recruitment & selection policy · the primary objective of recruitment and selection is to...

Owner Director of Human Resources

Responsible Person Head of HR

Date written August 2018

Date of last review August 2018

Date of next review August 2020

RECRUITMENT & SELECTION POLICY

HUMAN RESOURCES RECRUITMENT AND SELECTION POLICY

Humberside Fire & rescue Service Version 2.0 Not Protectively Marked of 22 June 2020

CONTENTS

1. Introduction

2. Aim

3. Objectives

4. E&I Commitment Statement

5. General Principles

6. Equality and Diversity

7. Legal and Best Practice Considerations

8. Recruitment and Selection Training

9. Document Retention

10. Roles and Responsibilities

• HR Team

• Managers

• Training Teams 11. Anti-Fraud, Corruption and Bribery Procedure

12. Prior to Advertising

• Filling a Vacancy

• New Posts

• Job Description

• Person Specification

• Temporary Appointments

• Prepare to Advertise

• Attracting Applicants

13. Selection Process

• Shortlisting

• Assessments

• Interviews

• Candidate Management

• Disabled Applicants and the Guaranteed Interview Scheme

• Dyslexia

14. Wholetime Recruitment (Planned)

15. On-Call Recruitment (Ad-Hoc/Modular)

16. Candidate Selection Process

• Making the Appointment

• Offer of Employment

• Checks and Clearances

• Driving Licence Check

• Disclosure and Barring

• Right to Work in the UK

• Employment History and Reference Check

• References: Attendance Record



• Occupational Health Clearance

• Registration and Qualification Check

• Outcome of Pre-Appointment Checks

• Volunteers

17. Appointment to Work

• Contract of Employment

• Probationary Periods

• Induction

• Starting Salary

• Withdrawing a Conditional Offer of Employment

• Complaints

• Equal Opportunities Monitoring

• Policy & Procedure Monitoring & Review

18. Appendix 1: Internal Non-Permanent Appointments

Introduction

Development Opportunities

Process

Acting-Up Opportunities

• Payment

Temporary Appointments

• Payment

• Unsocial Hours



1. INTRODUCTION

Humberside Fire and Rescue Service (HFRS) wishes to attract applications from all sections of the community who can contribute to the work of the Fire Service. This policy is an integral part of the Humberside Fire Authority’s People Strategy which closely links with the Service’s overall purpose and values. The primary objective of recruitment and selection is to attract and secure the services of the best possible candidates for jobs. The recruitment and selection process should also:

• Promote equality in employment opportunities:

• Provide positive action measures where appropriate, and not prohibited by legislation, in order to address currently under-represented groups in the workforce.

2. AIMS

The aim of this policy is to ensure that every job applicant (internal and external) applying for a vacant post will receive fair treatment. HFRS will seek to recruit and promote only the best people for the job, with selection based on merit.

3. OBJECTIVES

To achieve the aims, all personnel involved in the recruitment process will receive training in recruitment and selection procedures, to ensure that all candidates have been fairly treated. 4. EQUALITY & INCLUSION COMMITMENT STATEMENT

HFRS aims to continuously improve the standards of service we provide to the community we serve. We recognise the importance of, and are committed to promoting equality and inclusion in the provision of our services and to our employees. We are committed to encouraging equality and diversity amongst our workforce and to eliminating unlawful discrimination. We aim for our workforce to be truly representative of the community we serve and for each of our employees to feel respected and to be able to give their best. We recognise our legal responsibilities under the Equality Act 2010. Specifically, the public sector equality duty to eliminate unlawful discrimination, harassment and victimisation, advance equality of opportunity and foster good community relations and have an engaged, fairly treated and motivated workforce. In particular, we oppose and are committed to eliminating all forms of unfair treatment at work based on, age, disability, sex, race or national origin, religion and belief, sexual orientation, gender reassignment, marital or civil partnership status, pregnancy or maternity, political opinions, trade union activity or membership, lack of trade union activity or membership or spent criminal convictions not relevant to the post. We aim to promote equality, fairness and respect for all of our employees.



