Recruitment Selection and Appointment Managers Handbook

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RECRUITMENT HANDBOOK FOR MANAGERS

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INTRODUCTION

The Trust is committed to recruiting and retaining employees of the highest calibre, people who not only have the necessary skills, knowledge and experience in order to perform a role but also share the Trust’s vision, core values and expected attitudes and behaviours to ensure we provide the highest standard of care possible. Working in conjunction with the Trust’s Recruitment, Selection and Appointment Policy, the Recruitment Handbook for Managers has been designed to provide practical and user-friendly guidance to those involved in the recruitment, selection and appointment process which must be adhered to. How to use the Handbook The Handbook has been divided into two main sections including: Section One: Recruitment, Selection and Appointment Procedure designed to

provide practical guidance in more detail. SectionTwo: NHS Employment Check Standards detailing the national

employment standards all NHS employers are required to comply with, including pre- and post-employment checks

Throughout the Handbook you will find information boxes which provide

key information, hints and tips

We hope you find this Handbook is a useful aid to your recruitment, selection and appointment practices. If you have any suggestions to improve the Handbook please contact the Human Resources Department.

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CONTENTS

Page

SECTION 1: RECRUITMENT AND SELECTION PROCEDURE 5

Introduction 5

The Role of the Recruiting Manager/Panel Chair 5

Stage 1: Analysis of Need/First steps to filling a vacancy 5

Stage 2: Preparation – The Job Description 7

Stage 3: Preparation - The Person Specification 7

Stage 4: Preparation – Attracting Candidates 9

Stage 5: Redeployment 10

Stage 6: External Advertising 10

Stage 7: Selection – Shortlisting 11

Stage 8: Selection – Interview 12

Stage 9: Selection – Selection Methods/Selecting the Best Candidate 13

Stage 10: Selection – After the Interview 17

Stage 11: Appointment 19

Stage 12: Induction 20

SECTION 2: NHS EMPLOYMENT CHECK STANDARDS 21

Right to Work checks 22

Verification of Identity 23

Professional Registration and Qualifications 23

Disclosure & Barring Service checks 24

Writing and Recieving References 25

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RECRUITMENT HANDBOOK

FOR MANAGERS

SECTION ONE:

RECRUITMENT AND SELECTION PROCEDURE

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RECRUITMENT, SELECTION AND APPOINTMENT PROCEDURE

INTRODUCTION

The Handbook has been designed for use as a practical guide for those involved in the recruitment, selection and appointment process. The Handbook should be used in conjunction with Agenda for Change Terms and Conditions and the following Trust policies: Recruitment, Selection and Appointment Policy, Equal Opportunities, Professional Registration, Management of Organisational Change, Disclosure and Barring Policy, Induction and any other relevant Trust policies.

This part of the Handbook provides practical guidance on each stage of the recruitment, selection and appointment process. If you have any further questions please contact the Human Resources Department.

THE ROLE OF THE RECRUITING MANAGER/PANEL CHAIR

The Recruiting Manager leads the selection process and is the focal point for the organisation of the process. They should:

Ensure the recruitment and selection process is followed in line with the Trust’s Recruitment, Selection and Appointment Policy and this Recruitment Handbook for Managers.

Attended the Trust’s Recruitment and Selection Training (every 3 years), or have experience of similar training elsewhere

Chair the shortlisting and interview panel

Co-ordinate notes/records of the individual interviews

Record the panel’s decision

Be the point of contact for queries from candidates and the Recruitment Team

Ensure the successul and unsuccessful candidates are contacted following interview

Ensure all appropriate pre-employment clearances are received prior to employment

Arrange for an appropriate local induction programme.

STAGE ONE: ANALYSIS OF NEED / FIRST STEPS TO FILLING A VACANCY

1.1 Review Workforce Plans

A vacancy can be created by an individual leaving their current post or when a new post is created due to a service development or change.

When an individual announces their intention to leave, you should consider very carefully how, when, or even if, to recruit. It is an ideal time to review the requirements of the current post and assess the continuing need for the post, looking at current work-structures and the workforce plan. The analysis of need should also take place when a new post may be required.

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1.2 Analysis of Need

At this stage the manager should consider the following questions:

Key Questions – Analysis of Need

Q Does the current workforce structure need to be reviewed? ✓

Q Does this skill mix need changing (eg roles and responsibilities)? ✓

Q Could the work be redistributed? Is there additional capacity elsewhere? ✓

Q Could the working hours/pattern be altered? ✓

Q Could the post not be recruited to? If so, what would be the impact of not

recruiting – on patient services and on the quality of service ✓

Q Has this post been built into the workforce structure and is their funding for

the post? ✓

You will be asked to state whether there is a change to establishment, whether it is is a new or existing post and if a termination form has been complated on the Vacancy Authorisation Form (Via the Recruitment Database) so you will need to demonstrate you have done this and are certain the vacancy is appropriate before authorisation.

1.3 Job/Grade Review

Planning properly at the initial stage of recruitment is essential to ensure the whole process runs smoothly. Whether or not the job has changed to meet future requirements, take time to review the job, grade and hours.

If the vacancy you are recruiting to is new or changes have been made to an existing post, verify whether the post needs to go through the

Agenda for Change Job Evaluation Process. Please refer to the Trust’s Banding Review Procedure for New/Changed Posts

for further informaton.

