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INFORMATION FOR APPLICANTS

INFORMATION AND GOVERNANCE OFFICER

October 2020

Pack includes:- advert; job description; person specification; guidance for candidates

The Probation Board for Northern Ireland is an Equal Opportunities Employer

Information for Applicants – Information and Governance Officer October 20201 | P a g e

PBNI – “Changing Lives for Safer Communities”

INDEX

1. Background

2. Conditions of service

3. Advert

4. Information and Governance Officer Role Profile

5. Guidance for candidates in relation to the PBNI interview and selection processes


BACKGROUND

The Probation Board for Northern Ireland (PBNI) is a Non-Departmental Public Body (NDPB) sponsored by the Department of Justice; its statutory responsibilities are set out in the Probation Board (NI) Order 1982.

The PBNI has almost 400 staff working across 23 sites throughout Northern Ireland.

The PBNI prepares in the region of 8300 court reports each year and at any one time supervises 4,100 offenders who are subject to court orders including probation, community service and custody probation orders. The PBNI places great importance on its relationship with the courts, its work with community partners, its contribution to public safety, and its commitment to serve all sections of the community.

The PBNI is engaged in changing the lives of offenders for safer communities. The work includes supervising offenders, delivering unpaid work through community service, preparing court reports and delivering behavioural change programmes. In addition, the PBNI works directly with the victims of crime. The fundamental goal and focus is helping create safer communities.

Further information on the work of the PBNI may be accessed through the website www.pbni.org.uk


http://www.pbni.org.uk/

CONDITIONS OF SERVICE

Salary

Point 1 £30,526 to point 4 £32,157 [NICS for Staff Officer Grade] for full-time hours, subject to review.

Pay on appointment will be to the minimum of the pay band.

Location

Headquarters, 80-90 North Street, Belfast BT1 1LD.

A list will be established of suitable candidates for this post. This will be valid for a 12 months’ period. This list may be used to fill temporary vacancies.

Whilst candidates will be appointed to an initial base location, as indicated above, Staff Officers are required to work across the full geographical areas covered by the PBNI (ie Northern Ireland), hence Staff Officers may be moved to other offices/teams, as operationally necessary, under the Transfer and Mobility Policy (see below).

Hours of Work

Information and Governance Officer: Full-time 37 hours per week (Subject to review). In general, these hours are related to a 5 day week.

Please note on occasions it may be necessary for you to work hours in excess of 37 hours per week, in which case overtime rates will apply.

Staff undertaking programme delivery work will work regular unsocial hours in the delivery of evening programmes.

Transfer & Mobility Policy

Administrative grades may be assigned to a field team, prison setting or headquarters to work in support of service delivery. Administrative grades will not be subject to the 3-6 year cycle but may be employed in any post appropriate to their grade at such place of employment in PBNI’s service as may be required. They are expected to travel a reasonable travelling distance from home (up to 35 miles) and may be transferred as required. This may include, for example, business reasons relating to restructuring or reorganisation of teams or relocation of offices. The Workforce Planning Group will consider when this is necessary and the Mobility Procedure will be followed as appropriate.

Learning & Development

The Board is committed to the continued development of employees.

Performance, Attendance and Conduct

Any issues in relation to performance, attendance or conduct will be dealt with under the appropriate PBNI policy and procedure. The PBNI reserves the right to dismiss an employee where there are sufficient grounds to do so.


Annual Leave

The annual leave year is from 1 February to 31 January. Entitlement is detailed below on the basis of full-time employment (pro-rata for part-time):

Annual Leave - Length of continuous service Annual LeaveOn appointment 25After 5 years’ total service 30

Official holidays - 12 days per annum in addition to annual leave (pro rata for part time).

Pension

You are automatically enrolled into the NILGOSC pension scheme but may opt out if you wish. (Eligibility to join the NILGOSC pension scheme is restricted to those employees with a minimum of a 3 month contract.) This is contributory pension scheme which currently draws a percentage of salary from the officer as detailed below. A further contribution may be made by the Board.

From 01/04/2020

Band Pensionable pay range Contribution rate 1 Up to £15,000 5.5%2 £15,001 - £22,900 5.8%3 £22,901 - £38,300 6.5%4 £38,301 - £46,400 6.8%5 £46,401 - £91,900 8.5%6 More than £91,900 10.5%

Vetting/Security Clearance

As this post involves working in a regulated activity successful candidates will be required to undergo a Basic Access NI disclosure. It will be decided whether any criminal record is materially relevant to the particular post.

Please note that the Access NI Code of Practice and Explanatory Guide may be accessed via the web AccessNI Code of Practice | nidirect or a hard copy will be made available upon request to the PBNI’s HR team – email [email protected].

You will be required to undergo further checks e.g. Security Check.

Extra Mural Activities

To ensure that all applicants receive fair and equal treatment in respect of such matters the following procedures shall apply.

(i) Paid Employment

Where an applicant is considering accepting work outside the PBNI for payment or reward, or wishes to continue such work after appointment, details of the proposed arrangement shall be forwarded to the Head of Human Resources upon receipt of


mailto:[email protected]

https://www.nidirect.gov.uk/publications/accessni-code-practice

the conditional offer. This will then be considered as a request under the PBNI’s extra mural activity policy.

(ii) Professional Services Provided on a Voluntary Basis

Where an applicant providing professional services including direct delivery of service, training, education or consultancy, he/she shall follow the same procedures as for paid employment at (i) above.

Selection Process

Applicants will be subject to a selection process, if shortlisted. Interviews are likely to take place in Belfast and it is anticipated that these will take place during November 2020. Some variation may occur eg via video conferencing instead. Details will be confirmed in invite interview letter.

It is intended to appoint applicants as soon as possible after satisfactory qualifications (where applicable), references and security checks have been received; as well as driving licence and car insurance. Failure to meet requirements within the set timeframe may result in the offer of appointment being withdrawn.

Recruitment Policy

The PBNI Recruitment Policy may be accessed via the PBNI Website This policy should be read in conjunction with the PBNI Equal Opportunities Policy via the PBNI website

Data Protection

PBNI takes extremely seriously its obligations under data protection law to store and share your personal information securely and in line with legislation and our lawful purposes. The Privacy Notice for PBNI Staff and Board members may be accessed via the PBNI website.


http://www.pbni.org.uk/recruitment/

http://www.pbni.org.uk/recruitment/


PROBATION BOARD FOR NORTHERN IRELAND

INFORMATION AND GOVERNANCE OFFICER

PBNI HeadquartersFull time

Point 1 £30,526 to point 4 £32,157 [NICS for Staff Officer Grade] for full-time hours, subject to review.

