recruitment, selection and induction recruitment and

Recruitment and Selection Guide V1.4 Last date amended: 11/03/09 Date created: 05/03/09

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Recruitment, Selection and Induction

Recruitment and Selection Guide Scope This document applies to:

• National Joint Council for Local Government Service Employees

• Joint Negotiating Committee for Local Authority Craft and Associated employees.

Introduction

The aim of this guidance is to support managers as they implement the Recruitment and Retention Strategy which is a key element of the Council’s People Strategy.

The purpose of a Recruitment and Retention Strategy is to ensure that the very best people are attracted, recruited and retained within the Council.

Ensuring equality and embracing diversity is also one of the Council’s key priorities and provides the basis for what we do as an organisation - creating excellent working conditions and delivering services that meet peoples’ needs is our bread and butter, it’s what we do. The Equality and Diversity Strategy sets out a number of employment targets which will contribute to our aim of achieving a representative workforce that reflects the people of Leicestershire.

The Recruitment and Selection of employees is therefore one of the most important responsibilities of managers.

The guidance provides a flexible, systematic framework in which roles and responsibilities for the recruitment process are defined, to ensure that the recruitment and selection process is carried out in a fair, professional and lawful manner.

There a number of references to Safeguarding. These result from DfES Guidance entitled “Safeguarding Children and Safer Recruitment in Education”. The majority of the requirements also apply to people applying for work with vulnerable adults.

APPENDIX


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Principles

These are to:

• Attract the widest number of candidates appropriate for the job.

• Ensure that all employees have the competence and commitment to meet the requirements of the post to which they are appointed.

• Achieve Equality of Opportunity and fair treatment for all applicants.

• Demonstrate that recruitment and selection has been conducted fairly through a consistent approach for all.

• Ensure a planned approach that is conducted on an objective basis and shows that candidates are measured against pre-determined, specific and relevant job requirements.

• Ensure that roles and responsibilities at all stages of the process are clearly defined for all those involved.

• Enable applicants, whatever the outcome, to feel that they have had a positive experience.

• Enhance the reputation of Leicestershire County Council as an employer of choice and an excellent service provider.

• Operate recruitment and selection procedures that help to deter, reject or identify people who might abuse children, young people or vulnerable adults or are unsuited to work with them.

• Create opportunities for continual improvement of the Recruitment and Selection Policy and Procedures and the Recruitment and Retention Strategy overall.

• Ensure managers responsible for recruitment and selection are given appropriate training and feel confident about following the process.

• All of the above contribute to appointing the best person for the job.


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Roles & Responsibilities

Directors and DMT members

• Have agreed procedures in place throughout the Department, including monitoring arrangements.

• Ensure managers are committed to the policy and that appropriate training is provided.

• Ensure managers recognise and understand their responsibilities in relation to safeguarding children, young people and vulnerable adults.

• Involve managers, employees and their representatives in implementing the policy.

• Promote the County Council as an employer of choice.

• Ensure that all employees are issued with up to date terms and conditions of employment documentation in accordance with employment law. Guidance is provided in Types of Contract of Employment.

Appointing Managers

• Ensure that the policy is implemented.

• Take responsibility for safeguarding children, young people and vulnerable adults.

• Ensure that the post has been assessed as to whether a Criminal Records Bureau (CRB) disclosure is required and at which level, Enhanced or Standard.

• Ensure that the job profile has been reviewed and updated if appropriate.

• Ensure all the information required to proceed to advertise the post is submitted within appropriate timescales.

• Ensure that the appropriate notification of a CRB requirement is included in the job advertisement and further details provided to the applicant.

• Ensure the selection panel is chaired effectively.

• Ensure selection panels are representative of our workforce.

• Ensure the selection process is planned and conducted fairly and effectively within prescribed policies and procedures.

• Candidates are promptly and appropriately informed of the results of their application.

• Ensure all relevant paperwork is forwarded to the Employee Service Centre as soon as possible.

• Ensure that arrangements are made for the induction of new employees

• Promote the County Council as an employer of choice.

• Conduct exit interviews for all leavers.

Head of Strategic HR

To monitor, evaluate and update the policy as new practice evolves and/or new legislation is implemented.


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Alternatives to Traditional Recruitment Methods

Executive Search and Selection

A Framework Agreement for Executive Search and Selection was put in place by the Council’s Procurement Unit in April 2008. This lists seven providers of such services.

Temporary Agency Workers

From 1 January 2007 the Central Procurement Unit and ESPO have established a three year Temporary Agency Worker contract (653LE) which is expected to deliver savings of more than £350,000. Hiring managers are therefore requested to employ all new temporary agency workers in accordance with the Temporary Agency Workers User Guide .