1.4 Vacancy Approval Form

Once you have decided to recruit you need to complete a Vacancy Authorisation Form (VAF) via the Recruitment Database. The electronic VAF form is completed by the manager and once submitted this is electronically forwarded to the budget manager for authorisation (if you are both the recruiting manager and budget holder you will be required to submit and approve at both stages). The VAF is then sent electronically via the Recruitment Database on to Finance and finally to the relevant Divisional General Manager or the Corporate VAF Panel for final sign off. Please refer to the Time to Hire Standard Operating Procedure (SOP) on the Recruitment Intranet Page for an outline of this process. The job description, person specification and advert must be uploaded with the VAF to the recruitment databse in order to submit your form.

Please note your vacancy will not be advertsied unless the recruitment team are in reciept of all the necessary documentation in the correct format and Trust

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templates

2. STAGE TWO: PREPARATION - THE JOB DESCRIPTION

2.1 Do not automatically use the current job description without reviewing it first.

2.2 A job description describes the duties and responsibilities which comprise the job. The Trust’s job description and person specification template is available via the Recruitment Intranet page and must be used for all posts, including Medical. The template includes all the required information, including Trust standard paragraphs which apply to all postholders. Please note Medical Job Descriptions and Person Specifications are subject to approval by the Royal College of Psychiatrists

2.3 When reviewing or writing a job description consider the following points:

Key Considerations – Job Description

◎ Is there an existing job description and is it up-to-date? ✓

NB: If you have a generic job description you may not need to make any alterations. If the post is new to your team contact HR to see whether there are any existing generic job descriptions you could use to ensure consistency across the Trust.

◎ Are the reporting arrangements and lines of responsibility clear? ✓

◎ Job Summary: Try to describe this in one or two sentences. ✓

◎ Main Duties & Responsibilities: List the key duties the postholder will be ✓

required to do. The length and complexity of the job description will vary according to the duties involved, however, try and be concise as possible.

◎ Ensure the duties are an accurate reflection of the current role ✓

2.4 If the post is new or changes have been made to an existing post, the job description and person specification may need to go through the Agenda for Change Job Evaluation Process prior to advertising. Please refer to the Trust’s Banding Review Procedure for New/Changed Posts (Non-Medical Staff).

3. STAGE THREE: PREPARATION - THE PERSON SPECIFICATION

3.1 After analysing the duties and responsibilities of your vacancy, the next step

is to consider the knowledge and skills required to do them. 3.2 A person specification describes the ideal person to fill the job and is a profile

of qualifications, experience, knowledge and skills to look for in the recruiting process. It is important that these relate specifically to the needs of the job.

3.3 The Trust’s person specification template forms part of the Trust Job

Description Template and can be found on the Recruitment Intranet Page. The template is broken down into 5 main areas:

Education/Qualifications

e.g. RNLD, GCSE (or equivalent), NVQ (or equivalent), evidence of professional development

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Experience e.g. Previous clinical/managerial experience, ability to type accurately, audit experience

Knowledge

e.g. Working knowledge of Mental Health Act, working knowledge of database systems

Skills / Personal Qualities

e.g. Able to work as part of a team, able to communicate effectively at all levels of the organisation, both verbally and in writing

Trust Behaviours - Be caring and demonstrate compassion - Have the courage to take action - Communicate effectively - Treat Everyone as an individual - Be competent and professional

3.4 Consider very carefully the extent of essential criteria, as setting standards

that are too rigid may prevent potential candidates from applying.

Ensure the person specification is an accurate reflection of the skills, experience and qualities required of the postholder. This will support your

shortlisting

3.5 Setting unnecessary standards for qualifications, experience or personal qualities may indirectly and therefore unfairly discriminate against minority racial groups, one sex, young or mature applicants or people with disabilities, for example.

Therefore be careful with the wording you use to ensure it does not unfairly discriminate against anyone on the grounds of ethnicity, age, sex, sexual orientation, etc. For example xx years required in experience. For further information please refer to the Trust’s Equal Opportunities Policy.

When considering the level of experience the succcessful postholder should have, think about the specific experience they require in order to meet the duties and responsibilities of the job description. It can be considered discrimination to

specify number of years experience, therefore, identify the experience should have in comparison to someone at a different band e.g. post graduate

experience, experience of managing a team, experience at Band 6.

3.6 When setting criteria consider how each one will be measured or identified at the shortlisting/interview stage e.g. from the application form, original qualification certificates, proof of registration, presentation, test, interview,

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references, etc. You may be asked to justify and provide evidence of your shortlisting/interview decision based on this information.

3.7 The use of a person specification as a basis for the interview reminds the

shortlisting/interview panel to be as realistic, systematic and objective as possible during the selection process to ensure the process is as fair as possible and avoids a claim of bias and/or unlawful prejudice.

4. STAGE FOUR: PREPARATION - ATTRACTING CANDIDATES

A template of a Trust advert can be found on the Trusts Recruitment Intranet page

4.1 Drafting the Advert

When drafting your advert, consider carefully how to attract attention and interest from potential candidates. Using the job description and person specification include:

Advert should include…

✓ 1 or 2 key duties/responsibilities

✓ the key essential qualifications, experience and skills required

✓ the job title, location, band, salary (pro rata, if applicable), hours, contract type and length and, if applicable, the reason for fixed term eg to cover maternity leave

✓ contact details for an application form, job description, person specification, informal discussion or visit

✓ closing date (the Trust standard is minimum of 7 calendar days unless excessive applications have been received) and an interview date.

The Recruitment Team will add any other standard paragraphs including the equal opportunity statement.

When writing the advert, ensure the wording does not unfairly discriminate against anyone on the grounds of ethnicity, age, sex, sexual orientation, etc.

4.2 Method of Advertising

When writing the advert, consider where the advert will be placed and whether there will be any costs associated with advertising. The majority of the Trust’s adverts are placed on NHS Jobs with no advertising costs. Selected adverts are also placed on social media – please notify the communications team if you require this to happen. However, if the advert is to be placed in an external publication, advertising is very expensive and the more detailed and lengthy an advert, the higher the advertising costs will be, therefore try and ensure only key essential details are included.

