personnel committee – 24 report of the head of strategic … · 2012. 4. 16. · 5. job...

PERSONNEL COMMITTEE – 24th April 2012

Report of the Head of Strategic Support

Part A ITEM 7 MANAGERS’ GUIDANCE ON THE RECRUITMENT AND

SELECTION OF CHARNWOOD BOROUGH COUNCIL EMPLOYEES

Purpose of Report The purpose of this report is to advise the Personnel Committee of revised guidance for managers on the recruitment and selection of Charnwood Borough Council Employees, together with supporting documentation. Recommendation To approve the revised guidance for managers on the recruitment and selection of Charnwood Borough Council Employees, together with supporting documentation. Reason To update the Council’s employment procedures and practices. Policy Justification and Previous Decisions The revised guidance and documentation comprises a comprehensive toolkit for the recruitment and selection of Charnwood Borough Council Employees. This is intended; (i) to promote the Council’s commitment to equality and diversity by adopting a thorough and fair approach throughout the whole of the recruitment and selection procedure; (ii) to promote the use of safer recruitment practices to ensure those recruited to undertake this work are suitable; (ii) appoint the best possible person to a job, thereby delivering the best services to the people of Charnwood. Implementation Timetable including Future Decisions The revised guidance will be issued on 1st May 2012. Report Implications The following implications have been identified for this report. Financial Implications There are no financial implications associated with this decision. Risk Management There are no specific risks associated with this decision.

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Background papers: Appendix A: Recruitment and Selection Guidance; Appendix B: Revised job description and person specification template; Appendix C: Reference request from for a post designated as a ‘regulated

activity’; Appendix D: Reference request from for all other posts; Appendix E: Regulated Activity – sample interview questions; Appendix F: Personal File – Appointees Checklist. Officer to contact: Adrian Ward

01509 634573 [email protected]

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Part B Background/Introduction 1. The revised guidance and accompanying document enhances the

Council’s current guidance in the following of areas; 2. Equality

Through its Equality & Diversity Strategy the Council has set out to promote equality and eliminate discrimination. It has a commitment to the principle of equal opportunity in employment and to seek the right mix of talent, skills and potential and welcomes applications from a wide range of candidates, including those with criminal records. The guidance establishes a number of practices which will assist in meeting these commitments.

3. Planning the Recruitment

The guidance builds upon the current guidance and assists managers to identify at this stage the type of appointment that is required;

• Casual Work • Secondment • Temporary (Fixed Term) • Agency Workers

Or;

• Whether the post is a politically restricted.

In addition the guide asks managers to consider a number of other key questions, namely; • Whether or not the post being recruited to requires an Enhanced

Criminal Records check; • Is the post affordable within both current and future budgets? • Are the working hours/times of the post still appropriate? • What are the alternatives to filling the post permanently?

4. Preparing the Recruitment Plan

A recruitment plan is key to ensuring that the job being advertised is one that meets the requirements of the post and targets a wide range of applicants that have the skills and the competencies to undertake the role required. Additionally, a well structured recruitment plan can reduce costs and enable the manager to utilise the time of those involved efficiently. The inclusion into the guidance of a Recruitment Planner/Checklist is seen as a useful tool to support the planning process. This section develops current practices but details thoroughly the steps required, for example:

• Review the current job description and person specification requirements so that it meets the future demands of the organisation;

• Timetabling of events including realistic timeframes especially when setting the application closing date;

• Agreeing in advance dates for interviews; 71

• Composing and agreeing job advertisement and publication/closing date;

• Selecting the interview panel (including, if necessary, training the interview panel);

• Agreeing short-listing criteria based on person specification; • Shortlisting; • Choosing the interview venue (appropriate access for disabled

applicants); • Agreeing selection method; • Composing interview questions.

5. Job Description and Person Specification Templates

The format of the current job description and person specification template has been also been reviewed. The new format is attached to this report as Appendix B

The guidance advises managers that a person specification must not include any reference to years of experience, attendance record and appearance or any other requirement that could be perceived as discriminatory.

The guidance also highlights the requirement that, if the post being recruited too is a new post, or following a review the job description/person specification has been amended, it must be job evaluated/re-evaluated.

6. Weighting

The use of essential and desirable criteria in the person specification is a form of weighting system. All of the criteria must be measurable as they will play a key role in the interview process. The weightings given to the desirable criteria will be used by the interview panel as one of the factors to establish which of the candidates has the highest score.

The Council currently requires that all shortlisted candidates meet all of the essential criteria and employs the ‘weighting’ of any desirable criteria to aid the selection process. The guidance now incorporates advice to managers on the construction of the person specification and describes the ‘weighting’ process.

7. Job Advert

In addition to the current requirements for a job advert the guidance introduces the legal requirement that if the post being advertised is one designated by the Senior Management Team as a ‘regulated activity’ the following wording must appear within the advertisement, ‘As a ‘Regulated Activity’ an Enhanced CRB Disclosure is essential.’ Similarly, if the post is ‘politically restricted’ this too must also be stated in the advertisement.

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8. Secondments

Whilst the Council has some guidance for external secondment opportunities, there is not currently any guidance for offering a post, which may be suitable for secondment, to Council employees (internal). SMT agreed a recommendation that a policy and procedure is introduced to support managers in adopting a thorough and fair approach when considering secondment requests and managing arrangements connected with secondments, which may be either:

• Internally within the Council to another job;

Or;

• To the Council’s partnership organisations.

The aims of the policy and procedure would be to set out best practice taking account of relevant legislation and the Council’s commitment to equality and diversity

9. Planning the interview

This section provides comprehensive guidance to managers on:

• The Interview Panel; • Guidance on Different Selection Methods; • Determining the Selection Process; • Shortlisting Candidates; • Dealing with Gaps in Employment History; • The declaration of criminal convictions at application stage; • The political restrictions on employment; • Invitation to interview;

And;

• References;

10. Interview Panel

On 29th June 2011 SMT considered a report which put forward a work plan for Equality and Diversity in Employment that would enable the Council to discharge its statutory equality duties and to demonstrate best practice under the Equality Framework for Local Government. The focus of the proposed work plan was on the “Modern and Diverse Workforce Section”. The Equalities section within the recruitment and selection guidance seeks to lay the foundations of the Council’s pursuit to establish a workforce that better reflects the Charnwood community and the Interview Panel is a key element in seeking to achieve this goal. SMT agreed a recommendation that all Panel members should undergo relevant equalities training which is refreshed every two years.

11. Political Restrictions on Employment

The guidance reminds managers that under Section 116 of the Local Government Act 1972 that they cannot appoint, as an employee, a

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Councillor who currently is or has been in the last 12 months a Member of the Council.

12. Invitation to Interview

This section details the process for inviting candidates to the interview and includes electronic links to the relevant forms on the intranet and gives advice on the documentation the candidate must bring with them.

13. References

As references are an important part of any recruitment and selection process and even more so for posts designated as ‘regulated activity’ this section provides managers with clear guidance to ensure that the Council can demonstrate its commitment to safer recruitment and ‘best practice’ for all posts, not just those that have been designated as a ‘regulated activity’.

The section establishes the requirement that in future the personal file of post holders in the Council have 2 written references, one of which must be from the applicant’s current line manager. For applicants who have not worked in paid employment or on a voluntary basis, a character reference should be sought from someone who is able to confirm (as well as possible) the applicant’s suitability.

Links are provided in this section of the guidance to a standard reference request form for posts that are designated as a ‘regulated activity’ (Appendix C) and a second form for all other posts (Appendix D). The inclusion of these forms will assist managers to seek appropriate standard information from referees and in return the Council is able to ensure that all managers request a standard set of information.

14. Preparing for the Interview

This section builds upon the current guidance and gives more detailed advice about the role of panel members and the information that should be made available to them. The section also includes guidance in respect of making reasonable adjustments.

As an interview is a particularly helpful way of gaining information about a candidate’s knowledge, skills and experience, the guidance provides manager’s with advice on how questions should focus on the requirements of the role and on the candidate’s actual experience and how it relates to the role applied for with the answers being assessed against the criteria for the post.

In respect of posts designated as a ‘regulated activity’ it is important to include questions about a person’s safeguarding knowledge, understanding, attitudes to and motives for working with children/vulnerable adults. The guidance contains a link to some sample interview questions which are attached as Appendix E.

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15. The Interview

This section includes the majority of the advice given in the current guidance but now includes specific guidance on a situation when a candidate has declared that they have a criminal conviction or caution, and how the Panel undertakes an assessment of the impact the declared information would have on the job being applied for.

This section also details the documents a candidate must bring to the interview.

16. Appointment Process

Leicestershire County Council’s HR Service was commissioned to undertake an audit of appropriate personnel files to establish if all of the recommended documentation was contained in them. In summary an audit of a sample number of files found that they did not contained all of the information necessary, including that which is required by the UK Border Agency.

As an aid to ensuring that managers recruiting new employees provide all of the recommended documents required, this section introduces the Personal File – Appointees Checklist (Appendix G) which is designed to ensure that all of the recommended documentation is collected. SMT agreed a recommendation that the successful candidate should not be issued with a contract of employment or receive any payment of salary until such time as the completed checklist and all the required documentation (including the checklist) are collated and received by the ESC.

17. Pre-employment checks

This section gives advice on the checks that should be undertaken before the candidate is confirmed in post, namely:

• Right to Work in the UK (Prevention of Illegal Working) (Statutory requirement);

• Medical clearance;

And if appropriate;

• Criminal Record Bureau and other safeguarding checks; • Licences to practice e.g. Solicitor, HGV licence; • Qualification certificates.

18. Criminal Convictions

The final section of the guidance advises manager’s that some posts within the Council are exempt from the provisions of the Rehabilitation of Offenders Act 1974 and refers to the Council’s policy on the recruitment of ex-offenders. The section also gives detailed advice on the requirement for CRB checks and the process.