Secondments

County Council practice is to advertise externally all temporary jobs (i.e. those likely to last 12 weeks or more) to ensure that applicants outside of the County Council can access these opportunities. This is to ensure the all applicants have equal opportunity to be considered for vacant positions. If you are considering offering a secondment to internal applicants only you have an obligation to ensure that any changes to the general advertising practice can be justified in terms of organisational need and equalities. The reasons for treating a temporary vacancy as a secondment could include:

• The role requires current business knowledge which is specific to the County Council;

• The role has to be filled on an ‘acting up’ basis (i.e. the secondee’s substantive post won’t be filled)

• It offers an opportunity to develop skills within the County Council of which there is a shortage.

Such roles can be restricted to internal applicants but must be advertised on the intranet across all departments. Volunteers There may be circumstances where unpaid volunteers are engaged by the County Council. Please refer to the Volunteer Guidance for further information.


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Recruitment Good Practice

The recruitment process should be designed to encourage applications from a diverse population of either gender, regardless of sexual orientation, from different races, from disabled people, from different religions or beliefs, from all age groups and from individuals undergoing or having undergone gender reassignment. All employees dealing with job applicants should be made aware of the requirement not to discriminate and of the County Council's policy. Training, counselling and advice should be provided where necessary. Selection must be based on the single test of the most suitable applicant for the job. Discrimination on the grounds of gender, race, colour, religion or belief, sexual orientation or gender reassignment is not illegal 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 using a GOR appears to be appropriate please seek further advice from the ESC Help Desk. Age requirements should be avoided as age is not an indicator of performance level, socialisation or career intentions (except in the case of statutory requirements e.g. for staff in care homes). Age limits and phrases that imply that applications from a particular age range are required should be avoided in advertisements. For example words such as energetic, dynamic or mature should be avoided. Job Profiles (job description and person specification) should be written in a manner which is clear, can be easily understood and is in a suitably accessible format, for all applicants. They should focus on demonstrable skills and experience rather than formal qualifications if the requirement for these cannot be justified. Where a specific level of qualification is necessary, it should be made clear that fully comparable qualifications are acceptable. Interview questions should be related to the requirements of the job, for example, in terms of skills, aptitudes and commitment. They must avoid questions about personal circumstances such as marriage plans, civil partnership plans, childcare arrangements or family intentions. The Chair of the interview panel must ensure that all candidates are asked the same job related questions.


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Recruitment Preparation

In summary, the key tasks to be completed by way of preparation are to:

• Conduct an exit interview with the outgoing post holder.

• Make decisions about filling the post – see reviewing the job and Types of Contract of Employment

• Compose the Selection Panel, ensuring that the panel is representative (see Representative Panels) and panel members are aware of selection procedures and methods to be used

• Review and update the job profile (job description and person specification)

• Review and update terms and conditions (e.g. car user status)

• Determine if a CRB disclosure check is required for the post and which level (see CRB )

• Determine the selection methods to be used

• Prepare the Selection Programme

• Draft the advertisement and decide where to advertise the job

• Identify the information to be provided to the applicants and interviewees

Reviewing the Job

Most recruitment takes place as the result of an existing post becoming vacant due to the resignation of the job holder. If this is the case you should conduct an exit interview. The purpose of the exit interview is to gain feedback about working for the County Council. It represents one of the most direct routes for finding out employees' perceptions on everything, from our work culture to the staff facilities. Information collected should be used to make improvements that help to attract and retain employees. The experience can also help strengthen the Council’s reputation as an employer of choice as your leaver will talk to others about their experience of working for the Council. You must ensure that a resignation letter has been received from the current post holder and that you have confirmed acceptance of this resignation in writing before any steps are taken to recruit into the post. Along with the information gained from the exit interview, the following should be taken into account:

• Is there a need to fill the post?

• Is there finance available?

• Is the vacancy giving the opportunity for a management review?

• Can the post be filled in a different way e.g. part time, reduced hours, job share? (see Striking the Balance)


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• Can the post be combined with others or tasks allocated to make the best use of staff?

• Have the duties/responsibilities changed or need to be changed?

• Do the competencies for the role need to be reviewed?

• Is the grading still appropriate?

• Is the current car user status appropriate?

• Do the duties of the job mean that the it should be politically restricted?

• Are there other existing working conditions or practices that could be reviewed e.g. unsocial hours working?

• Has the relationship with other posts changed?

• Does the post have a high staff turnover and can anything be done about this?

• Has approval been sought from the relevant senior manager (if applicable) to recruit to the existing post?

• If a new role is being created, has approval been sought from the relevant senior manager (if applicable) to establish the post?

Where changes are evident, a revised Job Profile i.e. job description and person specification should be compiled. Guidelines for producing the Job Profile are detailed below. If these changes are significant e.g. changes to the responsibilities of the post, a re-evaluation of the grade of the job may be necessary. The job profile should be redrafted and submitted to the ESC. This will not be necessary where there are only very minor changes to the role and job description. If unsure contact the ESC Help Desk.

Criminal Records Bureau

The Council is registered with the Criminal Record Bureau for the purpose of undertaking appropriate criminal records checks for those individual appointed to positions involving contact with or access to information involving children, young people or vulnerable adults. The Safeguarding Vulnerable Groups Act 2006 requires us to make a number of changes to our practice from October 2009. Work is underway to understand these changes, develop a corporate approach and assimilate them into our processes.