Once prepared, the draft advert along with the Job Description and Person Specification and any other relevent documentation should be submitted to the Recruitment Database in order to commence the recruitment process.

4.3 Additional Applicant Information

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As part of the advertisment on NHS Jobs website, candidates will be able to view the job description, person specification and general information about the Trust (which includes the Trust Vision and Values, Benefits and GDPR guidance) However, it can be beneficial to provide additional supporting information that is relevant to the role, to aid the candidate’s decision to apply. If you do wish to provide additional supporting information, please submit this along with your other documents onto the Recruitment Database this will then be made available to candidates.

5. STAGE FIVE: REDEPLOYMENT

The Trust is committed to supporting and securing employment for Trust employees involved in change management programmes or as a result of other reasons. In order to support staff in a redeployment situation, there are currently two stages to the advertising process taking into account the redeployment requirements of the Trust as follows:

5.1 Stage 1: Internal vacancy for Trust employees seeking redeployment

All vacancies are advertised and ringfenced for a 3 day period to all Trust staff in a redeployment situation. (Please refer to the Trust’s Management of Change Policy for further information).

5.2 Stage 2: Vacancy placed on NHS Jobs (and other media if applicable) for internal staff and/or external applicants as appropriate

If no applications are received at stage one, the post will continue to be advertised on NHS Jobs (and other media, as appropriate).

The HR Recruitment Team will keep the Recruiting Manager informed of the progress of the vacancy.

6. STAGE SIX: EXTERNAL ADVERTISING

6.1 All vacancies (unless specified on the VAF) will be placed on NHS Jobs, the national NHS Recruitment website, as a minimum. The Trust Job News bulletin is also circulated to a number of external agencies including Department of Work and Pensions (DWP).

6.2 Vacancies are advertised for a one week period as standard. However, if a

Recruiting Manager wishes to extend this period, this can be indicated on the VAF at the authorisation stage or the Recruiting Manager can contact the HR Recruitment Team.

6.3 Adverts may be placed in professional journals, newspapers, etc, however

this must be managed by the Recruiting Manager.

Closing a Vacancy Early: Due to the popularity of NHS Jobs, many vacancies can receive a high number of applications over a short period of time. Adverts inform candidates that the post can be closed at any time and therefore

they should submit their application at the earliest opportunity. If you wish to

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close a vacancy early due to a high volume of applications received, please specify on the VAF or contact the HR Recruitment Team.

6.4 All applicants are encouraged to apply online via NHS Jobs, however, paper applications forms are available if required. These will be sent out to the applicant by second class post with a job description and person specification as a minimum.

7. STAGE SEVEN: SELECTION - SHORTLISTING

7.1 Once the closing date has been reached, the review process on NHS jobs is automatically available and the shortlisting is ready to be undertaken online. You will receive an email from the NHS Jobs site directly and the Recruitment Database notifying you your vacancy has closed.You will also receive a ‘Shortlisting Pack’ via email from the Recruitment team, which will include various templates needed for the next stage of recruitment and relevant KPI’s. If any hard copy application forms are received, these will be scanned and emailed to the shortlisting panel.

7.2 The Shortlisting Panel can only access Part B of the application form to ensure all candidates are shortlisted based on their qualifications, skills and experience. (Part A contains all the identifying and equal opportunities information).

7.3 When reviewing applications, the Recruiting Manager should record the

shortlisting decisions for online and paper applications on NHS Jobs. It is essential to record the shortlisting decision with an indication as to why an application was shortlisted from the drop down box facility or not in the notes section where applicable. This is essential as you may be asked to justify your decision should it be challenged.

7.4 Ideally all members of the interview panel will shortlist candidates, however,

if this is not possible the Recruiting Manager plus at least one other panel member will shortlist.

7.5 When shortlisting the panel should use the essential criteria in the person

specification against the information recorded on the application form in order to identify whether an applicant meets the essential criteria and should be shortlisted for interview.

7.6 If there are a high number of shortlisted applicants, once a shortlist has been

undertaken against the essential criteria, shortlisting panels can then use the desirable criteria to undertake a second shortlist. Please note, that the shortlisting decision should be consistent against all applicants.

The NHS Jobs website now has a score card facility which allows you to allocate a weighting to the four main areas commonly included within a person specification. The score-card is presented beside the application form and final scores will be saved once the review is complete. Applcations will then be ranked in relation to their score.

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7.8 Applicants with a disability who have applied under the Guaranteed Interview

Scheme and meet the minimum essential criteria on the person specification should be guaranteed an interview.

Further guidance on shortlisting online is available on the Recruitment Intranet Page

Disability Confident Scheme - To support disabled people in employment the Trust operates the Guaranteed Interview Scheme, a national

Government scheme operated by Department of Work and Pensions and recognised by the ‘two tick’ positive about disability symbol. Under the scheme, the Trust has made a commitment to support disabled candidates and employees. As part of the recruitment

process, any candidate who has a disability and wishes to be considered under the scheme (as identified on the application form) and meets the minimum essential criteria

on the person specification should be guaranteed an interview

7.9 Once the Recruiting Manager has submitted the shortlist decision via NHS Jobs they should complete the Interview Arrangements form which will be provided to the Recruiting Manager at shortlisting stage, providing details of the interview arrangements including any assessments, tests or presentations the candidates will be required to undertake.

The Recruiting Manager should allow a minimum of 5 working days notice for candidates for interview if the interview date has been advertised (7 working days if a presentation is required or 10 working days if the interview date has not been advertised). The Recruiting Manager is required to send the confirmed Interview arrangement form to the recruitment Team in order for the invites to be actioned.