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Title: CBC Recruitment and Selection Guide.v2 Last date amended: 10/02/2012

APPENDIX A

Manager’s Guidance on the Recruitment and Selection of Charnwood Borough Council Employees

Contents Purpose 9 Scope 9 Principles 9 Roles & Responsibilities 10 Equalities 10 Planning the Recruitment Process 11

Reviewing the Vacancy 11 Type of Appointment 12 Politically Restricted Posts 12 Vacancy Management 12

Preparing a Recruitment Plan 12 Request to Recruit/Advertise E-Form 13

Job Description and Person Specification 13 Job description 14 Person specification 14 Weighting, essential and desirable criteria 14

Job Evaluation 14 Job Advert 15

Closing Date 15 Job Information 15

Advertising a secondment opportunity 16 Advertising the vacancy 16

ADVERTISING STAGE 1 – Advertise to Redeployees only 16 ADVERTISING STAGE 2 – Advertise internally and externally similtaniously 16 Viewing applications submitted on line 16 Advertising at the Job Centre (Statutory requirement) 17

Planning the interview 17 The Interview Panel 17 Determining the Selection Process 17

Guidance on Different Selection Methods 17 Shortlisting Candidates 18

Gaps in employment history or other issues/concerns 18 Declaration of Criminal Conviction(s) at application stage 19 Political Restrictions on Employment 19

Invitation to Interview 19 References 19

Requirements for References 20 All Posts 20 Posts Designated as a ‘regulated activity’ 20 Other Posts 21

Preparing for the interview 21 Reasonable Adjustment 22 Interview questions 22

The interview 23

Date created13/12/2011

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Documentation required at Interview 23 Appointment Process 24

Decision to appoint 24 Political Restrictions on Employment 24 Preferred Candidate chosen 24

Pre-employment Checks 25 Personal File - Appointees Checklist 25 Right to Work in the UK (Prevention of Illegal Working) (Statutory requirement); 25 Medical clearance; 25 Additional Pre-employment checks; 25

Criminal Convictions 26 CRB Checks 26 CRB Checks on individuals who have lived outside of the UK 27 CRB Process 27 Starting an employee prior to receiving their CRB Disclosure 27

Appendix A Recruitment Planner/Checklist 29

Purpose Charnwood Borough Council is committed to investing in its employees and seeks to recruit people who meet its requirements the purpose of this guidance is to support recruiting managers to adopt a thorough and fair approach throughout the recruitment and selection process and to set out best practice, taking account of relevant legislation and the Council’s commitment to Equality and Diversity and safer recruitment.

As all organisations employing adults to work with children, young people and vulnerable adults should have a consistent and thorough process of safer recruitment to ensure those recruited to undertake this work are suitable. It is the responsibility of the Council to have a range of safer recruitment and selection practices in place. Safer recruitment is about recruiters properly examining the competency, experience, qualifications and attitudes of potential employees in relation to work with vulnerable groups. This guidance is based on good practice and seeks to enable the recruitment of suitable employees to work with children, young people and vulnerable adults

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Scope This guidance applies to the recruitment and appointment of all employees of the Council, except the appointment to the posts of Chief Executive, Chief Officers and Statutory Officers for which there is a separate procedure contained within the Council’s Constitution. (Back to Content)

Principles The Council’s commitment to equality of opportunity must be observed at all times during the recruitment and selection process. This will ensure that employees are treated fairly and without discrimination.

• The Council is committed to safeguarding and promoting the welfare of children and vulnerable people, all employees and propective employees are expected to share this commitment.

• It is the responsibility of the recruiter to ensure that recruitment takes place in accordance with this guidance.


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• This guidance seeks to ensure that the best possible person is appointed to the job, thereby delivering the best services to the people of Charnwood.

• Through the application of this guidance, the Council can demonstrate that recruitment and selection is conducted in a fair, lawful and consistent manner.


Roles & Responsibilities Recruiters/Line managers

• To ensure that the recruitment and selection process is planned and conducted fairly and consistently within the policy and procedure so that the best person is appointed to the job.

• To ensure that safer recruitment methods are used to recruit people to work with vulnerable groups.

• To ensure that the statutory requirement of appointees having the right to work in the UK is established before they start work.

• To ensure that all necessary pre-employment checks are undertaken before the successful candidate starts work.

Employee Service Centre

Acts as the first point of contact for advice on recruitment and selection, as well as providing administrative support to the recruitment and selection process.

HR Services Undertakes the evaluation of jobs using the Hay job evaluation scheme and also advises on more complex recruitment and selection queries.


Equalities Through its Equality & Diversity Strategy the Council has set out to promote equality and eliminate discrimination. All members, managers and employees have a part to play in achieving this. The Council is committed to the principle of equal opportunity in employment and seeks the right mix of talent, skills and potential and welcomes applications from a wide range of candidates, including those with criminal records. A key aspect of the Council’s commitment to equality and diversity is to seek to develop a work force that reflects the diversity of the Borough by taking steps to:

• Promote a working environment that values and respects the identity and culture of each individual by not tolerating any acts of discrimination or harassment, and by introducing standards of behaviour contained within the Code of Conduct for all our employees;

• Ensure that people from groups currently under represented in the work force are encouraged to seek employment with the Council;

• Provide appropriate reasonable adjustments to enable disabled people to obtain and retain employment with the Council;

• Develop and promote work life balance policies and procedures for employees. All recruiters should be aware of the requirement not to discriminate during the recruitment and selection process and mindful that an applicant can lodge a claim to an Employment Tribunal at any stage in relation to any aspect of the process. To minimize risk, recruiting managers should ensure all elements of the


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recruitment process are suitable for and accessible to all sectors of society. Consideration should be given to the following: Language The language used, orally or in writing, should:

• Be clear and unambiguous; • Not contain any acronyms, abbreviations, etc.; • Not single out or be perceived to single out specific groups e.g. specifying an

advertisement that the candidate must be "mature"; • Not make reference to an individual's personal circumstances e.g. child care, family

structure, as this could be discriminatory. Reasonable adjustments Reasonable adjustments should be put in place at all stages of the recruitment process for a candidate who has identified that they have a disability. Such adjustments may include ensuring the interviewing room has a wheelchair ramp or providing a skills test in large font. When considering making reasonable adjustments, the candidate should be consulted and then advised well in advance of any adjustments made e.g. if additional time for test or the preparation of a presentation is to be provided, the candidate may be required to attend at an earlier time. A candidate's disability should not be discussed as part of the formal interview but at the point where the job offer has been made and that the applicant has accepted the job offer. This should be done sensitively, indicating a willingness to make adjustments to the job as long as they are “reasonable”. Detailed guidance is available on the intranet for managers on supporting disabled employees. Exceptions It is not illegal to discriminate positively in favour of a particular group where there is a "genuine occupational requirement" (GOR) i.e. the nature of the post requires an applicant from a particular gender, racial group, religion or belief or sexual orientation. If in exceptional circumstances a manager has an operational requirement to recruit from a particular group advice must be sought from the ESC Helpdesk. Criminal convictions Having a criminal record does not automatically bar a person from employment with the Council, either corporately or in a school /college, and the Council undertakes not to treat any applicant unfairly on the basis of previous convictions. Whilst a criminal record cannot be disregarded, the Council seeks to ensure a fair and consistent approach to the recruitment process. Further advice is available in the Criminal Convictions Section of this guidance.


Planning the Recruitment Process

Reviewing the Vacancy Recruitment takes place either as a result of an existing post becoming vacant or the creation of a new post owing to changing business needs. When a position becomes vacant, it is good practice to consider the following points:

• Is the post still required? • Is the post affordable within both current and future budgets? • Are the working hours/times of the post still appropriate? • What are the alternatives to filling the post permanently?

At this stage it is also advisable to establish whether the post: • Is politically restricted?

Appears on the list of posts designated by the Senior Management Team as a ‘regulated activity’? (A list of these posts is available on the intranet by following this link.)



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Type of Appointment Consideration should be given to the type of appointment that is required, these are the available options. Permanent This type of contract should be used where there is no end date as to when the work will cease. Casual Work Casual workers should only be used when there is a need to cover ad hoc periods or a one-off absence/event of up to one month. If it is necessary for the post to continue after one month, this should be on a temporary basis. Guidance on filling a temporary vacancy is available on the intranet by following this link.Further guidance on the use and appointment of casual workers is available on the intranet by following this link. Secondment For advertising a secondment post please see the section below. Guidance on the use of secondments opportunities is available on the intranet by following this link.. Temporary (Fixed term) Guidance on filling a temporary vacancy is available on the intranet by following this link.Agency Workers

Recruitment of any agency worker must take place in accordance with the good practice requirements set out in this guidance, and all necessary legal obligations must be observed.

Detailed guidance on the rights of Agency Workers is available on the intranet by following this link. (Back to Content) (Back to Planner)

Politically Restricted PostsRecruiters should establish whether a post is politically restricted prior to advertising. (Local Government (Political Restrictions) Regulations 1990.). Posts that are politically restricted must be identified as such in the job advertisement;

Vacancy Management In most situations the recruiting manager will have prior notification that a vacancy is impending and can therefore use that time to prepare and keep the process timely. Before recruiting to a post, managers must first seek permission from the Head of Service or Strategic Director to recruit by completing and submitting the Recruitment Approval Request Form.

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Preparing a Recruitment Plan It is important at the start of the recruitment process that a realistic timetable is prepared taking into account the:

• Requirements of the Vacancy Advertising Schedule; • Reference requirements;

In addition, some posts may fall into the UK Border Agency Tier 2 (General) category requiring an advertisement being placed with JobCentre Plus for the minimum period. The plan should include:

• Timetabling of events which includes realistic timeframes to enable all parts of the process to be completed especially when setting the application closing date and the date of the Interview Panel.

