RECRUITMENT AND SELECTION CODE OF PRACTICE

Page No

uitRecr ment d

Selection an

Code of Practice “Putting Equality into

Practice”

Human Resources

Development and Performance

TABLE OF CONTENTS

Last Revised May 2008 © Barnsley MBC 2 Recruitment and Selection Code of Practice

HUMAN RESOURCES – DEVELOPMENT AND PERFORMANCE

1. INTRODUCTION 4

1.1 Purpose 4

Statement 1.2 4

word for Schools 1.3 Fore 5

.4 teers 1 Volun 5

.5 1 Key Points 6

2. OR PRINCIPLESC PORATE 6

.1 rate Principle 12 Corpo 6

2.2 Corporate Principle 2 7

.3 iple 32 Corporate Princ 7



3. HET PROCESS 9

3.1 A Vacancy Arises 10

.2 cancy3 Review the Va 12

.3 ecruit3 Approval to R 17

.4 rtise3 Adve 17

.5 nel3 Pa 20

3.6 Shortlist 23

.7 ies Monitoring3 Equalit 28

.8 ences3 Refer 28

3.9 Interview 31

03.1 Decision/Choice 36

3.11 ment ChecksPre-Employ 39

2 ffer3.1 Job O 41

s3.13 Keeping Record 41

.14 ion3 Induct 43

4. RO OLICIESP FORMAS AND P 46

4.1 Proformas 46

4.2 Exit Questionnaire 47

4.3 Job Description 50

4.4 Guidance on Qualifications/Experience 51

4.5 Entry Requirements for Clerical and Administrative Posts 53



.6 Specification4 Employee 54

.7 4 Shortlisting Grid 55

.8 4 Presentation Assessment 57

.9 ew Assessment Sheet4 Individual Intervi 58

4.10 Assessment SheetExample Individual Interview 60

.114 Scoring Summary Sheet 61

24.1 Whole Panel Assessment Sheet 63

3 t Form4.1 Reference Reques 64

44.1 Policies 67

5. LEGAL CONTEXT 67

. AGEMENT APPOINTMENTS 6 SENIOR MAN 71

lected Members 6.1 Appointments made by E 71

.2 t Form – Elected M bers6 Individual Interview Assessmen em 74

7 HEC CKLIST 76

8 INDEX 78



t sets out Five ds to follow.

advice and guidance on the procedures to be implemented. If you need further advice, contact

vacancy and

: “the process of choosing one or more candidates from a pool of applicants, by

ents.”

1.1 Purpose

This Code of Practice provides all recruiters with a user-friendly document that will help to guide

ure that the process of recruitment and selection is fair and equitable

ensure that applicants have a positive experience and go away with a favourable image of the Council, whether or not they have been successful

d and appreciate the legislation that exists and how it interacts with Council

dance in this Code of Practice, you will be ensuring best practice in this

tan Borough Council is committed to safeguarding and promoting the ple and vulnerable adults and expects all staff and volunteers to

his statement should be included in:

• Publicity Materials • The Recruitment Website • Advertisements • Candidate Information Packs • Employee Specifications • Job Descriptions • Competency Frameworks • Induction Training.

1. INTRODUCTION This Code of Practice will guide those involved in recruitment and selection. ICorporate Principles that everyone involved in recruitment and selection neeThese are the ground rules for the entire process. The Code of Practice also provides detailed

your Directorate Human Resources Advisor. RECRUITMENT is: “the process of gathering all the information relating to theattracting as many applicants, who match the requirements, as possible,”

SELECTION isassessing, in a variety of ways, the applicants’ abilities to meet agreed requirem

them through the process. It will help all those involved to:

• appoint the most suitable person for the job • ens• promote equality of opportunity and eliminate discrimination •

• understanpolicy.

By following the guiarea. 1.2 Statement “Barnsley Metropoliwelfare of children, young peoshare this commitment.” For appropriate vacan

cies, t



1.3 Foreword for Schools

r deciding the hether or not to appoint to a vacancy and carry

d Voluntary Controlled Schools, the Authority remains the pecial Agreement

sential that out in accordance with

thin the recruitment w a procedure that fulfils statutory

actice produced by the Equal Opportunities

rt on Safer itment and Selection in Education Settings.

dopt recruitment ses that help to

ited to work with

in response to Sir should receive

that the process of appointing staff reflects the importance of safeguarding feguarding Children and Safer Recruitment in Education (DFES-04217-2006).

Governing Bodies of schools with delegated budgets have the responsibility fostaff compliment of their school. They decide wout the selection process. In Community, Community Special anemployer of teachers and others who work in the school. In aided and SSchools, the Governing Body is the employer. The staff of a school are its most important and expensive resource. It is esprocedures for appointment are of the highest quality and are carriedgood practice and laws relating to employment equalities eg race, disability and sex discrimination. Governing bodies are accountable for decisions made wiprocess and as such should ensure that they follorequirements. These guidelines comply with the codes of prCommission and the Commission for Racial Equality (CRE). This Code of Practice also includes the recommendations of the Bichard RepoRecru “It is vital that schools, FE Colleges, and other educational establishments aand selection procedures and other Human Resources management procesdeter, reject or identify people who might abuse children, or are otherwise unsuthem.” The guidance accompanies and supports the on-line training introducedMichael Bichard’s recommendation that Headteachers and school governorstraining to ensurechildren. Ref: Sa Making safeguarding and promoting the welfare of children an integral factor iResource management is an essential part of creating safe environme

n Human nts for children. In future,

fES guidelines.

y. If a school is little or no recent

knowledge, it should adopt the same recruitment measures as it would for paid staff. In other circumstances, for example where a school approaches a parent who is well known to the school to take on a particular role, a streamlined procedure can be adopted: seeking references, checking to ensure others in the school community know of no concerns and can make a positive recommendation, conducting an informal interview to gauge the person’s aptitude and suitability, and undertaking a List 99 and a Criminal Record Bureau (CRB) check. In other circumstances, e.g. where a volunteer’s role will be “one-off”, such as accompanying teachers and pupils on a day outing or helping at a concert or a school fete, those kind of

OFSTED evaluations will include an assessment of whether an establishment operates recruitment and selection procedures that meet the recommendations in the D 1.4 Volunteers Volunteers are seen by children and vulnerable adults as safe and trustworthactively seeking volunteers, and is considering candidates about whom it has



d be unnecessary provided that the person is not left alone and unsupervised in charge of children.

coaches from a ance from that organisation that the person has

adults work with children and Guidance with a similar theme has been issued in relation to ‘Looked after

under the title “Towards Safer Care”.

1.5 Key Points

kills and experience in recruitment

e) avoid discriminating against individuals.

Periodic audits will take place as part of the Human Resources process of continuous p the Council to meet its commitment of “Respecting Diversity”.

2. CORPORATE PRINCIPLES

“Anyone who is involved in recruitment and selection activities will, at all times, act reasonably, d applicants.”

ocedures and current legislation.

ot be in conflict. If

Advisor to resolve the conflict.

stage, by any member of the Panel, if they feel that that this Corporate Principle is not being met.

Evidence of achieving this would be:

• employees involved in recruitment and selection are familiar with the Recruitment and Selection Code of Practice

• employees involved in recruitment and selection have received training • employees involved in the recruitment and selection process have sought advice from

Human Resources and Equalities and Diversity specialists where necessary.

measures woul

Where volunteers recruited by another organisation work in a school, eg sportslocal club, the school should obtain written assurbeen properly vetted. These principles can also be applied in other settings in whichvulnerable adults.Children’ by the Department of Health

tAdopting the procedure in he Code of Practice will enable you to:

a) develop your own knowledge, sb) recruit and select employees to the highest standards c) avoid a poor appointment d) avoid wasting time and money e.g. the costs of re-advertising

improvement. This will hel

2.1 Corporate Principle 1

consistently and fairly, bearing in mind the needs of the Council, the Service an 2.1.1 All actions should be based upon:

a) a full understanding of this Code of Practice b) an awareness of other BMBC pr

2.1.2 The interest of the Council, the service and applicants’ needs should nduring the recruitment process, you feel that this is the case, then you will need to discuss it with your Line Manager and Human Resources

2.1.3 The process of recruitment and selection can be halted at any




understand

• take into account the diversity of applicants’ needs and abilities

2.2.1

clude applicants who are appropriately qualified and experienced for the job, but do not understand BMBC’s recruitment and selection procedures.

• any request for information in different formats is handled efficiently, is consistent with the ed within agreed timescales

gree the timescale for

“The Council has a commitment to employing a more diverse workforce and as such each va 2 iters will consider how they will

, skills, ualifications required (see Employee Specification

“Information sent to all potential applicants will:

• be in plain language, i.e. jargon free and simple to • be simple to access

• be provided in a consistent manner, within agreed timescales.”

In line with legislation, the Council’s practices must reflect fairness. As such, information provided should not ex


original and is provid• the panel at the start of the recruitment and selection process will a

the whole of the recruitment and selection procedure.


cancy should be evaluated to support this commitment.”

.3.1 In aiming to create a more diverse workforce, recru achieve this by:

a) reflecting on how the job is designed, in terms of duties, responsibilitiesexperience and q ) and making any

ng equality targets

is no bias in the recruitment documentation which would deter

back provided to candidates, especially from under-represented bles them to understand what steps they need

• ensuring that applicants’ needs are considered so that they can compete on an equal basis, including making reasonable adjustments where necessary.

2.4 Corporate Principle 4 “Selection of the most suitable candidate will be based on justifiable merit criteria, linked to skills, knowledge and experience.” For a detailed explanation please refer to pages 13 to 34.

reasonable adjustments necessary b) using existing legislation e.g. Positive and/or Affirmative Action.


• gathering information on the current makeup of the workforce, agreeiand how to meet them

• ensuring that thereapplicants from any minority groups

• advertising in appropriate community media • ensuring that the feed

groups who have not been selected, enato take to compete effectively next time




ification w applicants meet

• developing a range of means that allow candidates to demonstrate how they meet the ication.

not at the expense of

ly important that the Council demonstrates ‘Best Value’. This can be ess carefully from the outset.

ly with legislation

would be:

• the effectiveness of previous recruitment, including advertising, is monitored so as to provide us with information on the relevancy of the media used

• the number of employees involved in the recruitment process is reflected in the level of the job being recruited to

• the recruitment process takes account of public and cultural holidays.

• monitoring and developing accurate Employee Specifications • the selection based entirely on the criteria listed on the Employee Spec• using appropriate BMBC application forms in order to demonstrate ho

the criteria

criteria on the specif 2.5 Corporate Principle 5 “Care will be taken at each stage of the recruitment and selection process to ensure that the process is cost effective, in terms of financial outlay and working time, but quality and equality.” 2.5.1 It is increasing

achieved by planning the entire proc

2.5.2 The cost implications should not undermine the requirement to compand Council policy.

Evidence of achieving this


nt and selection e steps involved ore).

NOTE: This process only applies to approved posts. Where new posts and structures are involved, you need to follow the procedure in the Approvals Process

3. THE PROCESS This section is intended to be a guidance document for recruiters. Recruitmeshould be straightforward and uncomplicated. The flowchart below shows thand where to find the information you need (just click on the box to find out m

.