In working to protect and keep communities and individuals safe from fire and other emergencies, we recognise that people’s needs may be different and that some people will be more at risk of fire and emergencies than others. We aim to target our services and resources to protect the whole community and to reduce the additional risks faced by some. In developing appropriate services, we will work to engage and involve our communities. 5. GENERAL PRINCIPLE

The Recruitment and Selection Policy is designed to ensure that all recruitment to Humberside Fire and Rescue Service (“HFRS”), as well as promotion / transfer within the Service is managed in an equitable way and based on an objective assessment of candidates against the requirements of the job. There are separate policy and processes for promotion and transfers within the Service. The Service recognises its employees as being fundamental to its success. A strategic and professional approach to recruitment processes helps enable HFRS to attract, appoint and retain employees with the necessary skills, values and behaviours to fulfil its strategic aims. Recruitment should be treated as a key public relations exercise as the way it is managed affects the HFRS’s image and, consequently, the ability to attract and appoint high calibre employees. The policy has been developed to assist managers during the recruitment and selection process. Professional advice and support is available at all stages of the process from the HR team. 6. EQUALITY AND DIVERSITY

Applications from individuals from all backgrounds are encouraged and shall be treated fairly. This is regardless of any protected characteristic (such as age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex or sexual orientation) and also regardless of any other factor which is not relevant to the genuine occupational requirements. Where appropriate the Service will apply appropriate and lawful positive action measures. The Service will use management information to determine whether it is appropriate to carry out any positive action initiatives, which can include a range of activities. This policy sets out the process for supporting particular groups of individuals who apply for employment with HFRS. For example, this includes the Service’s commitment to making any reasonable adjustments required, to help facilitate the employment of disabled applicants. 7. LEGAL AND BEST PRACTICE CONSIDERATIONS The policy has considered the relevant legal and good practice recommendations including the Service’s Equality and Inclusion Policy, the Immigration, Asylum and Nationality Act 2006 (amended 2008), Revised Code of Practice for Disclosure and



Barring Service Registered Persons 2015 and the General Data Protection Regulation (GDPR) 2018. 8. RECRUITMENT AND SELECTION TRAINING

The Service offers unconscious bias training to panel members and informal training. Formal recruitment and selection training will be part of the first line managers programme. Furthermore, advice and support are available from the HR team to recruiting managers and panel members throughout the recruitment and selection process. 9. DOCUMENT RETENTION

Documentation relating to applicants will be treated with the upmost confidentiality and in accordance to the GDPR. Application forms from unsuccessful applicants will be kept for 3 months and the application forms for successful applicants will be held on their personal file. Where assessment documentation is requested under the GDPR there will be a charge made. Retention of Disclosure and Barring service (DBS) disclosures is subject to separate arrangements. 10. ROLES AND RESPONSIBILITIES

The HR team will:

• Periodically review the available options for recruitment and pursue areas for improvement.

• Participate in local workforce planning meetings.

• Oversee review of this policy and procedure in line with legislation, HFRS principles and behaviours and good practice.

• Carry out agreed recruitment administration in line with agreed timescales.

• Provide specialist advice and training to managers with regards to recruitment and selection.

• Oversee the redeployment register.

• Proactively review recruitment campaigns to ensure objectives have been met and that applicants, shortlisted candidates and appointed candidates are representative of local recruitment markets.

• Administer the DBS checking process and liaise with managers as appropriate.

• Provide advice on writing job descriptions and person specifications.

• Liaise with local managers to facilitate the redeployment of staff.

Managers will:

• Ensure that all recruitment activity is conducted in line with this policy and procedure and that they have a thorough understanding of the procedure.

• Be able to objectively justify decisions made during the recruitment process.



• Managers are ultimately responsible for the recruitment process of their staff.

• Ensure that shortlisting, assessments and all other stages of the recruitment process are completed in a timely manner.

• Ensure that there is effective and timely liaison with the HR team.

Training teams will:

• Provide driving assessments and operational competency training as required.

• Liaise with successful candidates over training course joining instructions.

• Ensure that the HR team is appropriately briefed on current employees who have failed the post recruitment course to discuss and agree the appropriate course of action.

