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Recruitment and selection

Contents

Part one - Policy .................................................................................................................. 2 Chapter 1 Principles................................................................................................... 3 Chapter 2 Application criteria ..................................................................................... 5

Vetting ............................................................................................... 5 Attendance Standard ......................................................................... 6 Evidence of past performance ........................................................... 6

Chapter 3 Police officer postings ............................................................................... 7 Chapter 4 Succession plans ...................................................................................... 9 Chapter 5 Secondments ............................................................................................ 9

Eligibility criteria ............................................................................... 10 Unsatisfactory Performance and Conduct ........................................ 11

Chapter 6 Internal Transfers .................................................................................... 11

Part two – Policy procedure ............................................................................................. 15 Chapter 1 Filling vacancies ...................................................................................... 15 Chapter 2 Role profiles ............................................................................................ 15 Chapter 3 Police officer and special constable recruiting ......................................... 16 Chapter 4 Police staff recruiting ............................................................................... 16 Chapter 5 Acting up and temporary promotions – police staff .................................. 17 Chapter 6 Advertising vacancies .............................................................................. 17

Police staff ....................................................................................... 17 Police officers .................................................................................. 18

Chapter 7 Application process ................................................................................. 18 Chapter 8 Short listing, assessments and interviews ............................................... 19

Short listing ...................................................................................... 19 Assessments ................................................................................... 20 Interviews......................................................................................... 21

Chapter 9 Application outcome ................................................................................ 22 Chapter 10 Selection Appeal Process ....................................................................... 23 Chapter 11 Internal Transfers .................................................................................... 25 Chapter 12 Secondments .......................................................................................... 28

Filling secondment vacancies .......................................................... 28 Chapter 13 Health assessments ................................................................................ 28

Health risk profiles ........................................................................... 28 Pre-determined health standards ..................................................... 29

Chapter 14 Police officers postings ............................................................................ 29 Deployment of police officers ........................................................... 30 Police officers unable to perform full duties ...................................... 30

Part three – Information and toolkits ............................................................................... 32 Templates ....................................................................................................................... 32 UPP and Misconduct protocols for secondments - Examples ......................................... 32 Useful links ...................................................................................................................... 34



Recruitment and selection

Part one - Policy

Policy summary

The Force is committed to recruiting and selecting police officers, special constables and staff members with the relevant skills, abilities and values, and managing the workforce through effective and efficient resourcing practices to provide the best service to the public of West Yorkshire.

This policy covers the: • recruitment and selection principles and procedures for the internal

and external recruiting of:• police officers;• special constables; and• all police staff

• postings of police officers;• transfer requests; and• secondments.

Aims The aims of the policy are to ensure that: • the Force has efficient and fair resourcing practices that support the

delivery of an effective policing service and values diversity;• there is equality of opportunity for officers, staff and external job

applicants;• we detail the processes that will be applied to ensure fairness and

consistency in recruitment and selection processes;• where necessary, the Force undertakes positive action initiatives to

improve the recruitment and progression of people from underrepresented groups, and

• staff motivation is retained by offering career developmentopportunities through secondments and transfers.

Scope The policy applies to all police officers, police staff and special constables in West Yorkshire Police and external applicants.

Compliance This policy complies with: • Equality Act 2010• Fixed Term Employees (Prevention of Less Favourable Treatment)

Regulations 2002 (as amended)• Agency Workers Regulations 2010• Employment Rights Act 1996• Police Regulations 2003• Police (Amendment) Regulations 2003• Data Protection Act 1998



• The Police Regulations 2003• The Police Act 1996 (as amended)• The Police (Performance) Regulations 2008• The Police (Conduct) Regulations 2008• Policing and Crime Act 2009• Police Reform and Social Responsibility Act 2011• Home Office Guidance on Unsatisfactory Performance Procedures

(Appendix D)• Home Office Statutory Guidance for Police Collaboration

Further information

Organisational change policy

Chapter 1 Principles

Equal opportunities statement

West Yorkshire Police positively encourages applications from suitably qualified candidates regardless of sex, age, race, sexual orientation, gender reassignment, pregnancy or maternity, disability, marital status, religion, faith, cultural or other difference.

The Force may implement positive recruitment strategies where it considers there is evidence of under-representation of minority groups in specific areas of the organisation.

Filling vacancies

Requests to fill all police staff vacancies, internal and external, will be considered by the Resourcing Panel prior to being advertised.

The Resourcing Panel will be chaired by the People Director, and consist of a representative from Finance and Business Support and other staff as deemed appropriate.

Priority protocols

In order to comply with employment legislation, all police staff vacancies will be filled in accordance with the Filling police staff vacancies protocols and flowchart.

HR Resourcing is responsible for notifying recruiters of any priority applicants so the correct protocols can be observed when interviewing applicants for job vacancies.

HR Resourcing

HR Resourcing will manage and administer the recruiting of: • police officers;• special constables;• all external police staff (including consultants);• police community support officers;

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• detention officers; and• other police staff and police officer roles as appropriate, in

consultation with the relevant HR manager.

Police officer recruitment

Police officer recruitment campaigns will be carried out as directed by the Chief Officer Team.

On appointment, a West Yorkshire Police student officer's salary will start at pay point 1.

PCSO recruitment

Police community support officer recruitment will be carried out by HR Resourcing as necessary to maintain the required establishment.

External candidates will be required to achieve specified national selection standards. However, the principle will be to select the best candidates and some who achieve the minimum required standards may not be appointed.

Candidates who have not been appointed within 12 months of passing the national standards assessment may be removed from the list by the HR Resourcing manager and required to re-apply.

Other police staff recruitment

All police staff recruitment will be managed centrally by HR Resourcing.

HR Resourcing will be responsible for the administrative processes of police staff recruitment and the HR clusters will be responsible for the decision making part of the process (i.e. short-listing, interviews and choosing the successful candidate(s).

