recruitment and selection policy - hospice...recruitment and selection policy 3 ref: pol/hr/13...

RECRUITMENT AND SELECTION POLICY Document Summary This document outlines the recruitment and selection process in relation to Hospice at Home Carlisle and North Lakeland. This is the final version of this document and all other versions must be destroyed.

Policy Category

Human Resources

Document Number

POL/HR/13

Date Ratified

28th September 2015

Date Implemented

28th September 2015

Next Review Date

March 2017

Accountable Individual

Chief Executive

Policy Author/ Authors

Clinical Lead and Quality Facilitator

Policy Source (s)

NHS Policy

Recruitment and Selection Policy 2 Ref: POL/HR/13 Version 1/August 2015

TABLE OF CONTENTS

1. Purpose 3

2. Planning Workforce Needs .. 3

3. . 4

4. Methods of Recrui 4

5.

6. 6

7. 6

8. Interview 7

9. 10

10. Pre-employment Checks 10

11. 12

12. 13

13. 13

14. 13

15. 13 Appendices Appendix A: Recruitment Flowchart Appendix B: Job Description and Person Specification Template Appendix C: Experience of Death, Dying and Bereavement Questionnaire Appendix D: Recruitment Shortlist Matrix Appendix E: Candidate Assessment Form


1. PURPOSE The purpose of this document is to provide guidance in relation to the process for the recruitment and selection for all posts within Hospice at Home Carlisle and North Lakeland (Hospice at Home). The process is summarised in flowchart format (Appendix A). 2. PLANNING WORKFORCE NEEDS AND DEFINING THE ROLE

Effective recruitment requires planning. It is important to understand workforce requirements against current and known future demand before advertising posts. As hours/posts become available the Clinical Lead and Quality Facilitator/Head of Non-Clinical Services is responsible for assessing the need to fill the post, however, the Chief Executive has ultimately responsibility in deciding if the post will be advertised.

Assuming the decision has been made to fill the vacancy, the person identified as having responsibility to co-ordinate the process (hereafter referred to as the Appointing Officer) should begin by deciding whether the nature of the post has changed since it was last advertised. This determines the need for revision of the job description and person specification.

Consideration should also be given to suitability of the post for job sharing. Hospice at Home supports job sharing as a process of creating employment opportunities, offering more flexible working arrangements and helping to retain experienced and trained staff without significant additional cost. 3. JOB DESCRIPTION AND PERSON SPECIFICATION 3.1 Job Description

Every post must have an up to date Job Description which should be written in a clear and concise way using the agreed Hospice at Home template (Appendix B) which is available on S Drive. A job description is essentially a statement of the purpose and responsibilities of the post.

Any existing job description should be reviewed to ensure it is up to date. If amendment is required, the Appointing Officer should make the necessary changes. Change to the job description may also result in amendments being required to the person specification (see below). Changes to either document should be made in consultation with the Clinical Lead and Quality Facilitator/Head of Non-Clinical Services and the Chief Executive.

Criteria contained in the job description should be strictly relevant to the requirements of the post.

The criteria should not be restrictive so as to exclude any particular groups, since this may be viewed as indirect discrimination and therefore unlawful.


3.2 PERSON SPECIFICATION

The Person Specification translates the job description into the necessary qualifications, skills, experience and other attributes required by an applicant to undertake the duties of the post. (See Appendix B). It is in effect a profile of th dea post holder. The person specification is therefore an aid throughout the recruitment and selection process in deciding the following:

How to design the advertisement.

How and when to advertise the vacancy.

Which selection method to use.

Short listing applicants.

Making the final selection

Using the person specification throughout the recruitment and selection process enables the Appointing Officer to ensure that the best applicant is chosen and that legal considerations are adhered to.

The person specification should;

Include criteria that will genuinely have a positive impact on job

performance, do not set unjustifiably high standards; this will help to

avoid unlawful discrimination.

describe experience required in terms of quality, level and type

rather than amount.

avoid unjustifiable physical requirements which could exclude those

with disabilities.

The person specificaton should not;

attach undue importance to specific formal qualifications, as

evidence of ability may be just as relevant.

use age as a criterion or as an indicator of experience or maturity.

assume that relevant skills or experience can only be gained in an

occupational setting e.g. an individual may gain management skills

from many other sources.

include criteria which cannot be tested in any way.

Furthermore, the criteria should be based solely on the genuine

requirements of the job.


4. METHODS OF RECRUITMENT

The following methods of recruitment may be utilised

Internal recruitment from within the current Hospice at Home

workforce.

All staff should be made aware of the vacant position by its inclusion

on the staff area of the Hospice at Home website and discussion at

Team Meetings etc.