A Vacancy Arises

Review the

Advertise

Approval to Recruit

Vacancy

Review Job Description and

Employee Specification

Keeping Records

Shortlist

Interview

Decision / Choice

Pre-Employment Checks

Job Offer

Induction

References

Equalities Monitoring

Panel



3.1 A Vacancy Arises

3.1. ost in relation to nd selection possible. Even if you do not intend to hold an exit interview, an Exit Questionnaire

1 Managers should carefully evaluate the need for each new or vacant p

the Council’s needs and requirements before starting the recruitment aprocess. You should hold an exit interview with the employee who is leaving wherever

will leaver.

• ks undertaken • ualifications and competencies required to do the job •

automatically be sent out to the Exit interviews are particularly useful for:

assessing the existing Job Description and the tas assessing the skills, qualities, q assessing whether there have been significant changes in the Job Description and

Employee Specification that mean the job needs re-evaluating identifying any stressors within the job. •

3.1.2 iews, eg for should be sent to the Business Support Unit for input onto the SAP system.

uncil’s needs in 3.1. ans thinking about and including issues to do with child

nd promoting the welfare of children at every stage of the process. It starts with the process of planning the recruitment exercise, and, where the

anisation’s

d evaluating

safeguarding and

cludes specific reference to suitability to work with

malies • obtaining independent professional and character references that answer specific

questions that help assess an applicant’s suitability to work with children and following up any concerns

• a face to face interview that explores the candidate’s suitability to work with children as well as his/her suitability for the post

• verifying the successful applicant’s identity • verifying that the successful applicant has any academic or vocational qualifications

claimed • checking his/her previous employment history and experience

There may be times that an exit interview cannot take place with every outgoing member of staff. In such cases you may consider carrying out sample exit intervevery fourth leaver working to a generic Job Description. The completed questionnaire

This information should be used in conjunction with other relevant information, to ensure that the new Job Description and Employee Specification reflect the Corelation to the service provided.

3 Elements of Safer Practice – Child Protection

Safer practice in recruitment me protection and safeguarding a

post is advertised, ensuring that the advertisement makes clear the orgcommitment to safeguard ing and promoting the welfare of children. It also requires a

consistent and thorough process of obtaining, collating, analysing an information from and about applicants. 3.1.4 Main elements of the process include:

• ensuring the Job Description makes reference to the responsibility for promoting the welfare of children

• that the Employee Specification inchildren

• obtaining and scrutinising comprehensive information about applicants, taking up and satisfactorily resolving any discrepancies and ano



ical capacity for the job • a criminal record check via the CRB where required.

ist checks to rd, but they will

, or have come to who are unsuited to

will not appear on List important that

erns on page 38).

es a convenient way of signing off each stage of rocess. 3.1. vulnerable adult, or placed a vulnerable adult at risk dults. This applies ent such people will include the

ry CRB Checks ere service

users may be placed at risk, because you are having difficulty in recruiting sufficient staff, ions without having to wait for the full

full CRB Check,

• carried out the required rigorous pre-employment checks

losure

e employee in

been convicted, including details of any convictions which

− in respect of which s/he has been cautioned by a constable and which, at the time the caution was given, s/he admitted

• two written references, including, where applicable, a reference relating to the person’s last period of employment of not less than three month’s duration which involved work with children or vulnerable adults

• where a person has previously worked in a position which involved contact with children or vulnerable adults, written verification (so far as reasonably practicable) of the reason why he ceased to work in that position

• documentary evidence of any relevant qualifications and training

• verifying that s/he has the health and phys

“It is important not to rely solely on criminal record and List 99 or PoCA Lscreen out unsuitable applicants. Those checks are an essential safeguaonly pick up the small percentage of abusers who have been convictedthe attention of the police, or who have been listed. Many individuals working with children will not have any previous convictions, and 99 or the PoCA List.” (DfES Every Child Matters - 2006). It is therefore you thoroughly check references (see section on Serious Conc

The checklist on pages 74 and 75 providthe process and can be filed as a permanent record at the end of the p

5 Elements of Safer Practice – Vulnerable Adults

Care Workers who have harmed aof harm, are banned from working in a care position with vulnerable awhether or not it occurred in the course of their employment. To prevworking with vulnerable adults, you need to instigate a CRB Check whichPOVA (Protection of Vulnerable Adults) list.

You must not therefore employ people in care positions until satisfacto have been received. However, in very exceptional circumstances, wh

you may begin to employ people in care posit results of a CRB Check. 3.1.6 In order to employ someone in a care position pending the results of a you must have:

• pap lied for a CRB Check and requested a POVA check on the CRB DiscApplication Form

• put in place stringent arrangements for the training and supervision of ththe interim.

The required pre-employment checks are:

• details of any criminal offences: − of which the person has

are spent; or



ployment history, together with a satisfactory written explanation of any gaps in

h fessional body.

3.1. ent practice and cks, you can ensure that your

om known abusers entering the health care see the section on CRB Checks on page 37).

job.

the exit interview and reviewing

• duties attached to the post are required now and in the

cial Plan/School Budget.

could the budget of the post be used better another way? • ring in mind the

velopment opportunity? e.g. secondments. • could the vacancy be used to target development of under-represented members of the

for job share eptional circumstances). (Job Share Scheme

• a full ememployment

• a statement by the person as to his/hers physical and mental healt• details and evidence of registration with, or membership of, any pro

7 Through sound pre-employment checks, fair and thorough recruitmapplications for Criminal Records Bureau (CRB) Che

clients have high levels of protection fr workforce. (Please 3.2 Review the Vacancy 3.2.1 Before you advertise, you need to ensure that there is still a need for the This will involve:

• taking account of the information you have gathered from the duties, if necessary

discussions with your Manager • checking whether or not the

future, having regard to your Service and Finan You need to ask yourself:

• does the post actually need filling? • could the work be distributed effectively between existing staff, bea

implications on existing posts? • could this vacancy be used effectively as a de

community? In addition, you need to be aware that all jobs are considered suitable(unless there are exc )

nd the Employee Specification describes the

s required to perform the job. The Job Description should clearly state the main duties of the post, and where the job involves working with children, it should g and safeguarding the welfare of children and young people. 3.2.3 You need to make sure that the Job Description

3.2.2 Review Job Description and Employee Specification

The Job Description describes the job a personal attribute

also state the jobholder’s responsibility for promotin

is accurate and that the Employee Specification is up to date. Both documents should be checked for equality bias. There should be no requirements that would exclude any applicants on the grounds of gender, race, religion, age, sexual orientation or disability. 3.2.4 The Job Description Line Managers are responsible for drawing up Job Descriptions.



3.2. f there are any hich may have ectorate Human children, it should

ple s/he is responsible for, or comes into contact with. 3.2. nd abilities n criteria which you le 4). It is probably the most

cification will be get. So, it is

3.2. b Description e Employee

ations, Knowledge, Skills carry out the duties of the post. It is

and not over-complicated. ey meet the

requirements of the job and whether they want to proceed with the

ensure that no wording, unnecessary duties or ight exclude potentially suitable applicants from

••• what they need to know in order to do the job.

3.2. your Employee tion used in the e Line Manager. n, try to put yourself in the applicant's place and think through how they can demonstrate that they fulfil the criteria. 3.2.10 Criteria Within each of the five categories (Relevant Experience, Education and Training Attainments, General and Specialist Knowledge, Skills and Abilities, and Additional Factors) in the Employee Specification, the panel will need to specify the particular criteria that are needed in order to be able to do the job. They will also need to decide what evidence is required to adequately meet these criteria.

5 The Job Description forms the basis for the Employee Specification. Isignificant changes to the Job Description or organisational structure, wimplications for grading, the Job Description must be referred to your DirResources Advisor to discuss any implications. For posts working withclearly state the individual’s responsibility for promoting and safeguarding the welfare of

children and young peo

6 The Employee Specification

This establishes the requirements for the job and describes the skills arequired to perform the job. It is therefore the basis for the selectiowill use for shortlisting and interviewing (Corporate Princip

crucial part of the whole process. Any mistakes on the Employee Spe magnified the further down the recruitment and selection process you

absolutely essential that you allocate and spend time getting this right.

7 The panel (see page 20) needs to verify that all the tasks shown in the Jothat need to be undertaken in the post, are clearly identified on th

Specification. This is a list of the Experience, Training, Qualific and Abilities a person must have in order to important that Employee Specifications are simple, jargon free This document allows potential applicants to decide whether or not th necessary

application.

3.2.8 You really need to take care to responsibilities are specified which m applying.

You need to be clear about:

what tasks you want the individual to do how you want them to do it

9 When you have this information you can begin to write or amend

Specification. It should be reviewed along with all other documentarecruitment and selection process. This is usually carried out by th

As you write or check the Employee Specificatio



3.2.11 Relevant Experience be able to do the natory on the ents must be cessary to be able ties and responsibilities of the post on appointment. You must take

red. You should also consider relevant

3.2.

licitor, Architect, lification, you

Also, be careful e is just as valuable as a

qualification. You should consider relevant experience as a substitute for a formal rough the endless lists of qualifications, we have produced

and how they erience

You need to specify the type and quality of experience required tojob, rather than length of experience, which could be indirectly discrimigrounds of age (age is a poor predictor of performance). The requiremreasonable and justifiable and represent the minimum experience neto undertake the du

care not to over-specify the experience requi voluntary or unpaid work.

12 Education and Training Attainments

Some jobs cannot be done without a recognised qualification e.g. SoTeacher etc. However, for many other posts, if you are asking for a quamust take to make sure it is relevant and set at an appropriate level. about being too specific, in many cases, relevant experienc

qualification. To guide you tha limited guide to the various levels of some of the more common ones compare in terms of equivalence. Guidance on Qualifications/Exp

3.2.

to require applicants to have knowledge of certain areas, which relate to ot expect

from outside local government to have an in-depth knowledge of our policies

3.2.

or good”. (What

3.2.15 Additional Factors

spective of re fundamental to bout specifying a

inating against disabled people without realising it: ask yourself whether the job can be done using public transport.

3.2.16 Over-Specifying Criteria One of the biggest mistakes made by panels is over-specifying criteria. This can lead to major difficulties later in the process. For example, when someone who could quite ably do the job has to be rejected because they do not meet the essential criteria. It can also mean that potential candidates will decide not to apply (i.e. self-select) because they feel that they do not meet all the essential criteria.

13 General and Specialist Knowledge

It is reasonablethe job e.g. technical, legislative and administrative. However, you cannapplicantsand procedures. This should be included in the successful applicant’s induction.

14 Skills and Abilities You must describe skills objectively, so do not use words like “high level is high level?)

You need to write the Employee Specification with equalities issues in mind (Corporate Principle 3). The criteria should not act as a barrier to any applicant, irregender, race, religion, age, sexual orientation, or disability unless they athe job and the job cannot be carried out without them. e.g. Be careful adriving licence, you might be discrim



3.2. rd each criterion. am’ could lead to

ember of a uld actually be

environment in a r understanding/ability to ber of a team e.g. having attended a team-building course.

will be able to rank each one as either inor.