Consultants Where a district or department wishes to use the services of a consultant then they should contact HR Resourcing for advice.

Agency workers

In circumstances where it is necessary to fill a short term vacancy a district or department may wish to use an agency worker.

Where a district or department wishes to use an agency worker then they must request approval through the Resourcing Panel.

Further information can be obtained via this link - Agency workers information



Chapter 2 Application criteria

Introduction All applicants to join the Force, or applicants applying internally for roles, whether officers or staff, must: • comply with the correct application procedure;• meet all essential criteria for the role advertised;• provide references where required; and• achieve pre-determined medical standards, where necessary.

Rejoining officers (other than career breaks)

Rejoining officers will be: • considered if they have completed a two full year probation period

during their previous service; and• subject to a further one year probationary period on re-appointment.

Transferees from other forces

Officers wishing to transfer to us from another force must have successfully completed their probationary period and normally have no outstanding discipline matters.

Disability Officers and staff who have a disability will be guaranteed an interview for a specific role if they meet the essential criteria.

Reasonable adjustments

All applicants will be asked if they require reasonable adjustments to be made for any part of the recruitment and selection process.

Vetting

Vetting requirements

Successful applicants will be subject to all relevant vetting checks and any job offer, external or internal, will be conditional on successful vetting. Applicants will not be told the reasons for failing vetting processes.

This will include biometric vetting where applicable, for example police officer and PCSO appointments.

Vetting also applies to certain internal officer and staff roles.



Attendance Standard

Attendance Standard

All job applicants must meet the Force’s Attendance Standard in order to be eligible to submit an application. This does not apply to priority applicants, unless they are applying for promotion to a higher graded post.

For both internal and external candidates the Attendance Standard must be met on both the closing date for applications and when the conditional offer is made. If a person does not meet the Attendance Standard their conditional offer will be withdrawn.

In exceptional circumstances the Head of Corporate HR can determine that there is a compelling business need for not applying the Attendance Standard to a particular vacancy or promotion exercise, for example, a post may have been advertised previously, but no suitable applicants applied.

Attendance Standard approval

An "Attendance Standard Approval" form (PER 24) should not be completed until the conditional offer is made. If the person's level of sickness breaches the Attendance Standard the conditional offer will be withdrawn.

Evidence of past performance

External applicants

External applicants who do not have a PDR should be asked to provide evidence of satisfactory performance in any previous job(s) with particular focus on their current or most recent employment.

PDR rating An internal applicant’s current PDR report will be used to determine their eligibility to apply for promotion or an advertised vacancy.

This does not apply to priority applicants unless they are applying for a job that would entail a promotion from their existing grade.

The following PDR report overall performance rating criteria applies:

Overall performance rating

Eligibility The person…

• Exceptional;• Highly Effective; or• Successful Performer.

may apply for any advertised role, including a promotion.

Needs Improvement; or is able to apply for a role at the same



rank/grade or lower but they will not be able to apply for promotion (unless the HR manager determines that there are exceptional circumstances);

Unacceptable not eligible to apply for any other post (unless it is determined that there are exceptional circumstances)

Exceptional circumstances

In exceptional circumstances, if a person does not meet the PDR eligibility criteria, the HR manager; • following discussion with the line manager, has the discretion to

decide whether a person can be permitted to apply for a particularadvertised vacancy; and

• must document and record their rationale.

For senior roles at or above the level of HR manager, the line manager has this discretion. PDR policy procedure.

Other reasons If a person is in a role that does not require a PDR to be completed, as agreed by the Head of Corporate HR, e.g. full-time trade union officials, staff association representatives or staff members on secondment to other organisations, then the above criteria does not apply.

In these circumstances, each application will be considered on a case by case basis by the Head of Corporate HR.

Appealing against PDR rating

If a person is appealing against their PDR rating then their HR manager can arrange that the appeal is completed before the end of the short listing process to enable the application to proceed.

PDR not completed

If a current full PDR has not been completed then the application cannot be considered.

If the person did not have a PDR report because they had not been at work for an extended period, then their HR manager can arrange that a PDR is completed before the end of the short listing process to enable the application to proceed.

Chapter 3 Police officer postings

Police officer postings

The Chief Constable can: • post police officers to any district or department within the Force area

to deliver the highest quality of service expected by the public; or

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• give approval for an officer to:• be seconded to an external agency; or• work under collaborative agreements made within the provisions

of the Police Act 1996 (as amended).

HR Resourcing may post, or promote, officers into suitable roles, based on the organisational need of the Force.

There is no right of appeal against a posting decision

Chief inspector ranks and above

The Chief Officer Team will determine the postings of chief inspectors, superintendents and chief superintendents taking into account: • organisational requirements;• whether the officer’s Policing Professional Framework (PPF)

Personal Qualities and skills match those required by the role; and• any reasonable adjustments under the Equality Act or medical

restrictions.

Inspector ranks and below

On behalf of the Chief Constable, it will be the responsibility of HR Resourcing to decide to which district or department inspectors, or below, will be posted.

In order to meet organisational needs HR Resourcing may also post officers from their existing role and move them into another role if it is identified that they have the skills and experience necessary for that role.

This applies to all officers, up to and including the rank of inspector, including: • student officers;• transferees;• those returning from career break or secondments; and• officers requiring a new posting for any other reason.

Postings will be based on the budgeted profile, or establishment, of each district or department and organisational requirements. It will also take account of the workforce profile, such as the number of officers on restricted duties.

Notice period When an officer is posted to a district or department then that officer should, subject to the operational needs of the force, be given a minimum of 28 days notice before the posting takes place.



Chapter 4 Succession plans

Force succession plans

Succession plans may be operated for police officer and police staff roles with a high turnover, as decided by HR Resource manager, in liaison with the HR manager where appropriate.