Essential Criteria

Applicants must by the closing date have:

1. A minimum of 2 ‘A’ Levels, or equivalent qualification.

2. At least twelve months’ experience carrying out comparable administrative duties in a similar business environment, to include the following:-

using an Electronic Document and Record Management System (EDRMS); and

using one, or more, of the following:- Hewlett Packard Records Manager, Total Records Information Management or Hewlett Packard Content Manager; and

comprehensive experience of MS Word, MS Excel, MS Outlook and MS Powerpoint; and.

3. Consent to undergo a Security Clearance level check.

Desirable Criteria

It is desirable that applicants have:

1. Experience of effective Project Management; and/or

2. Experience in training others (individually or in groups).

Applications are particularly welcomed from males as this group is currently under represented at this grade. The Probation Board for Northern Ireland is an equal opportunities employer.

If a reserve list is established for the above posts this will be valid for a 12 month period.

Additional information and application form may be obtained by downloading from www.pbni.org.uk or emailing [email protected] or writing to: Probation Board for Northern Ireland, Human Resources Department, 80-90 North St, Belfast, BT1 1LD

Completed application forms may be emailed to [email protected] or sent to Probation Board for Northern Ireland, Human Resources Department, 80-90 North St, Belfast, BT1 1LD.

Applications must be received no later than Noon on Friday 30th October 2020.





It is anticipated that interviews will take place in Belfast during November 2020. Some variation may occur.


Role Profile

Title: Information and Governance Officer

Grade: Staff Officer

Purpose: To perform the role of first line middle manager and/or specialist function

Reporting to: Deputy Head of Communications

Staffing responsibilities:

None

Behavioural Competencies

The role holder is required to display the following competencies in performing their role:

Effective Communication

Communicates all needs, instructions and decisions clearly. Adapts the style of communication to meet the needs of the audience. Asks probing questions checking for understanding.

Maximizing Potential Encourages others to learn and develop, giving them clear and direct guidance and feedback on their performance. Encourages and supports staff, making sure they are motivated to achieve results.

Problem Solving Gathers information from a range of sources to understand situations, making sure it is reliable and accurate. Analyzes information to identify important issues and problems. Identifies risks and considers alternative courses of action to make good decisions.

Planning and Organising

Plans activities thoroughly for self and others. Builds milestones into plans, monitors progress and adjusts them as necessary in response to any changes. Provides clear direction and makes sure that staff know what is expected of them.

Customer Focus Provides a high level of service to customers. Maintains and improves service delivery. Earns the confidence of customers, works out their needs and priorities and responds promptly and positively to their requirements.

Respect for Diversity Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural, and racial differences.

Strategic Perspective Concentrates on issues that support the broad organizational strategy. Maintains a broad view, and understands and considers the interests and aims of other

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units or outside the organization.

Behavioural Competencies (continued)

Personal Responsibility

Readily accepts responsibility for self and others. Takes responsibility for managing situations and problems. Leads by example, showing a commitment and a determination to succeed. Continues to learn and develop.

Specialist Knowledge and Skills

Demonstrates a thorough knowledge of the job and effectively applies and delivers professional/specialist/technical knowledge, skills and advice to colleagues and others as appropriate.

Openness to Change

Supports, promotes and puts into practice change. Introduces new ways of doing things and encourages others to accept them. Overcomes barriers to change.

Resilience Shows reliability and resilience in difficult circumstances. Remains calm and confident, acts in an appropriate way, controls emotions and acts decisively.

ActivitiesThe role holder is required to deliver effectively the following key requirements:

Supervise the work of teams and individuals

Manage the performance of teams and individuals

Develop individuals and teams to enhance performance

Carry out, monitor and evaluate performance reviews.

Delegate work to others Work as part of a team Contribute to disciplinary and

grievance procedures Contribute to recruitment and selection

procedures Provide customer service Organize, chair and record meetings Prepare and deliver presentations Make best use of information

technology

Complete administration procedures Develop and promote effective

communication systems Provide specialist advice and

knowledge Contribute to policy formulation Promote and develop quality within the

organization Monitor the quality of service provision Maintain standards of professional

practice Implement change plans Gather, evaluate and analyze

information to support others or to support action.

Maintain standards for security and confidentially of information

Promote equality, diversity and Human Rights in working practices

Comply with Health and Safety Legislation

OverviewPBNI is in the process of implementing an Electronic Document and Record Management System (EDRMS) across PBNI. This will involve on-boarding to Hewlett Packard Records Manager (HPRM). The Compliance Team in PBNI is leading this project in conjunction with IT staff.

The post holder will implement and administer an HPRM system and undertake Governance administration within the Compliance Team. The post-holder will help deliver


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the project to implement HPRM within PBNI, manage the HPRM system post implementation and administrate areas of governance for PBNI.

Main Duties and Responsibilities (Role Specific)

RECORDSDuring the delivery phase of the HPRM project, the post-holder will:

1. Be part of a team developing a new file plan and access groups for PBNI and provide training to staff in PBNI. This will encompass assisting all teams within PBNI to have an appropriate file plan in place, which complies with the retention and disposal schedule.

2. Liaise with staff at all levels throughout PBNI to facilitate changes to processes

and business culture around records and information, including developing the new functional file plan and access groups.

3. Work with staff to roll out training on HPRM, develop training materials/desk aids, and provide desk training with staff.

4. Perform higher-level administrative functions, build and configure the system and file plan and manage reporting within the HPRM.

5. Act as a floorwalker and helpdesk support, answering queries, and dealing with escalated issues.

6. Liaise with the Department of Justice (DoJ) Records Team, PBNI IT Team and IT Assist as required.

Post-implementation the post-holder’s duties will include:

1. Provide first line user support for HPRM.

2. Records System Administration for HPRM system – this is highest level of permissions to enable record deletion, force check-in of documents, management of comprehensive audit reports, content searching and by-passing all access controls on the system.

3. File plan management (oversight of the creation and maintenance of all levels of the file plan, management of user accounts, and applying retention and disposal schedules, generating reports and access controls).