• Agreeing dates for interviews – when establishing the interview date it is essential for a post designated as a ‘regulated activity’ that references are received prior to interview. Therefore sufficient time must be allowed for references to be received prior to the interview;

• Review the job description and person specification including the weighting of the person specification;


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https://firepass.charnwood.gov.uk/f5-w-687474703a2f2f68722e636861726e776f6f642e6c6f63616c$$/SitePages/Learning%20-%20Secondment.aspx


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• Review the current job description and person specification requirements so that it meets the future demands of the organisation. Also the wording should be reviewed and requirements that are no longer appropriate, i.e. Good attendance record, smart appearance, a specified number of years experience, must be removed as they may be perceived as discriminatory. Is the job description in the job description and person specification the current CBC template?

• Composing and agreeing job advertisement and publication/closing date; • Selecting the interview panel (including, if necessary, training the interview panel); • Agreeing short-listing criteria based on person specification; • Shortlisting; • Choosing the interview venue (appropriate access for disabled applicants); • Agreeing selection method; • Composing interview questions; • Inviting candidates to interview (ask applicants whether they require any reasonable

adjustments or special arrangements, if relevant notify applicants of tests or presentations /include recruitment pack)

• Advise candidate to bring all relevant documentation which must include evidence of their ‘Right to Work’ in the UK.

The Recruitment Planner/Checklist, with links to the relevant sections of this Guidance, is available to assist recruiters plan and follow the recruitment process.


Request to Recruit/Advertise E-Form Following approval to fill the vacancy, the Request to Advertise E-Form, together with the job description and person specification must be forwarded to the ESC, to be received by midday on a Thursday. The e-form acts as a template for the advertisement and informs subsequent stages of the recruitment process. It is essential that all the necessary information is included e.g. job title, number of hours, location, etc. Recruiters should refer to the e-form guidance when completing the e-form. The Request to Recruit/Advertise e-form is received by the ESC in a generic email box which generates a unique reference number. This number must be quoted in all subsequent enquiries to the ESC Helpdesk as to the progress of the vacancy. The ESC will then prepare the advert ready for uploading on to the East Midlands Recruitment portal. The ESC will also liaise with the Corporate HR Business Support Team to ensure that vacancies are placed on the weekly Redeployment Register.


Job Description and Person Specification A well-constructed job description and person specification form the basis for the whole recruitment and selection process and is the key to ensuring that the right person with the right mix of skills is appointed. It is used to determine the selection criteria, help formulate interview questions, assist in devising selection techniques e.g. designing assessment activities, and enables decisions to be made about competing candidates. Its use also minimises the extent to which subjective judgments can creep into the selection process. Following appointment, it can also be used to communicate expectations about performance to the new job holder. Before recruiting to a new or existing position, it is important to invest time in gathering information about the nature of the job and establish whether the post is designated as a ‘regulated activity’ or on the list of posts exempt from the provisions of the Rehabilitation of Offenders Act 1974. If the post requires a CRB Disclosure, this must be identified in the job description.


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https://firepass.charnwood.gov.uk/f5-w-687474703a2f2f68722e636861726e776f6f642e6c6f63616c$$/Policies/Recruitment/Recruitment%20Checklist.doc

https://firepass.charnwood.gov.uk/f5-w-687474703a2f2f68722e636861726e776f6f642e6c6f63616c$$/SitePages/HR%20ESC%20FORMS.aspx

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http://www.homeoffice.gov.uk/publications/agencies-public-bodies/CRB/about-the-crb/eligible-positions-guide


Job descriptions and person specifications must be submitted for all vacancies in the standard Council template.


Job description The job description sets out the purpose of the job and the key responsibilities of the job holder. This link will take you to the CBC job description and person specification template on the intranet.

Person specification The person specification is the key document for use in the shortlisting and selection process. You should avoid overstating requirements or including unnecessary ones, as this can unreasonably exclude some sectors of the population from applying; and make it more difficult to recruit to the post by excluding potentially suitable applicants. Person specifications must not include any reference to years of experience, attendance record and appearance or any other requirement that could be perceived as discriminatory. The “How Identified” column asks how this can be achieved, e.g. from the application form, sight of certificates, a practical test, assessment centre, or the interview itself.

This link will take you to the CBC job description and person specification template on the intranet.


Weighting, essential and desirable criteriaThe use of essential and desirable criteria in the person specification is a form of weighting system. All of the criteria must be measurable as they will play a key role in the interview process. The weightings given to the desirable criteria will be used by the interview panel as one of the factors to establish which of the candidates has the highest score. The essential criteria are those which all those selected for interview must meet; Essential criteria are attributes, which set the minimum standards expected for satisfactory performance in the job. These must be relevant to the post and justifiable. The list of essential criteria should be realistic (it is recommended that no more than 3 in each section, or approximately 12 items in total within the person specification are deemed essential) as all candidates selected for interview must (with the exception of a candidate with a disability) meet them all. If there are too many essential criteria, there is a risk that too few, if any, candidates will be able to be interviewed. Desirable criteria are attributes, which would enable the applicant to perform the job more effectively. If a candidate meets the desirable criteria it may be more likely that they will “hit the ground running” and have a less steep learning curve. Desirable criteria can be used to distinguish between candidates at the shortlisting stage and during the selection process. Assigning weightings from 5 (most important) to 1 (least important) to the desirable criteria can help panels judge applicants in an objective manner. The recruiter should identify the importance rating for desirable criteria at this stage as it will be used at shortlisting. Care must be taken to apply the weightings in relation to the needs of the job; they should not be influenced by the recruiter’s view of different applicants.


Job Evaluation All jobs within the Council must have been evaluated before they are advertised. The Council uses the Hay job evaluation scheme to determine the grading of posts. Where the job description and/or person specification changes, unless the changes are of a very superficial nature, it will be necessary to review the grade of the post. Recruiters must send the revised documentation to Corporate HR Services (email [email protected]). This link will take you to the Job Evaluation pages on the intranet.


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Job Advert The advertisement should be drafted using the job description and person specification; the advert should enable potential applicants to decide whether they are interested in the job and whether they could do it successfully. Where possible, adverts should include key information about the job however they must also be cost effective so it may be that adverts refer to another source where further information can be found e.g. the Council’s website. There are number of key pieces of information which should be included in your advert (listed below). However where this is prohibitive in terms of the cost of advertising, you may choose to include just the vital information or that which may not be obvious to potential candidates.

• The job title • Any key essential requirements of the job • Any particular person requirement (as taken from the person specification) • The salary scale/grade of the post. • The application/response details, including the closing date for applications, the 24-hour

answer line and an informal contact point. • The Equal Opportunities statement. • Advertisements must relate clearly to the person specification and not ask for requirements

that are not included in the person specification. It is advisable to check that the advert contains the following information if the post is:

• A Politically Restricted Post ; • Designated as a ‘regulated activity’, in which case, the following wording must be included

in the advertisement – ‘As a ‘Regulated Activity’ an Enhanced CRB Disclosure is essential.’ In addition within the recruitment material it must be made clear that reference will be sought prior to interview.


Closing Date The advertising process is undertaken in 2 stages, as set out below. The first stage has a closing date of one week after the advert has been placed. If Stage 2 is reached, the recommended closing date is a minimum of two weeks from the final appearance of the advertisement.

Job Information It is good practice when recruiting to provide prospective applicants with relevant information about the Team, the Service and the Council as this helps them to gain a better understanding of the aims and ethos of the organisation and the service they are being recruited into. The job information should also give guidance for the completion of the application form, application form guidance, the job description and person specification. The information gathered by the application form is crucial to safer recruitment procedures and it is also the basis for short-listing. The application form gives the applicant an opportunity to provide in a sealed envelope (which should remain sealed until after the shortlisting process) any information on previous criminal convictions, cautions and reprimands. This does not remove the need to conduct robust pre-employment checks including, if required, a CRB Disclosure. Finally, if the job is designated as a ‘regulated activity’ and the references are required prior to interview it is essential that the information sent to candidates makes it clear that they will be sought in advance of the interview.



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Advertising a secondment opportunity When a secondment opportunity becomes available the recruiter should establish whether it:

• Can be offered to the Councils’ employees only, via the Council’s intranet, by email or by internal advertisements on notice boards.

Or; • Is it an opportunity that can be offered to the Council’s partnership organisations.

Guidance on secondment opportunities within partnership organisations is available on the intranet by following this link.

If the job is offered as a secondment to Council employees, including all employees eligible for redeployment, and there is no suitable candidate, Stage 2 of the process should be followed. If an appointment is made by using this process the recruiter must notify the ESC by using the new starter/add to payroll e-form on the intranet.


Advertising the vacancy The post will initially be advertised to employees eligible for redeployment and internal and external advert will appear thereafter. Managers must complete and submit the Request to Advertise E-Form attaching the job description and person specification and the authorised Recruitment Approval Request Form to the ESC by no later than 12 noon on Thursday. Upon submission of the Request to Advertise E-Form, the ESC will process the advert request and email the manager to confirm the advertising arrangements, how the manager can view the applications received.

ADVERTISING STAGE 1 – Advertise to Redeployees only In order to maximise opportunities for all employees eligible for redeployment, all vacancies will be pre advertised exclusively to redeployees in the first instance. This link will take you to the Redeployment Policy and Guidance on the intranet. Employees eligible for redeployment will send their applications directly to the recruiting manager. Therefore, managers must notify the ESC by phone or email as soon as possible if they receive an application from an employee eligible for redeployment so that the external advert can be put on hold. Manager’s will need to consider applications from redeployees, make a decision if they can be shortlisted, and conduct a selection process to confirm if they are appointable for the post. In the absence of any communication from the manager by Wednesday 12 noon, the ESC will automatically process the advert at stage 2.