Chapter 5 Secondments

Introduction A secondment occurs when an officer or staff member is authorised to carry out their duties on a temporary basis with an external organisation, or partnership organisation, and direction and control of the officer or staff member passes to that organisation.

Secondments offer a way of developing officers and staff and also can provide organisational resilience for the Force.

Secondments must be relevant and beneficial to both the Force and the individual.

Section 97 secondments – policeofficers only

Police officer secondments governed by Section 97, Police Act 1996 include: • International organisations;• NPIA or equivalent;• HMIC;• Home Office; or• any other organisation promoting the efficiency and effectiveness of

the policing.

Formal collaborative working arrangements

Where West Yorkshire Police agree to work with one or more other Forces in collaborative arrangements under Section 22(A) and 23, Police Act 1996 (as amended) officers or staff members may apply for advertised roles covered by that agreement.

If successful then they may be seconded to the ‘lead Force’ and will be under the ‘direction and control’ of the Chief Officer as set out in the collaborative agreement.

Police staff members working on a secondment may require a revised principle statement for the period of the secondment. The HR Resourcing manager will decide whether this is necessary.

Additional expense

The Force will not meet any additional expense that you may incur as a result of your secondment



Length of secondment

Under either formal collaborative working arrangements or Section 97, a secondment is subject to an agreement between the Force and the seconding organisation and may, or may not, be time limited.

At the end of that period seconded officers or staff members will be returned to Force, unless agreed otherwise by the Head of Operational HR and the seconding organisation.

Revert to original rank or grade

If a secondment has meant an officer or staff member acting in a higher rank or grade they will revert back to the substantive rank or grade on the spinal column point that they would have reached had they continued working in their substantive role.

Promotion If an officer or staff member applies for a secondment that would mean promotion, or temporary promotion, into a higher rank or grade, the authority of the Chief Officer Team is required.

Force policies Officers and staff members will be subject to West Yorkshire Police force policies while on secondment under formal collaborative working arrangements unless agreed and detailed within the agreement.

Returning seconded officers to Force

Officers who are seconded into WYP may be returned to their home Force if circumstances surrounding the secondment change.

Eligibility criteria

Scope The secondment procedure only applies to officers and staff members who have completed their probationary period.

PDR Officers and staff must have a PDR rating of ‘Successful Performer' or above to be eligible to apply for a secondment.

If an individual has not had a full PDR then an interim PDR must be completed prior to their application being submitted.

Attendance standard

Applicants must meet the Attendance Standard at the: • time of application for a secondment; and• proposed secondment commencement date.



Conduct and performance

Neither officers nor staff members cannot apply for a secondment if they are currently subject to formal misconduct or performance processes.

Unsatisfactory Performance and Conduct

Conduct Officers and staff members serving on secondment are expected to set high standards of both personal and professional behaviour and act in accordance with the Standards of Professional Behaviour.

If Then And a police officer breaches the standards

they will be dealt with in line with the Police (Conduct) Regulations 2008

the Misconduct protocols detailed in this policy. a police staff

member breaches the standards

they will be dealt with in accordance with WYP Discipline procedures

Unsatisfactory performance and misconduct

Officers will be dealt with in accordance with the Unsatisfactory Performance and Attendance protocols in this policy and the Police (Performance) Regulations 2008 (Unsatisfactory Performance Procedures).

In the case of a police staff member they will be dealt with in line with the appropriate Force policies and the Unsatisfactory Performance and Attendance protocols contained within this policy.

Chapter 6 Internal Transfers

Introduction Transfer requests enable officers and staff members to: • change work locations to assist with their work-life balance;• assist the Force filling vacant roles where requested; and• retain officer and staff motivation.

Scope The transfer procedure only applies to officers and staff members who have completed their probationary period.

Transfer requests – police officers

Officers may request a transfer to territorial districts only and not specialist departments.

Transfer requests will be administered by HR Resourcing.



Transfer requests – police staff

You may request a transfer to the role at another location, within the Force area, if your current role and role profile is exactly the same as the one you wish to apply for.

Examples of such roles are: • PCSOs;• Detention Officers;• Control Room Operators; and• Public Protection Officers.

The decision as to whether you can transfer is one that HR Resourcing will make based on organisational need and whether the role is considered to be the same. You should not expect the transfer to take place automatically.

Consideration will be given to each request on a case by case basis.

For police staff roles priority applicants will take precedence when filling vacancies.

Number of requests

You will be allowed to request a transfer to a maximum of three districts or departments.

Transfers to meet organisational needs – police staff

There may be occasions where it is necessary to move police staff members to a different place of work to provide operational resilience to the Force. Although, in the vast majority of cases this will be on a temporary basis, there may be occasions where it in necessary for the transfer to be permanent.

A temporary transfer should not be for longer than 6 months but will be reviewed after 4 months. This period allows for the normal recruitment and selection process to take place to fill existing vacancies.

Staff members will only be permanently transferred to a post where there is no loss of earnings (e.g. shift allowance, unsocial hours, etc.)

This process must never be used to circumnavigate the legal requirements, or agreed processes, of the Force where vacancies are being filled due to organisational change, or where a vacancy arises due to an individual leaving the organisation.

Where a team, unit or function relocates to new premises (e.g. as a result of a building being exited, or teams being merged) this would usually fall within the scope of the Organisational change policy. To meet business needs, it may also become necessary to move individual members of police staff to the same role in a different location (e.g. to balance staffing numbers between Districts or




Departments in order to maintain an adequate public service). In such circumstances, staff with existing transfer requests or volunteers to move should be sought in the first instance, but if that is unsuccessful, police staff employees may be required to move their work location.

When staff are transferred under this section only, their salary will be protected as outlined in the Earnings protections section of this policy.