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Plan the Appointment Process

Appoint a selection panel

• Your panel should be representative of the workforce. Further guidance can be found in Representative Panels

• Selection panel members should have undertaken recruitment and selection training or interview training. As a minimum at least one of the panel members must have received this training. The equalities component of this training should be refreshed every two years. If you are recruiting to a job involving children, young people or vulnerable adults your panel members should also have received ‘Safeguarding’ training.

Panel members must participate fully within the whole selection process.

Timescales

Find out what the media deadlines are and when your advertisement will appear. Guidance can be found in the Process for Advertising document and from our Advertising Agency, Tribal. You can then set a closing date (normally 2 weeks after the advertisement appeared), long listing/shortlisting meetings and selection date. If the job involves working with children or vulnerable adults you should leave sufficient time between shortlisting and selection dates to allow for written references to be obtained.

Job Profiles

A job profile comprises the job description and person specification for a post. A standard job profile template has been developed which comprises of a standard job description and person specification and has been supplemented by a job dimension sheet and organisation structure sheet which are used primarily for job evaluation purposes.

Job Description

The job description comprises of the job purpose and the key responsibilities of the job holder – both corporately and within their service area. These should be expressed clearly and succinctly, using the active tense. As job descriptions no longer list specific tasks, in some cases Services/Departments may find it necessary to maintain separate operational and procedural manuals which specify what these are, in which case these manuals should be referred to in the job description (under “key service responsibilities”).


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Job purpose

This should be a simple statement in one or two sentences of the main reason for the job’s existence, explaining what its contribution is to the achievement of the organisation’s objectives.

Key corporate responsibilities

These are principally derived from the Medium Term Corporate Strategy 2005 to 2009 – Improving Life in Leicestershire. The vision is to provide high quality, value for money services and to improve the way in which the Council operates, which is to be achieved by an approach of partnership working, a programme of organisational change to deliver service improvements and efficiencies and exploiting ICT to deliver services more effectively. As people are the most important resource of the County Council, there is a particular focus on the need for managers to have strong people management skills. All management job descriptions are required to include the following key attitudes, behaviours and corporate responsibilities:-

“Key Attitudes and Behaviours”:

In order to ensure the future success of the (service name) service it is vital that the post holder is committed to the following:

• Providing the best possible quality of service for customers

• Co-operation with and support for customers, managers and colleagues at all levels, ensuring that this is a priority.

• Flexible in taking on additional tasks

• Willing to offer help and support to team members and others, including training where appropriate

Key Corporate Responsibilities (Corporate):

� Ensure a quality focus in the use and management of resources in accordance with the organisational priorities as defined by the performance and service planning framework and encompassing;

• Application of policy and standards

• Promoting continuous improvement

• Equality and diversity

• Pro-active management of Information

• Actively participates in business continuity management.” There may also be additional responsibilities that relate to the most senior posts e.g. provide advice and guidance to Elected Members; represent the Council to the community and foster productive partnerships, etc. Managerial jobs which are on the same grade should have broadly the same responsibilities.


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Non managerial job descriptions should include the following Key Corporate Responsibilities: Ensure a quality focus by:

• Undertaking all duties in line with identified priorities,

• Supporting continuous improvement,

• Working to agreed policy and standards,

• Supporting organisational values

• Pro-active management of information.

Special Factors This provides the opportunity to list any factors specific to the job e.g. unsocial hours, in addition to a number of standard statements.

Key service responsibilities

These are derived from Service Plans, which may be annual e.g. Adult Social Care Service Plan, or over a longer timescale, and from Team Plans. As these responsibilities are service-specific, they will vary from one Service/Department to another. The key service responsibilities are the priority tasks for the jobholder and will therefore change over time. They should be reviewed annually at PDR’s and also when a jobholder leaves.

Person Specification

The person specification is derived from the job description and the requirements set out in the person specification should follow directly from the specific responsibilities in the job description. The person specification describes competencies, experience, knowledge, qualifications and training required by the successful candidate to achieve the outcomes of the job and the methods by which they will be assessed. Note that it should set out only the requirements that the successful candidate should satisfy in order to be appointed to the job – in effect, what is necessary for them to possess on their first day. The requirements that are specified must be justifiable in terms of the job description and measurable because they will form the basis of the selection process. When writing the person specification, consideration must be given, for each requirement, as to how it will be assessed during the selection process – for example, from the application form, during interview, by means of an exercise, etc – and this must be indicated. If a requirement cannot be assessed, it should not be included. Requirements should be divided into those that are essential and those that are desirable. Essential requirements are those that the successful candidate


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must possess to carry out the job effectively, while the desirable requirements are those that would enhance job performance. There is no obligation to include desirable requirements – unnecessary or marginal requirements could be discriminatory. The Hay Job Evaluation Guide can provide useful competency descriptions to help you to compile the person specification. Your requirements must never exceed those quoted in the Guide. For example a NVQ 2 qualification is quoted for a Grade 7 Technician post so it would be completely inappropriate to specify a degree as either an essential or desirable requirement for this role. The headings to be used in a person specification are:-

