sex sexual orientation.

Also using terms such as young or reference to unnecessary years of experience could lead to claims that an advert is discriminatory. In all cases, HR can provide advice on what is acceptable and there are separate Guidelines for Managers for the Recruitment & Selection Process which support the Recruitment & Selection Policy. Posts are usually advertised in the BMJ (or suitable alternative journal) and applicants are directed to the NHS Jobs website to make their application. All applications are provided to the panellists via an NHS Jobs e-mail link at least 48 hours prior to the date of the shortlisting panel, so that they can be viewed and printed if necessary.

6.0 SHORTLISTING THE APPLICANTS All panel members will be provided with the link to NHS Jobs which allows applications to be viewed on line. However, it is important that no one adds comments to the on line system at this point as this may prevent other panel members from viewing applications. Access is purely to view the submitted candidate information.


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During shortlisting, Royal College guidance confirms that the applicants must be compared with the requirements of the Person Specification, ensuring that qualifications are appropriate and equivalent and obtained within the stipulated time frame. A template for each candidate is provided (See Appendix 4) with the shortlisting pack which enables everyone to evaluate the applicants prior to the meeting and highlight key points for discussion. This will assist the shortlisting process as everyone will have their own notes for discussion. Use of this template will also reduce the need for lengthy application forms to be printed, as at least one copy of each form will be available to the shortlisting panel on the day. In addition, the facility to shortlist on-line at the shortlisting panel will also be available to reduce admin time and the amount of paperwork needed. 7.0 PRELIMINARY VISITS Trusts, individual applicants and other parties must not canvass support for any consultant post applications. However, applicants short listed for the post should be invited to visit the Trust and meet some of their prospective colleagues prior to interview. This should be made clear to shortlisted applicants and a list of relevant contacts supplied in the job description e.g. Clinical Director, Associate Director, Medical Director and Chief Executive. Visits will not necessarily be accommodated prior to short listing however phone calls to the above people will be welcomed. 8.0 INVITATIONS TO APPOINTMENT ADVISORY COMMITTEE (AAC) Standard letters (Appendix 5) sent out to shortlisted applicants must include not only arrangements for the AAC and the opportunity for a preliminary visit, but also details on the psychometric testing process and presentation details, including the presentation title, media format to be used and instructions on how to send the presentation beforehand so that it can be pre-loaded onto the equipment provided. 9.0 COMPETENCY BASED INTERVIEW Having identified the key competencies required to fulfil the Job Description and Person Specification, it is important that the selection process is objective and fair in determining the most appropriate candidate. Any questions must also be applicable to all candidates and in no way discriminate unfairly against an individual on the grounds of age, disability, gender or gender reassignment, HIV status (unless required as negative for health reasons), marital or civil partnership status, maternity or pregnancy, race, religion, sex, sexual orientation, ethnicity, language, political, trade union or other opinion or belief, national or social origin. Identifying the question framework beforehand and determining who will lead in each area provides the opportunity for both the candidate and interviewer to build a rapport. The questions must be direct but incisive in order to elicit the response required. In some instances, the panel may have a predetermined list of key points which they would expect the candidate to include in their answer. This would also make scoring their response more accurate and objective. The short listing meeting should include an opportunity to discuss and identify appropriate competency based questions, plus additional questions to probe issues identified on an individuals application form. At this time, predetermined key points which they would expect the candidate to include in their answer can be drafted. All members of the AAC panel will make appropriate notes during the interview, so that effective feedback can be given to candidates. Scoring of responses should be done after each candidate has completed their session as this will provide evidence if a decision is questioned. As described


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above, the use of a predetermined set of key points expected in an answer will also improve the objectivity of scoring. Attached is an example of questions grouped into competencies which can be used in the context of a Competency Based Interview (See Appendix 6). This can be revised to suit the needs of the post being recruited. 10.0 ADDITIONAL SELECTION METHODS In addition to the competency-based interview, two other elements of selection are available:

1. Short presentation (10-15 minutes) by the candidate to the AAC panel. Title of the presentation to be identified at the shortlisting panel. The suggested scenario could include “what would be your role in working as part of the clinical and managerial team to address (specifically identified) issues, and what would be your individual role within this process?” The aim is to identify leadership qualities of individuals, their understanding of the broader picture within the NHS and to test effective communication skills. This can also have predetermined key points to include which will assist objective scoring of competencies.