Where a staff member is required to transfer to another location, then this will not affect the number of contractual hours they work at the new location.

Earnings Protection

A staff member who is subject to an enforced transfer will have their earnings protected as follows:

Temporary enforced transfer 6 months from the date of the transfer taking place.

Permanent enforced transfer No loss of earnings.

Additional travel expenses – police staff

Payments for additional travel costs do not apply to any police staff member who has requested a transfer to another location or who is subject to an Organisational Change process.

Police staff members who are required by the Force, on a permanent or temporary basis, to transfer to another location will be eligible to reclaim some additional travel costs. Payments will only cover additional mileage incurred by the employee and paid at local mileage rate or additional costs arising from using public transport. These payments do not cover the use of taxis. These payments will only cover additional travel costs (i.e. those that would be incurred over normal travelling expenses) that result from home to the new place of work. The period that a police staff member can reclaim their additional travel costs is limited to a maximum of 6 months.

In addition the Force recognises that there may be particular, exceptional, cases when a required transfer creates acute financial hardship for the employee. In such situations the employee can apply for additional financial support from the Force. Requests must be in writing and set out: • the nature of the support requested, and• justification.

Applications should be made to the Head of Corporate HR. Such payments are to alleviate particular financial hardship only and not to all “out of pocket” expense. Any decisions made at this stage are final.



Return to original location

If a vacancy arises at the staff member’s original place of work, then they will be given priority to return, subject to any legal requirement by the Force to find suitable alternative roles for staff who are in a higher priority group.

Examples: A staff member is: • temporarily moved from location A (their normal place of work) to

location B to cover a long term sickness absence. On the return ofthe absentee the transferred staff member could return to theiroriginal place of work; or

• permanently moved from location A to location B due to operationalrequirements. A vacancy then arises at location A. The staffmember would be given the opportunity to return to location A (theiroriginal place of work) and a normal recruitment and selectionprocess would be commenced to fill the vacancy at location B.

This process will be monitored by HR Resourcing.



Recruitment and selection Part two – Policy procedure

Chapter 1 Filling vacancies

Filling vacancies

HR managers and others involved in the recruitment process must:

Step Action 1 must carry out internal deployment and recruitment in a fair

way; 2 must be able to provide an objective rationale for their

decision, especially when dealing with an individual with a condition covered by the Equality Act;

3 is responsible for ensuring that the recruitment and selection process is followed and documented; and

4 ensure that the reasons for decisions are recorded in writing and that the process complies with equality legislation.

Chapter 2 Role profiles

Role content Prior to the commencement of any recruitment process, the line manager must check that an appropriate and up-to-date role profile in place.

If a vacancy arises for a new post, or the role profile requires significant revision, the relevant line manager, in liaison with the HR officer, must ensure that a role profile adequately reflects the requirements of the role and that it does not discriminate, either directly or indirectly.

The draft role profile must then be:

Step Action 1 approved by the relevant HR manager in consultation with

the trade unions; and when the grade/rank of the post has been determined then:

2 a ‘Notification to fill a vacant post’ form (PER 9) must be completed by the local HR officer and forwarded to HR Resourcing for the Resourcing Panel to consider.

Job evaluation

If a police staff role profile has been revised then a job evaluation submission may also be required for consideration by a panel.



Advice should be sought from the Employee Relations Pay and Reward Specialist to determine if a new job evaluation submission is needed.

See – Job evaluation scheme guidance.

Chapter 3 Police officer and special constable recruiting

Police officer recruitment

Candidates will be required to achieve the national selection standards. The Force will decide on the pass mark for this part of the recruitment process. The principle will be to select the best candidates and some who achieve the minimum required standards may not be appointed.

Candidates will also be required to successfully pass the ‘In Force’ interview process that is carried out after the national SEARCH assessment process. This interview examines the ‘values’ and ‘motivation’ of candidates.

Candidates who have not been appointed may be removed from the list by the HR Resourcing manager and required to re-apply if 12 months has passed since they achieved the minimum selection standards.

Application process

All applicants to join WYP as a police officer will be processed through the e-recruitment system and will be managed by HR Resourcing.

Internal selection

Internal police officer selection exercises will be carried out in accordance with this policy.

Chapter 4 Police staff recruiting

Centrally recruited posts

For roles such as police community support officers, detention officers, communications dispatchers, HR Resourcing will manage the process, and: • advertise the post;• handle responses;• arrange short listing;• notify candidates of the application and outcome;• arrange interviews;• issue offer letters;• carry out pre-employment screening;• issue principle statements;• update the HR IT system; and

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• liaise with the Finance Department payroll section, appropriate.

Resourcing processes

The Resourcing flowcharts on HR intranet site detail all the appropriate resourcing procedures. Vacancies – Police staff Recruitment – Police staff Offer of appointment – Police staff

Agency workers

Where a district or department wishes to use an agency worker to fill a vacancy then the HR officer must submit a PER 9 to the Resourcing Panel.

The Resourcing Panel will make a decision as to whether the vacancy can be filled and, if they agree, the district or department will be responsible for making arrangements to do so.

HR Resourcing will assist with the administration of the vetting process for agency workers.

Chapter 5 Acting up and temporary promotions – police staff

Acting up into a higher grade

To cover a short term vacancies, HR managers may approve a suitably experienced employee to ‘act up’ to fill this post within a department or section.

Temporary promotion

If there is a perceived requirement to fill a post though a temporary promotion then this must be approved by the Resourcing Panel.

Revert to original grade

At the end of the acting up or temporary promotion period, the staff member will revert back to the grade on the spinal column point that they would have reached had they have continued working in their substantive role.

Chapter 6 Advertising vacancies

Police staff

Priority staff Prior to a vacancy being advertised an HR Resourcing officer will determine if there are any potentially suitable staff members in the first

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two categories of the priority applicants

Advertised vacancies

All police staff vacancies will be advertised by HR Resourcing after agreement from the Resourcing Panel, subject to the above section.