3.2. t in order to carry out the duties effectively. Due

ature of the job, some of the essential criteria may be more important than can be weighted to allow for the level of importance in both

3.2. icant than others. ir day busy at the reception desk , but ling with enquiries weighting to the more important criteria and use it when scoring at the interview stage. This weighting

you to multiply the score for that criterion by two. the Employee weightings are agreed before the shortlisting stage and are not added to later.

3.2. a benefit, but are not necessary, to carry out the duties effectively within the initial induction period. The minor criteria should not be weighted as

ve the same importance.

be careful not to be too vague, or to over specify on’t get it right at this stage, you will have problems later which

s.

to make sure that the criteria are:

••• Clearly Defined and Unambiguous • Measurable and Observable • Justifiable • Consistently Applied.

3.2.22 Job Related There should be a clear link between the criteria and Job Description because the aim is to determine the person’s ability to do the job e.g. a Senior Planning Officer must have

17 It is therefore extremely important to think carefully about how you woe.g. A criterion listed as ‘Experience of working as a member of a te

unfairness. A more appropriate criterion could be ‘Ability to work as a m team’. Ability and experience are different, but specifying experience co

counter-productive, as some individuals may not have worked in a teamformal sense. However, others may be able to demonstrate theiwork as a mem

When you have agreed your criteria, you Essential or M

18 Essential Criteria

These are the criteria which must be me to the n others. The important criteria

the shortlisting and the interview scoring process.

19 Weighting

Although all essential criteria are important, some may be more signife.g. A Receptionist who spends the majority of thewho helps out with word processing when the desk is quiet. It is essential that they can word process though this is not as significant a part of their job as deafrom members of the public. In this sort of situation you would add a

would allow

Any weighted essential criteria should be marked with an asterisk (*) on Specification so that applicants are aware of their importance. It is essential that any

20 Minor Criteria

These are criteria which would be

they all ha 3.2.21 It is crucial at this stag

ents. If you de to

requirem could cause delay

You need

Job Related Ability Based



of appearing at Hearing and Public Inquiries into planning/enforcement appeals.

3.2. The criteria must be related to what is needed to carry out the job eg ability to work

t deadlines (Payroll Clerk). 3.2. Use words which are clearly understood and not open to different interpretations i.e.

ave a number of different interpretations. Be more specific e.g. 3.2.

ia must be described in terms of measurable and observable facts that are not deal with anxious or

ould be

throughout the 3.2. er and agree with the other panel members how each of

idates without with experience eing asked for.

an alternative to experience. See

experience

23 Ability Based

quickly and accurately to tigh

24 Clearly Defined and Unambiguous

must be flexible, could hable to work overtime and out of hours on a regular basis.

25 Measurable and Observable

All criterdistorted by personal feelings or prejudices e.g. must be able toirate members of the public in a polite and effective manner.

3.2.26 Justifiable

It should be possible to justify all criteria if challenged, and all criteria shappropriate to the post grade.

3.2.27 Consistently Applied

Having identified the criteria to be used they should remain unchanged process, and may be applied equally by all selectors. If the criteria are altered it may be regarded as unfair and possibly discriminatory.

28 At this stage you need to consid the criteria will be measured. Do not exclude potentially suitable cand

justification, in particular those who may have any disabilities and thosebut few qualifications. You must be able to justify all the requirements b

NOTE: It is important to recognise experience, wherever possible, as formal qualifications. This includes unpaid experience as well as paid Guidance on Qualifications/Experience.

29 For positions working with children and vulnerable adults, the Employeshould clearly set out the extent of the relationships/contact with childrenadults and the degree of responsibility for children and vulnerable adults that the person

3.2. e Specification and vulnerable will have in that position. 3.2.30 It is also important to take into account Work Life Balance issues. Many studies have shown that a positive work life balance can contribute towards an employee’s job satisfaction, health, well-being and motivation. All these factors can have a big impact on employee retention e.g. ask yourself, could the work be done on a term-time only basis to take account of caring responsibilities, or could compressed hours be used for reducing travel to work costs and time. After appointment, you can discuss with the successful candidate any requirements they have for flexible working, taking into account the needs of the service and other team members.



should be made to the Employee Specification once the post has been advertised.

o Recruit

3.3.

al to fill the Authorisation

3.2.31 No changes

3.3 Approval t

1 Non-Schools

Before you can think about taking further action, you need to get approvvacancy. This means contacting Human Resources for a Recruitment

Form (R2R) or filling one in on-line. You need to complete it and returnJob Description a

it, along with the nd the Employee Specification, to the Human Resources Recruitment Team at Yorkshire House or send it electronically to [email protected]. As part of rmation, see the g.

The appropriate Assistant Director and/or Executive Director must approve all vacancies 3.3.2 Schools

Schools purchasing the BMBC HR Service need to access Recruitment Advertising via gement with their 3.3.3 At Risk Employees

es, who appear he job, will be referred to you for interview.

ent Handbook)

filling in this form, you will have to write out your advert. For further infosection on Advertisin

before an advert is placed.

their school’s HR Advisor. Other schools will have an alternative arranHR Provider as per the Service Level Agreement.

At this stage, Human Resources will check the ‘At Risk Register’ to look for suitable employees who are at risk of being made redundant. Suitable employe to meet all the essential criteria of t

(Redundancy and Redeploym

following methods could be used:

• y) • ial Criteria).

d internally, on the Intranet, as a matter of course. 3.4.2 The Advert The purpose of a job advert is to attract the right applicants and to deter potential applicants who lack the skills or attributes essential to the position. Adverts should be crisp, informative and clearly worded. Too many words are not only expensive; they detract from the impact of the advert. Therefore, the wording of external adverts should be minimal, except for posts that are identified as being difficult to recruit to (for advice contact the Human Resources Recruitment Team).

3.4 Advertise 3.4.1 Once approval has been given to fill the post, you need to decide the most effective way

to advertise. The

• by advertising internally and/or externally a development opportunity for current employees (advertised internall interviewing internal ‘at risk’ employees (provided they meet the Essent

Please note that all jobs will be advertise

http://test-intranet/intradoc/groups/public/documents/general/recruitment-auth-form-r2r.rtf

http://test-intranet/intradoc/groups/public/documents/general/recruitment-auth-form-r2r.rtf



external advert will follow the following format:

itle

riteria (preferably one line) e.g. qualifications/experience •

e full advert

include a statement tment to safeguarding and promoting the welfare of children.

The

• Job T• Salary • Essential C Closing Date.

Applicants will be signposted to the job vacancy via the Internet where th

wording can be viewed.

Where the vacancy involves working with children, the advert should about the Council’s commi

For advice on advertising, please see the Advertising Agency’s Guide or contact your Human Resources Advisor. ) must be referred to nsley.gov.uk

All Council vacancies (with the exception of school-based vacanciesthe Human Resources Recruitment Team before advertising (jobs@bar ).

formation is ready licants. ll allow them to hortlisting stage.

er-represented ay mean taking

ing Agency on where else to he advert for best coverage or to include a statement in the advert encouraging tions from under-represented groups. And, you will need to be prepared to reply

ccount with the

You must make sure that, before the advert is placed, all appropriate inand that the timetable and supporting material is ready to be sent to appRemember, the information you provide to candidates at this stage widecide if it is worthwhile applying. This can save valuable time at the s

You should have also taken steps to ensure that applicants from any und groups e.g. ethnic minorities, disabled, are encouraged to apply. This m

advice from your Human Resources Advisor or the Advertis place t

lica appto requests for information in different formats. The Council has an aNational Interpreting Service to provide information in different languageprovide information to a candidate in Braille or Audio format, Social SerCommunication Section on extension 2370 is able to provide this serv

3 Schools

s. If you need to vices ice. 3.4.

erning Body is uired to set up a selection panel. The post must be advertised nationally. The

presentations on overning Body and lection panel are

that advice. In the case of a vacancy for a Deputy

person chosen by the selection panel must be endorsed by the Governing Body as

The Education Act 2002 allows the Governing Body or Temporary Governing Body of a new merged school, resulting from a re-organisation, after considering the merits of available candidates, to take the view that the Headteacher and Deputy Headteacher posts are not in effect vacant. Therefore they would not be subject to the advertising or selection requirements, if the following apply:

• the new or merged school is formed from immediately pre-existing schools

For an appointment of a Headteacher or Deputy Headteacher, the Gov

legally req Executive Director, Education (or representative) has a duty to make re

the appointment and is entitled to attend relevant meetings of the Gthe selection panel for this purpose. The Governing Body and the seunder a duty to consider

Headteacher, the Headteacher is entitled to attend relevant meetings. The a whole.

mailto:[email protected]

http://www.nisuk.co.uk/











ew or merged for continued

t person’s performance and ability is

r post has suitable qualifications, experience and ability to undertake the role of the new or merged

lude a statement uarding and promoting the welfare of children.

ference to the need for the successful applicant to undertake a inal record check via the CRB where appropriate.

3.4.

se refer to Corporate Principle 2. esources Recruitment Team will send out supporting material to all

there are certain things that the chair of the n Resources:

ployee Specification •••• appropriate.

r), you should ide the information in a format that is accessible to the applicant e.g. large print,

pe or different language. There may be a delay in producing this, in ch case you may need to delay shortlisting and interviewing. In the first instance, you

m.

nciple 3).

tential candidate could talk to regarding their specific needs, ents for the interview

•••

adapt and support the applicant in the range of duties • provision of specialist equipment or modifications • the possibility of a Support Worker.

3.4.5 Planning the Recruitment Process At this stage you should plan the recruitment timetable, setting aside enough time to think through each stage of the process thoroughly. This will ensure that you are fair and thorough and cover every aspect of the process. You need to allow enough flexibility in

• for each Headteacher or Deputy Headteacher post available in the nschool, there is only one person from the pre-existing school availableemployment in that role in the new school and thahighly regarded by the governing body and the local authority

• any such person so accepted for a Headteacher or Deputy Headteache

school. When advertising any position in a school, the advertisement should inc

ut the employer’s commitment to safeg abo It should also include a re crim

4 Supporting Material Required

Plea The Human R applicants where appropriate. However, panel is responsible for sending to Huma

• Job Description • Em recruitment and selection timetable for the vacancy advice about how feedback will be given information about the Service/Section where appropriate the establishment’s Child Protection Policy Statement where

Where requested (and remember, this could be from a panel membe

provBraille, audio ta

whi can get further information from the Human Resources Recruitment Tea

ication form should explain the range of support The information sent out with an appl that can be made available to any disabled applicants (Corporate Pri These could include:

•

a contact person, whom a pouding reasonable adjustmincl

someone who could help in filling in the application form availability of information in a variety of formats a statement at the end of the Employee Specification indicating how we are willing to



ped, floppy disk the information so ay advantage f these. If you do ssion, it should h a non-panel member. If a panel member does have an

rmal discussion with an applicant, brief details of the discussion should be recorded

ate to ensure that disabled candidates eded alternative forms of job information - have sufficient time to

are their applications. This would normally be two weeks. 3.4. will be accepted. There are three different

hority Application Forms: Standard

the process to cope with particular requests eg information in Braille, taor large print. Make sure that all applicants have equal access to all that nobody is disadvantaged e.g. informal discussions and site visits msome individuals because others may not be able to take advantage ooffer the opportunity for potential applicants to call for an informal discuwherever possible be wit

infoand kept on the recruitment file.