2. Psychometric testing is a measure of mental capacity and processes and is frequently

used as a method of assessment of the suitability of an individual for a role. The suggested format is for on-line completion prior to interview by AAC panel, with exercises to measure

The way people make judgements about what they see How an individual acts with other people An individual’s work style

Candidates would receive feedback and the panel would be provided with a management report which interprets the findings. 11.0 TRAINING AND DEVELOPMENT It is imperative that all AAC panel members have received regular training on current Recruitment and Selection procedures, Employment Law in relation to recruitment and Equality and Diversity and that this is recorded. Sessions provided by the Trust will be advertised via Learning and Development. 12.0 CONSTITUTION OF THE AAC PANEL To meet the provisions governing the membership of AAC panels, the Trust should seek to secure a balanced Committee with both a local and medical majority. The following key people would be expected to be present at the AAC panel: 12.1 Chairman (Chair) The Trust Chairman is responsible for agreeing the constitution of the AAC panel and any changes that may be required due to unforeseen circumstances. The Chairman is also responsible for ensuring that all panel members are up to date with the above mentioned training. The Chairman will chair the shortlisting and AAC panel; this involves introducing the panel, putting the candidate at ease, outlining the process for the interview and closing the proceedings. The Chairman will also typically ask questions around personal skills and attributes.


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12.2 Chief Executive The Chief Executive will typically ask questions around personal skills, management and administration. 12.3 Medical Director The Medical Director will typically ask questions around performance, audit and clinical effectiveness. 12.4 Clinical Director The Clinical Director will typically ask questions around service development and improvement. 12.5 Clinical Lead for Speciality The Clinical Lead will typically ask questions around teamwork and personal skills and attributes. 12.6 Royal College Advisor The Royal College Advisor will typically ask questions around training and experience and teaching. They will also provide impartial knowledge and specialist advice to the interview panel, and will give feedback to unsuccessful candidates and offer constructive comments. 12.7 Other Trust Clinical Representatives Other consultants may be invited to attend as appropriate and this will usually be agreed in conjunction with the Chairman. 12.8 Human Resources HR will advise the panel on HR best practice in relation to selection criteria, procedure and employment law, interpretation of the results of psychometric profiling and will typically ask questions around personal skills and competencies. 13.0 AAC SET-UP AND ORGANISATION The following indicates a typical table plan for consultant interviews:

Chairman College Advisor

Chief Executive

Clinical Director

HR Clinical Lead Medical Director

Table

Candidate


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It is also important to identify suitable waiting areas for candidates, away from the immediate vicinity of the interview room, to ensure they are not sitting outside the room while candidates are coming in and out for interview. It is anticipated that, given the introduction of psychometric testing and presentations, time per candidate on the interview panel should be at least 1 hour. As a result, the selection process may need to be allocated a full day in order to determine the most suitable candidate from an objective and fair process. 14.0 REFERENCE REQUESTS References provide some additional information about the applicant but should on no account be used to make a decision. With a robust and objective selection process, they should only confirm the panel’s decision. The template in Appendix 7 sets out the referencing procedure for Consultant posts which has three parts:

Part 1 asks for specific details about the individual Part 2 requires objective comment about competency and skills Part 3 allows for free text for any other relevant information

This can be completed electronically which will also speed up the process and provide a standard form of reference. 15.0 FOLLOW UP COMMUNICATION Offer letters will be issued as soon as possible, i.e. within 2 working days. It is acknowledged that information from the applicant’s current employer may sometimes be required prior to formulating the offer, which may result in a time delay beyond our control. However every effort will be made to expedite this as soon as possible. Written confirmation of acceptance will be requested from the candidate within 10 days of the date of the Trust offer letter. Once this has been received and following satisfactory pre-employment checks, the contract of employment should, wherever possible, be issued before the candidate starts in post. Once the successful candidate has been identified and issued an offer letter which they accept, it is usually 3 months before they actually commence in post. During this time, it is important that communication links are maintained in order to ensure the candidate knows they have not been forgotten. If relocation is agreed as part of the Approval process (REC1 form in Appendix 5), information can be supplied by the relevant HR team confirming the Relocation Policy together with any forms requiring completion. During the month prior to their start date the new Consultant will be

asked to complete paperwork in relation to their entry onto Electronic Staff Record (ESR) provided with information regarding where they should attend on their first day informed who will meet them on their first day informed of the date of the Trust Induction day provided with the Business Unit induction programme which has been planned for them.


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16.0 AUDIT The use of this policy will be monitored by Human Resources during consultant recruitment processes to ensure it is being implemented effectively. 17.0 REVIEW This policy will be reviewed every 2 years by management and staff side representatives in light of experience and changes in legislation. 18.0 IMPACT ASSESSMENT The purpose of an Equality Impact Assessment (EIA) is to improve the work of the Trust, by promoting equality and ensuring that policies and functions do not discriminate either directly or indirectly against staff and service users. East Cheshire NHS Trust recognises its responsibility to ensure that no-one is discriminated against, disadvantaged or given preference, through membership of any particular group, particularly including people with disabilities, people from different ethnic backgrounds or religions, or on the grounds of their gender, age, or sexual orientation. This policy has undergone an impact assessment to ensure that it does not discriminate on the above groups either directly or indirectly.