11. ANTI-FRAUD, CORRUPTION & BRIBERY PROCEDURE

The Service is committed to taking all necessary steps to counter fraud, bribery and corruption. Anti-Fraud, Bribery and Corruption in the context of recruitment, may include fraud associated with false misrepresentation or by failing to disclose information. 12. PRIOR TO ADVERTISING

Filling a Vacancy When a post becomes vacant, the Manager will assess the need to fill the post and decide upon the best way to do so. The Recruitment and Selection Procedure offers some guidance to managers about the options available to consider, as can the HR Team. Consideration will be given as to the flexibility of or limitations to the role, with regards to the number of hours, working pattern and geographical mobility. Consideration should also be given as to whether the post is suitable to be taken up by an apprentice. Information gained from exit interviews may inform the decision on any amendments that need to be made to the job description or person specification where it has been decided to recruit a replacement for the departing employee. It may also highlight other areas which need to be investigated further. New Posts Where a new post is identified, the manager, with support from colleagues within HR as required, will be responsible for drafting the job description and person specification and should refer to the relevant ‘Job Evaluation Procedure’ regarding the process required for evaluation.



Job Description A job description is a statement of purpose and should list all the main roles and responsibilities of the post. The Service uses a standard format for the job description. Person Specification The person specification details the genuine requirements of the job, including the relevant and appropriate qualifications, skills and experience required to effectively undertake the post. It therefore acts as an aid throughout the recruitment process. It is recognised that a person specification produced for job evaluation reflects the person specification of an individual when fully competent in post. The qualification required for the role may therefore be adjusted to recognise development expected to take place in post, however this should be stipulated in the person specification. Criteria contained in the person specification should be strictly relevant to the requirements of the job. The criteria should not be unnecessarily restrictive so as to exclude any particular groups, as this may be viewed as indirect discrimination. The Service seeks to be inclusive and asks managers to carefully consider the skills, experience and qualifications that a post holder will require. Using the person specification throughout the recruitment process enables the individuals involved to ensure that the most suitable applicant is appointed. Temporary Appointments There will be occasions where it is necessary to provide temporary cover for a position within the Service. This may be on a short-term or long-term basis for a variety of reasons, including to cover sickness, pending re-organisation, to cover maternity leave or fill a post with temporary funding. There are a number of different options to consider when filling a post temporarily (See Appendix 1). Agency staff should only be used to fill an urgent need and is generally undertaken where recruitment is on-going to appoint a candidate on a Service contract or where there is an immediate and short-term need (usually less than two months). If a manager decides that agency staff may be required, they should contact the HR team for further discussion and for the necessary arrangements to take place. The HR team will liaise with the relevant agencies on behalf of the manager. All agencies used by the Service must be on the Service framework. Any exceptions to this must be in consultation with HR Service Partner in the first instance. Preparing to Advertise All posts require appropriate approval before the post will be advertised. There should be suitable senior management approval for the role, which generally includes



financial approval for the vacancy or vacancies to be filled, confirmation of appropriate job evaluation and a record of this approval will be maintained. Attracting Applicants All vacancies will be consistent with the Service’s style and, ideally, include an outline of the recruitment process, with interview and assessment dates where possible. The manager will be responsible for drafting the main body of the advertisement with advice from the HR team, who will format the advertisement and draft the press or journal advertisement as necessary. All adverts should be succinct, appealing to prospective applicants and comply with the relevant legislation. Vacancies will normally be advertised on the HFRS website. On occasion, posts may not be advertised externally but internally and to those who have been involved in a Positive Action initiative, such as a pre-employment course. Agency workers are also eligible to apply for internal vacancies. There may be a business need to consider other options for recruitment, for example advertising in a specialist journal. The manager will discuss with the HR team the need to advertise internally and/or externally based on the likelihood of attracting suitable applicants. All permanent posts must be advertised both internally and externally. An advertisement should facilitate a degree of self-selection and elimination and should be a distillation of the job description and person specification. It should provide the applicant with enough information to allow them to initially assess whether they match the criteria required. SSC is responsible for uploading the advertisement and liaising with the advertising agency. Applicants will generally be required to apply online however the HR team will assist applicants to submit applications outside of this process in support of equal opportunities or in other circumstances. A closing date for applications will be included in the advertisement, which is usually a minimum of two weeks. However, all advertisements should state that the Service reserves the right to close an advertisement before the advertised closing date where sufficient applications have been received. The length of time that an advert is left open will vary depending on the nature of the job, the number of available opportunities and number of applications received. If necessary, the HR team will liaise with the Recruiting Manager to agree a sufficient number of applications to be received, at which point the advertisement may be closed.