4. Manage upgrades/fall over testing, functional testing and issue User Acceptance Testing (UAT) scripts to key staff.

5. Approve classifications, manage, and create record types.

6. Manage all deletion requests and perform subsequent record deletions if appropriate.

7. Creation and maintenance of regular reports for management from HPRM.

8. Providing support for power users based in teams.


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9. Providing helpdesk support for queries, which cannot be answered by power users.

10. Investigating, resolving and loggings any issues or errors that arise.Main Duties and Responsibilities (Role Specific continued) 11. Work with the Records Manager in the development and review of PBNI records

policies and procedures and an ongoing training programme for PBNI staff.

12. Assist in all aspects of training support as required.

GOVERNANCE

The post-holders duties will include:

1. Provide administrative function to Business Planning in the organisation. This will involve scheduled updates, planning and delivery of quarterly and annual Business Plan reports to the Senior Leadership Team (SLT) and Board Committee.

2. Deliver PBNI responses to external Consultations through Strategic Review Group meetings and keep records of same.

3. Deliver approved Policy review schedule through liaising with SLT and keep records of same.

4. Maintain the PBNI Risk Register and Business Continuity Plan and attend meetings as required.

Main Duties and Responsibilities (Grade Specific)

1. May be involved in the management of a specialized function, for example, Finance, Human Resources, Learning and Development, Accommodations and Supplies, IT Services etc.

2. Ensures work activities and services delivered satisfy organizational quality and cost requirements in line with internal policies/procedures and standards. Effectively monitors, assesses and affects output and quality of service provided.

3. Ensuring the effective and efficient operation of administrative functions and systems. Responsible for work allocation, performance standards, annual reporting, training and personnel management including welfare and discipline.

4. Manage teams, such as that of executive and clerical staff, and provide recommendations to superiors.

5. Effectively communicate with a broad range of people at different levels both inside and outside the organization.

6. Expected to make day-to-day operational decisions relating to own area of work and that of those they manage.


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7. Ensuring compliance with PBNI policies and procedures in respect of Health & Safety, Finance systems, Accommodation and Supplies systems, Human Resources, IT Services and Information Management systems.

8. Contributing to the production, implementation, monitoring and review of a team business plan and agreed projects.

Main Duties and Responsibilities (Grade Specific continued)

9. Direct responsibility for managing staff/team performance appraisal and personal development plan. Identifies staff development needs and associated training required and ensures needs identified are consistent with team objectives.

10. Motivate staff; providing feedback on performance and offering constructive suggestions and encouragement for improved future performance.

11. Co-ordinate and manage team to prepare for the implementation of any change initiatives.

12. Independently analyses facts and information, often provided by lower grades, in order to solve problems and produce constructive ideas for improvement.

13. Undertaking necessary research and investigation, identifying, analysing and evaluating information.

14. Contribute to the development/formulation of appropriate PBNI policies, procedures and processes by submitting recommendations/options concerning policy and policy change.

15. Effective use of information technology. Liaises with team members regarding new technology practices and procedures to ensure best practice within the relevant work area.

16. Answer, process or redirect where necessary a range of telephone/written queries from internal and external customers whilst responding appropriately, professionally and specifically to customer needs, in line with PBNI policy.

17. Chair and effectively participate in meetings and seminars.

18. Contributing to the management of disciplinary and grievance procedures as required.

19. Contributing to recruitment and selection processes as required.

20. Maintaining and updating professional knowledge by identification of own training and development needs, updating practice and attending relevant training courses, as agreed with line manager.

21. Any other duties commensurate with the grade and as required by the nature of the role. The nature and the balance of duties may vary between teams.


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Staff Officers may be assigned to a field team, prison setting or headquarters to work in support of service delivery. SOs will be expected to travel a reasonable distance from home (up to 35 miles) and staff may be transferred as required.

The above reflects the main elements associated with this position. It is not intended to be exclusive or exhaustive.

Positive and Negative Indicators

Title: Information and Governance OfficerGrade: Staff Officer

Behaviour Competencies

1. Effective Communication

2. Maximizing Potential

3. Problem Solving

4. Customer Focus

5. Planning and Organising

6. Respect for Diversity

7. Strategic Perspective

8. Personal Responsibility

9. Openness to Change


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10. Specialist Knowledge and Skills

11. Resilience


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1. Effective Communication

Communicates all needs, instructions, and decisions clearly. Adapts the style of communication to meet the needs of the audience. Asks probing questions checking for understanding.

Positive Indicators:

o Deals with issues directly and communicates face to face wherever possible and if it is appropriate.

o Clearly communicates needs and instructions.

o Explains management decisions and policy, and the reasons behind them.

o Speaks with authority and confidence and is comfortable dealing with people at all levels within and outside the organization.

o Changes the style and language of communication to meet the needs of the audience.

o Explains technical/specialist matters in a way that can be understood by the non-specialist.

o Manages group discussions effectively.

o Acknowledges others’ contributions and discusses these constructively.

o Demonstrates the capacity to actively listen and respond to the needs of others.

o Probes and asks questions to establish/clarify people’s needs and their priorities.

o Summarizes information to check people understand it.

o Communicates clear instructions in a crisis situation.

o Asserts own views and puts forward a reasoned argument.

o Is able to say ‘no’ without causing offence.

o Supports arguments and recommendations effectively in writing.

o Produces well structured reports and written summaries.

o Goes to meetings prepared with all available facts and information.

o Uses IT systems to improve information and communication process.

o Follows the PBNI’s policies on security and confidentiality, disclosing information only to authorized

people.

Negative Indicators:

o Is hesitant, nervous and uncertain when speaking. Speaks in a rambling way.

o Speaks without first thinking through what to say.

o Uses inappropriate language or jargon.

o Is unable to put forward a reasoned argument without appearing aggressive.

o Appears uncomfortable dealing with staff at higher levels of the organization.

o Is unable to provide clear guidance during a crisis situation or under pressure.

o Does not consider the target audience.

o Avoids answering difficult questions. Does not give full information without being questioned.

o Writes in an unstructured way and is unable to logically summarize relevant key points.

o Uses poor spelling, punctuation and grammar.

o Assumes others understand what has been said without actually checking.


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o Does not listen, and interrupts at inappropriate times.

o Attends meetings ill-prepared and without all available facts and information.

o Is hesitant to fully utilize IT systems and does not seek IT expertise if required.