Remember to leave enough time for the closing d - who might have ne prep

6 Receiving Applications

Only the Council’s approved application form

Aut , Teachers, and Exempt. CVs will not be ted. The Human Resources Recruitment Team will return all applications

ction from 1.00 pm

3.5

rtlisting applicants, you need to set up the selection panel. nimum of two panel members throughout the recruitment and

ction process. Panel members should be chosen carefully based on the value they round. To test nvolved in the 3.5. itment and selection. by another Local Authority, or in the case of School Governors the course run by Governor Services. If uld discuss it with t least one panel d via the National ip.

e Executive other. In schools, the selection panel will be drawn from the committee whose terms of reference include the appointment of staff. The Education Act 2002 gave Governing Bodies the discretion to delegate these responsibilities to the Headteacher/an individual governor with or without the Headteacher. This discretion excludes Headteacher and Deputy Headteacher appointments. By law, school governors are only obliged to withdraw from the process if they are living with an applicant. However, it is recommended that to avoid any accusation of bias, people shortlisting should declare any family, personal or social relationships with

accep received to the recruiting manager. They are usually ready for colle on the Monday after the specified closing date and time.

Panel

ore you can start sho3.5.1 Bef

There should be a mi sele

can add to the process and their diversity of skills, knowledge and backgthe specialism of the vacancy, more panel members may need to be idecision making process.

2 The Make-Up of the Panel All panel members must have received appropriate training in recrui.e. The Council’s Recruitment and Selection Course, a course run

you feel you have had other training which may be suitable, you shoyour Directorate Human Resources Advisor. Additionally, in schools, amember must have undertaken the on-line training that is being provideCollege for School Leadersh

For Assistant Director appointments, the panel should be made up of thDirector, the Assistant Chief Executive (Human Resources) and one



e that they should withdraw if they are related or have a

roughout the whole process unless there are tional circumstances.

e would include:

• e that would make it

, a delay in the process could cause problems, a hortlisting and final

Director; or, in the Panel.

nel should aim, wherever possible, to try to reflect the diverse there should no

3.5.

on who is responsible for the process. This will be the o-ordinate the recruitment and selection process. However,

sponsible for king the

74 – 75.

e both a professional dates to be professional in

costs involved and

resenting the Council and as such are undertaking a Public Relations role

iversity standards

You need to have an understanding and commitment to the Council’s Corporate

applicants; and it is good practicclose personal relationship outside work.

panel should stay the same th The

extremely excep Thes

• illness declaration of interest. i.e. Personal relationship with a candidat

difficult for the panel member to be objective. Where, for operational reasons

substitute can be brought in. However, any change made between sselection must be approved by your Assistant Director or Executive case of Schools, the Chair of the

The make-up of the pa make-up of the community we serve. Under normal circumstances,

longer be, for example, single sex panels.

3 The Chair’s Responsibility

Each panel will identify a persir of the panel, who will c Cha

panel decisions are a shared responsibility. The Chair is therefore reensuring that collective decisions are made as opposed to the Chair ma

ision. See Checklist on page dec

3.5.4 Responsibilities of Panel Members Being a panel member is an extremely important role. You hav

moral responsibility to candi responsibility to the Council and a how you carry out your selection duties.

Remember, you are:

1. There to fill the job to provide a better service. (Bearing in mind the the impact it has on the effectiveness of the service you provide)

2. Rep. Making decisions that affect people’s lives 3

4. Responsible for making the appointment in line with the equality and dlaid out in Corporate Principle 3.

Equality Policy and the advantages of achieving a diverse workforce. (Corporate Principle 3). You are also responsible for ensuring that you play an equal part in the process. No panel member should be allowed to have a bigger voice than the others. If you are a Freemason or a member of any other secret society you must declare it to the appropriate Executive Director before having any involvement in the process. (See Code of Conduct – Register of Employees’ Interests).



e.g. joint funding bodies, voluntary hips) the Chair should ensure that voting rights are only conferred

bers who are:

rs ees

Governors

•

d in the final

oles and responsibilities must be agreed before the start of the

seek advice from

have an affinity with e should involve

service users and mportant that those

herefore ess are given

his training should take the form of a short course or briefing session an accessible

e processes involved.

ified, and the e them as members ore responsible role

e selection process. t of at least two bute to the discussions about candidates, but will not be involved in the scoring exercise. For posts in Social Services, the service users/carers will be selected from a panel of individuals registered with Barnsley Arena (an independent charity that supports the involvement of service users and carers in health and social care in Barnsley). In schools, it is recognised as good practice to involve pupils and students in the recruitment and selection process in some way. For example, candidates for teaching posts might be asked to teach a lesson, or, shortlisted candidates might be shown around the school by students and a governor or senior member of staff.

Where the panel includes external representatives (sector, educational and training establishments, and community organisations/partners

on those mem

• Elected Membe• Council Employ• School • Joint Fundholders Partners.

Other panel members may be invited to take part in the assessment of the candidates and to contribute to the discussion. However, they should not be involve

ction. sele If a post is jointly funded, r

recruitment process. For appointments in schools, where governors are involved, you should

your Human Resources provider.

3.5.5 Service User Involvement In some posts, it is particularly important that managers and workers the needs of service users. In fact, central government advise that wservice users and carers more. Occasionally, therefore, with some positions, it is advisable to involve

carers in the selection process. However in these situations, it is iinvolved are equipped to play such a part in the selection process. It is tessential that all service users and carers involved in the selection proc

vant training. T rele and include the Principles of Equality and Diversity. It must also be in

format that will enable full participation and understanding of th

Provided that the circumstances of the selection situation can be justservice user and/or carer have been trained, it is acceptable to involvof the interview panel. This would allow them to play a fuller and m

in th Where service users and/or carers are involved, the panel must consisfully trained BMBC employees. Service users will be able to contri



rtlist

with disabilities who are at-risk and

rning Body). , you will also need

view the Job Description and Employee Specification at this stage to see if any pplicants. (For

3.6 Sho 3.6.1 Disabled Applicants

The Council is committed to guaranteeing an interview to all candidateswho meet the essential criteria for the post. In addition, employees

meet all the essential criteria are guaranteed an interview and should be seen before the job is advertised. (In schools, this is subject to agreement by the Gove If an at-risk employee who meets all the essential criteria is disabled

to rereasonable adjustments are needed to remove any barriers for your afurther guidance see the Disability Discrimination Act 1995 Part 4 ).

You should use the Standard Interview Letter which includes the sentence: “If you are

bled, and have any particular individual needs to be able to attend the interview,

disaplease let us know as soon as possible”.

3.6.2 Candidates’ Attendance Records

The Council has a policy on Managing Attendance, so it is impabsence record of all applicants for the previous two years.

ortant that you check the

hether an d you should then that you comply with the Council’s policy of e essential criteria.

check the attendance records of the applicants who meet the essential attendance, you should not d hits any of the Council’s ility or long standing medical condition; or

ence is extremely unlikely to recur.

iii diately after i

candidate has hit any of the trigger points, the Occupational uestionnaire. isability and make an assessment as to whether the Council can accept the Attendance Record. They will also look at what, if any, reasonable adjustments are required. Reasonable adjustments can help to prevent sickness absence in the first place, as well as enabling employees to carry out their jobs more effectively. For example, adapted keyboards and voice-recognition software may help to prevent, or limit, Repetitive Strain Injury (RSI). 3.6.3 Using the Shortlisting Grid Before you start shortlisting you should have with you the Job Description, the Employee Specification and a shortlisting grid. Incomplete applications should not be accepted and

Before looking at their attendance record, you should first determine w

applicant meets all the essential criteria. If the applicant is disableshortlist him/her. This will ensure guaranteeing an interview to all disabled applicants who meet all th

You should then criteria. In order that the Council maintains goodshortlist any applicant whose attendance recorattendance trigger points, unless either:

o a disab1. absences are linked the reason for the abs 2. t

The trigger points are:

) three separate absences in any three consecutive month period; i) twenty days (or four weeks) absence in a twelve-month period; ii) certain patterns of absence e.g. absences immediately before or imme

annual leave, the weekend or a bank holiday; v) four consecutive week’s absence.

shortlisted disabled If a

Health Unit will pick this up on the Pre-Employment Health Screening QThe Unit will then determine whether the absences were related to their d

http://intranetapplications.barnsley.gov.uk/docs/humanresources/LetterInvitingCandidatesforInterview.pdf



r completion; but only if it can be returned to you within an

should be are that The final decision through all the riteria have been specific examples and not simply

or make personal statement such as: “I am a good team member”.

3.6. t the essential criteria = criteria met, el should then meet

idual assessments and reach a consensus decision on which nel’s collective

r not shortlisting. nges to their

omalies or discrepancies or gaps in an ding whether or not employment, the ear career or to supply teaching to an acceptable

other sift. To do ld select those applicants who better meet the weighted criteria. You could

and not shortlist experience of

reports, you would shortlist someone who has experience of producing a wider se whose

the minor criteria should be

sing another

interview. All the applicants who do not meet all the essential criteria should be put aside at this stage and not considered further. It is essential that if using tests you take care to ensure that they do not disadvantage candidates from minority groups. The Chair must keep one completed shortlisting grid that reflects the consensus view of the panel, noting the code for not being shortlisted. All shortlisting grids must be kept in the vacancy file and then kept with all the other records at the end of the process. (See Keeping Records).

should be returned fo acceptable timescale

The essential criteria, which will be measured from the application form, be awentered on the grid, indicating which, if any, are weighted. Please

weightings must be agreed at this stage and must not be added later. must be a group consensus. Each panel member will need to readapplications to see if the information provided demonstrates that the cmet. The applicant should give evidence i.e. give

restate the criteria Applicants must meet all the essential criteria to be shortlisted.

4 Agreeing the Shortlist

Panel members should individually assess each application againsand complete a grid indicating how the applicant meets each criterion. (?/p = criteria partially met or unsure, x = criteria not met). The pan

and discuss their indiv applicants are to be shortlisted. The chair should then record the pa

decision on a separate grid (all ’s or x’s only) along with the reasons foIndividual panel members should then record the reasons for any chaindividual assessment.

particularly important to scrutinise any an It isapplicant’s employment history and take them into account when decito shortlist the applicant. As well as reasons for any obvious gaps inreasons for a history of repeated changes of employment without any clsalary progression, or a mid-career move from e.g. a permanent postor temporary work also need to be explored and verified. If using the essential criteria fails to reduce the number of candidates

shortlist, the weighted criteria should then be re-used to carry out an this, you wou shortlist those who have a wider variety or more in-depth experience

those who only meet the minimum requirement e.g. if the criterion is forwriting

variety of reports or who produces more reports, and not shortlist thoexperience is limited. If after re-assessing the weighted essential criteria there are still too many candidates to form a reasonable shortlist, then

considered. In the unlikely event that the shortlist is still too long, you can consider uselection method to reduce it further e.g. a test, presentation, short preliminary/technical



efore starting to he procedure is clear and there is less opportunity for personal bias to

3.6.

process, it becomes apparent that you are rejecting a number of candidates

e strong applicants of an ambiguity in the wording), you must

man Resources Advisor. It may then be possible to: rtlisting purposes and re-introduce it at the interview stage if

3.6.

nel has agreed a shortlist of candidates for interview, they should send for by letter to attend for

y as the

licants need to be told to bring to the interview originals of the following:

ation rk in the UK (See guidance on Preventing Illegal Working for full

• f the job e.g.

either: a passport, driving licence or birth certificate. If her of these is available, other forms of ID can be accepted. For more information

s of all relevant ; copies are not

al Knowledge of an Applicant

r has a personal

ability to be unbiased, the Chair of the panel must be informed. The Chair should explore the issue with the panel member in relation to Corporate Principle 1 (the requirement to act reasonably and fairly) to find out whether the knowledge would affect their judgement and result in an unfair or discriminatory selection decision. Subject to the outcome of this discussion, the panel member may:

• withdraw • remain but not participate in the assessment discussion for that candidate (although it

does not preclude them from asking questions). If this path is taken, then the candidate should be told of the panel's plan

It is important that the panel discuss how to deal with these situations b shortlist, so that t affect decisions.