If a vacancy cannot be filled from existing WYP staff then the People Director will decide if an external recruitment process will be carried out.

The process for advertising vacancies in detailed in the Vacancies – Police staff flowchart.

Police officers

Vacancies Vacancies within a district or department will be: • filled by an internal recruitment process; or• advertised force wide if it is deemed necessary by the HR manager,

for example, where it is known at the outset that there will be nosuitable internal candidates due to a requirement for specialist skills.

See the Filling police officer vacancies flowchart.

Policing Professional Framework (PPF) – Personal Qualities

The HR officer in liaison with the role line manager will determine which, if any, of the PPF Personal Qualities (behavioural competencies) candidates will be required to evidence during the recruitment process.

Chapter 7 Application process

On-line applications

All internal and external vacancies will be placed on the e-recruitment system by HR Resourcing.

(Paper applications will only be allowed in special circumstances, for example, as a reasonable adjustment, e.g. to accommodate a person with a condition covered by the Equality Act).

HR Resourcing

When applications for any role are received on the e-recruitment system HR Resourcing will:

Step Action 1 ensure that the applicants are eligible to apply (e.g. ‘at risk



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of redundancy’, meet the Attendance Standard, etc); 2 ensure a ‘skills audit’ is completed where appropriate; 3 notify HR clusters of details of applicants, where

appropriate; 4 forward skills audit and PDR where necessary; and 5 record the application on the HR IT system, including

details of age, gender and ethnicity.

Response handler responsibilities

A response handler will be designated from the relevant HR cluster for each local recruitment exercise.

The response handler must ensure that:

Step Action 1 applicants with a disability who meet the essential criteria

for the role have a guaranteed interview; 2 arrangements for short listing/interviews/pre-employment

screening are in place.

Late applications

Applications received after the closing date will not normally be considered. The HR Resourcing manager may allow a late application to be included if they consider that there are extenuating circumstances or to ensure fairness, and business needs are not adversely affected. Their decision will be final.

Late applications are not permitted after short listing has taken place.

Chapter 8 Short listing, assessments and interviews

Short listing

Introduction The short listing exercise will assess the extent to which each applicant meets the essential requirements of the role, and if included in the application form, the selected PPF Personal Qualities and will ensure that only a manageable number of credible candidates are interviewed.

All candidates who are successful at short listing and are selected for interview or assessment must have met the essential requirements of the role.

Response handler responsibilities

The response handler will determine how many applicants are to be interviewed in liaison with the HR Resourcing manager, or appropriate line manager.



The response handler will forward the application forms and PDR’s electronically to those conducting the short listing exercise.

Standard matrix

A standard matrix must be used to conduct the short listing and record the scores and outcome.

Guide to short listing

Assessments

National assessment exercises

Certain posts require candidates to undergo nationally agreed assessments processes.

These include: • police officers;• police community support officers; and• special constables.

HR Resourcing will be responsible for the management of these exercises.

Central assessment exercises

Certain other roles or processes may require that candidates undertake an assessment exercise, for example, • police officer promotions; and• detention officer appointments.

These will be carried out by HR Resourcing and the content of the exercises will be determined by the HR Resourcing manager, or designate, where appropriate.

The assessments may include • psychometric tests;• role plays; and/or• group exercises.

Local assessment exercises

Assessment exercises may be carried out as part of the selection process for particular vacancies.

The content of the exercises will be determined by the HR officer in conjunction with the relevant line manager, if appropriate.

Examples of assessments include: • job suitability tests;• scenario exercises.

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HR Resourcing may be able to assist, depending on the nature of the exercise.

Notifying candidates of outcome

Candidates who are unsuccessful at the assessment process will be notified via the e-recruitment system.

Interviews

Invitation to interview

Interviews should be arranged via the self-booking appointment calendar on the e-recruitment system.

If this is not possible then it is the responsibility of the appropriate response handler to arrange the interviews.

Interview panel

Interview panels will consist of at least two people and, at least, one member of the panel must: • have completed the Force Recruitment and Selection Interviewing

course; or• hold a Chartered Membership of the Institute of Personnel and

Development qualification, or equivalent.

Interview content

Interviews will be based on the expertise in role requirements of the role and the PPF Personal Qualities (behavioural competencies) selected from the role profile.

The panel may also ask about: • employment history;• any matters that are unclear on the application form; or• any queries about the latest PDR report (for internal candidates

only).

Interview procedures

Interview records may be disclosed to candidates if requested and should always be factual, evidence based and professional. Any notes made by panel members must be retained with the interview papers.

Each member of the interview panel should complete an interview matrix for each candidate.

Guidance about conducting interviews can be obtained from the following links: Interviewers candidate scoring guidance

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The highest scoring candidate will usually be chosen as the successful candidate at interview if they reach the required standard. If the highest scoring candidate is not chosen the panel must make a written record of their reasons to justify this decision.

The chair of the panel must identify on the matrix form which candidate(s) is (are) successful and inform the Response Handler so that they will also ensure that they are informed that their application is now progressing to the next stage, which is to carry out pre-employment checks.

Identification documents

External candidates are required to bring two of the following items to the interview: • their passport; or• their driving licence (photo type only); and• their birth certificate;• a domestic bill showing their name and address; or• their P45 from their previous employer.

Identification documents must be checked and a copy obtained by the interview panel to verify the candidate’s identity and ensure that they are able to work in the United Kingdom. The copy documents should be retained with the interview papers.

Details about Asylum and immigration rules can be obtained from this link.

Qualifications Candidates must produce certificates to confirm any qualifications referred to in their application form.