• Qualifications and training

• Knowledge

• Experience

• Competencies/skills

• Special requirements

Qualifications and training

For some jobs e.g. solicitor or social worker, the attainment of a particular qualification is a ‘licence to practise’ and therefore has to be an essential requirement. In other cases, educational attainments may be less important than the acquisition of particular skills, such as conceptual thinking, which a candidate can demonstrate in other ways. If specifying that a particular training course should have been undertaken, consider if this is really necessary in advance of starting the job or if the candidate could undertake it once he/she has been appointed. Experience Avoid specifying the number of years experience required as this is likely to be discriminatory. Instead consider breadth and depth and define exactly what experience is required. The detail of the experience required will depend on the duties of the individual post. Be specific about what experience is required in terms of the task, the level of responsibility and the intended outcome. Examples of phrases that can be used to describe experience include:

• Experience delivering a comprehensive service in …

• Adept at developing, co-ordinating, delivering all aspects of …

• Proven track record at senior operational level …

• Comprehensive knowledge of …


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• Strong written and verbal communication skills with dedication to customer service

• Strong commercial awareness with understanding of full range of business issues

If a job is an entry-level appointment, such as a first-line manager, it is not justifiable to expect the candidate to have had previous experience of doing it – instead look for evidence that he/she has the necessary skills, abilities and potential.

Competencies/Skills

These are the range of work-related behaviours that the successful candidate will need to possess in order to perform the job. They should be based on the County Council’s management competencies but it may be necessary to test in the selection process if an applicant has them in a particular service area e.g. “to understand customer needs with respect to transport provision”. To avoid ambiguity, analyse the specific competencies required to fulfil the duties of the job description. Competencies should be differentiated by the level required e.g. for written communication skills, indicate if the candidate will be required to write simple or complex reports and specify the audience for the communication. In addition the County Council’s values can be used to describe some of the behaviours we expect of our staff.

Knowledge

Knowledge is what a person needs to know in order to do the job. It is important to distinguish this from information which can be obtained once he/she is in post. Knowledge requirements must be specific, from which questions can be devised to test individual candidates’ knowledge base. Avoid vague or ambiguous requirements, such as “good knowledge of relevant legislation”. Examples of phrases that can be used to describe knowledge include:

• Depth of … knowledge gained through working in/with …

• Demonstrable previous exposure to …

Further examples are listed in Person Specification Terminology

Special requirements

These may be either specific requirements that apply to a job by law (e.g. Politically Restricted Posts, statutory minimum age requirements in care homes) or practical requirements that need to be included e.g. able to work on occasion in the evenings, able to travel to locations throughout the county, etc. There is also a standard entry which states:


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“Must be able to perform all duties and tasks with reasonable adjustment, where appropriate, in accordance with the provisions of the Disability Discrimination Act 1995.”

It is good practice at this stage, to recheck your requirements to ensure that they are not discriminatory or may imply discrimination. For example a number of people with disabilities are barred from driving. Instead of asking for a full driving licence describe what they will need to do e.g. able to travel on a weekly basis in the south of the County. Explicit reference should also be made to factors that would bar a candidate from appointment, no matter how highly he/she scores in other aspects of the person specification, such as a poor attendance record – for example, “consideration will be given to candidates’ attendance records”. Where the successful applicant will be working with children, young people or vulnerable adults the following ‘Safeguarding’ statement should be included. “Leicestershire County Council shares a commitment to safeguarding and promoting the welfare of children young people and vulnerable adults. Our commitment is underpinned by robust processes and procedures that seek to maximise opportunity, minimise risk and continuously promote a culture that embraces the ethos of safeguarding amongst our workforce.”

Selection Methods

Agreeing the Methods

The application form and interview will not always provide all of the information required to make an informed decision. The Appointing Officer and selection panel will need to consider if other selection methods are required. In designing the selection process, the Appointing Officer and selection panel members should discuss and decide what selection methods are to be used to test each aspect of the Person Specification. The aim must be to select sufficient methods that will adequately measure the candidates’ abilities to meet the requirements of the Person Specification including the competencies that are considered by the line manager as absolutely critical to the role. The selection methods adopted must be consistently applied to all candidates and the results carefully recorded to ensure that all candidates are assessed fairly and treated equally. Guidance on Different Methods Examples of methods for testing skills:


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• practical test/exercise - for candidates to demonstrate level of skills (e.g. IT skills, budget analysis, presentation skills, numerical or verbal reasoning)

• ‘in-tray’ exercises – paper based activities which require candidates to prioritise and complete tasks using material relevant to the job. In tray exercises can be used to assess a number of competency indicators, for example, personal effectiveness (prioritisation and planning), analysis and judgement. The task could be focused on a specific area such as risk management or programme and project management

• group exercises - to enable candidates to demonstrate a number of competencies including, interpersonal skills, personal effectiveness, leadership, and organisational awareness

• contact with employees/service users to enable candidates to demonstrate interpersonal skills, customer and community focus and diversity and equality

Examples of methods for testing knowledge:

• report writing

• presentations

• case studies/video clips (questions/exercises on these)

• questionnaires

• ‘mini- research’ projects

Examples of methods for testing attitudes and behaviour:

• aptitude tests. The County Council has HR staff who are qualified to administer and interpret a range of aptitude tests published by SHL (Saville & Holdsworth Ltd). Please contact the ESC Help Desk for further information

• individual and group exercises designed to test responses to different problems and situations

• methods for skills testing described above are also relevant here.