2. Maximizing Potential

Encourages others to learn and develop, giving them clear and direct guidance and feedback on their performance. Encourages and supports staff, making sure they are motivated to achieve results.


o Understands the needs, talents, capabilities and interests of staff.

o Encourages and assists staff to identify own learning and development needs in line with team development needs.

o Sets clear and reasonable performance standards for staff and agrees with them what is expected, both as a team and as individuals.

o Gives staff regular and constructive feedback on performance.

o Is approachable and makes time for staff even when under pressure. Shows patience and understanding when staff are facing difficulties.

o Acts quickly to examine the reasons why someone may not be performing well or to deal with issues which are preventing effective team working.

o Deals with diversity issues and gives positive practical support to staff who may feel vulnerable.

o Recognizes and rewards performance improvement; readily praises staff achievements.

o Helps staff to see that they can achieve their aims.

o Makes sure excellence is rewarded.

o Involves staff in management problems and decisions so they can develop.

o Maintains responsibility for and interest in tasks given to staff to do.

o Raises self esteem and self confidence, and develops skills, through motivation and support.

o Carries out staff appraisals on time and gives reasoned and objective comments


o Does not help staff learn by sharing knowledge with them.

o Gives the impression of being too busy to be available for staff.

o Sets unrealistic standards/objectives for individual staff and team.

o Does not review staff’s work or progress.

o Tends to do all the jobs themselves, rather than using them to develop staff.

o Does not encourage staff to see the development opportunities in everyday activities.

o Shows little interest in teaching/coaching others or providing opportunities to stimulate staff involvement/initiative.

o Does not try to find out why someone may not be performing well.

o Lacks patience and understanding when staff have encountered problems or difficulties.

o Avoids dealing with issues that may be preventing effective team working.


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o Gives unhelpful criticism, and does not use praise to motivate people.

o Is not aware of the good work done by staff.

o Gives negative feedback rather than focusing on ways to improve.

o Creates a climate of blame when mistakes are made.


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3. Problem Solving

Gathers information from a range of sources to understand situations, making sure it is reliable and accurate. Analyzes information to identify important issues and problems. Identifies risks and considers alternative courses of action to make good decisions.


o Takes a systematic approach to gathering information and finds new ways of solving problems as necessary.

o Accurately identifies appropriate information requirements and purpose. Takes in and assimilates information quickly and accurately.

o Gathers different versions of events to build up a picture of a situation. Carries out research to identify relevant facts that are not immediately available.

o Identifies and checks for in accuracies, inconsistencies and/or inadequacies in information and takes appropriate remedial action.

o Takes account of all information, however small it is.

o Analyzes information carefully to make sure it cannot be misunderstood. Structures the information logically to meet customer/organizational needs.

o Makes sure that decisions are made using as much reliable information as possible. Refers to procedures and precedents, as necessary, before making decisions.

o Does not always accept an issue at face value; is able to look beyond the immediate to wider factors and considerations. Identifies and links causes and effects.

o Considers the views and motives of everyone involved when drawing conclusions.

o Assesses and takes account of risk when making decisions; thinks through the possible implications of information and advice provided to managers or colleagues.

o Uses information to support decisions, influence and gain the commitment of others.


o Does not deal with problems in detail and does not identify underlying issues.

o Does not gather enough information before coming to conclusions.

o Does not consult other people who may have extra information.

o Does not research background.

o Does not refer to procedures and precedents, as necessary, before making decisions.

o Shows no interest in gathering or using intelligence.

o Does not gather or analyze evidence.

o Makes assumptions about the facts of a situation.

o Does not assess or think through risk factors/implications when making decisions or providing advice/information.

o Does not notice problems until they have become significant issues.

o Gets stuck in the detail of complex situations and cannot see the main issues.

o Reacts without considering all the angles. Is unable to identify or link causes and effects.

o Becomes distracted by minor issues.


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o Leaves others to solve problems and does not see it as part of the role or is afraid to take

unpopular decisions.


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4. Customer Focus

Provides a high level of service to customers. Maintains and improves service delivery. Earns the confidence of customers, works out their needs and priorities and responds promptly and positively to their requirements. Is aware of issues of diversity, and understands and is sensitive to cultural and racial differences.


o Presents an appropriate image to the public and other organizations.

o Acknowledges and understands a broad range of social and cultural customs and beliefs.

o Understands what offends people and changes actions appropriately.

o Focuses on the customer in all activities. Interacts personally with customers to help understand and respond to their needs.

o Tries to sort out customers’ problems as quickly as possible.

o Responds quickly to customer requests.

o Apologizes for mistakes and sorts them out as quickly as possible.

o Notes factors which may cause operations to be disrupted or are obstacles for improvement and takes appropriate measures to minimize the effects.

o Makes sure that customers are satisfied with the service they receive; monitors the quality of service delivered and acts on findings.

o Knows the limitations of what can be delivered and manages customer expectations.

o Keeps customers updated on progress.

o Balances customer needs with organizational needs.

o Demonstrates a commitment to meeting standards and strives to deliver a consistently high quality

of service.

o Contributes ideas for quality improvements, making suggestions on different ways of working which could improve efficiency.

o Seeks suggestions and ideas from staff which are acted upon and feedback given.


o Is not customer focused – does not consider individual needs.

o Does not tell customers what is going on.

o Presents an unprofessional image to customers.

o Only sees a situation from their own view, not from the customer’s view.

o Shows little interest in the customer – only deals with the immediate problem.

o Focuses on the organizational issues rather than customer needs.

o Shows little consideration for diversity issues, social and cultural customs and beliefs.

o Does not demonstrate respect for or sensitivity to customer needs.

o Does not demonstrate a commitment to meeting standards to deliver a high quality of service.

o Does not contribute to quality improvements or different ways of working.

o Does not manage customer expectations appropriately; is unaware of limitations of what can be

delivered.