13. SELECTION PROCESS

Shortlisting The HR team will not generally shortlist for roles but will alert managers to applicants who have declared a disability and those on the HFRS redeployment register. Shortlisting will generally be undertaken by at least one manager with a clear understanding of the role being recruited to. The HR team will issue log in details for managers responsible for the shortlisting process, who will then complete the process on line as soon after the closing date as possible and in line with the workforce plan. Shortlisting should, in the first instance be based on the essential requirements of the post as identified in the person specification. Where this results in an unduly large number of candidates, other desirable attributes should be considered to achieve a practical shortlist. The HR team can be contacted for advice on shortlisting, especially in the event of large number of applications, to ensure fairness and consistency in the process. Where none of the applicants meet the minimum requirements laid down in the person specification, the post may require re-advertising. Again, the HR team can be approached for advice. Shortlisting will be carried out in a way which ensures no personal details will be visible to the manager to minimise the risk of discrimination. Managers are asked to shortlist on the person specification only, to ensure that applications are considered in a consistent manner. Late applications will normally not be accepted. In exceptional circumstances, late applications may be accepted where the short-listing process has not commenced. Applicants who are not shortlisted will be notified via their email address. Assessments The assessment process will be agreed at the planning stage by the Recruiting Manager and HR team. The assessment methods used will vary depending on the position being advertised. The assessment methods used will be sufficiently robust to assess the suitability of eligible candidates to the vacant post, including how they demonstrate the Service values. Several candidates may be assessed at the same time if there are several vacant posts. The methods of assessment may take place on the same day or may take place over a period of time. Assessment methods used by the Service (not an exhaustive list) include driving assessments, psychometric assessments, typing tests, in-tray exercises, a presentation, and an interview.



Interviews The purpose of an interview is to assess (often in conjunction with other assessments) the extent to which the candidate meets the criteria contained in the person specification and to provide the interviewee with information about the job. An interview is therefore a two-way process. On occasion, a candidate may be unable to attend the specified interview date and time. In general, the Service would be unable to accommodate interviewing the candidate at an alternative date and time. However, if the vacant post has previously proven difficult to recruit to or if there is a readily available alternative date and time as part of the prearranged assessment schedule, the HR team may liaise with the manager or reschedule the candidate as appropriate. The composition of the panel will depend on the nature of the post being filled. There will be at least two panel members, one of whom should have a clear working knowledge of the role being recruited. The second panel member may not be as close to the role but is able to consider whether a candidate has demonstrated the values and behaviours that the Service is seeking to recruit. Where possible, at least one panel member will hold a more senior position in the organisation than the role being recruited to. Confidentiality is an important element to the recruitment and selection process, helping candidates perform to their best at interview. It is therefore important that any personal relationships between a candidate and panel member are disclosed at the start of the interview itself. Where possible, the relationship should also be disclosed to the HR team as soon as is practicable, in the event that an alternative interview panel can be considered. In these circumstances a panel of 3 will also be considered. Applicants are given as much notice as possible for interview following the short listing or other assessments. Interview questions will be kept relevant to the job description and person specification, principles and behaviours and asked of all applicants. Potentially discriminating questions relating to domestic and personal circumstances or protected characteristics are to be avoided. In line with the Equality Act 2010, panel members are not permitted to ask any health-related questions during the recruitment process. Discussion of the relative merits of candidates may be deferred until all interviews have taken place (or until the end of day one if interviews will take place over a number of days) and notes will be taken in a standard format. All notes taken at interviews will be returned to HR following the interview. Full documentation can be received electronically after scanning or in hard copies. This information can be used to form the basis of feedback to candidates and to demonstrate that the panel have acted fairly and reasonably. All documentation can be provided to the applicant on request. Panel members are responsible for the information they record on the interview scoresheets and it is expected that only information that they would be comfortable disclosing at a later date should be recorded, such as the answer a candidate provides to a question. Panel members should take their own notes of each candidate.