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Service Development Proposed

Consultant Vacancy Arises

Business Unit reviews END

New consultant/replacement NOT agreed alternative

solution required

Regional Advisor for Approval

Job description / job plan sent at earliest opportunity and concurrently to:

Review/ Amendment

Business case developed (including all associated costs) and

sent to EMT and OCF for information

Agreed new/replacement consultant is required

Job plan agreed

Not approved, alternative solution required

Recruitment Starts (with Recruitment Forms)

MSC for Information / Comment

APPENDIX 1 - Consultant Approval Process


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APPENDIX 2 – Template Job Description

JOB DESCRIPTION

Consultant in xxxxxxxxx

Consultant in xxxxxxxxxx

Introduction East Cheshire NHS Trust The successful applicant will join an existing team of xx Consultants, plus xx Associate Specialists, who provide a full range of xx procedures with special interest in xx. An expertise in xx is required, and preferably an additional specialist interest to compliment the needs of the department. The East Cheshire NHS Trust was established in 1993 to provide community health care, hospital and mental health/learning disability services for people in Macclesfield, Knutsford, Handforth, Congleton and the surrounding areas. On 1st April 2002, Mental Health services transferred to the Cheshire and Wirral Partnership NHS Trust. In October 2006, a new Primary Care Trust was formed following the merger of Mid Cheshire and Eastern Cheshire creating Central and Eastern Cheshire Primary Care Trust. The East Cheshire NHS Trust maintains close contact with these organisations and continues to provide a wide range of hospital based services. We work closely together to deliver local health services in partnership with social services and the local authorities. Central and Eastern Cheshire Primary Care Trust (PCT) currently has the responsibility for commissioning the healthcare for a population of 460,000 residents – the geography of which is spread across rural areas, small towns and villages with the two larger conurbations of Crewe and Macclesfield. This will change with the advent of GP commissioned services. The 6 practices within Macclesfield all reside within one building – Waters Green and is a unique new development. The hospital has 446 beds are available for general and acute services a across the Trust. The District General Hospital has an accident and emergency department, and a day case unit for procedures which do not require an overnight stay. The Trust has inpatient beds at Congleton War Memorial Hospital and Knutsford and District community hospitals. Each year, staff treat around 20,000 patients in our hospital, see over 116,000 outpatients, and deal with over 50,000 attendances in the Emergency Department. As the main provider of health services for people living in East Cheshire, the Trust is concerned with the health improvement of individuals and the community. We work closely with the local Primary Care Trust, Social Services and the local authority with regard to this.


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The Trust is organised around a Business Unit structure: Medicine Business Unit Surgical Business Unit incorporating Women’s services Outpatients Business Unit Corporate Business Unit

Paediatrics will become part of the CECH Community and Family Services Business Unit The corporate Business Unit includes the following: Finance Human Resources Service Planning & Improvement Nursing & Operations Chief Executive I M & T

JOB CONTENT The successful candidate will be expected to work flexibly and achieve high quality care with particular emphasis on:-

Ensuring that optimal use is made of all available resources by developing appropriate services

and techniques. Working together with colleagues to provide effective management of patients and NHS

standards are met for outpatients and inpatients/day cases. Participation in direct and planned booking initiatives. Ensuring policies for communications with patients and GPs are adhered to. Demonstrate a firm commitment to the principles of Clinical Governance. The education and training of medical students, doctors, professions allied to Medicine including

primary care. COMMITMENTS The clinical commitments of the post are as follows: 2 ½ elective theatre lists 1 trauma list 2 Outpatient clinics On Call 1:7 The provisional job plan with on call is assessed at 10 PAs. Indicative Job Plan & Summary (draft)

DPC hours SPA hours am 2.0

2.0

Monday pm

4.0

Tuesday

am


15

pm 4.0

am

Wednesday

pm

2.0

am

4.0 4.0 Thursday

pm 4.0

2.0

am

4.0

Friday pm

2.0

Non-scheduled hours for ward rounds, patient admin and on-call

6.0

TOTAL HOURS 30 10

*Departmental meetings, audit, research, non study leave CPD, management activities, education and training of other staff, appraisal and validation Summary of Average Weekly PA's

Category Average weekly PA's

Direct Clinical Care 7.5 Supporting Professional Activities 2.5 Additional NHS Responsibilities 0 Extra Duties 0 Extra Programmed Activities TOTAL 10.0

On-call Availability Supplement On-Call Rota 1 in 7 1:7 Category B On-Call Supplement 2%

A job plan review will take place when the incumbent is initially appointed and again at 3 months. In line with good practise there is annual appraisal and job plan review. FACILITIES Trauma and Orthopaedics services are provided from a self contained unit, linked by a corridor to the main District General Hospital. Facilities include Two 28 Bedded Wards for inpatients and day cases.