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5. Planning and Organising

Plans activities thoroughly for self and others. Builds milestones into plans, monitors progress and adjusts them as necessary in response to any changes. Provides clear direction and makes sure that staff know what is expected of them.


o Identifies important activities and milestones, establishing importance and urgency.

o Identifies potential problems and takes timely corrective action – does not let things drift; plans alternatives and contingency plans.

o Makes sure people know what a task or responsibility involves, and can carry it out.

o Defines, clarifies and assigns roles and responsibilities.

o Makes sure people have a workload that is manageable and fair, as well as being challenging.

o Where possible, takes account of the views of staff before taking decisions.

o Carefully checks everything is in place before starting a major initiative.

o Assesses new information and reorganizes the workload to meet new demands.

o Organizes action around who is available, their skills, and other resources.

o Constantly monitors and assesses progress, making sure people work to decisions, plans and

policies.

o Concentrates on detail while being aware of the overall objectives.

o Is able to work on a number of things at the same time.

o Copes under pressure: maintains a sense of humour and perspective.


o Takes an unsystematic approach to tasks.

o Deals with tasks as they arrive, without considering priorities.

o Waits until problems arise: does not have contingency plan and unable to take corrective action.

o Does not differentiate between the levels of importance of tasks.

o Does not check for or spot mistakes or inconsistencies.

o Leaves role and responsibilities unclear.

o Consistently fails to meet deadlines due to poor planning.

o Tries to achieve everything personally.

o Takes inappropriate short cuts.

o Disregards staff’s views or suggestions priorities, workload or deadlines.

o Takes a fixed approach – does not monitor and re-assess plans.

o Cannot work on a number of priorities at the same time or cope under pressure.


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6. Respect for Diversity

Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural, and racial differences.


o Sees issues from other people’s viewpoints.

o Is polite, tolerant and patient when dealing with people, treating everyone with respect and dignity.

o Respects the needs of everyone involved when sorting out disagreements.

o Shows understanding and sensitivity to people’s problems and vulnerabilities.

o Deals with diversity issues and gives positive support to staff who may feel vulnerable.

o Listens to and values other’s views and opinions.

o Uses language in an appropriate way and is sensitive to the way it may affect people.

o Acknowledges and respects a broad range of social and cultural customs, beliefs and values within the

law.

o Understands what offends others and adapts own actions accordingly.

o Respects and maintains confidentiality, wherever appropriate.

o Delivers difficult messages sensitively.

o Challenges inappropriate attitudes, language and behaviour that is abusive, aggressive or

discriminatory.

o Takes into account other’s personal needs and interests.

o Supports minority groups both inside and outside the organization.


o Does not consider other people’s feelings.

o Does not encourage people to talk about personal issues.

o Criticizes people without considering their feelings and motivation.

o Makes situations worse with inappropriate remarks, language or behaviour.

o Is thoughtless and tactless when dealing with people.

o Is dismissive and impatient with people.

o Does not respect confidentiality.

o Unnecessarily emphasizes power and control in situations where it is not appropriate.

o Intimidates others in an aggressive and overpowering way.

o Uses humour inappropriately.

o Shows bias and prejudice when dealing with people.


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7. Strategic Perspective

Concentrates on issues that support the broad organizational strategy. Maintains a broad view, and understands and considers the interests and aims of other units or outside the organization.


o Makes sure own team’s ways of working are in line with the strategic direction of the organization.

o Maintains a good knowledge and understanding of the policy relevant to their work areas.

o Provides advice and guidance to staff on the effects of policy and changes in their work. Keeps staff informed during times of change.

o Concentrates on issues which support organizational strategy.

o Thinks across functional and unit boundaries, understanding how their actions will affect other

people.

o Thinks strategically beyond own role and specialist area.

o Raises awareness of strategic issues; assists staff to understand the strategy and gains their commitment to take action.

o Finds ways of exposing people to ways of working outside the service.

o Tries to influence organizational strategy, culture and direction.

o Analyzes issues, identifies factors and linkages and provides key information to assist in drawing up of the strategy/policy.

o Predicts the effects of complex problems and issues and takes appropriate action.

o Provides practical and well thought through ideas that meet the needs of senior

managers/colleagues.

o Considers the longer term and broader view, even when having to respond quickly.

o Predicts the effect of legislation on the organization and prepares for it.


o Is not aware of organizational strategy.

o Does not recognize the links between related activities and functions.

o Is not interested in what is going on outside own area.

o Does not see the possible damaging effects of actions or decisions on other parts of the

organization.

o Criticizes or does not support organizational policies.

o Is not willing to accept or co-operate with organizational policy.

o Does not help staff understand or provide advice on strategy to gain their commitment.

o Focuses on short-term issues, ignoring long term effects.

o Does not maintain a good level of knowledge and understanding on policy relevant to own work

area.


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o Is not aware of the effect of own actions on other agencies.

o Does not see the wider picture.

o Is not aware of political issues.

o Does not predict and prepare for problems.

o Does not think through ideas, analyze issues or provide key information to assist in policy/strategy

formulation.

8. Personal Responsibility

Readily accepts responsibility for self and others. Takes responsibility for managing situations and problems. Leads by example, showing a commitment and a determination to succeed. Continues to learn and develop.


o Is self-motivated; sets personal goals and monitors own achievement.

o Takes responsibility when things go wrong or when others cannot handle situations.

o Concentrates and shows patience during long activities.

o Takes control and asserts authority where necessary. Does not always need to refer to senior

colleagues.

o Confronts and deals with issues and situations.

o Learns from mistakes and considers how to approach things differently in the future.

o Takes an energetic and committed approach to the job and demonstrates a positive attitude to

work.

o Tries hard to overcome obstacles and achieve results.

o Shows a determination to succeed.

o Gets and acts on feedback and criticism.

o Sets high personal standards and leads by example

o Is not grade conscious and willingly helps others, particularly when priorities and deadlines demand

it.

o Is willing to have a go at challenging work.

o Is assertive and prepared to voice an opinion/suggest ideas, including in meetings.


o Passes responsibility upwards inappropriately.

o Is not concerned about letting others down.

o Will not deal with issues, just hopes that they will go away.

o Blames others rather than admitting to mistakes or looking for help.

o Is unwilling to take on responsibility.

o Is unwilling to help others when priorities demand it.

o Puts in the minimum effort that is needed to get by.

o Shows a negative and disruptive attitude.


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o Show little energy or enthusiasm for the work.

o Expresses a cynical attitude to the organization and their job.

o Gives up easily when faced with problems.

o Fails to recognize personal weaknesses and development needs.

o Makes little or no attempt to develop self or keep up to date.

o Does not ‘get involved’ or contribute ideas/suggestions.