Chapter 9 Application outcome

Notifying applicants

Applicants will be notified of the outcome out in accordance with the process detailed in the Offer of appointment – Police staff flowchart.

http://wyp-infoshare/sites/forcepolicy/Human%20Resources/Linked%20documents/Recruitement%20and%20Section%20-%20Selection%20procedure%20guidance%20for%20managers.doc

http://wyp-infoshare/sites/forcepolicy/Human%20Resources/Linked%20documents/Recruitement%20and%20Section%20-%20Selection%20procedure%20guidance%20for%20managers.doc




Pre-employment screening

Following interviews a conditional offer of appointment can be made.

This offer of appointment is conditional on the candidate successfully completing pre-employment screening as necessary.

Depending on the role, pre-employment screening may include: • Vetting (Link to vetting policy);• Bio-metric vetting;• Reference checks; or• Other checks as deemed necessary.

Final decision The final decision for the selection process rests with the Chair of the interview panel but this does not over-rule vetting and reference requirements.

Appointment of police staff

Successful applicants will be sent a offer of appointment and processed in accordance with the Offer of appointment – Police staff flowchart.

Chapter 10 Selection Appeal Process

Information Where the perception of unfairness exists in a selection process only, this appeals procedure will be utilised to resolve those issues without unnecessary bureaucracy.

Scope This procedure applies to police officers and staff members.

When to appeal

An appeal maybe made at any stage during a selection process when you feel that you have been unfairly disadvantaged.

When does it apply

This procedure applies to anyone applying for internal vacancies, promotion or subject to redeployment.

It does not apply to police officer posting decisions.

When to appeal

An appeal maybe made at any stage during a selection process when you feel that you have been unfairly disadvantaged.

http://wyp-infoshare/sites/forcepolicy/Quality%20and%20Standards/Vetting.pdf





Grounds for appeal by applicant

Any appeal can only be made on one of the following three grounds:

No Ground 1 the process is unfair; 2 it has been applied unfairly; or 3 other participants in the process have acted unfairly.

Appeal by other individuals

An individual who has not applied for the role but is involved in the selection process and feels that the process was unfair, should raise their concerns using the Confidential reporting procedure.

Initial action by applicant

As soon as the short listing or selection decision is notified (or earlier, if relevant information is available), you should appeal:

Step Action 1 in writing, to the HR Resourcing manager; 2 stating on which of the above three grounds the appeal is

being raised; 3 providing any supporting evidence as to how the process

has been unfair.

You should be able to give a reason for raising an appeal based on the selection process. This would include an example of how and at what stage the process disadvantaged you;

4 giving full details, including names of any other individuals who may be able to provide information to aid resolution; and

5 stating your preferred resolution.

Action by the HR Resourcing manager

The HR Resourcing manager will respond with a potential resolution, that at their discretion might include:

Step Action 1 speaking to the selection panel chair to obtain the reason for

their original decision and obtain relevant paperwork; 2 convening a personal hearing with the appellant. The

appellant may be accompanied by a staff association or trade union representative or colleague; or

3 where appropriate, suspending the selection process. In considering this course of action the HR Resourcing Manager may need to discuss the operational implications with the functional senior HR Department managers.

http://prd-wypapps.ace.wypnt.wypnet.org/anonmail/



Potential resolutions

There are several potential ways of resolving an appeal which are:

No Resolution 1 Appeal not founded - insufficient supporting information

provided. 2 Acknowledgement that alternative processes might have

been better suited, but that the outcome is not likely to have been significantly affected.

3 Acknowledgement that alternative processes might have been better suited, and: • as the selection process has not finished, the appellant

will now be included in the process, or• as the selection process has concluded, then:

• the appellant may re-apply next time; or• if succession plan exists, the appellant may be placed

on it.

Under no circumstances will a resolution allow the appellant to bypass any stage of a recruitment process. They must always complete the full recruitment process.

4 The selection process will be cancelled and re-run. 5 Any other action deemed appropriate in the circumstances,

this includes disciplinary action if evidence of misconduct is found.

Decision No further appeal will be allowed.

Chapter 11 Internal Transfers

Organisational change moves

For police staff location moves during an Organisational Change project refer the Organisational change policy.

Internal transfers – police staff

Where it is necessary to implement forced transfers for staff members then they will be chosen in the following order:

1. Staff with existing transfer request already submitted.2. Volunteers.

If insufficient voluntary movers come forward, the HR manager will determine a process to select who is moved, in consultation with Trade Unions.

The choice of selection method is flexible, but it must be fair, balanced and take account of relevant factors such as employees' home location, transport facilities, caring responsibilities and any health/disability issues which affect where they are able to work.




Depending on the circumstances and number of staff involved, it may be appropriate to consider a scored selection matrix, adopting the principles of those used to select for redundancy. See Organisational change policy.

The HR manager must complete a written rationale for the selection made.

Where an employee is required to move his/her work location, and wishes to challenge the process used to determine who moves, he/she may make use of the Organisational change challenge panel.

Internal transfer requests

Officers and staff members who want to transfer to another district should submit a Transfer Request Form (Per 43) through their line manager.

Attendance Standard

For all transfer requests, the Attendance Standard will be applied at the time of: • a request; and• at the time of appointment.

PDR Officers and staff must have a PDR rating of ‘Successful Performer’ or above to be eligible to apply for a transfer.

If an individual has not had a full PDR then an interim PDR must be completed prior to their application being submitted.

Responsibilities Your responsibilities are outlined in the District transfer request flowchart.

How a transferee is chosen

Unless there are exceptional circumstances, if you are the person with the longest registered transfer request recorded and you meet the attendance standard, you will be considered for the vacancy.

Informal meeting

Although you will not normally need to be interviewed it may be appropriate to have an informal meeting with you before starting the transfer. You will be informed of the location and hours of work.