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State of the art twin operating theatres. Out patient suite. Plaster room. Orthotic outpatient services. X-ray suite. Physiotherapy. Occupational therapy Consultant and Secretarial offices. Teaching and meeting room. Junior Doctors study. Staff Facilities.

Pathology

Pathology services are provided and organised within a collaborative framework that services both ECT and Mid Cheshire Hospitals. The local pathology service is provided under the supervision of Consultants in Histopathology, Haematology, Microbiology and Biochemistry.

Radiology

There are 7 Consultant Radiologists undertake a full range of investigations, including CT scanning, MRI, ultrasound, isotope imaging and angiography. X-Ray Departments are also situated at the Community Hospitals and Handforth Clinics where peripheral clinics are facilitiated. Anaesthetics There are 8 Consultant Anaesthetists provide Anaesthetic and associated services, special interests include Trauma and Orthopaedics, Paediatrics, Intensive Care and an Acute Pain service.

Acute Pain Service

This is led by a Consultant Anaesthetist and a dedicated Specialist Nurse, providing a comprehensive service to patients in surgical and orthopaedic wards and departments.

SECRETARIAL SUPPORT AND OFFICE ACCOMODATION Office accommodation and secretarial support will be provided for the successful candidate within the Orthopaedic Department.

MEDICAL STAFF WITHIN THE DEPARTMENT

Consultants with Special Interests Mr K Barnes (Clinical lead): Revision of Hip and Lower Limb Joint Replacement. Mr S Kershaw: Lower Limb Surgery Mr G W Keys: Knee Replacement and Reconstruction Mr J Fischer Upper Limb Surgery / Hand Surgery Mr M Waseem: Upper Limb Surgery Associate Specialists with Special Interests Mr K R Ratnam: Foot and Ankle Reconstruction and Trauma Surgery.


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Mr P Denn: Hip and Knee Replacements Middle Grades Tier (6.00 wte) There are 4 STR’s from Mersey deanery and two Staff grades for middle grade cover. FTSTA’s Tier (6.00 wte) There are 4 FTSTA’s from Mersey deanery who are in a 1:9 Rota with General surgery for weekends and hospital at night. F2/or equivalent Tier (6 wte) This tier provides cross cover between orthopaedics and surgery during the out of hours period from 20:00h each night and during weekends. There is one orthopaedic F2. F1 / or equivalent Tier (0 wte) Currently under review Peri-operative Surgical Practitioners/PSPs (3 wte) Specialist nurses who have undertaken additional master’s degree level education and training to prescribe and oversee the pre and post-operative clinical care of ward patients. BUSINESS UNIT MANAGEMENT The Trauma and Orthopaedic Department is part of the Surgical Business Unit (SBU). SBU includes Trauma and Orthopaedics, General Surgery, Breast Surgery, Urology, ENT, Ophthalmology, Oral Surgery, Obstetrics and Gynaecology, Theatres, Day Case Unit, Endoscopy Treatment Unit, Critical Care including ITU and HDU. The Clinical Director is Dr A Shribman, Consultant Anaesthetist, and the Associate Director is Ms K Senior. All Consultants belong to the East Cheshire NHS Trust Medical Staff Committee, which meets monthly and is currently chaired by Dr C Loughran, Consultant Radiologist GENERIC CLAUSES FOR ALL JOB DESCRIPTIONS Academic Links Academic links are with the University Departments of Manchester and Liverpool. There is an extensive teaching programme, to which all Consultant staff are expected to contribute in rotation. This includes a weekly tutorial, bedside clinical teaching and case presentation sessions, as well as bi-monthly multi-specialty meetings. A multi-professional Health Sciences Library opened in the summer of 1998 as the first phase of the new Education & Training Centre. The Library supports Evidence Based Patient and Health Care, together with all aspects of Clinical Governance.

Educational Facilities A multi-professional Education & Training Centre was opened in September 2000. The centre has a highly equipped lecture theatre and suite of training rooms, all with access to an extensive range of audio-visual equipment, including video conferencing facilities. A Clinical Skills Laboratory was completed in April 2002, which supports a wide range of practical skills training including resuscitation. There is also a dedicated dining room and catering facility.