ADVERTISING STAGE 2 – Advertise internally and externally similtaniously All vacancies will be advertised through the East Midlands Recruitment portal and any other media agreed by a Strategic Director. Adverts are not routinely placed in newspapers or journals, however, if this is required, Strategic Director approval is neded and the costs must be met by the relevant department. The ESC Helpdesk will require proof of approval. Redeployees may still apply for the vacancy with preferential consideration at this stage. Redeployment profiles should be sent by the employee’s manager directly to the recruiting manager by the next Wednesday at 5 pm. Upon submission of the Request to Advertise E-Form, the ESC will process the advert request and email the manager to confirm the advertising arrangements and how the manager can view the applications received.

Viewing applications submitted on line Recruiters are able to view all applications submitted on-line at the East Midlands Recruitment portal.


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Redeployees may still apply for the vacancy with preferential consideration at this stage. Redeployment profiles should be sent by the employee’s manager directly to the recruiter by the next Wednesday at 5 pm.

Advertising at the Job Centre (Statutory requirement) If the post is categorised by the UK Borders Agency as Tier 2 (General) ("Skilled Workers" e.g. engineers, solicitors) it may require the individual to be issued with a Certificate of Sponsorship before they are able to commence employment. Before a certificate is issued, the "Residential Labour Market Test" must be met is that the post is advertised for a minimum of 28 days in addition to an advert being placed with Jobcentre Plus or on JobCentre on-line for the minimum period.


Planning the interview

The Interview Panel It is the responsibility of the recruiter to identify a suitable panel. The panel should be well-briefed on the post in question and the recruitment and selection process. All members of the panel must participate in every stage of the recruitment process. The panel should comprise of at least two people, all of whom should have undertaken the Council's recruitment and selection training (it is recommended that the equalities aspect of the training must be refreshed every two years), which would normally include the line manager and, for technical posts, someone with the requisite technical knowledge for the job. For posts designated as a ‘regulated activity’, panel members should also have received Safeguarding training. Head of Service appointments must include the Chief Executive on the interview panel and may include a member of the Cabinet. Strategic Director and above are appointed by a Member Panel.


Determining the Selection Process Although the interview is normally the main focus of the selection process, it will not normally provide all the information required in making an informed decision; alternative methods should also be considered to enable applicants to demonstrate their competencies fully. In weighting the person specification the recruiter will have already determined the assessment of the candidate will be scored. Scoring must be applied consistently to all candidates and the results carefully recorded, to ensure that all candidates are assessed fairly and treated equally. The method used to test candidates suitability should be appropriate to the duties of the job and designed in such a way that the opportunity is available for the candidate to demonstrate the suitability of their knowledge, skills and ability to do the job .e.g. if an essential criteria of the post is "word processing skills", the most appropriate means of checking these is a practical test; candidates should not be asked to give a presentation on a topic if giving presentations is not a requirement of the job. Where a candidate has requested a reasonable adjustment(s) the adjustment made the adjustments made must be relative to the applicant’s disability e.g. it may be appropriate to allow a candidate with dyslexia additional time to complete a test, but this would not be appropriate adjustment for someone with mobility problems.


Guidance on Different Selection Methods Ability Tests These tests measure practical skills such as word processing or arithmetical skills. If a particular skill is required, the most accurate means to assess this would be through a test. Knowledge Tests


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Selection methods such as presentations and writing reports are a way of identifying a candidate’s knowledge base. Group Exercises This type of exercise is relevant for roles which depend on team working and is intended to:

• Show what role an individual may assume in a group; • Measure their ability to express themselves; • Indicate their ability to lead and influence.

Psychometric testing Psychometric testing may be carried out for appointments to posts graded SO1 and above and any managerial/supervisory posts at scale 6 and below. Trained testers from Human Resources will undertake these tests and feedback the results to the interview panel. Further information can be obtained from the ESC. The test results will be used in conjunction with the interview to assess the most suitable candidate for the post. They should not be used as the sole means of assessing a candidate. The test results can provide indications of areas to explore at interview. Candidates will be offered feedback on the test results.


Shortlisting Candidates Shortlisting a candidates is a key part of the recruitment process, ensuring that the most suitable people are interviewed for the vacancy. Prior to the shortlisting process the recruiter should have identified the weighting values of the desirable, and if necessary, the essential criteria. After the application closing date, the recruiting manager will receive an electronic link to the shortlisting grid, which will enable them to carry out the shortlisting exercise. Use of a shortlisting grid promotes fairness and consistency and provides an audit trail. All members of the interview panel must participate in the shortlisting process. The Council has made a commitment that all applicants with a disability, recognised by the Equality Act 2010, who submit an application for a post and meet all of the essential criteria are guaranteed an interview. When shortlisting, panel members must:

• Ensure that any weightings decided upon are applied consistently to every application; • Check that all applications have been fully and properly completed, in accordance with

safer recruitment requirements; • Ensure consistency by not considering any CVs that may have been sent with the

application. • Ensure that internal candidates are considered on the same basis as an external candidate.


Gaps in employment history or other issues/concerns At this stage the panel may identify gaps in employment history and/or issues that may be cause for concern. If any gaps or issues of concern are highlighted, these should be noted and taken up with the candidate - normally, this would be during the interview if the candidate is shortlisted, but in some cases, it may be necessary to contact the candidate prior to interview. Alongside obvious gaps, such as omissions or incomplete details on the application, recruiters should be alert to other signs that may cause for concern e.g. frequent changes of employment that do not show any clear career progression or a move from high paid permanent employment to temporary or casual work, and explore these with the candidate during their interview. It is good practice to compare the information provided by the applicant with the information contained in the references. Any inconsistencies should be explored with the candidate at interview. The shortlisting grid should be completed and retained by the Chair of the panel. As the grid records the decisions made on each application, it will enable a clear explanation to be given if feedback is required.


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Declaration of Criminal Conviction(s) at application stage If an applicant declares at the application stage that they have a conviction, the ESC will retain this declaration until the end of the shortlisting process. If the applicant is shortlisted the ESC will then send the declaration to the recruiter. If the applicant is not shortlisted, the ESC will destroy the declaration. Upon receipt of a declaration, the recruiter should inform the other panel members of the content. If the panel decide that the conviction(s) is relevant further information should be sought from the candidate as described below at the end of the interview. If the Panel decides to offer the post to an applicant who has declared a relevant conviction, approval must be obtained from the appropriate Strategic Director before an offer of appointment is made.

Political Restrictions on Employment Recruiters need to be mindful that they cannot appoint, as an employee, a Councillor who currently is or has been in the last 12 months a Member of the Authority. (Section 116 LGA 1972).


Invitation to Interview Once shortlisting is completed, the recruiter must complete the Invite to Interview E-Form. The Invite to Interview E-Form will need to be completed and submitted to notify the ESC of who has been shortlisted, giving a minimum of 10 days for posts designated as regulated activity, and 7 days for all other posts. The E-Form will ask managers to provide details of the interview arrangements, such as date, times of interviews, location and any other information or documentation that candidates will require for the interview, i.e. presentation, test, etc. Managers must note that requests for HR assistance to conduct attitude and psychometric tests will incur an additional charge. In addition it is essential for a post designated as a ‘regulated activity’ that references are received prior to interview therefore sufficient time must be allowed for references to be received prior to the interview. Candidates must bring to the interview:

• Original documents proving photographic identity; • Original documents proving right to work in the UK; • Original documents verifying any qualifications deemed essential for the job; • Proof of licence to practice, if required;

• And; • Driving licence, if required.

Managers will be notified by email by the ESC once interview letters have been sent and will be provided with a copy of the interview letter and a link to the Selection Outcome E-Form. If a candidate is unable to attend for interview on the date specified, the recruiter has discretion as to whether to reschedule the interview, if it is agreed that the candidate can attend at a later date, the interview panel should remain the same.


References References are an important part of any recruitment and selection process and even more so for posts designated as ‘regulated activity’. The purpose of a reference is to obtain objective factual information about a candidate (such as current employment etc) and an informed opinion of their suitability for the job measured against the person specification. References should be treated with caution and read very carefully. All reference requests should include a copy of the job description, person specification and standard reference request form.


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References for posts designated as ‘regulated activity’ are obtained by the ESC and the recruiter will receive, electronically, copies of letters sent. For all other posts, it is the recruiter's responsibility to obtain references.


Requirements for References For all new employees (including those from other Local Authorities) - two references should, and one of these must be from the current or most recent employer. For existing CBC employees voluntarily applying for a post, one reference should be obtained from the applicant's current line manager. If a current CBC employee is applying for a post designated as a ‘regulated activity’, at least two relevant written references should be held on their personal file, if this is not the case, an additional reference should be obtained. For CBC employees subject to redeployment - no references are required unless they are applying for a post designated as a ‘regulated activity’, in which case at least two relevant written references should be held on their personal file, if this is not the case, a reference(s) must be obtained.


All Posts References should always be sought and obtained directly from the referee. Managers must not rely on references or testimonials provided by the candidate or on open references and testimonials e.g. addressed “To Whom It May Concern”. The information contained in a reference is vital in reaching a decision on whether to employ or not employ a candidate. The following good practice principles should be followed:

• References should not be accepted from family members, relatives, close friends or colleagues;

• For applicants who have not worked in paid employment or on a voluntary basis, a character reference should be sought from someone who is able to confirm (as well as possible) the applicant’s suitability. This may be someone in authority e.g. head teacher, lecturer, community leader,. In the case of a school/college leaver, one of the referees must be the Head Teacher/Principal of the last educational establishment they attended;

• For applicants who have previously worked in paid employment or on a voluntary basis, character references should only be accepted as a supplement to an employer’s reference.

References should be scrutinised against the information provided on the application form and any discrepancies checked (see above). Any concerns about a reference should be taken up directly with the referee.