9. Openness to Change

Supports, promotes and puts into practice change. Introduces new ways of doing things and encourages others to accept them. Overcomes barriers to change.


o Develops new systems and procedures.

o Encourages staff to be flexible and to think of totally new approaches or solutions to problems. Generates new ideas and breaks away from established ways of thinking.

o Encourages others to recognize the need for change and helps them to adapt to it.

o Actively promotes change and manages resistance to it.

o Shows understanding of others people’s fear of change.

o Plays a positive and constructive role in the introduction of change: keeps staff informed and addresses concerns.

o Encourages people to think of improvements and to take these forward.

o Actively supports and promotes change in the organizational culture.

o Uses the skills of people who can take change forward.

o Changes things in a controlled way.

o Develops innovative approaches within own professional field.

o Always looks to improve performance and encourages effective working practices.


o Sticks to the job description so strictly that they cannot be flexible.

o Finds it difficult to cope with change.

o Resists change.

o Wants to keep things the way they are.

o Does not understand the need for change.

o Prefers routines and tried and tested ways of working.

o Is quick to say that change is not working.

o Does not listen to the reasons for change.

o Does not want to be part of any changes that are being introduced.


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o Discourages people from questioning traditional approaches.

o Ignores or talks down suggestions for change made by others.

o Does not promote change to staff.


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10. Specialist Knowledge and Skills

Demonstrates a thorough knowledge of the job and effectively applies and delivers professional/specialist/technical knowledge, skills and advice to colleagues and others as appropriate.


o Promotes and/or ensures professional best practice.

o Knows the limitations of what can be concluded based on the information and facts available and explains/sets these limitations in context.

o Takes account of precedent, developments and trends in making recommendations.

o Consults colleagues to test and refine ideas.

o Proposes practical course of action which balance the professional/specialist view with what is realistic and achievable.

o Ensures safe working practices are adhered to.

o Makes links across specialism and knows when to draw in colleagues from outside own area.

o Is prepared to offer unwelcome advice where necessary on the basis of professional

knowledge/experience.

o Delivers effective professional/specialist/technical skills and/or care.

o Keeps abreast of current issues and developments in own field/professional organization, eg through journals, networks, standards, conferences, and other meetings.

o Is aware of public/media concerns and issues relating to own professional area.


o Does not develop or update professional specialist/technical knowledge and skills.

o Does not keep abreast of current issues or public/media concerns in own area of expertise.

o Is unable to assimilate and assess the relevance of new developments in relation to the

organization.

o Is unable to demonstrate thorough knowledge/expertise or establish credibility/win confidence of

others.

o Courses of action/advice proposed are not useful, realistic or achievable.

o Is unwilling to consult with colleagues or across specialism.

o Makes recommendations before considering previous trends or precedents.

o Is hesitant to offer unwelcome advice where necessary.

o Does not ensure that best practice and organizational procedures are adhered to.

o Does not deliver accurate or comprehensive specialist knowledge and skills.


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11. Resilience

Shows reliability and resilience in difficult circumstances. Remains calm and confident, acts in an appropriate way, controls emotions and acts decisively.


o Deals confidently with members of the public, drawing on own skills and experience.

o Is reliable in a crisis, remains calm and thinks clearly.

o Remains focused and in control of situations.

o Deals with difficult emotional issues then moves on.

o Manages conflicting pressures and tensions.

o Responds to challenges rationally, avoiding inappropriate emotion.

o Is patient when dealing with people who make complaints.

o Resists pressure to make quick decisions where full consideration is needed.

o Puts a positive view on situations and concentrates on what can be achieved.

o Takes a rational and consistent approach to work.

o Is aware of and manages personal stress.

o Says ‘no’ when necessary.

o Accepts criticism and praise.

o Defends staff from excessive criticism from outside the team.


o Gets easily upset, frustrated and annoyed.

o Panics and becomes agitated when problems arise.

o Walks away from confrontation when it would be more appropriate to get involved.

o Needs constant reassurance, support and supervision.

o Uses inappropriate physical force.

o Gets too emotionally involved in situations.

o Reacts inappropriately when faced with rude or abusive people.

o Deals with situations aggressively.

o Complains and whinges about problems rather than dealing with them.

o Gives in inappropriately when under pressure.

o Worries about making mistakes and avoids difficult situations wherever possible.

The above reflects the main elements associated with this position. It is not intended to be exclusive or exhaustive.Information for Applicants – Information and Governance Officer October 2020

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Guidance for candidatesPBNI interview and selection processes

Section 1 – The Application Form

Section 2 – The Selection Process

Section 3 - Interview Guidance for Applicants

Section 4 - Appointment Process

Section 5 - Appeals Procedure

Please ensure that you carefully read this information before making your application and before coming for interview


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Section 1 – The Application Form

1.1 Making your ApplicationThe Probation Board for Northern Ireland (PBNI) uses standard applications forms. These forms are designed to afford applicants the ability to provide the necessary information to enable us to determine how you meet the competition requirements and shortlisting criteria.

1.2 Guidance on the Application Form The space available on the application form is the same for all applicants and must not be altered or reformatted. PBNI will not consider applications in the following circumstances: Applications will not be accepted if not completed on the agreed PBNI

application form Reformatted applications will not be accepted. Typescript must remain

unchanged with font size 12 or legible handwritten block capitals using black ink.

CVs, letters, additional sheets or supplementary material will not be accepted Applications will not be accepted if the Declaration of Convictions form is not

completed and returned Applications will not be accepted if the Equal Opportunities Monitoring form

has not been returned Applications will not be accepted if the Disability discrimination form (DDA1)

has not been completed and returned Applications received with a shortfall in postage will not be accepted Applications not received by the stated closing date and time on the

advertisement will not be accepted Part-completed applications will not be accepted

Please note this includes DDA1 form and Declaration of Convictions form as part of the application form.

1.3 Do not use acronyms or highly complex technical detail where this is not appropriate for the role. Write for the reader who may not know your employer, or your job. Write down clearly your personal involvement in any experience you quote. Write “I” statements e.g. I planned meetings, I managed a budget, I prepared a presentation. It is how you actually carried out a piece of work that the panel will be interested in.

1.4 The examples you provide should be relevant to the question/criteria. The shortlisting panel will make a decision whether to interview based solely on the information that you supply at each question therefore it is in your interests to give comprehensive examples of your skills, knowledge and or experience. It is your unique role the panel is interested in, not that of your team.