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The Health Sciences Library is also fully multi-professional and supports evidence-based patient and health care, together with all aspects of clinical governance. Networked PCs allow access to major databases and with over 125 current journal titles and with extensive collection of other media, the library provides a comprehensive information resource. Clinical Governance Clinical Audit All clinicians are expected to take an active part in clinical audit, as well as supervising audits undertaken by their teams, ensuring that the audit cycle is completed, and any required change in practice is implemented. Research The Trust encourages involvement in portfolio research working with the Clinical Effectiveness, Research and Development Department to ensure only the highest standards of research are achieved. All staff involved in research must undertake regular GCP training. National Clinical Guidance The individual will be expected to implement NICE and other national guidance, providing evidence of compliance through audit, and working with the Business Unit to achieve full compliance where this is not initially demonstrable. The Trust and Business Units are continuing to develop arrangements for taking forward the clinical governance agenda building on existing frameworks. Consultant representatives sit on the Clinical Governance Committee. The Trust has a Clinical Effectiveness Unit which offers advice and support on developing audit systems. The Trust is committed to providing safe and effective care for patients. To ensure this, there is an agreed procedure for medical staff that enable them to report, quickly and confidentially, concerns about the conduct, performance or health of medical colleagues (Chief Medical Officer, 1996). All medical staff practising in the Trust should ensure that they are familiar with the procedure and apply it. Details collected on a patient are vital to the quality of their care. Care and thought is expected to be applied to the quality of such data whether electronic or paper based.

Team Development / Line Management

Responsible to the Clinical Lead for delivering an annual appraisal and job planning review for

designated clinicians.

Provide leadership and support for clinical staff to meet their objectives outlined within their job plan, and the requirements set out for GMC Revalidation.

Develop and manage team objectives and priorities including their contribution to Business Unit

/ Departmental plans and targets. Patient Based Information Systems The NHS has recognised that IM&T serves an increasingly important role and is undertaking an extensive and wide ranging implementation of patient-based information systems, critical to this is the electronic patient record in both acute and primary care. This system will build to include the patient’s radiology, pathology, pharmacy and theatre history together with decision support software and specialty systems; through the direct bookings initiative links into the primary sector will be forged. All clinical staff now have email, internet access and intranet access.


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The ability to use and understand technology e.g. Choose and Book, PACs, Electronic Staff Records etc., as it affects the post holders job on a day to day basis. Choose and Book is implemented throughout the Trust and consultants will be required to manage requests for advice and guidance and accept or reject referrals for their service by direct use of the system.

Health & Safety All staff have a duty to comply with all relevant ECNHST guidelines and policies in relation to Infection, Prevention and Control. You have a duty to ensure that you minimise the risk of infection, infectious diseases and particularly Hospital Acquired Infection. This responsibility includes minimising the risk by highlighting any concerns you may have to the appropriate person as identified in the policies and guidelines. Safeguarding

East Cheshire Trust has a responsibility for, and is committed to, safeguarding and promoting the welfare of children and young people and for ensuring that they are protected from harm. The post holder will be expected to work in accordance with the East Cheshire Trust Safeguarding Children Police

For Contactpoint users only

This post is subject to a three yearly Enhanced CRB.

Terms & Conditions of Service The post holder must be either on the Specialist Register with the GMC, or be within 6 months of receiving a CCST at the time of the interview.

The posts are subject to Trust Terms and Conditions of Employment for Hospital Medical and Dental Staff, as amended from time to time. This job plan is subject to annual review and may be changed in consultation between the post holder and the Clinical Director/Medical Director. The postholder will undergo annual appraisal in accordance with the national appraisal system for consultants. Successful candidates will be required to maintain a private residence in contact by telephone with the Trust. Persons appointed are required to live within 30 minutes travelling time of the DGH, exceptions may be made and this will be discussed with the successful candidate. Removal expenses will only be approved if the Trust is satisfied that the removal of his/her home is essential. A relocation package is offered, where appropriate, in accordance with the Trust’s Relocation Expenses Policy.

All employees are expected to comply with appropriate Trust Health and Safety policies. Appointments are made subject to satisfactory Occupational Health clearance and Criminal Record Bureau Check.

XX Any candidate who is unable for personal reasons to work whole-time will be eligible to be considered for the post, if such a person is subsequently appointed, modifications to the job plan will be discussed on a personal basis in consultation with Consultant colleagues and the Medical Director and/or Chief Executive. XX


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FURTHER INFORMATION Prospective candidates are encouraged to visit the department and this can be arranged by contacting- XXName, XX Title for an informal discussion and to arrange a visit on Xx contact Number


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APPENDIX 3 – Template Person Specification

PERSON SPECIFICATION FOR CONSULTANT XXXXXXXX

ATTRIBUTES

ESSENTIAL

DESIRABLE HOW TESTED

Qualifications

Entry on specialist register (or will attain within six months of interview date)

MRCP(UK) or equivalent

MD or equivalent

Advanced life support accreditation

Certification and CV

Clinical Experience

Clinical training and experience equivalent to that required for gaining UK CCST in general (internal) medicine

Broad range of recent experience in general (internal) medicine

Training and experience to manage an acute medical ‘take’

Expertise in relevant practical procedures eg insertion of intercostals drains, central venous lines, & lumbar puncture