Exceptional circumstances

In exceptional circumstances, the resourcing manager, HR Resourcing, may consider and decide to give individuals who are not at the top of the transfer list the vacancy. This will most probably be where:



http://wyp-infoshare/sites/forcepolicy/Human%20Resources/Linked%20documents/Org%20change%20-%20challenging%20outcomes.doc

http://wyp-infoshare/sites/forcepolicy/Human%20Resources/Linked%20documents/Org%20change%20-%20challenging%20outcomes.doc

http://wyp-intranet/documentlibrary/PL/resourcing_team/divisional_transfer_requests




• substantial or significant welfare/medical issues; or• redeployment have been identified.

Expiry of requests

Transfer requests expire after twelve months and are then removed from the HR IT system. If you still wish to transfer, you should submit another transfer request form before this time.

Cancelling your request

If you decide that you no longer want to transfer, you should notify HR Resourcing in order that you can be removed from the list.



Chapter 12 Secondments

Filling secondment vacancies

Filling secondment vacancies

The decision on whether a secondment is advertised is made by the HR Resourcing manager, taking into account the benefit to the Force and development opportunities for the officer or staff member.

Officers or staff members applying for secondments advertised internally must have the support of their district commander or departmental head.

In respect of chief inspectors and above it is a Chief Officer Team decision as to whether a secondment can take place.

If individuals apply for secondments that are advertised externally or directly through the seconding organisations, they will require the approval of the Head of Corporate HR if successful in their application.

Chapter 13 Health assessments

Health risk profiles

Health risk profiling of roles

In most cases line managers will be best positioned to determine a clear understanding of what a police staff role involves and should complete a health risk profile (Per 61) describing the role and any associated health risks.

The Per 61:

Step Action 1 should be completed and approved in consultation with the

trade unions; 2 must be specific to each role, even where roles are similar

but have different role profiles; 3 when approved, should be sent electronically to

Occupational Health for recording; and 4 will remain valid while ever the role remains unchanged.



Pre-determined health standards

Introduction Some applicants will also need to be assessed against: • pre-determined medical standards; or• the performance within a health surveillance regime.

Jobs with pre-determined standards

In jobs with pre-determined standards the applicant in receipt of the job offer will be required to attend Occupational Health for a medical with a nurse or doctor.

Currently the jobs which this applies to are: • Control Room operator;• Detention officer;• Driver Handy person;• HGV driver; and• Police Community Support officer.

If a manager is concerned about the possible medical implications of recruiting to a particular post, they should seek advice from the medical or nursing staff at Occupational Health.

Jobs subject of health surveillance

There are some jobs which are subject to routine health surveillance. In these cases, the applicant must attend Occupational Health to determine their current fitness against the performance criteria set out by that surveillance regime.

The information collected as part of this procedure, will constitute their baseline assessment. The nurse may refer the applicant to a doctor if this assessment gives any cause for concern.

Chapter 14 Police officers postings

District commanders/ departmental heads

For ranks up to and including Inspector, the district commander/ departmental head, will decide whether it is essential to fill a specific post, within their district or department, prior to the vacancy being advertised.

HR managers HR managers, in liaison with the district commander or departmental head where appropriate, will manage the deployment of officers posted in the district/departments within their cluster.

This includes: • managing restricted officers,• recruiting and filling internal vacancies where, and

http://wyp-intranet/divisionsdepartments/PL/PH/OccuHealthWelfareSection/OHUFacilities/



• moving officers into and out of roles where necessary.

HR managers may not move an officer from one district within their cluster to another. The decision to move officers from one district to another remains the responsibility of the Resourcing manager.

In exceptional circumstances, if an HR manager wishes the Resourcing manager to consider posting an officer, either: • out of a district/department within their cluster, or• from one district/department to another,for a specific reason then they must submit a rationale to theResourcing manager, who will consider the reasons for the requestand make a decision.

If the Resourcing manager decides that the officer should be posted they will consider the broad skills of the officer and the existing profiles of districts or departments, i.e. the type and number of vacancies, and the number of officers with restrictions, already in a district or department.

Deployment of police officers

Police officer deployment

The HR manager, in liaison with the appropriate district commander/ departmental head will be responsible for the deployment of officers posted into a district or department in their cluster.

Police officers unable to perform full duties

Posting officers with restrictions

HR managers are expected to manage all of their officers effectively. This includes officers who are unable to perform their full duties due to a medical issue, performance or other issue.

It is especially important when dealing with officers who have a condition recognised as a disability as defined in by the Equality Act that all reasonable adjustments are considered in the first instance, to ensure that they are not at a disadvantage.

The HR manager, in liaison with the district commander/departmental head can post an officer to any role within their cluster.

When an officer requires posting:



In circumstances where it is not possible to find a role in the officer’s cluster then Resourcing in liaison with the HR manager, or delegate, may post the officer to a different district or department.

If then a suitable vacancy exists;

they can be posted to that vacancy.

no suitable vacancy exists;

an officer occupying a suitable role may be posted elsewhere to create a vacancy.

Before moving an officer to create a suitable posting for another, the HR manager must consider the consequences for both officers affected.



Recruitment and selection Part three – Information and toolkits

Templates

Letters and forms

Flowcharts • Police staff vacancies• Recruiting process• Offer of appointment (police staff)• Police staff leavers• Police officer vacancies• District transfer requests

Guidance notes • A Step by Step guide to short listing• Filling Police Staff Vacancies – Priority protocols

Forms • PER 9 – ‘Notification of a need to fill a vacant role’

Template letters • Unsuccessful at interview (External applicant)

UPP and Misconduct protocols for secondments - Examples

Misconduct In cases of allegations of misconduct, the seconding Force, or organisation, will need to make an initial assessment of the allegation.

If it is determined that the matter can be dealt with by management action then the seconded officer’s line manager is expected to deal with the matter in this way.