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1.5 Application Form SubmissionApplications will be accepted by email to [email protected] orApplications will be accepted by post, or hand delivery to the Human Resources Department, PBNI Headquarters, 80-90 North Street, Belfast BT1 1LD

You are encouraged to submit applications by email wherever possible. It is your responsibility to ensure that your application is received by PBNI before the closing date. Please be mindful that not all emails are transmitted instantaneously and that you should leave sufficient time to ensure that arrives well before the deadline. We advise that you keep proof of the date and time of sending in case there is a technical problem that affects the time we receive your form. All requests for hard copy application packs are welcomed and all applications will be treated equally regardless of whether they are hard copy or electronic.

1.6 Incomplete Application FormAs indicated in 1.2 above PBNI will not accept incomplete application forms; applications received after the closing deadline or application forms that have been substantially reformatted. Applicants using Royal Mail should note that 1st class mail does not guarantee next day delivery. It is the responsibility of the applicant to ensure that sufficient postage has been paid to return the application form to PBNI. We will not accept any application where we are asked to pay any shortfall in postage.

1.7 Disability RequirementsPBNI will ask you to declare if you require any reasonable adjustments, due to disability. Details of any disability are only used for this purpose and do not form any part of the selection process. If you wish to discuss your disability requirements further, please contact Human Resources at [email protected]

1.8 Equal Opportunity Monitoring The Probation Board for Northern Ireland, in pursuance of our obligations under the Fair Employment and Treatment Order 1998 and section 75 of the Northern Ireland Act 1998 are required to send an equality monitoring form to all applicants for employment. This form requires applicants to give information about their:

Community Background Gender Disability Ethnicity Political Opinion Marital Status Sexual Orientation Age Whether you have Dependants.

Failure to return an Equal Opportunity Monitoring form will result in your application being rejected. The information that you provide is held in confidence and will not be shared with shortlisting or selection panels. Your information will be used to assess how fair our recruitment processes are and if appointed this information will also be used to assess how fair our internal transfers and promotions are etc.


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Any concerns about how to complete this information should be addressed to the:

Human Resources Manager PBNIHuman Resources Department 80-90 North Street BelfastBT1 1LD.

1.9 Nationality Requirements

PBNI must ensure that you are legally entitled to work in the United Kingdom. Applicants must be one of the following either:

i. A UK national

ii. A Commonwealth citizen

iii. A British Protected Person

iv. A person from the European Economic Area (EEA) or Swiss national

v. A person who is not an EEA or Swiss national, but is a family member of an EEA national who has moved to the UK from another EEA Member State for an approved purpose.

In addition to ensuring that appointees to PBNI satisfy nationality requirements, there is a broader requirement to ensure that those appointed do not contravene immigration legislation. Whilst applicants from the Commonwealth Countries may satisfy Nationality requirements for appointment, they may also require a work permit or sponsorship licence to legally work in the UK. PBNI will check the applicant’s passport etc to confirm he/she can legally work in the UK and/or has a work permit.

For further guidance on nationality requirements please see the Home Office website, www.ind.homeoffice.gov.uk

1.10 Vetting ProceduresAll positions with PBNI require that candidates are vetted to the required standard. No confirmed job offer will be made to candidates until these pre-employment checks have been satisfactorily completed. PBNI will be required to submit, in a secure manner, copies of your Group 1 and Group 2 identify documents to Vetting NI, an independent third party, for the purposes of processing Access NI Enhanced disclosures.

Subject to the requirement of the post applicants may be required to undergo a criminal record check at Access NI Basic, Standard, Enhanced or Enhanced with check against the vetting and barred lists. Counter Terrorist Checks (CTC) will be carried out for those staff working in prisons

1.11 Declaration of Conviction(s)Candidates completing a Declaration of Convictions form should note that answering ‘YES’ to any questions on the Convictions Declaration does not


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necessarily bar a candidate from appointment. Each case will be considered on its merits.


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Section 2 – The Selection Process

2.1 Screening of application formsFormal screening will be carried out the by the Human Resources Department and this consists of a check to determine that the: Application has been received by the closing date and time There is no shortfall in postage from applicant Applications are completed on the agreed PBNI application form (CVs, letters,

additional sheets or supplementary material will not be accepted) Applications have not been reformatted. (Typescript must remain unchanged

with font size 12 or legible handwritten block capitals using black ink). Applications are not part-completed Declaration of Convictions form has been completed and returned Equal Opportunities Monitoring form has been returned Disability discrimination form (DDA1) has been completed and returned

2.2 Applications which do not pass the above formal screening will not be progressed further and the relevant applicants will be informed that their application is invalid.

2.3 ShortlistingPBNI may decide to interview/progress only those applicants who appear, from the information available, to be most suitable in terms of relevant experience and ability. The process by which the best candidates are identified for interview/progression is called shortlisting.

2.4 You should ensure that you provide evidence of your experience on your application form, giving length of experience, examples of work, personal role and dates as appropriate. Carefully read the essential and/or desired criteria on the application form and ensure that you fully answer each one. (See also section 1.3 and 1.4).

It is not sufficient to simply list your job titles.

PBNI will not make assumptions from the title of the applicant’s post or the nature of the organisation as to the skills and experience gained.

If you do not provide sufficient detail, including the appropriate dates needed to meet the eligibility criteria; you may fail to get through the shortlisting sift.

2.5 The application will be formatted to enable separation of the essential and desirable criteria sections, and these sections will normally only be provided to the selection panel for shortlisting purposes. Applications will be anonymised with a unique identification number.

2.6 Typical short-listing will consider the following sifting rules

Each question on the application form will be rated and categorised with A, B or C rating. In most cases candidates who have a B rating across the question areas will be put forward for interview. A panel on occasions may decide to interview only those who have supplied answers rated with an A rating. This is especially true when there are high numbers of applicants.


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A Rating Strong evidence The answer is clear and directly and fully answers the questions

askedB Rating

Acceptable evidence The answer gives an indication that evidence is present, but is a little

vague. C Rating

Poor evidence / lack of evidence The answer does not relate to the question

2.7 Shortlisting may be a three stage process as follows:

Stage One

Where the essential criteria includes, for example, a requirement:

for specific qualifications membership of, or registration with a professional body to hold a valid driving licence and have use of a car

Human Resources will carry out an initial sift of applications to confirm if the criteria has been met.