Posts Designated as a ‘regulated activity’ Written references should be obtained prior to interview with sufficient time being allowed between the closing date, shortlisting and interview to meet this requirement. This link will take you to the Reference request form for a Regulated Activity post on the intranet. The ESC will request references for all posts designated as a ‘regulated activity’ and these will be placed in the recruiting manager's on-line file. If a reference has been requested, but has not been received two days before the interview: The recruiter should contact the referee by telephone to obtain a verbal reference. Detailed notes of the discussion should be made and retained by the recruiter. If the candidate is successful, the need to obtain a full written reference from the referee should remain as written reference(s) should be received before the offer of appointment is made; Or;


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Written references are requested for the successful applicant. A provisional offer of appointment subject to satisfactory references could be made at this stage. Before the appointment is confirmed satisfactory written references must be received The following requirements must be followed for posts designated as a ‘regulated activity’:

• The individual’s personal file should contain two relevant written references. For applicants who have never been in paid employment but have undertaken voluntary work, a reference should be sought from the voluntary organisation concerned;

• Where the applicant is not currently working with children and/or vulnerable adults but has provided details of previous work in this field, in either a paid or voluntary capacity, a reference must be sought from that employer/organisation, even if the applicant has not listed them as a referee;

• Any information about past disciplinary action or allegations must be considered, taking account of all the circumstances of the case. Cases are not likely to cause concern when;

• An issue was resolved satisfactorily some time ago; Or;

• An allegation was determined to be unfounded; Or;

• No formal disciplinary sanctions were imposed; And:

• No further issues have been raised, More serious or recent concerns or issues that were not resolved satisfactorily, a history or repeated concerns or allegations over time are more likely to cause concern, in which case;

• References must be verified as originating from the referee in person; • References must form part of the selection process.

If an applicant refuses to give permission for contact to be made with a previous employer/organisation where they have worked with children or vulnerable adults, or is reluctant to do so, this should be cause for concern and must be investigated further. This link will take you to the Reference request form for a Regulated Activity post on the intranet.


Other Posts For jobs which are not designated as a ‘regulated activity’, recruiters are able to make a provisional offer of appointment subject to satisfactory references being received. It is the responsibility of the recruiter to ensure that satisfactory written references have been received prior to the candidate commencing employment, as verbal references are not acceptable. This link will take you to the Reference request form non-Regulated Activity post on the intranet.


Preparing for the interview The panel needs to be fully prepared prior to the interviews commencing. It is also important to remember that the candidate will be assessing the Council and whether it is an organisation they wish to work for. It is good practice for the panel to meet prior to the interviews to agree the format of interview process and to decide who will ask what questions. The panel should also discuss how it will explore any gaps in employment history and any other concerns identified on the application form during shortlisting process or from references. Each panel member should have copies of the:

• application forms;


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• job description and person specification; And;

• scoring matrix. Panel members should also have a copy of the interview questions which they should familiarise themselves with prior to the interview. The Chair should also have information about the terms and conditions of the job e.g. salary details in order to answer candidates' questions. The Chair is responsible for ensuring that arrangements are made for the smooth running of the interview process:

• All the relevant documentation is prepared and distributed to panel members prior to interview;

• Suitability of the venue - taking into consideration any additional or special requirements such as access;

• Refreshments, car parking spaces, etc.are arranged. • The checking of the candidates identity; • The checking and copying of other documentation; • The interview timetable allows sufficient time between interviews for;

• Overruns; • Breaks; • Panel discussion.

Reasonable Adjustment Applicants are asked to indicate on their application if they require any reasonable adjustments to be made for the selection process. If a need for an adjustment has been identified, the manager should contact the applicant in advance of the interview in order to ensure that appropriate adjustments are in place. A candidate's disability should not be discussed as part of the formal interview but at the point where the job offer has been made and that the applicant has accepted the job offer. This should be done sensitively, indicating a willingness to make adjustments to the job as long as they are “reasonable”.


Interview questions Interviews are a particularly helpful way of gaining information about a candidate’s knowledge, skills, experience and abilities and how they can be transferred to the post in question. In addition the interview should identify whether the candidate meets the required weighting of a particular element(s) which may not have been clear from their application or reference. Interview questions should be agreed in advance. Each panel member should be aware of which questions they will be asking. All panel members should play a full part in the selection process. Questions should focus on candidate’s actual experience and how it relates to the role applied for with the answers being assessed against the criteria for the post. It may be necessary for the panel to have scenario questions available in case a candidate hasn't had previous experience. The interview question grid can be used to act as a template to allow the recruiter to draft the interview questions, panel members should always prepare outline standard answers. Otherwise they cannot show what criteria they have judged applicants against. Whilst it is important that all candidates are asked the same questions around the criteria on the person specification, it is equally important that the panel is satisfied that it has gained enough information to assess how well the candidate meets the criteria and to reach an objective decision about the candidate’s suitability to do the job. If the panel is not satisfied that the question has been answered or thinks that the candidate has misunderstood the question, it is acceptable to probe further by asking supplementary questions. A detailed record of the candidate’s responses should be kept. Panel members must not prompt or lead candidates to give the correct answer.


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Panel members should be careful not to ask leading questions or an individual's personal circumstances e.g. child care, family structure as this could be discriminatory. For posts designated as a ‘regulated activity’ At an interview for a post designated as a ‘regulated activity’ whilst questions should be structured against the criteria for the post (as above), they should also include questions about a person’s safeguarding knowledge, understanding, attitudes to and motives for working with children/vulnerable adults. The Sample interview questions also suggest positive and negative indicators.


The interview The Chair of the panel, usually the recruiter, is responsible for ensuring that the interview is conducted fairly and all candidates are treated equally. The Chair should ensure that all panel members participate fully and their views, considered. Panel members should independently score each candidate and agree panel scores after each interview. At the start of the interview, the Chair should:

• welcome each candidate; • introduce the other panel members by name and job role; • give an overview of the interview process and questions that will be asked. For post

designated as a ‘regulated activity’ explain that the panel will explore their attitude towards children and/or vulnerable adults);

• explain that notes will be taken during the interview; • advise the candidate of any relevant information on terms and conditions of employment

e.g. working hours, salary, etc.; • At the end of the interview, the Chair should: • give an opportunity for candidates to ask questions; • give an indication of timescales for decision and feedback; • Ensure that all the relevant documents have been received, e.g. qualifications, professional

registration, documents in support of the CRB application. For further information see Documentation required at Interview below. Right to work documentation must not be checked at this stage.

Following the formal part of the interview: • If a candidate has declared that they have a relevant criminal conviction or caution, they

must be asked for further information, including details of the offence(s) and when it/they was/were committed. (See Criminal Convictions Section). To assess fairly how any declared conviction(s) impact on the individual’s suitability to do the job, the Chair should complete a Criminal Record Impact Assessment. The Criminal Record Impact Assessment Forms (Part 1 and Part 2) must be retained for a successful candidate, on their personal file or for unsuccessful candidates, for a period of 6 months;


Documentation required at Interview Candidates must be requested in their invitation to interview to bring with them original documents:

• proving identity; • verifying any qualifications deemed essential for the job; • proving right to work in the UK, whilst all candidates are asked to bring documentation to

demonstrate their in the UK this should not form part of the dRight to Work ecision making process;

And;


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• proof of licence to practice e.g. Solicitors, HGV licence. The recruiter should ensure that the documents are photocopied. If the post is designated as a ‘regulated activity’, the candidate will have been asked to bring with them documentation. The recruiter should arrange for a photocopy to be taken and then refer to them when completing the CRB Disclosure Application form of the successful candidate. Copies of documents provided by unsuccessful candidates must be destroyed after the selection process has been completed.


Appointment Process

Decision to appoint This guidance applies to the recruitment and appointment of all employees of the Council, except the appointment to the posts of Chief Executive, Chief Officers and Statutory Officers for which there is a separate procedure contained within the Council’s Constitution. When making the decision to appoint, all aspects of the selection process should be considered. As all candidates should have met the essential criteria, the successful candidate will be the person receiving the highest aggregated score. Interview Panels should always appoint the best person for the position. If one candidate has clearly scored higher than others they must be selected. (Back to Content) (Back to Planner)

Political Restrictions on Employment Recruiters need to be mindful that they cannot appoint, as an employee, a Councillor who currently is or has been in the last 12 months a Member of the Authority. (Section116 LGA 1972)


Preferred Candidate chosen Once the panel have come to a decision of who to appoint the recruiter should contact the successful candidate as soon as possible after the decision has been made to advise them of the outcome. It is also helpful for the panel to decide on one or more reserve candidates in case the first candidate declines the job. Posts designated as a ‘regulated activity’ require the individual to have two written references; no offer of appointment can be made unless these have been received. A provisional offer should be made to the successful candidate and not confirmed until all of the pre-employment checks are satisfactory completed. It is at this stage that the successful applicant’s right to work in the UK is established either from the information received at the interview stage or provided at this stage. In addition the recruiting manager must make clear to the successful candidate other terms which the appointment is subject to, for example:

• the outcome of the medical questionnaire; • a satisfactory CRB Disclosure.

Once the successful candidate has confirmed that they wish to accept the post as offered, all the other candidates should be informed they have been unsuccessful and offered the opportunity of feedback. It is best practice to speak to unsuccessful applicants in person, but if the manager has been unable to reach a candidate, a template letter “regret” letter is available on the intranet which can be used. The recruiter is required to complete the Online Selection Decision E-Form for the successful candidate so that the ESC can issue a provisional offer letter and pre-employment medical questionnaire (and also a CRB Disclosure Application form if required) to the preferred candidate.


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The recruiter must ensure that the Personal File - Appointees Checklist is completed and that all the documentation required is sent to the ESC. Failure to do this will result in the successful candidate’s contract and payment of salary being withheld. If an additional vacancy occurs and/or the preferred candidate withdraws from the post, the recruiter may appoint another individual who was interviewed for that post, provided this is within three months of the interview taking place. In this instance, it will be necessary for a Online Selection Decision E-Form, the interview notes and a copy of the Personal File - Appointees Checklist and the required documentation is provided to the ESC. The recruiter must retain the interview notes for all unsuccessful candidates for a period of 6 months, in case they are required in connection with an Employment Tribunal claim or requested by a candidate under the Data Protection Act.