Recruiting managers will be responsible for providing interview feedback to applicants where requested. Where necessary, the HR team will share the relevant documents and contact details to managers to enable them to provide feedback (if requested at a later date). Candidate Management The HR/OD team as appropriate will administer the interview or other assessment invites to candidates. If there is more than one assessment date available, HR may send an email notification to shortlisted candidates inviting them to book an assessment slot within a specified period. If they fail to make contact before the deadline, their application will be withdrawn. Disabled Applicants and the Guaranteed Interview Scheme In order to be successful at the shortlisting stage, applicants must achieve at least the minimum required standard in all areas as detailed in the person specification. This relates to the essential minimum criteria that have been agreed for the post, which may include qualifications and experience. The Service will accept at face value a candidate’s statement that they are disabled within the terms of the Equality Act 2010 and therefore entitled to an interview under the Guaranteed Interview Scheme. However, there may be occasions when further enquiries about a candidate’s disability will be necessary. For example:

• To determine whether a reasonable adjustment is required at interview or for a selection test.

• When interviewing, to ask job related questions to ascertain whether a reasonable adjustment would be required to enable the candidate to do the job.

If a candidate wishes to apply for consideration under this scheme, they will be required to complete the appropriate section on the application form. In addition, if they require any special arrangements at the interview/assessment centre, they will need to give details to enable the appropriate arrangements to be made. Dyslexia All candidates being invited to assessment or interview are asked to advise if there are any reasonable adjustments required as part of the assessment and selection process. This extends to candidates with dyslexia. The candidate would be expected to advise which adjustments may be beneficial to their individual case. The HR team will be responsible for liaising with the manager about the adjustments required which will be done in advance of the assessment date. Any reasonable adjustments should be made.



Where an applicant states that they have dyslexia, they will be asked to provide a copy of the Occupational Psychologist report, if they have one, as soon as possible after being conditionally offered a position. This will be requested by the HR team and on receipt, will be shared with the manager. Any reasonable adjustments will be made during employment. The recommendations will also be shared with any trainers as part of the induction programme, in order that reasonable adjustments can be made to the training programme. An applicant may have advised that they are dyslexic but not have been formally assessed by an Occupational Psychologist. In such cases, after being conditionally offered a position, the Service would be led by the Occupational Health Department as to any clear adjustments that would be required at this time. Following successful employment checks, the manager and if applicable, the relevant trainer too, will meet with the candidate at the start of their induction course to confirm the agreed reasonable adjustments. Once in post, the manager is expected to liaise with the Training team if applicable, about any developmental needs during the future. 14. WHOLETIME RECRUITMENT (PLANNED)

Prior to any recruitment campaign being implemented, the Senior Leadership Team must approve the need to recruit, confirm the numbers required and indicate the date when personnel are required to be in post and trained to an acceptable standard. 15. ON-CALL RECRUITMENT (AD-HOC/MODULAR)

Before any application forms can be accepted, ‘confirmation of need’ must be provided by the relevant Emergency Response Manager. Shortfalls in appliance crewing must be identified for the Station concerned. Information required prior to recruitment approval should include:

• Number of times appliances were off the run due to crewing over a six months period.

• Time of the day most appliance shortfalls occur.

• Number of occasions when employees did not attend incidents when identified as ‘available’.

16. CANDIDATE SELECTION PROCEDURES

(For further detail see On-Call recruitment procedures) Candidate selection procedures will be in line with the National Firefighter Selection Test processes, plus a swim test and a team building assessment and an interview process. Making the Appointment After all stages of the selection process are complete and an evaluation of each candidate has been made, the successful applicant(s) will be identified.



The Recruiting Manager will then contact the successful and unsuccessful candidates with the outcome of their application, after the process has been fully completed. Both successful and unsuccessful applicants will be notified as soon as possible following the last interview/assessment. Candidates will generally be informed during their interactions with the Service as to how long the whole assessment and selection method is scheduled for, for that particular recruitment. Offer of Employment An offer of employment will be made conditional upon the Employment Check Standards. Conditional offers will be confirmed in writing by SSC. All checks and clearances should be completed prior to the commencement of employment. This requirement will be set out in the conditional offer letter and appointees will be expected to contact previous employers to help speed up the process of obtaining references. In very exceptional circumstances it may be necessary for the candidate to commence employment with the Service pending receipt of some checks. As this carries a risk, it requires additional approval from relevant senior managers; the HR team can provide advice should this eventuality arise. Managers should be mindful that checks can take several weeks therefore advanced planning is crucial. The HR team is able to provide template recruitment plans which outline standard timescales. The conditional offer of employment will generally include the following:

• The title of the job

• The pay scales

• The commencement salary

• Provisional clauses

• Contracted hours of work and normal working hours

• Location of the job

Checks and Clearances All the following pre-appointment checks will be completed for all appointments made, prior to the start date. Driving Licence Check Applicants who are required to drive should produce their Driving Licence. The licence will be viewed by the driving instructor as part of the assessment process and checked for the relevant categories. Furthermore, the HR team will check with the DVLA as part of the employment check process that there are no more than 3 points on their



licence. If there are 6 points, the manager should consider the nature of the offence(s) as to whether the driving licence check has been satisfactory. Disclosure and Barring The Service has a separate Policy on this check; therefore, please refer to the ‘Disclosure and Barring Service’ policy. Identity Check This will be the first check performed on an applicant and they should not progress though the assessment process until their ID is proven. Applicants will be asked to bring the relevant ID to each assessment that they attend. The ID will then be photocopied and verified. Right to Work in the UK This check will be done in conjunction with the ID check to satisfy the requirements outlined by the Border and Immigration Agency (BIA) (www.bia.homeoffice.gov.uk) and the Asylum and Immigration Act 2006. Applicants will be advised of the requirements for documentation and will be asked to bring the relevant ID to the interview/assessment, which will then be photocopied and verified. Employment History and Reference Check The Service will use a standard reference template which will be issued to the applicant’s previous manager or, alternatively, the previous employer’s HR Department. The onus is on the individual, as well as the HR team, to ensure that the Service is able to obtain references within the appropriate timescales. When a reference is returned which requires further consideration it will be referred to the manager. The manager will then discuss this with HR in the first instance if a decision needs to be made about whether or not to withdraw the offer of employment. References - Attendance Record The regular attendance of employees is fundamental to the ability of the Service to deliver an effective service and, as such, employees seeking a move to another role within the Service will need to demonstrate that their attendance record is acceptable. Absences related to disability may be excluded from these considerations; consideration would be given as to what would be a reasonable attendance level, based on the information available, if the individual was a Service employee with a similar disability with the same level of attendance in work. Absences related to pregnancy, maternity and/or gender reassignment will be excluded from these considerations. In line with equality legislation, the earliest point at which an employer can ask health related questions is when an offer of employment has been made. The Service therefore may only find out about an unacceptable attendance record on receipt of the reference.



The HR team will review the reference in respect of the attendance history and where necessary discuss this with the applicant, and appointing manager. Occupational Health Clearance All applicants must have a pre-appointment health check. All candidates are asked to complete an online health form, reviewed by an Occupational Health Advisor. Depending on the outcome of that form or the role being recruited to, an appointment may be required. The manager will be responsible for deciding whether or not to employ the applicant, in light of the reports from the Occupational Health service or other relevant information (i.e. GP reports). The manager may choose to employ an applicant despite concerns expressed by Occupational Health, but they will need to be able to justify their decision. Again, advice should always be sought from HR prior to any decision being made. There will be consideration of reasonable adjustments in the case of disabled applicants. Registration and Qualification Check Qualifications required for the post will be verified. Applicants will be asked to bring relevant certificates to the interview/assessments, which will then be photocopied and verified. When recruiting posts requiring a registered professional membership, panels should ask about revalidation dates and the readiness of the candidate to revalidate if it is imminent. Outcome of Pre-Appointment Checks Where the Service judges that there is insufficient evidence on which to base an offer of employment, any conditional offer which has been made will be withdrawn. This applies to any and all elements of the pre-appointment checking process. Volunteers Volunteer recruitment is subject to the same standards regarding checks. This recruitment will be carried out by the relevant volunteer teams, but processes will be overseen by the HR team to ensure compliance with this procedure and the relevant standards. Details of the checks applicable to individual volunteer roles will be made explicit in the relevant Memorandum of Understanding and during the recruitment process. Volunteers will never commence volunteering activity until the satisfactory completion of checks.