7.9 Regrets to unsuccessful candidates at shortlist stage

Emails will be sent via NHS jobs to those candidates who have not been shortlisted for interview. Candidates are informed at the application stage to assume they have been unsuccessful if they have not had a decision regarding shortlisting within 4 weeks of the closing date.

8. STAGE EIGHT: SELECTION - INTERVIEW

8.1 Invite to Interview

Upon reciept of the interview arrangements, the HR Recruitment Team will contact the shortlisted candidates via NHS Jobs inviting them to interview.

Please refer to section 7 above when planning the interview date to allow adequate

notice for candidates and the administration process.

Candidates will be asked to confirm their attendance via NHS Jobs. The HR Recruitment Team will keep the Recruiting Manager updated on progress.

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Candidates will also be asked to confirm if they have any special requirements in relation to the interview/selection process when attending interview. If they do, the HR Recruitment Team will inform the Recruiting Manager.

The interview letter will ask candidates to bring 3 forms of the following identity documents with them to interview including:

Passport

Driving Licence photocard

Original BirthCertifcate/Adoption Certificate

Utility Bill/Bank Statement (less than 3 months old)

Please note, should the post require professional registration then evidence of this will also need to be provided at interview in addition to the above.

All documents listed above should be checked on the day of the interview by the Recruiting Manager. It should also be recorded if a candidate has provided no or insufficient documentation.

8.2 Interview Panel Pack

At least 3 working days prior to the interview date the HR Recruitment Team will prepare an electronic interview pack for the Chair of the panel. This will include; a copy of the JD and Person Specification, a list of confirmed attendees,a copy of the application forms for each candidate (Part B), a Managers Checklist, Recruitment Summary Sheet and a blank salary variation Form. An offer form will also be included in the pack to be completed once successful appointment to the post has been made.

8.3 Interview Questions

It is the Interview Panel’s responsibility to devise interview questions appropriate to the role, based on the job description and person specification, and to ensure no inappropriate or discriminatory questions are asked. It is also a requirement for all interview panels to include set questions on the required values and behaviours of potential new employees. (The Trust’s interview question template and Samples of Behaviour-based Interview Questions can be found on the Recruitment Intranet Page) for further information.

9. STAGE NINE: SELECTION – SELECTION METHODS /SELECTING THE BEST

CANDIDATE

9.1 This section outlines a number of selection methods that are available for use in order to ensure the recruitment process is as effective as possible by recruiting the best person for the job, including:

Panel Interview

Group Assesment

Pre-Employment Clearances

Sequential/Carousel Interview

Exercises eg work sampling and in-tray exercises

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Tests (e.g. group selection, psychometric testing)

Presentation

Informal meeting

For further guidance on Pre-Employment Clearances see Section 2 of this

handbook.

NB: It is the responsibility of the Recruiting Manager/Panel Chair to ensure the recruitment process is followed appropriately in line with this handbook

and the Trust’s Recruitment, Selection and Appointment Policy.

9.2 Panel Interview

9.2.1 Under no circumstances should you conduct the interview alone, you are very vulnerable to a discrimination claim. The panel should comprise of a minimum of 2 individuals, ideally 3 one of whom should be the Recruting Manager, responsible for ensuring the correct process is followed and acting as the panel chair.

9.2.2 When arranging a interview panel, you should also consider the make up of

the panel where possible, for example, consider diversity, gender, BME representation and professional background. At least one panel member must have undertaken the Trust’s Recruitment and Selection Training in the last 3 years.

9.2.3 Other panel members will depend on the level of the post and the skills

required, however, it is important that, where possible, the postholder’s immediate supervisor is involved. The likelihood of the new candidate settling successfully into the organisation depends to a great extent on his or her immediate supervisor. You may also wish to interview with a colleague outside of the department or Division or, if appropriate, a professional external advisor, dependent on the role or the inclusion of a service user..

9.2.4 When considering the interview arrangements think about the venue and

whether the location and room layout will be suitable. Is there adequate access for applicants with access requirements? Will applicants be able to find the venue? Do you need to inform reception? Do you need to provide refreshments? Will the room location ensure you do not get disturbed?

9.3 Interview Preparation

Good interviews are well prepared and conducted in an organised and thorough manner.

9.3.1 In preparation, the interview panel should plan and agree the interview questions and expected response, ideally before the interview day using the Interview Record/Scoring Sheet (Template can be found on the Recruitment Intranet Page).The person specification should be used as a guide to develop the interview questions, ensuring you cover all the essential criteria primarily. Allocate the subjects to be explored to panel members. Consider the use of scenario questions. When devising questions ensure you do not ask for personal information which is irrelevant to the job. The easiest way to

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find out about someone’s underlying values is to ask them about how they behave in their everyday lives. People experience our values through our behaviours, and a good indicator of how people will behave in the future is how they have behaved in the past.

9.3.2 Remember to incorporate Values Based questioning/interviewing techniques (examples of these can be found on the recruitmnet Intranet page)

Under the Equality Act 2010 it is illegal to ask candidates any questions about their health prior to an offer of employment being made. In some cases you can ask questions about disability or other protected characteristics. If you do this you must follow the law. An example of this may include asking a job applicant if you need to make 'reasonable adjustments’, i.e. making sure that a disabled person coming for interview can access your office Health/sickness history information will be obtained from employment references and Occupational Health clearance prior to appointment.