Pre-employment Checks

Personal File - Appointees Checklist The Personal File - Appointees Checklist must be printed and completed prior to any documentation being sent to the ESC. Pre-employment checks should be conducted on all newly appointed employees prior to commencement in post. As a minimum the following checks must be undertaken for all employees:

Right to Work in the UK (Prevention of Illegal Working) (Statutory requirement); It is a criminal offence to employ someone who does not have the right to work in the UK. Successful candidates cannot commence employment until satisfactory documentary evidence has been provided and photocopies taken. If the successful candidate cannot fully demonstrate their right to work in the UK their appointment to the post cannot be continued. In the letter inviting applicants for interview all candidates attending should have been requested to bring with them evidence of their eligibility to work in the UK. The recruiter should make arrangements to check that all documents for authenticity and record potential expiry dates. The documents required depend on the nationality of the individual, guidance on the requirements are available on the intranet in the Prevention of Illegal Working Guidance. The photocopied documents should be signed and verified and dated by the recruiter. (Back to Content) (Back to Planner)

Medical clearance; All appointments are subject to satisfactory medical clearance. Following completion of the Selection Decision Outcome e-form, a provisional offer letter will be issued by the ESC, enclosing a pre-employment medical history questionnaire and, if required, a CRB Disclosure Application form. The completed questionnaire is initially screened by HR, depending on the nature of the job and the candidate's medical history, may be forwarded to the Council's Occupational Health provider for clearance. Some job roles such as drivers and road workers require a full medical examination with Occupational Health. The recruiter will be advised by the ESC once satisfactory medical clearance has been obtained.


Additional Pre-employment checks; Dependent upon job role, further pre-employment checks may be needed for example:

• Criminal Record Bureau / POVA and other safeguarding checks; • Licences to practice e.g. Solicitor, HGV licence; • Qualification certificates.


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http://lccedrms4:8087/Intranet%20File%20Plan/Document%20Store/Document%20Repository/Awaiting%20Publication/hr_Prev_ill_work_Manager_Guidance_CIS_July09.doc




This documentation should have been seen and copied at interview. If it was not obtained it is the responsibility of the recruiter to obtain any outstanding documentation.


Criminal Convictions Some posts within the Council are exempt from the provisions of the Rehabilitation of Offenders Act 1974. The Council’s policy on the recruitment of ex-offenders is made available at the outset of the recruitment process to all individuals applying for post where a CRB Disclosure is required. Unless the nature of the post allows the Council to ask about an applicant’s entire criminal record, questions can only be asked about ‘unspent’ convictions as defined in the Rehabilitation of Offenders Act 1974.In order to fairly assess how any declared convictions impact on the individual’s ability to undertake the job, it is necessary for the recruiting manager to complete a Criminal Record Impact Assessment. The Criminal Record Impact Assessment Forms (Part 1 and Part 2) must be retained on the personal file for the successful candidate and for unsuccessful candidates, for a period of 6 months. The Council must abide by relevant legislation including The Safeguarding of Vulnerable Groups Act 2006, The Protection of Children Act 1999, The Education Act 2002, The Criminal Justice and Court Services Act 2000 (amended 2003), The Care Standards Act 2000 and The Protection of Vulnerable Adults Act (July 2004), in respect of those it employs in areas where they have contact with or access to children and/or vulnerable adults. It is an offence for the Council to employ anyone who has been barred by the Independent Safeguarding Authority in posts classified as ‘regulated activity’ in relation to working with children and/or vulnerable adults.


CRB Checks The Council is registered with the Criminal Records Bureau (CRB) for the purposes of conducting checks regarding criminal records for posts exempt from the provisions of the Rehabilitation of Offenders Act 1974 and complies fully with the CRB Code of Practice and undertakes to treat all applicants for positions fairly. The Council will not discriminate unfairly against any subject of a Disclosure on the basis of a conviction or other information revealed. It also abides by the Code of Practice issued by the CRB concerning checking, handling and storage of the results of any CRB checks that are made as part of its recruitment, selection and other processes. As a "registered body", the Council has an obligation to only request CRB checks that are relevant. A CRB Disclosure should only be undertaken if the post involves a ‘regulated activity’ or is exempt from the provisions of the Rehabilitation of Offenders Act 1974. The advertisement and job profile will clearly identify that a post is subject to an Enhanced CRB Disclosure. It is vitally important that people deemed unsuitable to work in a ‘regulated activity’ do not gain access to children or vulnerable adults. It is the Council’s duty to utilise robust procedures to prevent and deter such individuals from accessing the workforce providing services to children and vulnerable adults. Safer recruitment requires strict pre-employment vetting checks to assess the suitability of an individual to work in a ‘regulated activity’. An enhanced CRB Disclosure is a requirement for anyone (paid or unpaid) seeking to work in ‘regulated activity’. This includes all settings in which children and vulnerable adults are cared for, trained, supervised and in some cases employed. Where there has been, prior to the appointment being made, a break in the employment of the prospective employee or volunteer for 3 months or more, they must apply for a new Enhanced CRB Disclosure.



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https://firepass.charnwood.gov.uk/f5-w-687474703a2f2f68722e636861726e776f6f642e6c6f63616c$$/Policies/CRB%20Handling/Guide%20Policy%20Criminal%20Records%20and%20Recruitment%20of%20Ex-offenders.doc



http://info.charnwood.local/sites/Personnel_Committee/rachelb/Local%20Settings/AppData/Local/Microsoft/inwass/8.%20CIS/1.%20CIS%20CURRENT/R&S%20AND%20INDUCTION/hr_Impact_Assmnt_Guidance.doc

http://info.charnwood.local/sites/Personnel_Committee/rachelb/Local%20Settings/AppData/Local/Microsoft/inwass/8.%20CIS/1.%20CIS%20CURRENT/R&S%20AND%20INDUCTION/hr_Impact_Assmnt_Form_Part1.doc

http://info.charnwood.local/sites/Personnel_Committee/rachelb/Local%20Settings/AppData/Local/Microsoft/inwass/8.%20CIS/1.%20CIS%20CURRENT/R&S%20AND%20INDUCTION/hr_Impact_Assmnt_FormPart2.doc




http://www.homeoffice.gov.uk/agencies-public-bodies/crb/partners-reg-bodies/code-of-practice/

https://firepass.charnwood.gov.uk/f5-w-687474703a2f2f68722e636861726e776f6f642e6c6f63616c$$/Policies/CRB%20Handling/CRB%20Storage%20Management%20Policy.doc









CRB Checks on individuals who have lived outside of the UK If an individual, irrespective of nationality, has lived outside of the UK over the last five years, they must provide their overseas address (or addresses) for the whole of the period. The Criminal Records Bureau (CRB) can check applicants from overseas but does not have access to overseas criminal records. Only convictions recorded in the UK will be revealed. However in a small number of cases overseas criminal records are also held on the Police National Computer and these would be revealed as part of a CRB check. The individual should provide a certificate of good conduct. The standard of foreign police checks vary. To find out the standard the recruiter should contact either the authorities in a particular country, or their embassy. Contact details for embassies and High Commissions in the UK are on the Foreign & Commonwealth Office website. If the foreign check needs translating, the embassy of the country concerned may be able to help. Where an applicant is from or has lived in a country where criminal record checks for child protection purposes cannot be made, or is a refugee with leave to remain in the UK and has no means of obtaining the relevant information, extra care must be taken in taking up references and carrying out other background checks, for example, additional references must be sought, and references must be followed up by a telephone call as well as a letter, however no offer of employment must be made without advise being received from HR. The CRB does not check whether an applicant is permitted to work within the UK. The recruiter is responsible for ensuring employees do not have any restrictions to take up employment within the UK.


CRB Process CRB checks are not transferable from another employer or agency. If the appropriate documentation has not been checked and photocopied at the interview, the recruiting manager will need to arrange an appointment with the successful candidate to see their identity documents. Copies of the documents used should not be kept and destroyed as soon as the form has been completed. Guidance on completing the CRB Disclosure application is available on the intranet by following this link. To minimise delays, the manager should check that candidate has completed their part of the application form accurately and after completing their own part, then mark the top right hand corner with NS (new starter) prior to returning it to the ESC. Detailed information on the processing of CRB application forms by following this link. Generally it will take 4-6 weeks for the CRB to process the form. The progress of a CRB Disclosure Application can be followed on the CRB website (Tracking Service) by inputting the application form number and applicant's date of birth. There are other groups of employees who are eligible for CRB Disclosures, defined as exceptions to the Rehabilitation of Offenders Act 1974. If the manager is unsure if post requires a CRB Disclosure, the ESC Helpdesk should be contacted for advice.


Starting an employee prior to receiving their CRB Disclosure Whilst it is not recommended to commence employment until a satisfactory CRB Disclosure has been obtained, in exceptional circumstances, an employee can be asked to start work. In these circumstances, a risk assessment must be undertaken to access the risk of placing the person in the job prior to a CRB Disclosure being received and consideration must be given to putting additional safeguarding measures in place. As a prerequisite to these additional measures:

• the CRB Disclosure application must have been completed and submitted to the CRB; And;

• all other pre-employment checks must have been undertaken;


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http://www.fco.gov.uk/en/travel-and-living-abroad/find-an-embassy/foreign-embassy-in-the-uk/

http://www.fco.gov.uk/en/travel-and-living-abroad/find-an-embassy/foreign-embassy-in-the-uk/

https://firepass.charnwood.gov.uk/f5-w-687474703a2f2f68722e636861726e776f6f642e6c6f63616c$$/SitePages/Criminal%20Record%20Bureau%20(CRB).aspx

https://firepass.charnwood.gov.uk/f5-w-687474703a2f2f68722e636861726e776f6f642e6c6f63616c$$/Policies/CRB%20Handling/CRB%20Handling.doc

http://www.crb.homeoffice.gov.uk/services/online_tracking_service.aspx




The following additional safeguarding measures are available: • ensuring that the employee does not have unsupervised access to children and/or

vulnerable adults during the period preceding receipt of the CRB Disclosure. Supervision arrangements should be clearly documented in the risk assessment and the arrangements reviewed on a fortnightly basis. (Employees subject to additional supervision arrangements must be informed that they will be under supervision and the reason and nature of the supervision should be specified.);

• The role of the supervisor must be clearly spelt out and that individual must understand what is required of them.