5 Problems Shortlisting

If, in this because of shortcomings in the Employee Specification, you can take the following action:

• halt the process, re-draft the specification and re-advertise, or

(if a particular criterion is not being addressed by a number of otherwisbecause

• consult your Directorate Hure that criterion for sho• igno

necessary.

6 Inviting Candidates for Interview

en the pa Whreferences. The shortlisted applicants should then be invited

interview, or for any tests that were planned and identified when the Employee Specification was drafted. Tests may very often be held on the same da interviews. App

• qualification certificates i.e. those specified on the Employee Specific• proof of their right to wo

details) driving licence and insurance documents (only where required as part o

driver) • for posts requiring CRB Checks

neitsee Guidance on Verifying ID.

At the interview, the Chair of the panel must check and take copiedocuments. It is important to check the authenticity of these documentsacceptable.

3.6.7 Person If, in the course of shortlisting, it becomes apparent that a panel membe (not professional) relationship or knowledge of an applicant which may impact on their



ain and play a full part in the panel.

cussion and agreed outcome should be made and kept in the

3.6.

s a professional knowledge of one or it is appropriate that this knowledge is shared with the panel and oncerns can and should be tested at interview.

cates (but only fied in the e originals, and all originals

letter of confirmation from the awarding body, they will need to

awarding body themselves to obtain written verification.

ontact the

decide to use them. on:

1 d

ou are not testing presentation skills as one of the essential criteria, you should ure that you only judge the content of the presentation. Be careful not to judge

cification. ills Scoring

• rem

A note of the dis recruitment file.

8 Professional Knowledge of an Applicant If, on the other hand, one of the panel members ha

more applicants,orded. Any c rec

Qualifications Candidates should be asked to bring to the interview qualification certifithose certificates for the qualifications or equivalent qualifications speciEmployee Specification). Copies should be made of th

should be handed back to candidates before they leave. You must check the qualifications of all candidates. If the candidate cannot produce an original certificate

certified copy, or a or a contact the

If you have concerns about the authenticity of a certificate, you should cawarding body for verification.

3.6.9 Presentations Presentations can be used as part of the selection process. However, it is essential that

you are clear of the objectives for having a presentation before youThere are two reasons for asking candidate’s to make a presentati

. to test presentation skills because it is one of the essential criteria an

2. to test knowledge of a particular subject area. If y ens

candidates on their presentation skills if it is not on the Employee Spe For an example of how to score presentation skills, see Presentation Sk .

iew Assessment When scoring subject knowledge you can use the Individual Interv Sheet.

3.6.10 Tests

When occupational tests are used as part of a selection process they must be free of requirements that might place a disabled person at a substantial disadvantage. The only exception to this is where those requirements can be justified. Justification of a requirement is not simply about proving that the skill or attribute being tested is essential for the job. It must also be proved that the disabled person could not meet the job criterion by way of a ‘reasonable adjustment’ being made either to the selection procedure or to the job itself. Tests should only be used to measure those essential criteria that are difficult to measure by any other method.



them. They t also be able to they are reliable If you are unsure dvisor.

en using tests, they should be considered an integral part of the assessment process, licant’s skills and abilities.

stages in the selection process:

onjunction with the interview.

3.6. ally only be used for senior management or hard to

sitions. To ensure that the selection process is in line with the Council’s quality Policy,

If you decide to use tests, you must be able to justify why you are usingmust be relevant to the job and relate to the essential criteria. You musshow that they are valid (i.e. measure what you intend to measure) and (i.e. they produce consistent results time after time) and free from bias. about using tests, you should ask your Directorate Human Resources A

Wh as they give a more rounded picture of the app

Tests can be used at two

• for shortlisting• in c

11 Executive Search

An Executive Search would norm

recruit to porporate E Co a Council Officer or panel member must sit in on any long-

(This does not apply to 3.6.

confused with Positive Discrimination, which is illegal, Positive Action ouragement is allowed by legislation. It enables employers to offer special

under-represented in belief, age,

example:

e placed in minority newspapers. This lets the minority communities nder-represented

• ther to avoid g interviews.

ink for the

list sifting carried out by any Executive Search companies used.the technical interview that they conduct).

12 Positive Action Not to be Enc encouragement to minority groups to apply for jobs, where they are the organisation. This applies to race and ethnicity, sex, religion and disability and sexual orientation. For

• adverts could b

know that we are genuinely interested in recruiting applicants from ugroups and that we want them to apply

Friday is the Holy Day of some religions, so you should consider wheFridays when holdin

For information on other significant religious days, please click on this lFestivals Calendar.

To encourage disabled people to apply for jobs, any candidates wit

h a disability that

ill be offered an ate their abilities at

the interview stage. Appropriate arrangements may need to be made for disabled candidates to attend the interview in terms of access and support. The interview letter asks disabled candidates to inform the panel if they have any individual needs for the interview. However, some disabled candidates may feel uneasy about asking for ‘special arrangements’, so this may involve contacting the candidate and asking if they have any individual needs. Once a positive action candidate applies, all procedures must be applied fairly.

meet all of the essential criteria on the Employee Specification wrview. This ensures that they have the opportunity to demonstr inte



vassing eir partner; a parent is a simple

should notify the Chair of any attempt to canvas support for an applicant.

port for their application; in this case, the approach should be disregarded nal support was being sought in which case the applicant should be

the Council has a duty under the Race Relations Amendment Act 2000 to monitor effects of policies

entifying quality in an

lities, but not only ormance each

ber of government Best Value Key Performance Indicators. Therefore, we belief, sexual orientation and age. We need

sues at both the shortlisting and appointment stages.

ve to return the completed Shortlisting Grid and the Whole Panel Ass possible after you mak

3.8. r permission to

nces straight away. It is important to seek y should always be referee.

adults both references must ld never accept references from relatives or from

city of friends; both references should always be work related. However, in certain circumstances there may be specific, acceptable reasons why an applicant cannot produce two work references. Non-employment references, which must still cover the applicant’s skills and abilities, may be acceptable. Examples of these include:

• where someone has not worked before, such as School/College Leavers • where they have only had one previous job • where someone has had a career break.

3.6.13 Can This could be from a number of parties: the applicant themselves; thor other family member or even a friend. You need to decide whether it

est for further details or whether you think there is another motive. If you are requcontacted, you

This may result in:

• agreement that the approach made was to seek information and not to gain personal sup

• a decision that persodisqualified.

3.7 Equalities Monitoring In addition, applications for employment. Monitoring is an important way of measuring thein practice; it can tell you if you are operating within the law, for example by iddiscriminatory practice. It is also a vital part of any strategy to promote race eorganisation. The Council needs to monitor the recruitment and selection process for equafor issues around race. In fact, the Council has to measure its equalities perfyear against a numalso need to monitor gender, disability, religion and

these isto monitor

s that you will haThis meanessment Sheet to the Human Resources Recruitment Team as soon ase an appointment.

erences 3.8 Ref

1 Sending For References Once you have agreed the shortlist, where candidates have given thei

tact referees, you should send for refere conreferences for all shortlisted candidates, including internal ones. Thesought and obtained directly from the

For posts working with children, young people or vulnerable be work related. In fact, we sh

ple writing solely in the capaou

peo



hools where yment references.

ployer, you can ware that if, after the

rview, they are the preferred candidate you will need both a reference from their e confirmed.

Character references are not acceptable, except for example in Faith Sc they may wish to have a priest’s reference in addition to the two emplo

t emIf the applicant has not given their permission to contact their curren

still go ahead and interview them. However, they should be made a inte

current/last employer and one other before the appointment can b You should send out to referees the Reference Request Letter plus the following:

Form

• a Reference Request •••

t rely on references or testimonials provided by the candidate, or on open

stimonials might

ments. be in good time oids unnecessary

to obtain references prior to

of delay on the part of the referee, or because a to their current employer being approached at that stage.

y occasionally, a referee may not respond to your request for a reference. In this

•ide you with another referee.

solely in the

to Data Protection, Safeguarding Children and Protection of Vulnerable Adults therefore follow

3.8. The purpose of seeking references is to obtain objective and factual information to support appointment decisions. When you receive a reference, you must check that all specific questions have been answered satisfactorily. For Posts Involving Unsupervised or Regular Contact (defined as three or more times in a thirty day period) with Children, Young Adults and Vulnerable People. The Safeguarding Children and Protection of Vulnerable Adults Guidelines are very specific about how employers deal with references. Therefore, it is essential that you follow the guidance below.

a pre-addressed envelope marked “References –To Be Opened By Addressee Only” a Job Description an Employee Specification.

You must no references and testimonials addressed “To Whom It May Concern”. There have been

instances of candidates forging references; also, open references and tebe the result of a “compromise agreement” and are unlikely to include any adverse

com It is preferable that you specify a return date for references. This shouldto allow you to receive the references before interview. This also av

ys in making an appointment. dela In exceptional circumstances, it might not be possible

interview. This could either be because

candidate strongly objectsHowever, that should be the aim in all cases.

Ver

situation, you should contact the candidate and ask them to either: chase it up and let you know what is happening, or • prov

Do not accept references from relatives or from people writing

capacity of friends.

Dueconsiderations, there are some pitfalls you need to avoid. You shouldthe guidance in the following section very carefully

2 Checking References



o that any issues an be explored further with the referee, and taken up with the candidate at

specific, you s or amplification as nce with that on the

n provided, by the , about the candidate and his/ her previous employment is consistent with the

ies with the

with children, young 3 on the

Ideally, you should receive and consider references before interview s of concern c interview.

If all questions have not been answered or the reference is vague or unshould contact the referee and ask him/her to provide written answerappropriate. You should compare the information given in the refere

application form. This will enable you to ensure that the informatioree refe

information on the application form. You must take up any discrepanccandidate.