9.4 Each panel member should complete their own Interview Record/Scoring Sheet (Template can be found on the Recruitment Intranet Page)recording the questions, the candidate’s response and the score. This ensures the panel has an accurate and fair record of the interview process. It is not possible to take notes verbatim, however, try and take down the key points in the candidate’s answer. The panel may decide to score candidates at the end of each interview. These notes must be returned to the Central Recruitment Team

NB: It is important to remember that under the Data Protection Act and GDPR 2018 guidelines, candidates have the right to see the interview notes from each panel member,if requested. The notes should therefore be a fair and accurate record of the interview and comply with all relevant recruitment and selection legislation.

9.5 Sequential/Carousel Interviews These are a series of individual interviews, involving any combination of:

Senior Managers

Professional/External Assessors

Prospective Colleagues

etc…

The sequential interview is a way of collecting a broader picture of the candidate by enabling each interviewer to independently assess the ability of the candidate to meet job requirements, particularly the interpersonal skills element. The main disadvantage of sequential interviews is that they are time consuming and can affect the performance of the candidate through fatigue.

The use of sequential interviews will only be appropriate for certain jobs, e.g. high profile roles. The following points should be considered:

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All interviewers should meet beforehand to confirm their area of questioning;

Each candidate has a structure and plan for the interview;

Interview feedback is collated by the Recruiting Manager;

A panel interview should also take place.

9.6 Exercises 9.6.1 Work Sampling

A work sample is a test that samples an aspect of the work the successful candidate will carry out if appointed to the role e.g. word processing exercise, numerical exercise, etc.

Work samples are a direct way of measuring relevant job skills. A sample should replicate a real work task, as far as is practicable.

The following steps should be taken:

i. From the job description, identify a key task that will lend itself to the

work sampling. ii. Decide where and on what equipment the sample will take place (e.g.

computer).

iii. Draw up rating scales, performance criteria or checklists to score or assess the candidates’ performance.

9.6.2 In-Tray Exercises

These are usually simulations of a person’s job. For example, a candidate is given a selection of routine correspondence and asked, within a set timeframe, to deal with the correspondence and make decisions based on the available information.

An in-tray exercise helps in assessing qualities such as planning, organising, analysis and delegation.

9.7 Tests

The use of any test must be justified on the grounds that it is an effective way of assessing the extent to which candidates meet the person specification requirements. A test in itself cannot be the only determining criteria, it is only part of the selection process.

9.7.1 The most common tests used are:

Group Selection Methods (Assessment Centres)

Mental Ability Tests

Personality Profiling/Psychometric Testing

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9.7.2 If you feel that recruitment to a particular post would be greatly enhanced or

would lean to the use of a test or group exercise, please contact Human Resources who can assist in identifying the most appropriate method. Specialist tests should only be administered by someone with the specialist skiills required.

9.7.3 Assessment centres may also be used if recruiting for to a number of posts

ie Student nurses coming to the end of their training. This can include a number of exercies such as a scenario, value based questionnaire, group discussion and group exercise.

9.8 Presentation

You may wish the candidate to prepare a presentation on a topic that either demonstrates how they would approach a certain aspect of the role or how they see the particular role contributing. You should always make the topic and arrangements for presentation clear in the invite to interview. Ensure the appropriate equipment is available in the interview room as appropreiate eg laptop with appropriate software, overhead projector, flip chart, etc. Presentations normally occur prior to the formal interview with questions from the panel immediately after.

9.9 Informal Meeting/Visit

Candidates may wish to visit the unit/department prior to the interview. This is a good way of getting to know candidates while they are relaxed. Wherever possible try to see the candidate yourself and show them around. This also gives the candidate an opportunity to find out more information about the unit/department.

10. STAGE TEN: SELECTION – AFTER THE INTERVIEW

10.1 Immediately after the interview, each panel member should write up any appropriate notes on the candidates. These should be recorded on the Recruitment SummarySheet (Template can be found on the Recruitment Intranet Page).These notes will help the final decision in discussions with panel members. The notes will also help to monitor the effectiveness and fairness of the recruitment and selection procedure and will be kept on the job file in case your reasons for appointment or non-appointment are challenged.

10.2 The Recruiting Manager should ask each panel member for their opinion of

each candidate against the person specification. Once all comments have been taken, the panel should consider who, out of all the candidates, is appointable.

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10.3 Once the decision has been made, the Recruiting Manager should summarise the reasons for appointing/not appointing. The Recruitment Summary Sheet (along with any other interview notes/records) should be collected from each panel member. The Recruiting Manager should ensure they also record the reasons for appointment/non-appointment onto the Recruitment Summary Sheet.

10.4 If professional registration is required for the role, the Recruiting Manager

should verify the professional registration details with the relevant regulatory body (i.e via their website) prior to offering the post to the successful candidate.

10.5 Following the final decision, the Recruiting Manager should contact all

candidates to inform them of the outcome. When contacting the successful candidate the verbal offer should be subject to the relevant pre-employment clearances. The candidate should also be advised not to hand in their notice of termination (if applicable) until the Trust is in receipt of all pre-employment clearances.

10.6 Once the succesful candidate has verbally accepted the offer, the Recruiting

Manager is required to complete and return the Offer Form to the Recruitment team

10.7 At this stage the Recruiting Manager should also provide all interview

documentation to the HR Recruitment Team (for scanning and archive on the job file).

10.8 It is not normal practice to send regret letters, however, if you want these to

be sent inform the HR Recruitment Team. (These will be sent via NHS Jobs). Be prepared to offer and provide feedback to the unsuccessful candidates.

10.9. Starting Salary

External new starters are placed on the minimum scale point for their band when they commence employment with the Trust. Existing NHS staff that are already in a post at that pay banding will retain their existing salary and pay step date.