17. APPOINTMENT TO WORK

Contract of employment A contract of employment will be issued to all employees within 8 weeks of their start date with the Service. Employees should sign and return one copy of the contract. Probationary Periods All appointments are subject to the satisfactory completion of a 6 month* probationary period, during which time an employees’ performance will be regularly monitored and reviewed. Failure to satisfactorily complete this period may lead to termination of contract with an entitlement to 1 weeks’ notice. *Firefighters are subject to a 3 year development programme, which must result in satisfactory completion of all the requirements, during which time individual performance will be regularly monitored and reviewed. Failure to satisfactorily complete this period may lead to termination of contract with an entitlement to 1 weeks’ notice. Induction The induction of employees into the Service is the final part of the formal recruitment and retention process. Managers are expected to complete a local induction programme with every new member of staff. Starting Salary The starting salary will, in the large majority of cases, be the bottom point on the pay band relevant to the post. Where an existing employee is promoted their pay will be set either at the minimum of the new pay band or, if this would result in no pay increase, the first pay point in the band which would deliver an increase in pay (by reference to basic pay plus any recruitment and retention premium, if applicable). On call and unsocial hours payments will not be taken into account when determining the relevant salary. Where the manager feels there is a need to review a commencement salary (also applies to Agency Workers) the ‘Starting Salary Exception form’ should be completed and submitted to the Head of HR for consideration prior to making an agreement with the applicant. In a small number of cases, this may be necessary, when for example: a Recruiting Manager wishes to appoint an external candidate to a role that is difficult to recruit to, currently earning more than band minimum, to a higher point. However, they must have relevant (whole years) experience in a similar role.



Withdrawing a Conditional Offer of Employment If it becomes clear at any stage during the recruitment process that the applicant may have provided incorrect or inaccurate information on their application form, then the following steps should be taken:

• The concerns should be highlighted to the applicant and they should be given the opportunity to explain the apparent inconsistencies. This may be done by HR Hub or the manager depending on the type of recruitment.

• Attempts should be made to establish whether or not the applicant deliberately misled the Service, knowingly withheld information or provided false information. If there is a reasonable belief and/or on the balance of probability, that this is the case, the offer of employment will be withdrawn.

• Advice should always be sought from HR to ensure consistency.

HR will usually be responsible for the written withdrawal of the offer of employment. It may also be necessary to dismiss an employee where they have failed to successfully complete the post recruitment training relevant to their role. Where this is necessary advice will be sought from the HR team and the contractual notice period will apply. Complaints Complaints from either internal or external applicants relating to the recruitment process should be forwarded to HR who will consider the issues raised and issue a response within 14 working days. However, where the complaint relates to the reason for rejection at the shortlist or interview/assessment stage, then the applicant needs to have taken up the offer of a discussion with HR or relevant manager before the complaint can be pursued. If it is considered to be more appropriate, the manager will be asked to respond to the complaint, again within 14 working days. Equal Opportunities Monitoring HR will monitor the recruitment and selection process in relation to equality and inclusion at the various stages of application, short listing and appointment. Information will be gained from the completed Equality and Diversity Monitoring part of the application which requests information on gender, ethnic origin, religion, belief, sexual orientation and disability. This information will be used to inform the recruitment process and future development of the procedures. The Service will publish results in line with its statutory obligations. The Service also considers feedback from a range of sources about the recruitment processes used and makes amendments where appropriate, in order to provide an inclusive, accessible and transparent process for all applicants.



Policy and Procedure Monitoring and Review This policy and procedure will be reviewed every three years; however, if national guidance or legislation changes, then the procedure will be reviewed earlier. As part of the review process, the effectiveness of the procedure and its application will be assessed. Information and results from recruitment records and an audit will be used to inform this assessment. The procedure will be monitored through the following systems:



APPENDIX 1

INTERNAL NON-PERMANENT APPOINTMENTS INTRODUCTION There are a number of options to consider when filling a position on a temporary basis and therefore this document is intended to act as a guide for managers. DEVELOPMENT OPPORTUNITIES There may be occasions when individuals are offered the opportunity to undertake certain aspects or tasks of a higher job e.g. as a nominee to regularly attend a meeting and contribute. In all cases this should only take place where the individual is fully competent against in their current role and where the opportunity is designed to provide development in an area identified to meet future aspirations. This type of opportunity is only for specific development activities and not for individuals to undertake a complete role on an unpaid basis. Any development opportunity should be structured and include a review following the development activity/period between the line manager and employee. PROCESS Development opportunities should be focused around the needs which are identified through the appraisal. The following principles should be followed:

• Development should only focus on a new role when an individual is fully competent in their own role.