As part of this decision making process, it may be necessary for the line manager to contact the ‘appropriate authority’ in the seconded officer’s homer force to assist in determining the nature of the conduct and whether it should be investigated.

If, as a result of that preliminary assessment, the home force considers it appropriate to issue a Regulation 14A/15 notice in relation to the matter then the officer must be returned to force.

At the conclusion of any disciplinary proceedings, where the officer has been returned to their own force, then it will be agreed between


http://wyp-intranet/documentlibrary/PL/helpdesk/Recrut


http://wyp-intranet/documentlibrary/PL/helpdesk/PolLeav



http://wyp-infoshare/sites/forcepolicy/Human%20Resources/Linked%20documents/Recruitment%20and%20Selection%20-%20Step%20to%20Step%20Guide%20to%20Short%20listing.doc


http://wyp-infoshare/sites/forcepolicy/Human%20Resources/Linked%20documents/PER%209%20-%20Police%20Staff%20Recruitment%20-%20Notification%20of%20a%20need%20to%20fill%20a%20vacant%20role.docx

http://wyp-infoshare/sites/forcepolicy/Human%20Resources/Linked%20documents/Unsuccessful%20at%20interview.doc



the officer’s own Force and the seconding Force/organisation whether it is appropriate for the officer to resume their secondment.

Records must be kept of all informal action taken by the line manager.

Unsatisfactory performance and attendance (UPP)

First line managers are expected to deal with and manage unsatisfactory performance in the first instance by informal action planning to assist the officer to improve their performance or attendance in line with current HO guidance.

Where there is no or insufficient improvement in their performance or attendance of the police officer, their first line manager should prepare a written report detailing the nature of the unsatisfactory performance or attendance together with the remedial and other measures taken for the head (or their nominated representative) of the seconding Force, or organisation.

The head of the organisation or their nominated representative), in conjunction with the ‘appropriate authority’ (or their nominated person), for the police officer concerned, will decide whether it is appropriate that the police officer concerned should be returned to their parent force, or whether the unsatisfactory performance or attendance can be addressed with the police officer remaining on secondment.

Where the officer is returned to their home force it will be their decision as to whether formal UPP proceedings are commenced on their return.

Agency workers information

The Agency Workers Regulations were introduced on 1 October 2010.

The regulations give agency workers the same basic working and employment conditions as permanent employees after they have completed a 12 week continuous qualification period.

Under the regulations the definition of an agency worker, i.e. someone who works under the ‘umbrella’ of an hiring company, has a wide scope but does exclude ‘self-employed’ workers, or those ‘working under direction of supplier rather than hirer’.

The equal treatment that they are entitled to includes: 1. pay;2. the duration of working time;3. night work;4. rest periods;5. rest breaks;6. annual leave;7. pregnant agency workers will be entitled to take paid time off

work to attend ante-natal appointments



In regards to pay, this includes: 1. overtime;2. shift allowances;3. unsociable hours premiums/bonuses;4. fee commission payments; and5. performance-related bonuses.

BUT, excludes: 1. occupational sick pay;2. company pension schemes;3. share options schemes;4. loans;5. expenses;6. health/life insurance;7. financial participation schemes; and8. family-leave-related pay above the statutory minimum.

A line manager who is considering using an agency worker must liaise with their HR manager for any further advice.

Useful links Regulation 13 Police Regulations 2003 Performance Development Review Equality, diversity and human rights policy Vetting policy procedure Prevention of Illegal Working – Asylum and Nationality Act 2006 www.acas.org.uk Advisory, Conciliation and Arbitration Service (Acas) Business Link www.businesslink.gov.uk

http://10.10.1.12/docmanager/content/D7736.htm

http://wyp-infoshare/sites/forcepolicy/Human%20Resources/Performance%20Development%20Review%20(PDR).pdf

http://wyp-infoshare/sites/forcepolicy/Human%20Resources/Equality,%20diversity%20and%20human%20rights.pdf


http://www.ukba.homeoffice.gov.uk/sitecontent/documents/employersandsponsors/preventingillegalworking/currentguidanceandcodes/comprehensiveguidancefeb08.pdf?view=Binary

http://www.acas.org.uk/index.aspx?articleid=1461

http://www.acas.org.uk/index.aspx?articleid=1461

http://www.businesslink.gov.uk/bdotg/action/home?domain=www.businesslink.gov.uk&target=http://www.businesslink.gov.uk/



Recruitment and selection Policy administration

Document information

The table below lists the details relating to this document.

Item Details Document title: Recruitment and selection Owner: Human Resources Author / Reviewer: Date of last review: 19/12/2012 Date of next review: 19/12/2014

Equality and Human Rights Assessment

I am satisfied this assessment demonstrates compliance with the Human Rights Act 1998 and the General Duties under the Equality Act 2010, and that ‘Due Regard’ has been given to the need to eliminate unlawful discrimination; advance equality of opportunity; and foster good relations.

Lead: Date: July 2013 Author: Date: July 2013

Department: Human Resources Form 112

Recruitment and selection.doc

Link to version held on Registry

Revision information

The table below details revision information relating to this document.

Topic Title Date of last update Fixed term employees rights have been added as a toolkit.

22/01/2013

Updated information on priority protocols and removal of fixed term employees rights.

30/05/2013

Info added about student officer's salary starting at pay point 1 in principles section.

17/07/2013

Amended ACC Workforce Development to Head of Corporate HR or Head of Operational HR

26/11/2013

Updated in relation to changes in general re force titles/terms and repaired any broken links.

17/12/2014



Amended to Policing Professional Framework (PPF) Personal Qualities, where Excel competencies was referenced, page 8,18,19, 21.

19/04/2016

New PER 9 form as requested Attached in templates section, page 32.

03/08/2016

Changed HR Director to People Director, as per HR structural changes.

22/09/2017

Admin changes made in relation to the updated PDR process.

19/03/2018

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