Evidence of ability to change clinical practice and service provision

Up to date practice in line with recent initiatives

Experience at senior grade of a critical /emergency care specialty or general medical sub-specialty

CV and interview

Management and Administration Experience

Evidence of developing and delivering change

Ability to engage and communicate the benefits of organisational change to stake holders

CV and interview

Clinical Effectiveness

Understanding of principles of governance and audit

Evidence of having undertaken audit

CV and interview

Teaching Experience of successfully supervising and teaching junior doctors and other staff

Evidence of having developed learning opportunities for others

CV and interview

Personal Skills/Attributes

Leadership qualities

Effective communicator, able to work in a multi-disciplinary team

Good inter-personal skills

Ability to work under pressure

Flexibility

Commitment to CME/CPD

Familiarity with information technology and general computer skill

Willingness to undertake additional professional responsibilities

Interview


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APPENDIX 4 – Consultant Short listing Framework

Consultant Short listing Framework

Post Consultant in ….

Date

Candidate

Key Elements Supporting Information Areas for further enquiry Qualifications

Clinical Experience

Management & Admin experience


Teaching

Personal skills / attributes

Invite to Interview

Reasons for rejection


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APPENDIX 5 – Template Invite to Interview Letter

PRIVATE & CONFIDENTIAL NAME ADDRESS ADDRESS ADDRESS POST CODE 13 August 2013 Dear POST TITLE: CONSULTANT IN ***** CONTRACT TYPE: REF No: Further to your recent application for the above post, I would be grateful if you could attend for an interview to be held on *************. The interview will be held at **** in ****. On arrival at ****, please report to ****, based in ****. Your interview will last approximately 1 hour, during which you will be asked to present a 10 minute presentation on the following subject – ****** This presentation should be in power point format and must be emailed to ****.****@echeshire-tr.nwest.nhs.uk and cc’d to ****.****@echeshire-tr.nwest.nhs.uk by *** on ***. If we do not receive the presentation by this deadline you will not be able to present at interview. As part of the selection process you will also be required to complete an Occupational Personality Questionnaire (OPQ) online, prior to attending the interview panel. **** will be sending you an e-mail shortly containing the instructions you will require. This will be sent to the e-mail address you provided on your application form. Please ensure you monitor your inbox over the coming days as there will be a deadline attached to completing the OPQ. The interview panel will consist of:

***************************** I would be grateful if you could telephone me on 01625 66**** by ********* at the latest to confirm your attendance. Reimbursement for travel / subsistence will not exceed £30. If you have any form of disability that may require special arrangements for your attendance, would you please advise us as soon as possible so that we may make the necessary arrangements.

Cheshire HR Administration Services Recruitment Team

Macclesfield Town Hall c/o - Macclesfield District General Hospital

Victoria Road Macclesfield

Cheshire SK10 3BL

Tel: 01625 66**** Fax: 01625 425281


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Should you be successful in this application, the Trust may need CRB disclosure for the successful candidate to ensure suitability for employment. We will ask you to complete the relevant paper work for this as and when required. Please see details on the attached list of the documents we require you to bring with you to the interview. Yours sincerely, HR Administrator On Behalf of Cheshire HR Administration Services - Recruitment

DOCUMENTS REQUIRED AT INTERVIEW Please provide original and copies of the following documentation. Right to work You are required to bring confirmation of right to work within the UK. This can be in the form of a British Passport, National Insurance Number, British Birth Certificate, EEC Passport/ID or Work Permit. Evidence of Identity You are required to bring photographic evidence of your identity. This can be in the form of a passport, photo-driving licence, photo club membership documentation etc. If you are unable to provide photographic evidence, please contact our office to discuss the options available to you. Professional Qualifications and Registration If professional qualifications are an essential requirement of this role, please bring a copy of your certificate(s). Also, please provide your professional membership card(s) which show your registration number. Evidence of Current Pay Scale You are required to bring confirmation of your current pay scale. Please bring original copies of your previous pay slips for the last 3 months. NB. If a CRB is required for the post, then the successful applicant will be required to present original ID Documents again at the pre-employment check stage.


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APPENDIX 6 – Consultant Competency based Interview

Questions

Time Questions Panel Member

Competence

0-5 mins Introductions KC N/A 5-15 mins Presentation 15-22 mins Review of training

Explain why your background and skills make you an appropriate candidate for this post. What experience have you got of training other groups of staff?

JRN Training and Experience Training and Experience

Teaching

22-29 mins Why do you want to come to work at Macclesfield and what personal qualities do you have that will benefit our Department? How do you adapt your style between leading a team and working within a team? When things haven’t gone to plan as a team, how have you dealt with this?