When you request references from a current or previous employer adults or vulnerable people, you should ensure that all of sections 1 andReference Request Form have been completed. In particular, it icheck those sections relating to investigations, discipline, referrals an Any information about past disciplinary action or allegations should be cocircumstances of the individual case. Cases in which an issue was sat

lved some time ago, or an allegation was dete

s essential that you d allegations. nsidered in the isfactorily

rmined to be unfounded or did not ssues have been raised, r issues that were not A history of repeated concerns

ions over time is also likely to give cause for concern.

te before , you must ensure that it is received and scrutinised, and any concerns are

er Posts

e guidance d even then, only .

are the information given in the reference with that on the application ided, by the referee, about

e information on the ith the candidate after the lear, you should itten answers. t job are confirmed (if they are a former employee, you should also confirm their reason for leaving BMBC). Where a reference has not been obtained on the preferred candidate before interview, you must ensure that it is received and scrutinised, and any concerns are resolved satisfactorily, before the person’s appointment is confirmed. All references relating to non-appointed candidates must not be read, but be retained, until the appointment is made, in case it becomes necessary to offer the post to a second or subsequent choice candidate. Once you have made an

resorequire formal disciplinary sanctions, and in which no further iare not likely to cause concern. More serious or recent concerns, oresolved satisfactorily are more likely to cause concern.

or allegat Where a reference has not been obtained on the preferred candida

rview inte resolved satisfactorily, before the person’s appointment is confirmed.

Oth

For all other posts which are not covered by the above, please follow thbelow. You must not refer to any references until after the interviews, anthe references of the preferred candidate should be read

You should comp form. This will enable you to ensure that the information prov

the candidate and his/ her previous employment is consistent with thapplication form. You must take up any discrepancies winterview. Where information on the reference is incomplete or unctelephone the referee and ask him/her for more details, or to provide wrYou should also check the candidate’s reasons for leaving their las



should destroy the references for all unsuccessful candidates ive assurance from ng-term

and may be working for you for some months. Where you have to rely on ncy assurances, you need to satisfy yourself that robust indemnity arrangements are

3.8.

points then, following discussion with panel

••

onsidered in annot be taken

lfare of Children, g People or Vulnerable Adults.

f the limited usefulness of references. References should only be el’s decision at interview and not as a method of selection on

nces that state:

•

, but are nevertheless le.

n Criminal Ex-Offenders

appointment, youwithout reading them. For Agency Workers, you should make similar checks, or get a positthe agency. This is particularly important where they are covering for lo

absences age in place.

3 How to Use a Reference If the reference contains any contentious members, the Chair has the following options:

• contact the referee for further written clarification arrange to call in the candidate for further probing recommend that the second choice candidate be appointed.

Any information about past disciplinary action or allegations should be c relation to the circumstances of the individual case. After 12 months it c

into account, with the exception of those related to the Safety and We Youn You should be aware o

d to support the pan usetheir own. However, many employers will now only give factual refere

• Name

Title • Job Dates employed (from and to).

These factual references are of little use in the selection process

acceptab 3.8.4 Ex-Offenders

If you receive an application from an ex-offender, there may be issues that need

discussing at interview. For further information please see the section oRecords Bureau (CRB) Checks and the Policy on Employment of .

w is a two-way conversation with a purpose: the purpose being to find the right on for the job.

ote the Council to prospective employees (and indirectly, their friends and colleagues). You need all candidates to leave the interview feeling that they were given every opportunity to perform well and that they were treated fairly. Interviews for posts within BMBC should always be face to face. 3.9.2 Preparation Panel members must decide what evidence they need against each criterion to meet the requirements of the Employee Specification. They should also agree how to score the

3.9 Interview 3.9.1 An intervie pers

It is also a public relations exercise: it is an opportunity for you to prom



l should decide which ons need to be worded ous. feedback to When inviting candidates for interview, you should use the Standard Interview Letter

evidence gathered from candidates (see scoring). Then the panequestions would best gather that evidence. These questicarefully and practised to ensure that they are clear and unambiguAt this stage, the panel also need to agree which of them will providecandidates after the interviews.

idential Care, you should invite all candidates to visit the home and meet nd children before the interview. This can take place either before or on the day of

interview. 3.9. e all the necessary he candidates. This

and deal with:

s Incurred Form

from the Human Resources Intranet site. For jobs in Res staff a the

3 Identity

Before the interview starts, you need to make sure that you have madarrangements. Firstly, you need someone to meet and greet t

person can check, take copies of

• any candidate expenses using a Claim for Reimbursement of Expense Request Form (which should be sent to Accounts Payable using a Payment )

• relevant qualification certificates (originals)

ir right to work in the UK (see guidance on Preventing Illegal Working for full

• job).

ght to work in the United o work in the UK, roughly the identity of

ims to be. ere for nce. Where a other evidence such as a work identity

verifying at st A

• National Insurance Number

f of the• proodetails)

driving licence and insurance documents (where required as part of the It is essential that the Chair checks all applicants’ proof of their riKingdom. As well as being satisfied that the successful candidate has the right t(see Preventing Illegal Working), it is essential that you check tho

the successful candidate to ensure that the person is who he or she claWherever possible you should seek photographic evidence except whexceptional reasons none is available. i.e. passport or driving licecandidate holds neither of these, you could check

card. In addition, the chair must verify acceptable evidence of identity by least one form of identity from Applicants Proof of Identity Documents Li or, one of cuments in Applicants Proof of Identity Documents List Bthe combinations of do .

heck, the Chair must complete the CRB1 Verification Form andidates as soon as the successful

3.9.4 Before the interview, if any of the shortlisted candidates have listed criminal convictions or cautions on their application form, the Chair will need to refer to the Policy on Employment of Ex-Offenders

For posts requiring a CRB C

and ensure that these copies are destroyed for all unsuccessful c an appointment has been made. Copies of documents relating to candidate must be sent to the Human Resources CRB Team.

. The panel will then need to decide:

• whether to proceed with the interview and assess the candidates; and only if the candidate in question is the most suitable candidate, to discuss the issue further

• to use the interview as an opportunity to find out more information about the convictions or cautions

http://test-intranet/intradoc/groups/public/documents/general/employment-ex-offenders-policy.pdf




al Services er to reject the applicant after seeking guidance from Human Resources/Legal

ks, the panel will

esources Advisor, whether or not to confirm iscussion with the candidate concerned.

3.9. pplication

articular post,

his is best left towards

clear career sion, or in the case of teachers, a mid-career move to supply teaching or

ults er ability to support the Council’s agenda for safeguarding and promoting the welfare

hildren om the information provided by the candidate and/or

• ments for a CRB

3.9.

nel member, you are responsible for conducting and controlling the interview to decision. The

and discover how l they meet the requirements of the Employee Specification. It is therefore essential

time to plan and manage the interviews carefully. This will ensure that you

structure of the interview and

re is logical

• welcome the candidate and make sure they are settled and as relaxed as possible • explain what will happen at interview and introduce the panel • ensure the interview flows smoothly, that panel members follow the agreed format, and

that they conform to the Corporate Principles of the Code of Practice • allow each candidate enough time to ask questions, whilst making sure that they have

equal amounts of time to demonstrate their skills and abilities. At the end of each interview, each panel member should finish scoring and making any notes before any discussion takes place with other panel members.

• to seek advice from the Director or the Line Manager • to seek advice from your Directorate Human Resources Advisor/Leg wheth•

Services. After the interview, where issues of concern arise from the CRB Chec

need to discuss, with their relevant Human R appointment. This may include a further d the

5 Scope of the Interview – Scrutinising the A

In addition to assessing and evaluating the candidate’s suitability for a p the interview panel should also explore (where relevant):

• gaps and discrepancies in the candidate’s employment history. Tthe end of the interview

• the reasons for a history of repeated changes in employment without anyprogrestemporary work

• the candidate’s attitude toward children, young people or vulnerable ad• his/h

of c• concerns or discrepancies arising fr

a referee and, ask the candidate if they wish to declare anything in light of the require

Check.

6 Conducting and Controlling the Interview As a pa ensure you gather sufficient evidence from each candidate to make a

interview is your only opportunity to learn more about each candidate wel

that you takewisely use the limited time available.

3.9.7 Structure To ensure a professional interview, you should plan the agree which panel member will ask which questions. The Chair should:

e overall control of the interview and ensure that the structu• tak



stioning dence gathering

the candidate either open up rs. uestions to ask and relate to the areas of a

erience, skills and abilities. The panel should use the evidence identified as being improvement on those

children, including: people

l boundaries with

urs

ortunity to demonstrate sake of

sistency if the candidate has already covered the subject in previous answers. This robe when you fer to the ey have hey wish to add .

essential to any interview. You must be prepared to probe This may mean

ers probing for fuller answers to your questions and vice versa. If a st to follow up on ur plan. Have a

on.

nes being open and .

and will usually elicit “Yes” or “No” answers. These can also be helpful in trying to keep control of an interview where you have difficulty stopping the interviewee talking. One or two quick closed questions can get you back in control. Open questions can get the interviewee to talk and can often cover the topic in depth. They often begin with “What, Why, When, How, Tell me about, Please describe”. Typical questions are:

1. What aspects of the course do you feel are particularly relevant to this post?

3.9.8 Que This is a crucial part of the recruitment process; it is the all-important evi

t of the process. The kind of questions asked can make parand expand upon their answers or clam up, or give you minimal answe You need to allocate time before the interviews start, to agree the qthe evidence required to meet each criterion. Questions must alwayscriteria in the Employee Specification. However, it is important to probe candidate’s application form if you feel you can get more information about their

exprequired, but also be prepared to accept answers that could be an

tan icipated by the panel. For posts working with children and young people, it is essential to explore issues relating to safeguarding and promoting the welfare of

• motivation to work with children and young• ability to form and maintain appropriate relationships and persona

children and young people • emotional resilience in working with challenging behavio• attitudes to use of authority and maintaining discipline.

The questions should enable all candidates to have the same opptheir expertise in the relevant aspects of the Employee Specification. It is not good practice to follow the questions mechanically just for the

conmeans that you have to listen carefully to the candidate’s answers and pfeel they may be able to offer more information. However, you should replanned questions, acknowledge information already given, and ask if thanything further to add. Where relevant, you should ask candidates if tanything in light of the requirement for a CRB Disclosure

Probing questions are

when you feel that the candidate has not given a complete answer. other panel memb candidate touches on the answer to one of your other questions, it is be that subject straight away, rather than go back to it later just to follow yo

tick list to show that you have already covered that particular questi

3.9.9 Questioning Techniques

re are a number of types of questions you can use, the main o Theclosed questions

Closed questions can be used if you are checking out facts,



idea to start off with

stions, to give you e detail. To check the facts ask a closed question and finish off with a detailed

n.

ject - Open current/last job?

did you overcome these difficulties?

rts?

pervise? e Questioning

tions relating to:

ncluding children)

ionality •

igion and Belief

to do a job, so are likely to be illegal and could lt in a complaint or an Employment Tribunal claim.

l-male office?'

you live with parents/relatives/guardian/alone/ boyfriend/other?’ (Equal Opportunities Commission) 3.9.10 Using the Individual Interview Assessment Sheet This form (Individual Interview Assessment Sheet

2. What did you do after you finished that project? 3. How do you feel this aspect of your work could have been improved?

odTo get the evidence you need in the short time you have, it is a go

open questions. Then, probe with more specific open probing que mor probing questio For example: Introduce sub

What are the main duties of your Dig deeper - Probe How Check facts – Closed

Did you write the repo

se subject - Detailed Probe Clo How many staff did you su Inappropriat Any ques

• Marital •

status (i Gender Identity • Race • Nat Colour

nic background • Eth• Disability • Sexual orientation (including gender re-assignment) • Rel•

Age

are not related to the person’s ability resu For example:

'How would you, as the boss, feel if you were the only woman in an al

‘Do ‘Are you planning to get engaged or married?’