Via Cumbria Partnership Foundation Trust (CPFT). This form of

recruitment canvasses a wider target audience. Vacancies should

be advertised initially via the CPFT job vacancy website. Job adverts

for inclusion can be forwarded by e mail to the CPFT Human

Resources Helpdesk.

Via third sector organisations e.g. Cumbria Council for Voluntary

Service (Cumbria CVS). Adverts should be forwarded for

distribution for the recruitment of volunteers.

One or more of these methods may be used and this will be determined by the position being advertised.

Where the above methods do not result in an adequate response from prospective applicants, advertising via print media can be considered. Due to the potential high cost of this method, discussion regarding the possible benefits should take place with the Clinical Lead and Quality Facilitator/Head of Non-Clinical Services and so that authorisation to proceed may be obtained.

5. ADVERTISING VACANCIES

It is the responsibility of the Appointing Officer to draft the vacancy advert.

The principal aim of advertising is to attract suitable applicants for the post advertised.

An advertisement should facilitate a degree of self-selection and elimination. It should be a distillation of the job description and person specification.

Advertisements must not exclude or potentially reduce the number of applicants from a particular ethnic group, gender or from people with disabilities. Care must be taken to ensure adverts do not discriminate against individuals from a particular group.

For example, adverts must not contain an age limit or age range or imply that a certain age group would be preferred by the use of implied terms such as young, dynamic, mature.


The advertisement should be clear and concise and aim to give the following information:

Job Title

Base

Department. Grade/Salary

Key Responsibilities of the post

Key Requirements for the post holder

Closing Date a maximum of three weeks, from date of advert

If possible, a contact who is prepared to give further information on

the vacancy.

How to apply

Interview Date (desirable)

The Appointing Officer should ensure that those individuals named within the advert as a contact for information and/or job descriptions/application forms have a copy of the appropriate documents available to them.

6. APPLICATION FORMS

All job applicants (whether internal or external) must complete an application form. The use of application forms ensures that applications provide the required information in a consistent and standard way which will help to assess and compare the applicants systematically.

In relation to clinical positions, the Hospice at Home questionnaire regarding the applicants experience of death, dying and bereavement, (Appendix C) should also be issued and returned with the application form.

Application forms and questionnaires can be issued and returned electronically. Alternatively, a hard copy can be posted to the prospective applicant and completed in hand writing prior to return.

An applicant who cannot complete an application form and questionnaire personally (e.g., because of literacy difficulties or disability) should not be excluded from consideration unless this ability is directly relevant to the job. In such cases, they may get help from family or friends to complete the form. Arrangements should be put in place for individuals with special requirements e.g. an individual who has a sight impairment may require a large print application form.

7. SHORTLISTING

administrative team will anonymise Section A of the application form that details personal information about the applicant. This should not viewed by individuals shortlisting/interviewing during the shortlisting process in case of bias.


Short listing should take place as soon as possible after the closing date and where possible should be undertaken by the people who will be on the interviewing panel.

To avoid unfair and unlawful discrimination, short listing must be based only on the information contained in the application form using the job description and person specification as the criteria, with the purpose of obtaining the best match.

Hospice at Home is committed to, and operates, a fair recruitment system and to this end will not discriminate against individuals based on gender, sexual orientaton, race or disability etc. when shortlisting or at any point during the recruitment process.

When drawing up the shortlist the Appointing Officer/interview panel members should:

Assess the applicants strictly against the person specification

Exclude all applicants who clearly fail to meet all the Essential

criteria in the person specification and record the reasons why.

Use th Desirabl eria to reduce the field of applicants further if

required.

Where the shortlisting/interview panel members still have too many application forms they should reach a joint decision as to which applicants are to be included on the shortlist; it is permissible for them to examine the relevant information individually before deciding. The reasons for this decision must be objective and should be documented. Application forms are not to be used as a test of literacy, except where literacy is a genuine and stated requirement of the job.

Details of the shortlisting process should be recorded on the Shortlisting Matrix (Appendix D). The Appointing Officer should forward this to the administrative team for retention.

Letters inviting individuals for interview are issued by a member of the administrative team and should contain the following details:

Date, time and location of the interview

Names and designations of the members of the interview panel

Presentation title and duration (if applicable)

A request to bring documents to interview that will verify identity

and qualifications

Confirmation of attendance request.

8. INTERVIEW

8.1 Purpose of Interview

The purpose of the interview is to assess the extent to which the applicant (hereon referred to as the candidate) meets the criteria contained in the person specification.


Also to provide the interviewee with information about the job. An interview is consequently a two way process. It should also be used to assess, where applicable, that an individual would able to communicate effectively with service users and other staff to ensure the care and treatment of people using our services is not compromised.