CED Personal Skills and Attributes

Management &

Admin Exp

Management & Admin Exp

29-36 mins What service improvements have you initiated and led? Were they all successful? If not, why not? Are there particular areas of the Older People’s service you would wish to develop? (If needed following presentation)

PF Service Improvement

Initiatives

Service Improvement

Initiatives 36-43 mins Tell us the methods by which you can demonstrate you are an

effective doctor. Tell us about a particular audit you have undertaken and how it has affected your practice. Which of your publications is most dear to you?

Why? How did this influence practice? Any resistance?

RJS Clinical Effectiveness

Clinical

Effectiveness


43-50 mins Can you give me an example of a conflict you have been involved in?

How did you resolve this? What are the benefits of Foundation Trust status? Give us an example of a time you felt pressure in your professional life and what mechanisms you use to deal with this.

JW Personal Skills and attributes

Management & Admin Exp

50-55 mins Can you give me an example of a complaint you have received? What actions did you take to resolve it?

KC Personal Skills and Attributes

50-60 mins Any Questions of us Close

KC N/A


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CONSULTANT INTERVIEW POSITION: Consultant

DATE: CANDIDATE: INTERVIEWER:

COMPETENCE Please use this space to make notes of evidence gathered during the interview (positive and negative)

TRAINING & EXPERIENCE

CLINICAL EFFECTIVENESS

SERVICE IMPROVEMENT INITIATIVES

MANAGEMENT & ADMIN EXPERIENCE

TEACHING EXPERIENCE

PERSONAL SKILLS & ATTRIBUTES

Poor Acceptable Good Outstanding

Training & Experience 1 2 3 4

Clinical Effectiveness 1 2 3 4

Service Improvement 1 2 3 4

Management 1 2 3 4

Teaching 1 2 3 4

Personal skills 1 2 3 4

Total Score


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APPENDIX 7 – Reference Request

REFERENCE REQUEST FOR CONSULTANT APPOINTMENTS

Applicant : Post applied for : The above named applicant has applied for a position at East Cheshire NHS Trust and has named you as a referee. Enclosed with this reference request is a copy of the Job Description. Based on your personal knowledge of the individual, please answer the questions as accurately as you can in relation to their suitability to fulfil the needs of the position for which they have applied. This reference request is in 3 parts : Part 1 requires specific details about them as individuals and your relationship with them. You may need to contact your HR department to provide some of this information Part 2 asks for your objective opinion about their competence and skills Part 3 allows for free text with any other information you consider significant to the position for which they have applied Part 1 If you are unable to complete a section, please indicate the reason why. Capacity in which this person is known to you ie Friend, Colleague, Direct report, Supervisor. Please identify the connection

How long have you known this person both in a personal and professional capacity ? Please identify the time periods separately

Personal capacity : Professional capacity :

Please describe their working relationship with their peers

Please describe their working relationship with their supervisor(s)

Describe how they build relationships with patients

Have any complaints been made against this individual either by patients or colleagues ? If yes, please give details

Are there any outstanding investigations involving this individual ? If yes, please give details


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What Continuous Professional Development has this individual undertaken in the last 12 months ?

Please give details of their attendance record in respect to timekeeping and punctuality How many days off sick have been taken in the last 3 years ? Was any of this absence related to a disability as defined under the Disability Discrimination Act ? If, please give details

What other leave has been granted in the last 12 months which was not annual leave ?

Part 2 The following section asks you to rate their competence on a score of 1 to 4 in specific areas. Please circle the appropriate response in the box alongside the competence. The scoring matrix is as follows 4 : Exceeds expectation and demonstrates this skill at every opportunity 3 : Shows a willingness and enthusiasm to learn but needs some coaching to maintain this level 2 : Some evidence of this ability but needs regular coaching and mentoring to achieve the required standard 1 : No evidence of this competence is demonstrated Clinical Expertise : Capacity to apply sound clinical knowledge & awareness to fully investigate problems. Demonstrates good clinical judgement

1 2 3 4

Management : Demonstrates an ability to tackle contentious issues and promote solutions to problems which may be unpopular

1 2 3 4

Communication : Capacity to adjust language and behaviour to the situation. Actively engages patients (& colleagues) in discussion

1 2 3 4

Professional Integrity : Takes responsibility for own actions and respects/defends contribution and needs of others (patients & colleagues)

1 2 3 4

Organisation & Planning : Works in a structured & planned manner, thinking ahead, prioritising conflicting demands and building contingencies. Delivers on time

1 2 3 4

Problem Solving Skills : Capacity to think/see beyond the obvious; analytical in approach and ability to maximise information, time and resources

1 2 3 4


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Ability to Deal with Pressure : Capacity to put difficulties into perspective and retaining control over events. Aware of own strengths & weaknesses

1 2 3 4

Team Involvement : Collaborative style, works in partnership with colleagues, able to compromise when necessary. Can be leader or team player as the situation requires. Sees self as part of a larger organisation.