When the risk assessment has been completed, permission must be obtained from the appropriate Strategic Director before the employee can start work.



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Recruitment Planner/Checklist Appendix A

TARGET DATE

COMPLETED DATE

PLANNING THE RECRUITMENT PROCESS

Review the Vacancy • Identifying funding for post(s); • Gain authorisation for the post from DMT Vacancy

Management System • Type of Appointment; • Politically Restricted Posts.

PREPARING A RECRUITMENT PLAN

Timetable events including realistic timeframes to enable all parts of the process to be completed especially when setting the application closing date and the date of the Interview Panel.

Complete the Request to Recruit/Advertise E-Form.

Review the job description and person specification including the weighting of the person specification. Review the current job description and person specification to ensure that it meets the future demands of the organisation, also the wording and remove requirements that are no longer appropriate i.e. Good attendance record, smart appearance, a specified number of years experience. Is the job description and person specification in the CBC format?

Evaluation/re-evaluation of the job description.

Composing and agreeing job advertisement and publication.

Agreeing dates for interviews – it is essential for a post designated as a ‘regulated that references are received prior to interview therefore sufficient time must be allowed.

Composing and agreeing job advertisement and publication/closing date.

Closing Date normally two weeks after the advert appears.

ADVERTISING STAGE 1 – Redeployment Vacancy Bulletin for one week.

ADVERTISING STAGE 2 – Advertised to CBC Employees for one week.

ADVERTISING STAGE 3 – Advertised Externally.

PLANNING THE INTERVIEW

Select Interview Panel and ensure their availability for the proposed interview dates.

Selecting the interview panel (including, if necessary, training the interview panel).


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Make arrangements for interview – consider appropriate access for disabled applicants.

Determine Selection Process.

Shortlisting Process – arrange the shortlisting process to ensure the involvement of the Panel Members.

Inviting candidates to interview (ask about special arrangements/notify applicants of tests or presentations if relevant/include recruitment pack). Advise candidate to bring all relevant documentation which must include evidence of their ‘Right to Work’ in the UK.

References allow sufficient time for references to be received and verified prior to interview – it is essential for a post designated as a ‘regulated’

Interview Preparation – arrange meeting with Panel Members in advance of the interview date to formulate the interview questions and other arrangements for the Interview.

Ensure that all documents are made available to Panel Members prior to the interview.

THE INTERVIEW

Day of the Interview.

Make arrangements for Documentation required at Interview to be photocopied (if necessary and checked).

APPOINTMENT PROCESS

Take the Decision to Appoint and make the Offer of Appointment to the successful candidate and notify the unsuccessful candidates

Ensure that all of the Pre-employment Checks are undertaken and recorded on the Personal File Checklist. A COPY OF THE PERSONAL FILE - APPOINTEES CHECKLIST AND THE REQUIRED DOCUMENTS MUST BE RETAINED AS PART OF THE SUCCESSFUL CANDIDATES PERSONAL FILE.


Title: CBC Recruitment and Selection Guide.v2 Last date amended: 10/02/2012 Date created13/12/2011

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Appendix B

Division:

Job Title:

Grade:

Post Number:

Base/Location:

Responsible To: (Line Manager job title required)

Responsible For: (Jobs supervised where applicable).

Key Relationships/ Liaison with:

Job Purpose

• • • Delivery of an effective and appropriate service to all service users, fairly

and without discrimination. Main Duties and Responsibilities

1.

2.

3.

4.

5.

6.

7.

8.

Q:\Council & Committees\Personnel Committee & Personnel Sub-Committees\2011-2012\24th April 2012\Final Reports\PC Item 07 24 April 2012 (Recruitment and Selection).doc

99

Title: Job Description/Person Specification Template Date Created: 10/10/2010 Last Amended: 18/01/2012

Special Factors • The nature of the work may involve the jobholder carrying out work outside of

normal working hours.

Delete the item below if not applicable

• As this job is designated as a ‘regulated activity’ (ie it involves certain activities in relation to children and/or vulnerable adults) or is an exempt position under the Rehabilitation of Offenders Act, an enhanced CRB check is essential.

This job description sets out the duties and responsibilities of the job at the time when it was drawn up. Such duties and responsibilities may vary from time to time without changing the general character of the duties or the level of responsibility entailed. Such variations are a common occurrence and cannot in themselves justify a reconsideration of the grading of the job. Charnwood Borough Council is seeking to promote the employment of disabled people and will make any adjustments considered reasonable to the above duties under the terms of the Equality Act 2010 to accommodate a suitable disabled candidate.

Date Prepared/Revised:

100


Division:

Job Title:

Grade:

Post Number:

Essential Desirable How

assessed

Qualifications

App/Doc

App/Doc

Or

Demonstrable experience identified within the section below.

App/Int

Experience

App/Int

App/Int

Skills/Knowledge App/Int App/Int Interpersonal Skills Int Other requirements App Int An understanding of, and commitment to

101


equal opportunities, and the ability to apply this to all situations.

App/Int

Must be able to perform all the duties and tasks of the job with reasonable adjustments, where appropriate, in accordance with the provisions of the Equality Act 2010.

Key: App = Application form Test = Test Int = Interview

Pre = Presentation Med = Medical questionnaire Doc = Documentary evidence (e.g. certificates)

Prepared by: Date:

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NOTES If it is a new post or an existing post that has substantially changed, a copy of the job description and person specification must be sent to Corporate HR Business Support Team, email hrcorporate-support’leics.gov.uk, in order for the post to undergo Job Evaluation for grading. Person specifications must not include any reference to years of experience, attendance record and appearance or any other requirement that could be perceived as discriminatory. Guidance on completing the person specification In general, person specifications should include details of:

1. Qualifications - Qualification requirements which are not necessary to undertake the job should be avoided, as they are potentially discriminatory. The use of professional or academic qualifications should be avoided where they are not demonstrably and genuinely needed to undertake the job. Instead appropriate testing should be used to gather information on a candidate’s abilities. The challenge is to be very specific about the skill or level of skill required to carry out the post and then to test for it. Evidence of appropriate skills, knowledge and experience should be considered as an alternative. Where a qualification is necessary, an equivalent qualification should also be taken into account e.g. qualifications gained overseas or National Vocational Qualifications.

The use of basic Maths or English qualifications as evidence of relevant numeracy or literacy skills is a commonly included criterion that should be considered very carefully before inclusion in a person specification. These criterions could be seen to discriminate against persons who have acquired similar levels of skill through experience and vocational training. Furthermore an academic qualification is no guarantee that the applicant will have the particular skills needed. Some exceptions to this rule would be:

• Where a national qualification standard has been adopted by the Council with which it must comply.

• Where there is a statutory requirement for persons to be appropriately qualified in order to perform their function, e.g. Solicitors.

• Where it would be unrealistic to test a body of knowledge on account of its scope e.g. Education, Engineering etc, and where it is reasonable to rely on that professional qualification as evidence of competence.

Recruiters must always challenge the inclusion of academic qualifications in person specifications. If in doubt you should seek advice from the ESC Helpdesk.

2. Experience - Consider the type of experience required (if any). Also consider what types of experience may be valid, e.g. voluntary work.

3. Skills/Specialist Knowledge - Is there any specialist knowledge or skills required, e.g. management competencies, Surveying, Accounting or IT.

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4. Interpersonal Skills - What ‘people’ skills are required for effective performance in the job, e.g. communication, listening, negotiation, counselling skills.

5. Other Requirements

The 2 requirements shown must always be included. There may also be other requirements that are necessary for the particular job e.g. “To be able on occasion to work outside normal office hours”, “To be able to travel throughout the Borough, (may be using own transport)”, etc. You must not refer to appearance or attendance record or include any other requirement that could be perceived as discriminatory.

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APPENDIX C

PRIVATE & CONFIDENTIAL


Request for Reference Applicant: Post applied for: Date of Interview: Please answer the following questions as fully as you are able. This form has been designed mainly for previous/present employers. If you have not employed the applicant, please indicate your connection to him/her, and provide any comments you may have as to their suitability for the job. If you would like an electronic version of this form, please email [email protected]

1. How long have you known the applicant?

2. If applicable please provide details of basic salary and any other remunerations

3. In what capacity have you know the applicant?

4. If applicable give dates: To From

5. Please provide specific details of the applicant’s role and responsibilities including any notable achievements within your Organisation, also what level of responsibility, if any, did they have?

6. Did the applicant perform their duties satisfactorily? YES NO If NO, please provide details of any areas needing improvement and any remedial action taken:

7. Applicant’s reasons for leaving your employment?

Job reference number:

105

mailto:[email protected]

APPENDIX C



8. What do you feel are the applicant’s strengths in relation to the post they have applied for?

9. What do you feel are the applicant’s weaknesses in relation to the post they have applied for?

10. Have you ever had any concerns about the applicant’s performance/practice or conduct?

YES NO If YES, please describe and state whether or not these led to formal action.

11. Were there any problems/concerns about their attitude/behaviour towards work/colleagues? YES NO . If YES, please describe your concerns.

12. Please provide details of any disciplinary action where the sanction is current. In addition please

provide details of any disciplinary action relating to safeguarding or child protection where the sanction has expired.

13.

Do you know of any reason why we should not employ the applicant? YES NO If YES, please comment.