Assessment methods should be appropriate for the job being applied for e.g. candidates should not be asked to do a PowerPoint presentation or role play dealing with a difficult customer if this would not normally be part of their job. Selection methods should take into account any reasonable adjustments for individuals with a disability. Consideration should be given to all aspects of the recruitment and selection process in order to avoid discrimination, for example, to avoid discrimination on the grounds of religion or belief there should be some flexibility around interview/selection times to avoid significant religious times (for example Friday afternoons). If you need to provide meals for applicants, for example if your selection process is a day long event, you should ask about specific dietary requirements and make sure that these are catered for. The process should not exclude any groups with special needs.


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Marketing Your Job

The quality of your interactions with potential applicants will influence their view about working for the County Council. In addition you are sending messages to service users and Council Tax Payers.

Advertising

The aim of the advertisement is to attract the largest pool of suitable candidates who match your Person Specification to apply for the vacant post. The wording used within advertisements must not discriminate or be construed to be discriminating against any person or groups of people. The Equality and Human Rights Commission can challenge any job advertisement at any time. The impression created by the advertisement is likely to be crucial to the number of applications received. As a minimum always include:

• job title

• number of hours

• status (if temporary, include the reasons for this)

• location

• pay scale/remuneration

• details of any allowances

• the essential requirements of the person specification, i.e. qualification, experience, and skill, requirements, of the post

• the duties and responsibilities in very broad terms

• the closing date, and the interview date(s)

• criminal records disclosures – level of disclosure check the post will be subject to (if applicable).

Where to Advertise

Minimum Standards

In order to maximise opportunities for employees eligible for redeployment, and avoid the wasted cost of advertising posts which are likely to be filled by employees entitled to preferential treatment, a system of pre-advertising some posts on CIS is in place. The process does not involve any additional time delays in the recruitment process. The post is pre-advertised during the week within which your advertisement is being processed.


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If a suitable redeployee expresses an interest then the advertisement will be ‘held’. In line with the Redeployment Policy a post which has been deemed not difficult to fill and is Grade 7 or below it can be advertised on the County Council’s web site via the Vacancies Bulletin only in the first instance. Preferential consideration is given to employees currently on the Redeployment Register for one of three reasons:

• because of organisational change; or

• for medical reasons; or

• apprentices in the last six months of their training contract and not employed in a permanent post (This applies to jobs at Grade 5 and below – and then only to be given preferential treatment if no redeployee in the other categories expresses an interest).

Further information can be found in under Redeployment. A post advertised on the web site via the Vacancies Bulletin is open to existing employees of the County Council and external candidates. In order to promote diversity in the workforce and demonstrate the Authority’s commitment to the Positive about Disabled People statement, (http://website/index/jobs/jobs_equalities/jobs_disabled_applicants) disabled applicants are guaranteed an interview if they meet the essential requirements specified in the person specification. The County Council is also a Stonewall Diversity Champion and uses its logo on all advertising material. This demonstrates our commitment to equality for Lesbian, Gay and Bisexual employees and job applicants. We are working with Stonewall to continuously develop our approach to equality in this area. We aim to ensure that potential Lesbian, Gay, Bisexual and Transgender job applicants to the Council feel confident that they are considered solely on the basis of their competence and suitability for the role.

Advertising more Widely

Consideration should be given to the type of person you are looking for and where they are most likely to see the advertisement. Also consider other factors such as the need to target under represented groups. Consider internet sites as an alternative to paper media. A list of recommended internet sites. (http://intranet.leics.gov.uk/internal_services/human_resources/recruitment_selection.htm )is available. This will give potential applicants immediate access to the Job Profile and further information and allow them to apply electronically. All jobs should appear on the County Council web site. Media analysis during the Summer of 2008 demonstrated the success of the site - three quarters of successful applicants stated that they saw the job advertised on the web site.


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Once the advertisement has been drafted the relevant pro-forma ‘Process for Advertising’ should be completed and forwarded electronically along with all essential information (i.e. Job Description, Person Specification and Additional Information to Candidates) to the ESC. The pro-forma can be found on the intranet: http://intranet.leics.gov.uk/internal_services/human_resources/recruitment_selection.htm It is essential that achievable timescales are set for submission of advertisements to the media chosen, the closing dates for applications and for the interview dates for shortlisted candidates.