Where an individual is promoted within the NHS, and moves upwards from one payband to the next, they must move to the next pay step on the new band, which gives them a pay increase. The pay step date will change to the start date in the new band.

Under Agenda for Change, provision exists for ‘matching’ a salary if an individual joins the NHS with relevant experience. In this case the Recruiting Manager has the discretion to place the new starter on the nearest pay step to their current salary. In such event before verbally confirming a salary The Recruiting Manager must complete a Salary Variation Form (template can be found on the Recruitmnet Intranet page) and submit to the relevant HR Business Partner for approval.

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11. STAGE ELEVEN: APPOINTMENT

11.1 Following confirmation of the interview outcome, the HR Recruitment Team will prepare and send a conditional offer letter to the successful candidate including all relevant pre-employment clearance documentation e.g. Occupational Health Form, Disclosure of Background Information Form, etc. The successful candidate will also be asked to attend the HR department in order to complete their pre employment checks. Copies of all relevant documentation will be kept on the personal file.

11.2 All posts will be offered on a conditional basis subject to receipt of the following

pre-employment clearances:

11.3 Mandatory for all external posts:

Satisfactory references

Occupational health clearance

Proof of identify and right to work and approval to work in the U.K.

Production of original qualification certificates (where required)

Declaration of Background Information

11.4 Additional clearances dependent on the type of role:

Professional registration i.e. NMC or HCPC

Disclosure & Barring Disclosure Check

Police Vetting Check

For further information on the pre-employment clearances please refer to Section 2 of this handbook. You can also refer to the Trust’s Professional Registration Policy and Trust Disclosure & Barring Policy.

If, after careful consideration, it is decided to withdraw a provisional offer of employment, eg due to unsatisfactory employment references, inappropriate Disclosure & Barring Disclosure Check, etc, the grounds for withdrawal must be

very clear. Prior to confirming the withdrawal of a post please contact the relevant HR Advisor/ Business Partner.

11.5 The HR Recruitment Team will create a personal file for the successful candidate. The HR Recruitment Team will also contact the applicant’s referees via the appropiate method to provide employment references.

11.6 The HR Recruitment Team will arrange for receipt of all relevant pre-

employment clearances. Upon receipt of all clearances, the Recruiting Manager will be contacted to verify the employment references and other clearances and to confirm a commencement date (which will coincide with the next available Trust Induction, see 12.1 below).

11.7 Once all pre-employment clearances are received and are satisfactory, an

unconditional offer letter will be prepared and sent to the candidate.

11.8 The contract of employment/ contract amendment letter will then be prepared and forwarded to the HR Team by the Recruitment Team for checking. Once the contract is approved the Recruitment Team will post 2 copies of the

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contract to the new employee to sign and return one copy to their line Manager (within 2 weeks of reciept of their contract). The Recruiting/line Manager must collect the personal file from the HR department and place the signed copy of the contract onto the personal file.

NB: If the contract of employment cannot be issued to the new employee on their first day (e.g. awaiting verification of NHS service), it must be issued

within 8 weeks of commencement. This is a legal requirement. Placing a unsigned contract on the personal file is unacceptable

STAGE TWELVE: INDUCTION

12.1 Trust Induction

All external Trust employees must attend the Trust’s Induction Programme on their first 2 days of employment. A list of Trust Induction Dates can be accessed via the Recruitment Team who will book the new starter onto the next available Trust Induction day.

12.2 Local Induction

In addition, an appropriate local departmental induction programme should be developed to ensure the new employee is fully inducted into the department/unit they work for. In order to support the development of the local induction, the Trust’s Induction Checklist (which can be located on the Trust’s Intranet) should be used. Once this is completed, the original should be placed on the personal file and a email confirmation must be emailed to the Workforce Team.

12.3 Training & Development

If applicable, arrangements should also be made to ensure the employee attends any mandatory or additional training relevant to the role. Details of courses available and mandatory training requirements can be found on the intranet or via ESR Manager and Employee Self Service. For further information please refer to the Trust’s Induction Policy.

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RECRUITMENT HANDBOOK FOR MANAGERS

SECTION 2:

NHS EMPLOYMENT CHECK STANDARDS

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NHS EMPLOYMENT CHECK STANDARDS

This section of the Handbook will set out the process that the Trust should follow when employing all categories of staff. Please read this section in conjunction with the Recruitment and Selection Policy available on the Trust Intranet. 1. RIGHT TO WORK CHECKS

Under the Immigration, Asylum and Nationality Act 2006 (amended in 2008); it is a criminal offence to knowingly employ illegal migrant workers. The Trust therefore has a responsibility to ensure prospective employees have the right to work in the UK. In order to verify an applicant’s right to work in the UK, applicants are required to provide a number of documents that will be verified at their Right to Work Check appointment which will be arranged by the Recruitment Team. In order to comply with this requirement, applicants will be asked to bring the following pieces of original documentation with them to interview as a minimum:

A valid UK /EEA Passport / National ID Card showing that the person is a British/UK citizen or is allowed to stay indefinitely in the United Kingdom OR

A original Full Birth Certificate / Adoption Certificate, issued by the UK, Channel Islands, Isle of Man or Ireland, which includes the name(s) of at least one of the holder’s (adoptive) parents, along with an official document issued by a Government Agency or a previous employer giving the person’s permanent National Insurance number and their name. OR

A Permanent Residence Card, Registration Certificate or Residence Permit issued by the UKBA showing the person is allowed to stay indefinitely in the UK or has no time limit on their stay in the UK

OR

A valid Passport in conjunction with a valid VISA / Travel Document / Biometric Immigration Document / Letter / Work Permit issued to the holder or the employer or prospective employer by the Home Office or the UKBA, indicating that the person named in it can stay in the United Kingdom and is allowed to do the work in question, along with an official document issued by a Government agency or a previous employer, giving the person’s permanent National Insurance number and their name.