106

APPENDIX C



14. The post being applied for involves working with children and/or vulnerable adults; please state whether you know of any reason why the applicant might be considered unsuitable to work with children and/or vulnerable adults or whether you have any concern about their suitability for such work. If you do know of any reason or concern, please provide further details

15. Please state whether the applicant has been the subject of any allegations (cases in which an allegation was proven to be unsubstantiated, unfounded or malicious should not be included) relating to Children and/or Vulnerable Adults. If so, please also state the nature and date(s) of the allegations, by whom they were investigated, what conclusion was reached, and what action was taken as a result of the allegations.

Please feel free continue or add any additional comments you may wish to make on a separate sheet Signed………………………………… Date…………………….. Name…………………………………. Telephone Number ……………. Position………………………………. Official stamp: Address:………………………………

……………….………………

Thank you for your assistance Please return to: Please note that staff have the right to view personal records held upon themselves by the council. Your reference may, therefore, be inspected by the individual concerned if they are appointed and subsequently wish to view their personal record

107

APPENDIX D

PB April 2005

Request for Reference Applicant: _______________________________________________________________________ Post applied for: __________________________________________________________________ Department: _____________________________________________________________________ Please answer the following questions as fully as you are able. This form has been designed mainly for previous/present employers. If you have not employed the applicant, please indicate your connection to him/her, and provide any comments you may have as to their suitability for the job. If you would like this form emailed to you please use the contact details at the end of this form.

1. How long have you known the applicant?

2. If applicable please provide details of basic salary and any other remunerations

3. In what capacity have you know the applicant? 4. If applicable give dates: To From 5. Please provide specific details of the applicant’s role and responsibilities including any notable

achievements within your Organisation, also what level of responsibility, if any, did they have?

6. Did the applicant perform their duties satisfactorily? YES NO If NO, please provide details of any areas needing improvement and any remedial action taken:

7. Applicant’s reasons for leaving your employment?

Job reference number:_________

108

APPENDIX D

PB April 2005

8. What do you feel are the applicant’s strengths in relation to the post applied for?

9. What do you feel are the applicant’s weaknesses in relation to the post applied for?

10. Have you ever had any areas of concern about the applicant’s performance/practice or conduct? YES

NO If YES, please describe and state whether or not these led to formal action.

11. Were there any problems/concerns about their attitude/behaviour towards work/colleagues? YES NO . If YES, please describe your concerns.

12. Please provide details of any disciplinary action where the sanction is current.

13. Do you know of any reason why we should not employ the applicant? YES NO If YES, please comment.

Please feel free to add any additional comments you may wish to make on a separate sheet 109

APPENDIX D

PB April 2005

Signed………………………………… Date…………………….. Name…………………………………. Official stamp: Position………………………………. Telephone Number ……………. Address:……………………………………………………………………………………………………………

……………………………………………………………………………………………………………………………………………………………………………………………………………………………

Thank you for your assistance. Please return to: If you would like an electronic version of this proforma please e-mail _________________

110

APPENDIX D

APPENDIX E

SAMPLE INTERVIEW QUESTIONS FOR POSTS DESIGINATED AS A REGULATED ACTIVITY

Positive indicator Sample questions to test for safeguarding knowledge and understanding (pick one or two – not all)

Negative Indicator

• Proactive & has personally taken actions to improve safeguarding culture

• Has personal experience of having appropriately dealt with a challenging safeguarding issue

• Personally committed towards making improvements. Sees it as part of their job

• Prepared to challenge others in the workplace to make tangible improvements to safeguarding

• Prepared to tackle difficult issues, confront individuals if necessary in order to promote best practice

• Tell us about what you have done in the last 12 months to actually improve adult/child protection in the workplace. How did this action arise?

• No evidence of having taken steps in own right to make improvements

• Passive approach to safeguarding issues

• Reluctance to Challenge people/systems/processes to make things better

• No real experience of handling safeguarding issues. Naïve approach

• Sees it as someone else’s job and/or responsibility

- Follow up with: Who did you talk to? What were the results?

• What is the safeguarding policy in your workplace?

- Follow up with: How is it monitored? What steps have you taken to improve things?

• Give me an example of when you have had safeguarding concerns about a child/vulnerable adult.

- Follow up with: What did you do? Who did you |involve? What was the outcome?

• Not well versed or clear in understanding of the issues/sensitivities • Tell us about a situation which you fell short of safeguarding

standards. • Shows a good understanding of

the issues. Up to date with events and legislation. Knows about test cases.

• Intolerant of the bureaucracy around safeguarding - Follow up with: How did it arise? Who did you speak to?

What actions did you take? • Shows a tendency to take

Title; Questions for RA Posts Last date amended: 11/01/2011 Date created: 27/08/09

111

APPENDIX D

• Have you ever had to challenge the views of someone more senior than yourself in relation to safeguarding concerns?

• Convincing responses based on balanced understanding of self and circumstance.

• Has, a realistic knowledge of personal strengths & weaknesses,

• Examples of having considered/tried other options & alternatives

• A realistic appreciation of the challenges involved in working with children

• Evidence of others having supported and encouraged based on observation of personal talent.

Motivations for working with children/vulnerable adults Self awareness/knowledge & understanding of self, interconnection between self & professional role Example questions:

• What do you feel are the main drivers which led you to want to work with children?

• How do you motivate young people?

• What has working with young people to date, taught you about yourself?

• Unconvincing responses based on whimsical examples

• Not self aware, don’t see themselves as others do

• Driven by personal needs not needs of others

• Not realistic about personal strengths and weaknesses

• Unrealistic impression of what working with children is really like

• Failure to consider other alternatives

• Pushed by others, or forced by circumstance to do something they don’t appear to have personally thought through

• Behaves consistently & appropriately under pressure or

Emotional Maturity and Resilience Consistency under pressure, ability to use authority & respond appropriately, ability to seek assistance/support where necessary

• Inappropriate responses when under pressure or when in a

- Follow up with: What were the circumstances? How did you go about it? What was the outcome?

inappropriate chances/risks in area of safeguarding


112

APPENDIX D


in a position of authority

• Has control over emotions with adults and children

• Understands position power and how to manage boundaries. Knows when and how to seek help in difficult circumstances

• Tell me about a time when you have been working with children/vulnerable adults when your authority was seriously challenged. How did you react? What strategies did you employ to bring things back on course? How comfortable were you in this situation?

• Tell me about a person you have had particular difficulty dealing with. What made it difficult? How did you manage the situation?

position of power

• Inconsistent responses

• Handles conflict badly

• Fails to control temper/emotions with children & or adults

• Doesn’t seek help when needed

• Fails to go to others for advice

• Demonstrates a balanced understanding of rights and wrongs

• Puts the child first

• Alive to the realities of abuse

• Prepared to believe

• Shows a contemplative approach, drawing on personal experiences & lessons from others

• Builds values & judgements based on new information

• Shows an appreciation of safeguarding issues & an ability to contribute towards a protective environment

Values and Ethics Ability to build and sustain professional standards and relationships, ability to understand and respect other people’s opinions, ability to contribute towards creating a safe and protective environment • What are your attitudes to child protection or the protection of

vulnerable adults? How are these developed over time? • What are your feelings about children/carers/relatives that make allegations against teachers or employees?

• How do you feel when someone holds an opinion which differs to your own? How do you behave in this situation?

• Have you ever had concerns about a colleague? How did you deal with this?

• Extreme opinions which don’t account for the views/feelings of others

• Doesn’t show balance in opinion

• Doesn’t build on new information or understanding

• Opinions harden/become dogged

• Doesn’t show a full or rounded appreciation of safeguarding issues

• Dismissive of, or underplays the risks

• Consistently puts the blame and responsibility for child protection elsewhere

• Fails to believe in

113

APPENDIX D


• Shows respect for others feelings, views & circumstances

suspicions/reports of abuse

•

114

APPENDIX F

Last revised 19 October 2010

PERSONAL FILE - APPOINTEES CHECKLIST

EMPLOYEE’S NAME

POST RECRUITING

OFFICER

The Recruiting Officer MUST ensure that this completed checklist and all the required documentation (including this checklist) are collated before being sent to the ESC. All the documents identified on this checklist MUST be received before a contract can be issued and any payments made.

SECTION 1 – FOR ALL POSTS INFORMATION REQUIRED √ COMMENTS Application Form or where a restructure has taken place, the individual’s preference form or any information as part of the restructuring process.

Original document(s) required.

Does the application form show any gaps in employment history? YES NO

If YES – a written explanation of gaps is

required.

Job Description and Person Specification Copy required Proof seen of identity incl. Name, date of birth address & photo ID i.e. passport, photo driving licence?

A photocopy of ID document seen required

Proof seen of Right to Work in UK for all employees? Passport A full birth certificate and evidence of National Insurance Number

A photocopy of the document seen required

Is the individual an EU citizen? YES NO If NO - additional information is required of proof of right to work in the UK guidance available on the intranet at non-EU citizen additional information required)

If NO – a photocopy of ALL Right to Work documents is

required

Proof of any qualifications set out in the person specification as essential. Photocopy is required

REFERENCES • For posts designated as a ‘Regulated Activity’ - internal appointment, 1 written reference, - external appointment, 2 written references • All other posts – internal appointment, 1 written/verbal, - external appointment, 2 written/verbal required. A

written record of any verbal reference(s) taken must be included Reference obtained (1) Document required Reference obtained (2) Document required

SECTION 2 - FOR POSTS DESIGNATED AS A Regulated Activity ONLY Confirmation received of satisfactory CBC CRB Disclosure Certificate? YES N/A

Additional Evidence - If the appointee has under 5 years residence in the UK or if the appointee has lived within the UK but has had an extended period (over 12 months) of working outside of the EU States a Certificate of Good Conduct/Overseas Criminal Record check should be provided by them, A Certificate of Good Conduct/Overseas Criminal Record check required YES NO

If YES - a photocopy of the certificate is required

FOR ESC USE ONLY

Confirmation of fitness to work received from OHU Document required

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http://hr.charnwood.local/Policies/CRB%20Handling/Definitions%20of%20activity.doc

http://www.crb.homeoffice.gov.uk/faqs/overseas.aspx

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