How to Advertise

The Council has a Process for Advertising. This is supplemented with information about services available from our Advertising Agency, Tribal. Where jobs are appear within newspapers or publications they will advertised under the following banner: ‘The Best People: The Best Services As a progressive and forward thinking organisation, we employ a diverse and skilled workforce and recruit “the best people to deliver the best services”. If you have the required skills and experience we would welcome an application from you. We offer a wide range of staff benefits including with an innovative approach to work life balance including flexible and part time working.’

Information for Applicants

Minimum Standard

The aim is to provide sufficient information to enable all potential applicants to assess their eligibility for the post, and to promote Leicestershire County Council as an employer of choice. Information should attract the maximum number of relevant applicants from all sources and should be available in a range of formats. The minimum provision should be:

• application form

• Job profile, comprising of the job description and person specification

• other information about the organisational context of the post

• information about working and living in Leicestershire.

Further Particulars

Job information could include:

• Post Title/Location


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• Conditions of Service - confirmation of the condition and benefits applicable to the post

• Salary/Grade

• Hours of Work

• Allowances/Expenses payable

• Pension Details

• Leave Provisions

• Confirmation of a no smoking policy

• Equal Opportunities Policy Statement

• Striking the Balance Statement

• Statement on Probation Period (i.e. new employees are subject to 6 month probation period)

• Provisions applicable under the Rehabilitation of Offenders Act 1974

• Statement concerning Disabled Applicants (i.e. applications welcomed and guarantee of interview if minimum criteria for job are met)

• Statement in relation to previous Local Government Service (i.e. bringing to the attention of the appointing officer if you are returning to local government following a break for maternity reasons)

• Criminal Records Disclosures - level of disclosure check required (where applicable)

• Statement on Restriction of Certain Political Activity - where applicable

• Detail on where completed applications should be returned.

A Corporate Job Pack, which will cover the above information, is currently being developed.

Shortlisting

This is a key part of the recruitment process to ensure you interview the right candidates. It is essential that only the criteria stated on the person specification is used for shortlisting purposes and that the same criteria are applied equally to all applicants. Essential criteria on the person specification will either be met or not met and, if you are using a scoring system, the scores can only be one or zero. It should not be possible for someone to partially meet an essential requirement. Applicants who do not have an essential attribute (which is measurable from the application form) should not be invited to interview but you may need to exercise some discretion in certain circumstances e.g. essential qualification taken but results not yet known.


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Evidence used should be limited to that which can be clearly obtained from the information recorded on the application form. CVs cannot be accepted as a substitute for a completed application form. The full Selection Panel should be involved in short listing. All decisions must be recorded via a shortlisting grid and signed by the Chair of the Panel. This will allow a clear explanation to be given if feedback is requested by an applicant. Feedback should normally be given by the Chair of the Panel. Essential requirements for interview identified in the Job Profile must not be amended at this stage. If it is not possible to form a shortlist then you should re-advertise. Where there are a low number of short listed candidates the recruiting officer may decide to re-advertise and carry forward their short list to the next recruitment exercise. Details of shortlisted candidates should be sent to the ESC via an e-form.

Invitation to Interview

Letters inviting candidates for interview must cover the following and be in a suitably accessible format:

• Date, time and location of the interview

• detail who they should ask for on arrival

• ask candidates whether they have any special requirements in relation to the interview including aids and adaptations

• outline the nature of any tests to be performed at the interview and ask whether special arrangements are required for these

• list the names and roles of panel members

• emphasise that the candidate is welcome to discuss any adjustments they consider necessary but discussions will take place once the formal stage of the interview has ended

• requests to bring to the interview qualification certificates: evidence required for CRB clearance (if required) and to prove eligibility to work in the UK.

• Information about reimbursement of interview expenses.

• where possible a map of the location and information about travel (public transport and private car) should be included.

• Where necessary applicants are required to provide information for CRB purposes

An example invitation to interview letter will be available from the ESC.


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Consideration should be given to any requests to change times and dates of interviews providing that the changes don’t delay the recruitment process unduly. Advertising the selection date in the Information for Applicants should minimise the number of these requests. Candidates may contact you for further information about the selection process and any tests. You must carefully consider any additional information which is asked for as responding to this request may give the candidate an unfair advantage. If this is the case the candidate must be informed that no further information can be given and the reason for this. If the applicant is asking for consideration due to a disability further advice is provided in Selection Arrangements for Applicants with a Disability.

Interview Planning

Preparation

The following preparation should have been carried out:

• Selection panel members to have undertaken recruitment and selection training or interview training. As a minimum at least one of the panel members must have received this training. The equalities component of this training must be refreshed every two years. If you are recruiting to a job involving children, young people or vulnerable adults your panel members should also have received ‘Safeguarding’ training.