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2. VERIFICATION OF IDENTITY Verifying the identity of an applicant is one of the most fundamental of all pre-employment checks and determines that the identity of the applicant is genuine. In order to verify the applicant’s identification, applicants who have been offered a post will be asked to provide the Human Resources Department with the following pieces of original documentation, prior to the unconditional offer being made, in either of these two combinations:

Two forms of photographic personal identification and one document confirming their address

One form of photographic personal identification and two documents confirming their address

NB: These checks are in addition to the right to work checks identified above (Section 1) If an individual is genuinely unable to provide any form of acceptable photographic personal identification, then the following combination of documentary evidence must be provided:

Two documents confirming their current address

Two forms of non-photographic personal identity; and

A passport sized photograph of themselves Each of the documents provided should be from a different source and photographs must be endorsed on the back with the signature of a person of some standing in their community. A person of some standing in their community may be a magistrate, medical practitioner, officer of the armed forces, teacher, lawyer, bank manager or civil servant who has known them for at least three years. The photograph should be accompanied with a signed statement from that person, stating the period of time they have known the applicant. Always check that signature provided in the statement matches the one on the back of the photograph, and that it contains a legible name, address and telephone number so that information can be verified. All documentation provided will be photocopied by the Human Resources Department, signed, dated and retained on file.

3. PROFESSIONAL REGISTRATION AND QUALIFICATIONS

If the individual requires Professional Registration and/or specific Qualifications for the role in which they have applied, the Chair of the Interview Panel should check the following original documents at interview: 3.1 Qualification Certificates (if relevant to the role) If the post holder requires a specific qualification, the Chair of the Interview Panel should check the details on the certificate(s) match those on the application form provided.

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The Chair need not keep copies of qualification certificates at interview but should make a note that the check has been made on the Managers Interview Checklist. This should also be noted on the Offer form, included in the panel’s interview information. Human Resources will ensure that the candidates are asked to bring relevant documentation with them to the interview. If the candidate is successful at interview they will be asked to bring this documentation into the HR Department prior to commencement, for copying and storing. Copies of the relevant original qualifications should be signed and dated to show it has been checked and certified. If a prospective employee has gained their qualifications overseas, the Chair of the Interview Panel will need to check that this qualification exists, that it is equivalent to the stated UK qualification and that the prospective employee does, in fact, hold the qualification. These checks should be carried out directly with the awarding institution, where possible. Where this is not possible advice should be sought from the relevant country’s UK embassy, consulate or high commission. Further advice and contact details can be found on the Security Industry Authority Website at www.the-sia.org.uk and the Foreign and Commonwealth at www.fco.gov.uk. If there is any doubt that the qualifications are genuine, advice can be sought from the National Academic Recognition Centre (NARIC) at www.naric.org.uk If it is a necessary requirement of the post to have Professional Registration, a specific Qualification or a full driving licence this should be outlined in the job description and person specification. 3.2 Professional Registration In relation to Professional Registration, for roles with a legal requirement for registration to practice, the details must be verified by the HR department (at the request of the Chair of the Interview Panel/Recruiting Manager) making contact with the relevant statutory regulatory body prior to commencement.

4. DISCLOSURE AND BARRING CHECKS (DBS)

It is a mandatory requirement for all those engaged in regulated activities during the course of their normal duties to undertake a Disclosure and Barring Check prior to their commencement with the Trust. A DBS check is also required for those who have access to sensitive or personal information about children or vulnerable adults and those who have significant financial responsibilities within the organisation (e.g. Trust Directors and certain posts within finance). The level of DBS check will depend on the type of post and whether a check is required against the Barred Lists for those working with vulnerable adults and children. All roles that require a DBS will require the post holder to join the DBS update service, this is mandatory requirement in line with their offer of employmnet and tems and conditions. For further information, please refer to the Trust’s Disclosure & Barring, Professional Registration and Employment Checks Policies, as appropriate.

http://www.the-sia.org.uk/

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5. WRITING AND RECEIVING REFERENCES The following guidance provides a number of key points to consider when issuing and receiving employment references for current or former employees, both written and verbal. The Trust’s process for sending and responding to references is as follows:

The HR Recruitment Administrator will initiate a standard/factual reference request at the conditional offer stage.

Only Factual references will be requested for all candidates

The Workforce team will action all reference requests received via ESR

All reference requests received by management (if not via ESR) must be factual and completed in line with the Trust Recruitment and Selection Policy and Handbook for managers.

In circumstances where no response is provided via ESR from other Trusts, references can be sought via original routes i.e NHS Jobs, email etc using our standard template.

5.1 Writing Employment References There is a legal duty of care on the Trust and the referee when issuing a reference both to the person about whom the reference is written and to the recipient of the reference, it is therefore essential the following points are adhered to: Ensure you are the right person to give an employment reference. If you are

providing a reference on behalf of the Trust (i.e. a corporate reference) you should be in a position of managerial/clinical responsibility, know the individual well and have all the relevant information regarding the individual to write the reference. If you do not meet these criteria, seek advice from HR. If you are asked to provide a reference on an employee on secondment to the Trust or you are seconded to the Trust yourself and are asked to provide a reference on a Trust employee/seconded employee, please seek advice from HR before providing a reference.

Identify whether you are providing an employment reference on behalf of the Trust (i.e. a corporate reference) or a personal reference. If you are providing a reference on behalf of the Trust use letter headed paper. Personal references should not be provided on letter headed paper. NB: Corporate references are legally binding on the Trust.