8.2 The Interview Panel

The size and composition of the panel which conducts the interview during the final selection stage will depend upon the nature of the post to be filled. There must be at least two interviewers, one of whom should have managerial responsibility for the post. Where ever possible, one member of the interview panel should have no direct connection to the available position to promote total impartaility.

8.3 Preparation for the Interview

will provide each panel member with a panel pack a minimum of 2 days prior to the interviews.

Interviewers should prepare for the interview by:

Reminding themselves of the job requirements (from the job

description, person specification etc.).

Checking the information available in respect of each shortlisted

candidate (i.e. application form) and identify areas which need

further investigation e.g. any gaps in employment history

Deciding which criteria in the person specification are to be

assessed in the interview.

Drawing up a series of standard questions to ask each candidate to

cover these points. These should include questions that provide

insight into the candidates personal values. Using standard

questions helps to ensure that interviewers express themselves

clearly and consistently, allows them to compare candidates on the

same basis and avoid dwelling on irrelevant issues. Questions can

be recorded on a Candidate Assessment Sheet (Appendix E).

8.4 Structure of Interviews

Prior to each interview commencing, original identity documents and qualifications should be sighted and copies obtained.

The following format for an interview is suggested:

Introduce interviewers, reiterate details of post, explain format of

interview.


Practical presentation (title previously provided within the invitation to interview letter).

Clgaps in employment.

Ask the candidate to explain their interest in the job and why they consider themselves suitable for it.

Seek information (adding to what is contained in application form) about the candidate s skills, experience and other details relevant to the

person specification.

Ask a series of questions (as above). Brief notes of the candidates response can also be recorded on the Candidate Assessment Sheet.

Clarify any points arising from the experience of death, dying and bereavement questonnaire responses.

Give the candidate an opportunity to ask questions or add any points they wish to make.

Advise the candidate when they will be informed of the outcome and ensure you confirm the contact telephone number.

8.5 Questions to Candidates

Questions relating to a candidate s sex, ethnic origin, marital status, personal or family circumstances, sexuality, disability, age, Trade Union/political activities or religious beliefs should not be asked. To do so could be taken to imply that you will take these factors into account and therefore unfairly discriminate against a candidate. If however, a candidate raises these matters (e.g. by asking about childminding facilities) you may reply.

If a post requires special working arrangements (e.g. unsocial hours) you may ask candidates if they can meet these requirements but you must ask all the shortlisted candidates the same question.

Take care to phrase questions clearly and unambiguously, avoiding jargon which may not be readily understood by all candidates.

8.6 Making the Decision

After the interview and any other selection methods have been completed, an evaluation of each shortlisted candidate should be made, taking into account information from all elements of the process. This should be recorded on the Candidate Assessment Sheet.

Members of the panel must carry out their evaluation strictly against the person specification and should aim to reach a consensus about each candidate. The chosen candidate should be the one who most closely meets the person specification. A Candidate Assessment Form should be used to record the decision and the reasons for it.


In making an appointment, the aim is to select the best candidate(s) for the post. Since prospective job-sharers will be considered alongside other candidates, selectors may be required to decide whether to select one full-time post holder or two job-sharers. 9. INFORMING THE CANDIDATES

All candidates should be informed promptly of the outcome of their interview by the Appointing Officer or panel members. Initial contact by telephone is acceptable. If they so request, candidates should be given the chance to discuss how they performed during the selection process. The Appointing Officer or panel member must always explain to the successful candidate that their appointment is conditional subject to required safety checks e.g. references, Pre-employment Occupational Health Screening, Disclosure and Barring Service check.

A formal offer letter should be sent to the successful candidate(s) and should reiterate that the offer is conditional subject to the outcome of the aforementioned checks. The letter should also include details of the post and salary (pro rata if applicable).

A letter of acceptance should be requested from the successful candidate. 10. PRE-EMPLOYMENT CHECKS 10.1 Reference and Employment History Checks

Following interview, references for the successful candidate will be requested tration team. These will be forwarded to the appointing officer for consideration upon receipt. They should only be used to confirm the recruitment decision. The references should be scrutinised by the Appointing Officer and where there are any discrepancies between references and information given by the candidate, further enquiries should be made to the referee.

Satisfactory written references must be received prior to commencement of employment. If satisfactory references are not received employment cannot commence. 10.2 Disclosure and Barring Scheme (DBS)

Where clearance is required a DBS form will be sent out with the offer letter. Those recruited to work in posts which give them substantial access to children and vulnerable adults require satisfactory clearance before being allowed to commence unsupervised employment. For other posts employment can commence however where a DBS disclosure is required the employment remains conditional of receipt of a satisfactory disclosure.


10.3 Verification of Identity

Prospective employees must provide acceptable documents containing their photograph in person. It is the responsibility of the Appointing Officer to ensure the checks are conducted.