• a programme covering all parts of the selection process agreed and notified to candidates

• Selection panel members will have carefully read all applications forms and the job profile

• Selection panel members will have agreed a set of standard questions using the job profile

• Selection panel members will have agreed on the allocation of roles within the selection process and the interview

• agree a method of scoring, and decide on any weighting

Scoring

Selection panel members may independently score each candidate or agree a moderated panel score at the end of each interview. Provided that the essential criteria have been met the successful candidate will be the person receiving the highest aggregate score. All interview notes must be retained as applicants have “subject access” under the Data Protection Act. Where there is more than one candidate achieving the same score, the panel should carefully compare the candidates to determine which one most closely meets the person specification.


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Selection Arrangements for Applicants with a Disability

Interviews

The nature of a disability should not normally be discussed with a candidate prior to or at the ‘formal’ interview unless the candidate wishes to do so. For example it would be perfectly reasonable to discuss requirements if a candidate has asked for adjustments to be made for the selection process. Where a candidate has declared a disability it would also be reasonable for the panel to ask the candidate about adjustments following the conclusion of the ‘formal’ part of the interview. However it should be explained that:

• discussions taking place are outside the selection process

• selection decisions will not be influenced by the extent of the adjustment required provided they are ‘reasonable’. Cost, however, is a factor and, based on this, adjustments may not be deemed to be reasonable.

• The following organisations may be able to help you with your assessment as to the reasonableness of a request for an adjustment and signpost you to sources of finance:

• Breaking the Barriers http://www.leics.gov.uk/index/social_services/physical_disability/breakingthebarriers.htm )

• Access to Work http://www.direct.gov.uk/en/DisabledPeople/Employmentsupport/WorkSchemesAndProgrammes/DG_4000347 )

The candidate will not be allowed to start work until any reasonable adjustments have been considered and provided for.

Appointment Procedure

Appointment must be on merit. If a candidate can do the essential duties of the job (with reasonable adjustments) and has scored best or equal best, they should be offered the job subject to the provisions of adjustments being ‘reasonable’. Where a candidate has a disability they should be offered the opportunity to be given feedback in writing. Further advice should be sought from an HR Adviser where necessary.

Medical Clearance

The Medical Advisers will offer advice on whether a candidate is fit for a particular post and whether adjustments may be required.


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Duty to Make Reasonable Adjustments

Where the County Council’s Medical Advisers have recommended adjustments, it is the responsibility of the Appointing Officer to decide what is reasonable. Examples of reasonable adjustments are:

• acquiring or modifying equipment

• making adjustments to premises

• allowing absences during working day for rehabilitation, assessment or treatment

• part time and/or flexible working

Interviewing

The Chair of the panel is responsible for ensuring that the interview is conducted fairly, ensuring equal treatment of all candidates. All candidates must be asked the same core questions to enable evidence to be presented of their ability to meet the requirements of the job. Questions should only relate to the requirements of the job in terms of knowledge, skills, competencies and aptitude. Questions about personal circumstances such as child care arrangements or marriage plans, civil partnerships, should not be asked. Supplementary questions may be asked but these should be directed at clarification or amplification and should avoid introducing any criteria that have not been equally applied to all candidates. Disabled candidates should not be asked about the nature of their disability Further advice is provided in Selection Arrangements for Applicants with a Disability. You should also ask to see evidence of eligibility to work in the UK and original copies of qualifications etc if required for the job and these should be checked and copied after the formal part of the interview has ended. The Appointing Officer should also complete the selection panel checklist for all candidates.

Starting Salary

New employees will normally start on the bottom of the grade. If you need to consider a higher salary, for example the applicant is currently on a higher salary, you should take into consideration the salary levels of similarly graded employees in your and other Departments. Managers should have a justified reason for starting an employee on a higher salary within the grade of the post. It is important that serious consideration is given to this matter to ensure the Council adheres to equal pay legislation. Further advice is available from the ESC Help Desk.


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Pre Employment Checks

Pre employment checks should relate to requirements listed on the person specification. Some should take place at the interview stage and some will be initiated at the Provisional Offer stage. They can include:

• References

• Preventing illegal working requirements

• Qualifications

• Licences to practice e.g. driving or HGV licence or registration requirements e.g. registration with the General Social Care Council for Social Workers

• Medical

• Criminal Records Bureau/POVA and other Safeguarding checks

References

The purpose of a reference is to obtain factual information about a candidate (such as confirmation of current employment, attendance record, etc.) and an informed opinion of their suitability for the job as measured against the person specification. You should treat references with caution and read them very carefully – the referee may be trying to get rid of an unsatisfactory employee or alternatively, to retain a good one.

The application form asks candidates to provide two referees. One of these must be their current or, if unemployed, their last employer. The second reference must not be from a relative, partner or friend.

Current Leicestershire County Council employees will only be required to provide a reference from their current line manager. If the candidate has not been previously employed, a suitable character reference must be used. In the case of a school/college leaver, one of the referees must be from the Headteacher/College Principal.

References for posts which DO NOT involve working with children or vulnerable adults

References should not be requested prior to interview. The Appointing Officer, should contact the preferred candidate’s referees by telephone or in writing, and use the reference request form to guide your questions and record responses. This gives the Appointing Officer the ideal opportunity to clarify any ambiguity in the response from the referee.