Ensure the reference is based on fact, accurate and fair and does not give a misleading impression of the individual. The information contained in the reference should be supported by factually based evidence (e.g. sickness absence record, attendance record, disciplinary record, etc.) and contain no surprises to the individual concerned. You should be able to justify your comments should you ever be asked to do so in the future e.g. by the individual, Employment Tribunal or Court. For example, if the employee’s attendance is poor you should be able to demonstrate this with the individual’s attendance record and evidence to confirm the individual was fully aware of the concern about their poor attendance.

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Be concise and stick to the facts. References do not have to be full and comprehensive.

Avoid personal opinions/bias. Do not provide subjective opinions about an individual’s performance, conduct or suitability that cannot be substantiated by factual evidence. You must be able to justify the information provided in the reference. If asked to express an opinion on an issue in which you cannot make an unequivocal statement, for example, regarding the individual’s honesty and integrity, it is appropriate to use a phrase such as “I know of nothing that would lead me to question x’s honesty”.

Include any unspent disciplinary action that has been taken against the individual ensuring this information is accurate and correct i.e. the reason for the disciplinary action and the action taken. For example, if the employee received a second level warning due to poor standards of patient care or was dismissed from the Trust due to poor conduct as a result of bullying and harassment against another employee, state this in the reference and the date when the action was taken. If the employee is currently undergoing an investigation under the Trust Disciplinary Policy state this in the reference. Where possible, discuss the reference request with the employee and inform them that you will need to mention any relevant disciplinary action. The employee is then fully aware of the information that will be provided. If the individual’s disciplinary action is spent (i.e. no longer ‘live’) do not include this in the reference.

Mark the reference ‘Addressee Only/Strictly Private and Confidential’ for the attention of the named referee. It is generally not advisable to provide references ‘To Whom It May Concern’.

Tailor the reference to the needs of the employer requesting it. Review the job description if provided and include relevant, factual information.

Consider confidentiality and the Data Protection Act 2018. Due to the confidential nature of the information contained in the reference, do not provide a reference unless you are sure that this is the individual’s wish and that the reference request is issued from a reputable organisation/person. If there are any doubts speak to the individual concerned. NB: References are governed by the Data Protection Act 2018. Bear in mind that the individual can ask the requesting employer for a copy of the reference, which may be disclosable if it is proper to do so.

Include a disclaimer across the top of the reference saying “Without Any Legal Responsibility’. Please note however there is no guarantee that a disclaimer will not be successfully challenged in Court, therefore due care must be exercised when preparing a reference.

If necessary, use the Trust’s Reference Request template as a guideline.

Verbal references. You should follow the guidelines above and not make any statements that you would not be willing to put in writing. Remember, anything you say verbally may be recorded by the person requesting the reference. The individual may still have recourse against the referee and as a result you are therefore responsible to ensure the information provided is based on fact, accurate and fair and does not give an overall misleading impression.

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Keep a copy of the reference, written or verbal, on the employee’s personal file. This may be needed in case it becomes relevant in any subsequent proceedings.

The consequences of providing a poor reference include: X Legal proceedings either against the Trust or, if a personal reference is

provided, against the referee. This could include, for example, defamation of character or negligence against the referee, or a claim of deceit or discrimination against the Trust.

X High legal fees. Including the cost of legal representation and if found liable, high

legal costs. X Time to resolve the issue including attendance at Employment Tribunals/Court.

Attending an Employment Tribunal or Court is one of the risks to you and the Trust if you provide non factual information on a reference. However if you are asked to attend you will be asked to justify the reasons for your comments on the reference and will have to demonstrate that the information is based on fact, accurate and fair to ensure you are not liable.

X Bringing the Trust into disrepute. In addition to the cost of time and money, the

reputation of the Trust is also brought into question when a reference written on behalf of the Trust is challenged.

X Impact on the referee. Even if a case does not go to formal legal proceedings, it can

be stressful on the referee when questioned to justify the reasons for the information contained in a reference. You should therefore ensure all the points highlighted above are considered fully and actioned not only to protect yourself but also the Trust.

If you are in any doubt about providing a reference seek advice from Human Resources. 5.2 Receiving Employment References Employment references are an essential part of the selection process and should be taken up prior to an unconditional offer of employment being made. When requesting and receiving employment references ensure the following: Only obtain employment references for the successful candidate(s) following

interview.

Ensure references received are from an appropriate referee. If the applicant is in employment or has been employed, the references should be from their two most recent employers and may include their line manager or someone in a position of responsibility who can comment on their work experience, competence, personal qualities and suitability for the post. For healthcare professionals, references should be obtained from their clinical line manager, medical director or supervising consultant. If the applicant is a student, they should provide contact details of a teacher at their school, college or university. Please note references from friends and relatives are not acceptable.

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Ensure the applicant has given permission for their referees to be contacted. If an applicant has not given permission on their application form, it is the Recruiting Manager’s responsibility to request permission when verbally offering employment and to keep the Recruitment Team informed.

For all posts, references should be provided in writing only and must cover at least three years of previous employment and/or training as a minimum.

Reasonable efforts should be made to check the referees are bonafide and references are genuine. If a reference is not provided on the Trust Reference Request Form, the reference should be on headed company paper including the referee’s name, job title, mainline switchboard number and referee’s signature.

Upon receipt of references, verify the information provided against the application form and the interview record.

If an applicant is not able to provide an appropriate reference or you have received a reference that is unsatisfactory contact HR. Ultimately, if an applicant is unable to provide details of satisfactory referees the offer of employment should be withdrawn.

Recruitment Selection and Appointment Managers Handbook

Documents

Transcript of Recruitment Selection and Appointment Managers Handbook