1 2 3 4

Clinical Effectiveness : Readily participates in audit; promotes improvement and understands implications for service provision

1 2 3 4

Teaching : Active participant in teaching, coaching and mentoring of juniors with ability to present information in readily understandable language

1 2 3 4

Learning & Development : Can identify own needs and commits time and resources to appropriate training & development activities

1 2 3 4

Part 3 Please feel free to include any other information which you consider is relevant to their application for this post. Finally, if you could give them one piece of advice, what would that be ? Name of Referee : Signature : Position held : Date of reference : In order to fast track the selection process, we would be grateful if you could email the completed reference to: @[email protected] where we will acknowledge receipt. Many thanks for your assistance


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SUMMARY OF RESPONSES TO PART 2 OF THE REFERENCE REQUEST 4 : Exceeds expectation and demonstrates this skill at every opportunity 3 : Shows a willingness and enthusiasm to learn but needs some coaching to maintain this level 2 : Some evidence of this ability but needs regular coaching and mentoring to achieve the required standard 1 : No evidence of this competence is demonstrated Competence

Referee score Total score

Clinical Expertise

1 2 3 4 1 2 3 4 1 2 3 4

Management

1 2 3 4 1 2 3 4 1 2 3 4

Communication

1 2 3 4 1 2 3 4 1 2 3 4

Professional Integrity

1 2 3 4 1 2 3 4 1 2 3 4

Organisation & Planning

1 2 3 4 1 2 3 4 1 2 3 4

Problem Solving Skills

1 2 3 4 1 2 3 4 1 2 3 4

Ability to Deal with Pressure

1 2 3 4 1 2 3 4 1 2 3 4

Team Involvement

1 2 3 4 1 2 3 4 1 2 3 4


1 2 3 4 1 2 3 4 1 2 3 4

Teaching

1 2 3 4 1 2 3 4 1 2 3 4

Learning & Development

1 2 3 4 1 2 3 4 1 2 3 4


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APPENDIX 8 – Equality and Human Rights Policy Screening Tool

Equality and Human Rights Policy Screening Tool

Policy Title: Consultant Appointment Procedure Directorate: HR

Name of person/s auditing / authoring policy: Charlotte Foster, Assistant HR Business Partner

Policy Content:

For each of the following check whether the policy under consideration is sensitive to people of a different age, ethnicity, gender, disability, religion or belief, and sexual orientation?

The checklist below will help you to identify any strengths and weaknesses of the policy and to check whether it is compliant with equality legislation.

1. Check for DIRECT discrimination against any minority group of PATIENTS:

Response Action required

Resource implication

Question: Does the policy contain any statements which may disadvantage people from the following groups?

Yes No Yes No Yes No 1.0 Age? √ √ √

1.1 Gender (Male, Female and Transsexual)? √ √ √

1.2 Learning Difficulties / Disability or Cognitive Impairment?

√ √ √

1.3 Mental Health Need? √ √ √

1.4 Sensory Impairment? √ √ √

1.5 Physical Disability? √ √ √

1.6 Race or Ethnicity? √ √ √

1.7 Religious Belief? √ √ √

1.8 Sexual Orientation? √ √ √

2. Check for DIRECT discrimination against any minority group relating to EMPLOYEES:



Question: Does the policy contain any statements which may disadvantage employees or potential employees from any of the following groups? Yes No Yes No Yes No 2.0 Age? √ √ √



√ √ √





2.7 Religious Belief? √ √ √


TOTAL NUMBER OF ITEMS ANSWERED ‘YES’ INDICATING DIRECT DISCRIMINATION =


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3. Check for INDIRECT discrimination against any minority group of PATIENTS:



Question: Does the policy contain any conditions or requirements which are applied equally to everyone, but disadvantage particular people because they cannot comply due to:

Yes No Yes No Yes No

3.0 Age? √ √ √



√ √ √





3.7 Religious, Spiritual belief (including other belief)? √ √ √


4. Check for INDIRECT discrimination against any minority group relating to EMPLOYEES:



Question: Does the policy contain any statements which may disadvantage employees or potential employees from any of the following groups? Yes No Yes No Yes No 4.0 Age? √ √ √



√ √ √





4.7 Religious, Spiritual belief (including other belief)? √ √ √


TOTAL NUMBER OF ITEMS ANSWERED ‘YES’ INDICATING INDIRECT DISCRIMINATION = 0

Signatures of authors / auditors: Date:

HRBP Nov 2010

Equality and Human Rights Compliance / Percentage Calculation

Number of ‘Yes’ answers for DIRECT discrimination. (A) 0

Number of ‘Yes’ for INDIRECT discrimination. (B) 0

Total answers for POLICY CONTENTS discrimination. (A+B) 0 + 0

Percentage content non compliant = (Divide a+b by 36 x 100) 0