) is designed to help you through the interviewing and recording process. (An example of how to use this form is on page 59). Using the Employee Specification, write the criteria from the Employee Specification to be tested at interview, alongside the relevant factor. i.e. Relevant Experience, Education



Abilities and Additional

ed to add:

he evidence required (what you are looking for)

w, on how the

Design your nce required.

mple a selection test.

idate. At the end (Whole Panel

and Training, General and Special Knowledge, Skills and Factors. This needs to be done for both essential and minor criteria.

In the first two boxes underneath, you ne

1. t

2. the questions you will ask to get this evidence. The third box is where you write your notes, during and after the intervie

didate’s answers match up to the evidence required for the criteria. canquestions so you can clearly measure the candidates against the evide

Avoid using criteria, which have already been measured in, for exa

Each panel member should complete an individual form for each candof the process an agreed summary of each candidate’s performance

Assessment Sheet) should be completed and signed by the Chair. bers should record candidates’ answers during each

aintaining eye 3.9.

as given a candidate sufficient opportunity to provide e if they have any

about Removal and

When taking notes, panel mem interview, but not to the extent that it detracts from building rapport or m

contact with the candidate.

11 Supplying Information to Applicants When the panel is satisfied that it hevidence against all the criteria, the Chair should ask the candidatquestions. For example, candidates from afar may want to knowDisturbance Allowances. Try to anticipate what questionprepare in adva

s candidates will ask and nce. The candidate should also be asked whether they wish to offer any

n that they feel is relevant.

one to discuss cks. It is y misunderstanding.

3.9. tending and s) and who to

. It is important that you tell them how they will be informed of the view and how long it will take. Normally, this would be in writing

would be in t checks. You

d a standard Preferred Candidate Letter

further informatio

In some instances, candidates may have to be contacted by telephsensitive issues or to obtain further information relating to medical cheessential that you inform the candidate at interview to prevent an

12 Ending the Interview At the end of the interview, the Chair should thank the candidate for atexplain what will happen next (i.e. reference, medical and CRB Check

tact for feedback con outcome of the inter within one (or two) weeks.

You should tell all candidates at interview that any offer of appointmentwriting and subject to health clearance and other necessary employmen

should sen to the preferred candidate, as there will be a short delay in getting medical clearances. Under no circumstances should you make a verbal offer. 3.9.13 Recording the Interview The end of the interview is a crucial time for ensuring that inequality does not creep into the process. You should complete any note making after each interview, whilst it is still fresh in your mind, before any discussion with other panel members. Each panel member will then, separately, assess the candidate and give them a score against each criterion.



r pass comment candidate until all panel members have completed making their notes and

panel must make a decision as soon as possible after they have interviewed the

is only a part of the selection process. In the final assessment idence from:

••

tes have made •

To avoid influencing other panel members, you must not discuss, o on a scores. 3.10 Decision/Choice 3.10.1 The

final candidate. Remember, the interview you must take into account all the ev

the Application Form any Tests you may have used

Presentations the candida• any the Interview (see your Individual Assessment Sheet).

.2 The Whole Panel Assessment Sheet The Chair should encourage discussion about each candidate’s overall p

uding any t

3.10 erformance,

ests and presentations, to arrive at a consensus score against each by other panel anel can take e big advantage ore candidates’ at constitutes a Barely Adequate,

check at the preparation are looking for. estion, this will each criterion, the e Chair should

inclcriterion. It could be that you have noted something that was missed members during the interview. By sharing your own observations, the pinto account all the evidence gathered by each panel member. This is thof a panel interview. You should already have decided before the interview, how you will scanswers. All panel members should know wh

Adequate, Good or Excellent answer. It is essential therefore to stage that the entire panel understand and agree on the evidence youWhen scoring candidates, do not allocate a score against each quskew the scoring system and give a false result. After discussingpanel should agree a score, multiplying any weighted criteria by two. Threcord the scores on a Whole Panel Assessment Sheet. The

Scoring Summary Sheet should then be used to record the scores of all the

didates. This will enable you to compare all the scores and reach a decision. This The panel should ria, taking into ssful candidate tial criteria. i.e. If a candidate

eet that criteria ates score zero, then

need to consider re-advertising and possibly reviewing the criteria. Because scoring is not an accurate science, difficulties can arise if two candidates’ essential criteria scores are equal, or very close. If the scores are equal, and one of the two candidates is disabled, you must offer the post to them. If there are no disabled candidates and the scores are equal, the panel should add on the scores from the Minor Criteria and then appoint the candidate with the highest total. If however, the panel are unable to make a decision, then they should invite the two candidates back for further testing or probing on the existing criteria.

canfinal decision must be justifiable against the Employee Specification. appoint the candidate with the highest score against the essential criteaccount their performance in any tests and/or presentation. The succemust have demonstrated that they can meet all the essen

scores zero on an essential criteria, it means that they do not mand therefore cannot be appointed. If in the event that all candid

you



e scoring less than ard. This may be be self- d then realise, when

w.

hallenged, so it is

en the successful

ach candidate on the Whole Panel

••

asonable

eferred

Some panels set a benchmark score before they interview. Anyonthis is automatically rejected as not being of a high enough standsomething that you would like to consider; however, be aware that it candefeating. If you are not careful, it is possible to set a benchmark an

ne meets it, that you have set it too high. You are then in the difficult position of no-ohaving set your own standard and having to either break it or re-intervie

Whatever the panel decides, it must be able to justify that decision if c important that notes taken at the time should be as complete as possible. The Chair should take the following action after the panel have chos candidate:

• make a record of the consensus assessment on eAssessment Sheet

agree the reasons for non-selection for all the other candidates agree the content of the feedback and confirm who will give it.

If the successful candidate is disabled you should discuss the need for readjustments before the post is offered. You should include this in the PrCandidate Letter. If you have concerns about the Council’s ability to make reasonable

stments you should seek advice: you should delay the decision about the nd the candidate.

n be a source of help, but be sure to go through your ble from external

stant Director and Assistant Chief Executive appointments, the 3 must be adopted.

justments, you loyer and that

dback to Candidates m, that feedback w they can obtain ecision is made).

must therefore be able to provide verbal feedback on request to both successful and pecifically

must agree the feedback to be given. You will generate feedback from the information gathered from the interview, the decisions reached and the reasons recorded. Written notes should be prepared from existing notes taken at interview and the Chair should record the feedback on the Whole Panel Assessment Sheet. On no account should feedback be given from memory. This can result in inaccuracies, which could create problems later on. The panel member responsible for giving feedback should consider the following:

adjuappointment until you have spoken to your Human Resources Advisor a

Occupational Health Unit caTheHuman Resources Advisor. For example, they are aware of help availaagencies such as Access to Work at the Jobcentre Plus office.

In the case of Assicedure at 6.1.1 pro

It is important, for legal reasons, that, when making reasonable adexplain to the applicant that you are doing so as a reasonable empyou are not making them under the DDA.

3.10.3 Fee

You should inform all applicants, in the information you send out to theis available to them on request. This should also include details of hofeedback and from whom (the panel should agree this at the time a d

Youunsuccessful candidates, although you should give written feedback if s

uested. req

re are more complaints about poor feedback than anything else; therefore, the panel The

http://intranetapplications.barnsley.gov.uk/docs/humanresources/PreferredCandidateLetter.pdf

http://intranetapplications.barnsley.gov.uk/docs/humanresources/PreferredCandidateLetter.pdf



ad fared, i.e. encourage wn strengths and weaknesses

give

tify the key areas against the Employee Specification where the candidate performed eak areas and how this could be improved.

ore an offer of employment can be confirmed, there are a number of pre-employment

wever, offers of employment subject to contract can be ob Offers). 3.11 rising from the Warner Report, the Minimum Standards

ring Service Regulations (2002) and the Social Services Inspectorate reports on ’s Services, there are Additional Guidelines for Social Services Managers

• build a dialogue based upon how the candidate thought they hthe candidate to identify for themselves their o

• be positive and constructive in the feedback that you• feedback should cover all aspects of the candidate’s performance • give the candidate an idea of how to improve on their performance • iden

well and identify the w 3.11 Pre-Employment Checks

3.11.1 Bef checks that need to be made. Ho

made in certain circumstances. (See Conditional Offers section under J

.2 Additional Guidance for Social Services As a result of recommendations a

for Fosteldren Chi .

are undertaken on

s, you must d satisfactorily, 3.11 es to become ‘spent’ viction need not be

s working with children ore a job offer can

t have completed the es them to

which would normally be considered to be ‘spent’. ormally are not

e revealed as specified in the Rehabilitation of Offenders Act 1974

Following these guidelines will ensure that full and thorough checksthe credentials of any potential employees.

3.11.3 References In the event that you have not received references before the interview

ensure that it is received and scrutinised, and any concerns are resolvebefore the appointment is confirmed. See References section on page 28.

.4 Criminal Records Bureau (CRB) Checks The Rehabilitation of Offenders Act 1974 allows for certain offencafter a defined period has elapsed. According to the Act, a spent conrevealed to a potential employer: however, new applicants for post

or vulnerable adults are subject to a criminal record bureau check befbe made. All shortlisted applicants for these types of posts muscriminal record background section of the application form. This requirdisclose any criminal conviction

(Spent convictions are those that happened some time ago and n required to b ). See

: Employment of Ex-Offenders Policy also and Employing Ex-Offenders - Guidance

forwarded to the s and any

work with children or vulnerable adults. The CRB will disclose information at three levels: Basic, Standard and Enhanced Disclosure:

• Basic Disclosure will show all convictions that are not ‘spent’. (BMBC do not use these) • Standard Disclosure will show details of all recorded convictions, including ‘spent’

convictions plus details of any cautions, reprimands or warnings. They will also give information contained on the Government department lists

Once the preferred candidate has been selected, CRB forms will be CRB. The CRB will provide details regarding any criminal conviction information held by Government departments on people considered to be unsuitable to



police force records o checks on the Police National Computer and the lists held by the (DOH)

uired for particular posts are:

ol Governors only all school

• o carry out these checks so the el will obviously have to allow for this in planning the recruitment process.

• Enhanced Disclosure will involve an extra level of checks with local in addition tand the (DfES).

Examples of the type of disclosure req

• Standard Disclosure - Scho• Enhanced Disclosure - Social Workers, Care Workers, Caretakers, and

ed employees and all volunteers. bas The CRB will usually take between three and four weeks t

pan *Please see Rehabilitation of Offenders Act 1974 for further information.