• All employees who meet the above criteria should have the opportunity to undertake development opportunities. It is the responsibility of managers and reviewers to maintain an overview of the needs in their area and to ensure consistency of approach. Managers should be conscious about ensuring all staff are aware of and encouraged to undertake development. Managers should be sensitive to ensuring that individuals with protected characteristics who meet the criteria are explicitly and openly encouraged and offered opportunities to develop in the workplace.

• In some cases (i.e. where there is more than one potential individual) development opportunities should be advertised locally or in the vacancy bulletin. Where development opportunities are in place they should be reviewed annually in order to ensure that opportunities are available to new individuals who may be interested and ready to take on a development role.

• Development activities should be evidenced and recorded on PDP’s as part of the review process.

• Where there are a number of people who have been identified to undertake development activities, managers should ensure that opportunities are of a suitable length to enable development but also to allow equity of access to opportunities.



ACTING UP OPPORTUNITIES Where very short-term cover is required for a definitive period of time from a minimum of 1 month. This includes employees who ‘Act Up’ for 1 or 2 days at a time. An individual will normally carry out the large majority of duties associated with the role. All eligible employees will be asked if they would like to be considered for ’Acting Up’ opportunities as they arise. Whilst there are no immediate financial benefits to ‘acting up’ managers should explain to employees that the experience gained will contribute towards the individual’s PDP, should they wish to apply for promotion/development in the future. Sometimes employees may be asked to ‘act up’ at short notice and therefore managers must make the most appropriate decision based on availability and ability of employees. In many cases acting up can be planned and where this is possible the following principles should apply:

• Employees must be at least fully competent in their role.

• Managers must ensure open access to acting up opportunities. Where it is known that acting up opportunities will arise frequently then managers should create a pool of employees who can act up. Again, managers should ensure a fair, consistent and transparent approach is used, with consideration about ensuring opportunities are available to all suitable candidates, including those with protected characteristics.

• Effort should be made to rotate those people who act up ensuring equality of opportunity for those who are suitable.

• Where a manager obtains approval to recruit to a position currently/previously filled (in full or part) by an employee ‘acting up’ the position will be advertised as widely as possible (see section below on temporary appointments). It will only become a temporary appointment following this process.

Payment Such opportunities will not attract additional or enhanced pay and each activity should be clearly identified on the individual’s PDP. TEMPORARY APPOINTMENTS Every opportunity in excess of one up to a maximum period of 12 months will be considered a temporary appointment, although the duration and nature of the opportunity may affect the recruitment method used. Such opportunities need not be in a higher pay band but may just offer different roles requiring different knowledge and skills. It is recognised that there are also opportunities available to employees to carry out a more senior role as a development opportunity, which in some cases may be unpaid. However, these opportunities will be advertised locally to ensure that the terms of the position are clear from the outset (i.e. it is unpaid) so that employees can choose



whether or not to apply. Where there is more than one person who may be interested in such a development role the guidance in this document should be followed. Temporary appointments should follow the key principles of recruitment, best practice and all posts should follow an advert, short listing and selection process. The exact nature of the recruitment process will however, be affected by the type of role and the length of the temporary opportunity. In all cases the following principles should be adhered to:

• The relevant approval should be sought.

• In all cases HR should be involved from the outset so that the most appropriate advice and guidance is provided.

• Open recruitment and advertising – the opportunity should be made available as widely as possible.

• In all cases the information available should include the terms and conditions applicable to the appointment, the duration of the appointment, how people can apply and to whom, and the process for selection. Access should also be made to the job description and person specification of the post.

• Selection Process - Whatever the agreed approach for advertising the opportunity, managers must follow a best practice process for selecting the successful candidate. Employment checks will still be carried out after such internal appointments, to consider attendance record, Occupational Health clearance etc.

• Where a manager later obtains approval to recruit to the position on a permanent basis, the temporary appointment can be made permanent but only if the appointment was made using a full recruitment process including advertising through the vacancy bulletin. The decision will be made by the manager. In all other cases the post will be re-advertised as a permanent role.

Payment In the case of a temporary appointment, payment will be made according to the grade of the job advertised. In circumstances where the individual is not required to carry out the full responsibilities of the post, pay will be determined by job evaluation. Unsocial Hours Unsocial Hours payments are determined by the appropriate terms and conditions that relate to the post.

If anyone needs any further information / guidance regarding this document please contact Human Resources

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