If the referee is likely to be unfamiliar with the type of job you are recruiting to you may find that offering to e-mail or fax the job profile to the referee, prior to asking your questions, will improve the quality of your subsequent discussion.

If a candidate has not agreed earlier in the appointment process for a referee to be contacted, the recruiting manager must explain at the interview that a


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provisional offer of employment will only be made subject to obtaining satisfactory references

References for posts involving working with children or vulnerable adults

These jobs will usually require enhanced CRB clearance. References will be taken up after shortlisting and before interview and are required to be in writing. In addition, the County Council may ask for a reference from any previous employer. These will be request by the Employee Service Centre on behalf of the Appointing Officer. The Appointing Officer should always ensure that they have read the references for the successful candidate them self. If there is anything in the reference that has not been covered or seems unclear, they should telephone the referee and ask about it and discuss any possible issues with the candidate if necessary. Always check if the referee has indicated why the candidate’s employment ended. The reference form should be signed and dated and have the official stamp of the employing organisation on it. Testimonials, for example “To whom it may concern”, are not acceptable.

Satisfactory, relevant references must be obtained for the successful candidate before making an offer of appointment .

Preventing Illegal Working

There are a number of checks that you will need to make to ensure that potential employees are legally entitled to work in the United Kingdom. Section 8 of the Asylum and Immigration Act 1996 states that it is a criminal offence to employ someone who has no right to work in the UK. You should require all potential employees to undergo these checks, not just people with “foreign” names or from ethnic minority communities, to ensure that there is no discrimination in the process. Further information is contained within Prevention of Illegal Working

Qualifications

The successful candidate should be asked to provide original copies of relevant qualifications claimed on the application form if these checks did not occur at interview. Copies will be retained on file.

Licences to Practice

The successful candidate should be asked to provide original evidence of relevant licences to practice e.g. HGV licence, registration with the General Social Care Council for Social Workers.


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Medical

The degree of medical clearance required will depend upon the physical requirements of the job. Most office based roles require a candidate to complete a pre employment questionnaire. However some roles e.g. fork lift truck drivers, require a full medical. If in doubt please speak to the ESC Help Desk.

CRB/SOVA/List 99 checks

Some positions may require a Criminal Records Bureau Disclosure to be undertaken, these will include appropriate SOVA (Safe Guarding Vulnerable Adults) and List 99 Checks. The appointing officer must also verify appropriate proof of identity of the successful candidate. Links to CRB Process are provided above.

Appointing

Informing Applicants

A verbal offer of appointment is as binding in law as a written offer. When the Appointing Officer wishes to make an offer of employment they should ensure that the offer is made subject to positive information being received concerning pre employment checks. This is known as a provisional offer. When the successful candidate is already in employment he/she should be advised not to give notice to their present employer until it is certain that the appointment can proceed. In order to preserve continuity of Local Government Service candidates transferring from another Local Authority should normally finish on the day immediately prior to their start date even if this is a non working day e.g. on a Sunday and commence with Leicestershire on a Monday. Successful candidates who are available to work immediately are able to do so subject to checks being made on their eligibility to work and references. If you are considering allowing someone to work, or to come into contact with, children and vulnerable adults before CRB clearance is received you must check your Departmental practice and, if unsure, check with the ESC Help Desk. All candidates must be informed of the selection decision as soon as possible; this can either be by telephone or in writing. In addition and as part of our commitment to employing disabled people, reasons for non appointment must be given in writing to unsuccessful disabled applicants.


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Feedback

The Appointing Officer should be sensitive to the need to provide feed back to candidates if requested to do so. For successful candidates this should form part of the induction process and begins the Performance and Development planning for that individual. Unsuccessful candidates, particularly internal candidates, should be given an adequate, sensitive de-briefing and signposting of future development areas.

Processing the Appointment

You should notify the ESC of your new appointee using the appropriate ESC form. The ESC will issue two letters. The first is a provisional offer which confirms the verbal contract made with the appointing manager and includes required forms for completion e.g. medical history questionnaire. The second letter is the final offer and will be issued when all checks have been satisfactorily concluded and a date of commencement has been arranged.

Induction

An Induction programme is a vital component for all employees whether new to the County Council or changing roles within a Department. It will:

• enable staff to become fully operational as speedily as possible

• ensure that staff are equipped to meet the requirements of their post and that they are informed, supported and valued

• ensure that the organisation meets its statutory obligations and that staff are aware of their right and responsibilities

• ensure that staff have a Performance Development Plan and that their training and development needs are identified and priorities agreed

Probationary Period

All new entrants to Leicestershire County Council are subject to a probationary period of six months. At the end of the period the employee’s appointment will be confirmed if they are performing to the required standards. The probationary period should be regarded as a period of continuous review, it is used to assess a new employee’s ability, aptitude and conduct and to induct, train and advise employees on their duties and responsibilities. Suitable on the job training and appropriate training courses should be provided in order to get the best from employees and make a fair assessment of their progress. Advice and Support Please contact the ESC Help Desk.

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