Acceptable documents include, passport or driving license

All prospective employees will be asked to provide the original, and a photocopy of the original, verification documentation at interview stage. The original documents should be checked and the photocopy retained. The photocopied document should be signed and dated on the back to confirm that the original document has been seen.

Where identity cannot be confirmed at interview this must be confirmed prior to employment commencing. A start date for the employee will not be agreed until this has been done. 10.4 Registration and Qualification Checks

Registration and qualification checks ensure that a prospective employee is recognised by the appropriate regulatory body and have the right qualifications to do the post.

Qualification checks verify the information about educational or professional qualifications that a prospective employee provides on their application. Where a job description requires a qualification as essential then evidence of this should be obtained, e.g. a copy of the certificate. If the job description indicates equivalent experience the appointing officer should satisfy themselves that the candidate has the appropriate level of experience.

The original qualification should be viewed and a copy retained. This should be signed and dated on the back to confirm the original has been seen.

Candidates may not always have the original documentation and appropriate discretion may be applied in this instance.

If a prospective employee has gained qualifications from overseas, the appointing officer will need to check that the qualification exists and that it is equivalent to the stated UK qualification. These checks should be carried out with the awarding institution where possible.

For all posts requiring professional registration, prior to issuing a written offer of employment the Appointing Officer will check with the appropriate body via the relevant online system that the prospective employee has a current professional registration.


Where the required qualifications have not been produced at interview they must be seen by the Appointing Officer prior to employment commencing. A start date for the employee will not be agreed until this has been done.

Where registration cannot be confirmed, employment will not be allowed to commence.

10.5 Occupational Health Checks

All prospective Hospice at Home staff will be referred to the service Occupational Health provider (Cue Doc) and will be required to complete a pre-employment health screen questionnaire. Section 60 of the Equality Act 2010 which came into effect in October 2010 precludes enquiries about disability or health before a conditional offer has been made.

These checks are carried out to ensure staff are physically and psychologically capable of doing the work. All checks take into account the Disability Discrimination Act 1995 which requires that where possible, reasonable adjustments be made to ensure people can work for Hospice at Home regardless of physical impairment or learning disability. Where the requirement for a reasonable adjustment is:

Identified by Occupational Health then this must be discussed

with the prospective employee.

Where reasonable adjustments have been identified and made this

should be documented on a risk assessment as part of the local

induction process.

Satisfactory health clearance must be received prior to

commencement of employment. If a person is not given clearance

and/ or reasonable adjustments cannot be made, an offer can be

withdrawn.

10.6 Refusal of Employment

Employment will not to offered to those, whom following interview, are

deemed unacceptable for the position for which they have applied. Reasons

for not offering employment will be clearly documented.

No applicant should be refused employment on health grounds unless:

Expert occupational medical advice has been sought.

The applicant has had the opportunity to discuss issues

raised with an occupational health professional.

The Chief Executive has given full consideration to all of the

facts and taken advice from the human resources provider.


11. RECORD KEEPING

A personal file will be created for the appointed candidate and all paperwork, photocopied items etc. will be filled within.

Paperwork for unsuccessful candidates shall be retained for tweleve months and then destroyed confidentially. 12. TRAINING

In relation to the recruitment process, Hospice at Home will provide in-house training for those involved or will source external training as required. 13. MONITORING AND COMPLIANCE WITH THIS POLICY The table below outlinpolicy/document. Aspect of compliance or effectiveness being monitored

Monitoring method

Individual responsible for the monitoring

Frequency of the monitoring activity

Committee which will receive the findings/monitoring report

The individual duties are carried out in line with this policy

Check undertaking on Personnel files

Clinical Lead and Quality Facilitator Head of Non-Clinical Services

Annual Assurance Committee

All pre-employment checks and checking procedures in line with this policy:

Check undertaking on Personnel files

Clinical Lead and Quality Facilitator Head of Non-Clinical Services

Annual Assurance Committee

14. BIBLIOGRAPHY

NHS Employment Check Standards www.nhsemployers.org

Equality Act 2010

CIPD Factsheet November 2010 Equality Act 2010

Immigration, Asylum and Nationality Act 2006

Safeguarding Vulnerable Groups Act 2006

15. RELATED POLICY/PROCEDURES

Policy and Procedure for the Maintenance of Professional Registration

http://www.nhsemployers.org/


APPENDIX A: RECRUITMENT FLOWCHART


APPENDIX B: JOB DESCRIPTION AND PERSON SPECIFICATION


APPENDIX C: EXPERIENCE OF DEATH, DYING AND BEREAVEMENT

QUESTIONAIRE


APPENDIX D: RECRUITMENT SHORTLIST MATRIX


APPENDIX E: CANDIDATE ASSESSMENT FORM

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