Stage Two

The selection panel will individually consider each application assessing against the remaining essential criteria.

Stage Three

It may be necessary on some occasions to further reduce the number of candidates selected for interview. In such circumstances the selection panel will individually consider each application assessing against some or all of the desirable criteria. This means that the panel will only interview those candidates who have both the essential and desirable criteria.

2.8 As indicated in 2.4 above it is vitally important that you read the questions on the application form and answer each question area fully.


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Section 3 - Interview Guidance for Applicants

3.1 If this is your first experience of competence-based questions, you should pay careful attention to the following information as this guidance will give you clear information on what you can be expected to answer in an interview with a PBNI selection panel. A competence-based interview requires you to:

focus exclusively on the competences required for effective performance in the role; and provide specific examples of your experience in relation to the required competence areas.

3.2 In some instances the interview may include situational/scenario based questions and/or questions related to a specific specialism.

Situational /Scenario questions will include situations or scenarios the interview panel member will provide to you to see how you would respond to that situation. This allows you to provide a hypothetical response even if you do not have the experience in the field and will enable you to demonstrate potential going forward.

Competitions with a specialist element, for example, accountancy/ financial or technical posts, may include specialist questions to enable you to demonstrate your level of knowledge and expertise in a specific area.

3.3 The letter inviting you to interview will indicate what competency areas you will be asked to cover at interview and it will also advise if any situational/scenario or specialist questions will be asked. If an alternative selection process is to be used this will be advised to you in the invite to attend letter.

3.4 In preparation for the interview you may wish to think about having a clear structure for each of your examples, such as:

Context – Outline the situation

Challenge – What was your objective? What were you trying to achieve?

Action – What did you actually do? What was your unique contribution?

Result – What happened? What was the outcome? What did you learn?

3.5 It is strongly recommended that you familiarise yourself with the competences required for the advertised role. These competencies are included in the Role Profile. The interview panel will ask you to provide specific examples from your past experience in relation to each of the competences. You should therefore come to the interview prepared to discuss in detail a range of examples that best illustrate your skills and abilities in each competence area. You may draw examples from any area of your work/life experiences eg higher education or a voluntary capacity.


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Section 4 - Appointment Process

4.1 The Merit PrincipleIn accordance with PBNI’s Recruitment Policy all appointments to PBNI are made under the ‘merit principle’. Only in exceptional cases will people be appointed out of merit order and this will be in exceptional and justifiable cases, for example where we need a certain set of skills or qualifications.

4.2 Order of MeritThe selection panel will assess candidates against an agreed interview criteria. A candidate who meets the required standard(s) and pass mark will be deemed suitable for appointment. The selection panel will then list those suitable for appointment in order of merit with the highest scoring applicant ranked first. Human Resources will allocate a candidate to a vacancy in the order listed. The order of merit/reserve list will be drawn up and held normally for 12 months.

4.3 If a candidate turns an offer of employment down, it will be offered to the other appointable candidates in merit order. Candidates who decline an initial offer of employment will remain on the order of merit/reserve list, in their original positon, and may be subsequently offered a second posting if available within the operating period of the order of merit/reserve list. If the candidate declines the second offer of employment they will move to the bottom of the order of merit/reserve list.

4.4 Further Appointments from this CompetitionWhere a further position in PBNI is identified which is considered broadly similar to that outlined in our job advertisement, consideration will be given to filling the new position from an existing recruitment.

4.5 FeedbackThe Probation Board for Northern Ireland is committed to ensuring that the processes used to recruit and select staff are fair and in accordance with the recruitment policy. We are consequently committed to providing feedback in respect of decisions taken in determining eligibility/shortlisting as well as at interview. Requests for feedback should be in writing to Human Resources - e-mailing - [email protected] is acceptable.

4.6 References References will automatically be sought for all successful candidates once he/she has confirmed their intention to take up the conditional offer. Reference checks may also be carried out in all or a selected number of suitable candidates if a number of posts are available or anticipated.

4.6 QualificationsAll candidates will be required to produce the original relevant qualifications, photocopies will not be accepted; if this information is not supplied it will result in the candidate being rejected from the competition. HR allows two weeks for this information to be supplied by the candidate.

4.7 DisabilitiesCandidates with declared disabilities who have been successful in the selection process will be contacted by Human Resources where appropriate to establish whether the individual requires any reasonable adjustments to the workplace prior to appointment.


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Section 5 – Appeals Procedure

5.1 A candidate can use the appeals procedure if he/she can provide grounds that:

the process used by the PBNI is flawed or he/she has been treated less favourably than another candidate in the same

process.

The appeal must be received by the PBNI within 10 working days of the alleged incident taking place. (Explanatory note: This is taken to be 10 days from the date of the letter or email notifying you of the outcome of your application.)

5.2 The stages in the appeals process are:

a) The candidate must write to the Head of Human Resources, PBNI, 80-90 North Street, Belfast BT1 1LD, outlining the reasons and providing evidence why he/she believes there are grounds for appeal.

b) A written receipt of acknowledgement will be issued within 5 working days.

c) The Head of Human Resources will convene an appropriate panel (not previously involved in the recruitment) to consider if there are grounds for appeal.

d) Prior to considering an appeal, the Head of Human Resources will provide the panel with all relevant information.

e) It may be necessary in some instances to seek clarification from the original panel members and/or Human Resources.

5.3 The appeals panel can decide to uphold an appeal (in full or in part) or not to uphold the appeal. The outcome of the appeal will normally be conveyed to the appellant within 20 working days of receipt of the appeal.

5.4 If the panel does not uphold the appeal, then the candidate will be informed of his/her further right to appeal to a Director of Probation (or above if applicable).

a) The further appeal to the Director must be received within 10 working days of the original appeal decision. (Explanatory Note: This is taken to be 10 days from the date of the letter notifying you of the outcome of the appeal. The further appeal must be in writing to the address as stated in 5.2 a).

b) The Director will consider the evidence/reasons provided to him/her on the grounds outlined.

c) The outcome of the further appeal will normally be conveyed to the appellant within 20 working days of receipt.

d) The Director can decide to uphold an appeal (in full or in part) or not to uphold the appeal.

e) If the appeal is successful, the appellant will be informed of any appropriate action to be taken.


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f) The decision of the Director is final and will conclude the appeals process.


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