3.11

Department of Health (DOH) holds the list for the Protection of Vulnerable Adults. in the recruitment file, the relevant

en identified by the 3.11

ion and Skills (DfES) holds the list for the Protection of s the names, dates of birth and teacher reference numbers

grounds of ed, the entry 3.11 eas Candidates

s verified that the andidate has worked

eas in the previous five years, where possible, we should obtain a ndidate’s criminal record from the relevant authority in that country. Not

ountries provide that service, so, in such cases, you should speak to the Human

r required checks, especially those of identity and qualifications, and to obtain references.

3.11 Where there are serious concerns about an applicant’s suitability to work with children, the Chair should contact the relevant Human Resources Advisor for advice on whether to report the facts to the police, and/or the DfES Children’s Safeguarding Operations Unit. 3.11.9 Medical Check No new appointments will be made without the employing manager completing an Exposure Profile for the post in question. This is contained in Part A of the

.5 Protection of Vulnerable Adults Checks (POVA)

The Human Resources will automatically send out, application form for posts requiring CRB Checks where this has be

manager. In the case of schools, all posts are liable to CRB Checks.

.6 Protection of Children Act (PoCA) and List 99 Checks The Department for Educat

ldren and List 99 contain Chiof people whose employment has been barred or restricted, either onmisconduct or on medical grounds. If a person's employment is restrictshows the types of employment in which he or she is permitted to work.

.7 Checks on Overs

CRB Checks, should be completed on staff from overseas unless it i candidate has not previously lived in the UK. In cases where the c

een resident overs or b check of the ca all c

Resources CRB Team.

Where a criminal record check is not possible, particular care must be taken with the othe satisfactory

.8 Serious Concerns



d to complete. You te and return nvelope, before an nt out with a

Pre-Employment Health Screening Questionnaire that you will neewill then send the Questionnaire to the preferred candidate to compledirectly to the Occupational Health Unit (OHU), using a pre-paid eoffer of appointment can be made. This Questionnaire should be se

Preferred Candidate Letter to save on time and postage. There are three stages, which the OH U may need to undertake before they can give

rance. This cle ranc

e 1 ng of the information provided by given on the same

ot, almost always within three working days.

e 2 ate for further

ical reports. This ke several weeks but the OHU staff will work as quickly as possible

e medically unfit, the offer of employment will be

due to Health and Safety requirements, the OHU may arrange pre-

ent and ongoing health surveillance appointments as a matter of course. This he timescale for providing clearance.

HU staff will be treated 3.12 3.12

sible for sending out the Offer Letter to the successful candidate, ough you can only send this when you have all the satisfactory checks. Once you

sking them to stage, you

health clearance. Job offers must not be made without medical cleaa e will be sent to the manager by email. g Clearance is given following paper screeni Sta

the candidate on the health declaration. This is usually day, but if n

Stag Clearance is given after the OH staff telephone the candidclarification.

Stage 3 Clearance is given (or refused) after the applicant is seen at the OHU by the OHU Doctor, or after the OHU have seen further med

may ta to gain clearance. If the successful candidate is found to b

withdrawn in writing.

For some posts, NB: employm may add to t Applicants should understand that all information requested by O

with the strictest confidence.

Job Offer

.1 The Offer Letter You are respon alth have decided on the successful candidate you need to write to them a complete the Pre-Employment Health Screening Questionnaire. At this should send a Preferred Candidate Letter, explaining to the candidate

preferred candidate. This may help to prevent them looking for anotheespecially important when you are recruiting to a shortage area e.g

.2 Conditional Offers

that they are the r job, which is . Social Work. 3.12

Very occasionally, there may be unavoidable delays, e.g. waiting for CRB Checks. In very exceptional circumstances, you may want the preferred candidate to start work pending satisfactory clearances. You can do this by sending a Subject to Contract Offer

Letter. Under no circumstances, must you send one of these letters until you receive medical clearance. The individual must not be allowed to work unsupervised with children or vulnerable adults until you have received satisfactory clearances. Whether or not you send a Subject to Contract Offer Letter, it is important to keep the candidate updated as to what is happening, and not just leave it until clearance is given. If you do not keep candidates informed you may well lose them to another employer.



ant documents to upport Unit (BSU) which will draw up a formal contract of employment.

and selection process must be available and accessible. The records must include the reasons for the decisions

as well as the CRE

ols where an external Human Resources provider is used, the provider should ard all documents to the BSU.

3.13

open a file for the post, containing all the material necessary to show ed the Code of Practice. They will ensure that a copy of the

rview Assessment Sheet

When you have all the satisfactory checks, you should send the relev the Business S 3.13 Keeping Records 3.13.1 Appropriate and accurate records for each stage of the recruitment

reached at each stage of the process. Both Internal Audit and Human Resources will randomly monitor these records for Service standardsstandards.

In scho forw

.2 The Chair

The Chair must

that the panel has follow Individual Inte , the Whole Panel Assessment Sheet and a Scoring Summary Sheet are completed and stored confidentially for both monitoring and

shortlisting grid ••

application forms •

nths after the post

se of a complaint. After 12 months the file must be destroyed as ompleted.

n Employment Tribunal, nt documentation will be used as evidence. It is essential that you are able to

ify your decision. Therefore all reasons for selection and non-selection must be

l candidates, must be Human Resources Recruitment Team for monitoring purposes.

3.13

lp you and can be adapted as necessary:

Exit Interview Questionnaire

legal purposes. In addition, the Chair will keep:

• the the reasons for not selecting candidates all the notes taken at interview • the records of any tests used and the scores for all tests.

It is important that the Chair keeps records for a minimum of 12 mo

been filled, in ca hasconfidential waste. The Chair is responsible for ensuring that the file is c In the event of a candidate submitting a discrimination claim to a

recruitme just available for scrutiny.

n relating to shortlisting and to the successful candidate, including a copy of All informatio the shortlisting grid and reasons for non-selection of unsuccessfu returned to the

.3 Documents

following documents are designed to he The

(for the employee who is leaving)

Shortlisting Grid Presentation Assessment Sheet (where candidates have been required to give a presentation) Individual Interview Assessment Sheets (one per panel member for each candidate) Scoring Summary Sheet Whole Panel Assessment Sheet (one for each candidate) Induction Checklist (for the newly appointed employee) Other forms that must be completed are:



Reference Request Forms (two for each shortlisted applicant) New Starter Form or Variation to Contract Form. Notification of New Employee or

Variation to Contract (Schools)

3.13 Line Manager/Directors will receive the monitoring summary for the vacancy with the

d outcomes of the recruitment advertising.

3.14 areer, regardless of into the job more -motivated, gh the whole ocess all over again! This wastes time and money and

fecting the workload and morale of the rest of your team. If you want your team to be fully productive and provide an effective service, it is

duction tailored to

ew employees and volunteers need individual needs of

lanning should

tion Programme

ive too much , understand and

probationary period reviews should

• any specific needs ance with the DDA

ember. also be made in relation to the duties of the

ch that the original ns with the

ffective working. • Include an initial Performance and Development Review within the programme.

The content and nature of the Induction process will vary according to the role and previous experience of the new employee or volunteer, but as far as safeguarding and promoting the welfare of children is concerned, the induction programme should include information about, and have written statements on:

• policies and procedures in relation to safeguarding and promoting welfare e.g. child protection, anti bullying, anti racism, physical intervention/restraint, intimate care, Internet safety and any local child protection /safeguarding procedures

.4 Advertising Analysis

costs an

uction 3.14 Ind

.1 Why is Induction so Critical? Starting a new job is one of the most significant points in anyone’s cprevious experience. A good induction can help a new starter settlequickly and effectively. Yet, if done badly, it can result in them being deunproductive or even leaving early. This leaves you having to go throurecruitment and selection pr

leaves you with a vacant post, af

vital that all new starters and volunteers have an effective, planned in the specific needs of the individual. 3.14.2 Good Practice for Effective Inductions

• Whilst there will be elements of Induction that all n(See Example Checklist) the Line Manager needs to consider the every new employee or volunteer

• Induction is the responsibility of the new employee’s Line Manager and pbegin well before their start date

• Involve both the team and the new employee in the design of the Inducby consulting and involving them before you finalise your plan

• When planning the timing of the induction, please remember not to ginformation all at once to the new employee. Give them time to absorbquestion what they have received

• If the employee is new to local government then theirbe included in the induction programme

Discussions need to take place with every new employee regardingthey may have and to review reasonable adjustments made in accord(if appropriate). You need to be flexible, and work with the new team mRemember, reasonable adjustments canpost; but not to the point where the nature of the job changes so mufocus of the appointment is lost. You should then hold regular discussioemployee to ensure that there are no barriers to e

http://test-intranet/intradoc/groups/public/documents/general/sap-notification-new-start.pdf



ed; and, relevant procedures e.g. disciplinary, performance in employment and whistle-

hould also include attendance at child protection training appropriate to

n page 44. However, it can be adapted to fit your (Induction Checklist

• how and with whom any concerns about those issues should be rais• other

blowing.

programme s Thethe person’s role.

A sample checklist is provided o Service and the new employee. )

3.15 Recruitment Complaints Procedure 3.15

external candidate, you should follow the

.1 External Candidates In the event of a complaint from an

Recruitment Complaints Procedure.

.2 Internal Candidates 3.15 If an internal candidate wishes to make a complaint about the recruitment process, they should use the Grievance Procedure. If the complaint is received before an appointment is made (i.e. before the formal offer of employment has been made), the recruitment process must be suspended until the complaint has reached a conclusion.



checklist to suit the particular job/employee in question.)

mp oyee Service/Section

Induction Checklist – Example (Please feel free to adapt this

Name of E l

Starting Date Before Starting Person

Responsible Date Completed

Ask if any special individual needs

Reasonable adjustments made Send welcome letter (where and when to report, wh re to epark etc.) Appropriate equipment/accommodation arranged

Network/email account set up

Arrange for security fob and ID Card

Ensure colleagues are aware of new starter

Seek a volunteer to act as Mentor to new starter

Book a place on Introduction to BMBC Course

Day One

Greet new employee on arrival

Complete Emergency Contacts Form

Give overview of section and its work

Explain organisation structure - give employee a co y p

Explain importance of job and where it fits in

Tour of work location plus layout plan with names

Introduce new employee to team and Mentor

Explain how to answer telephone

Show location of toilets/kitchen etc.

Explain working times and any cover arrangements

Time recording e.g. Time sheets or Flexitime System

Job Tickets

Tea/coffee facilities

Fire evacuation procedures/fire appliances

Any specific Health & Safety requirements

Smoking policy



PResponsible

Date Completed

uction Pack

First Two Weeks

erson

Provide Health & Safety Ind

Sickness absence - who to notify Explain computer systems, email and CouIntranet/Scho

ncil ols HR Document Store

Show where to find policies on Intranet/Schools HR

Document Store

Visit other relevant departments

Explain use of telephone system

Explain typing/photocopying/mail procedures

Explain how to book Annual/Flexi Leave

Explain any procedure manuals

Explain any relevant policies Awareness of Human Resources policies for newly ppointed

a

Supervisors/Managers

Ensure employee has a Health & Safety leaflet

Pay dates, deadlines, salary slip

Driving Licence/insurance check (if appropriate)

Introduce new starter to Senior Management

Explain work standards expected Explain condand Dignity at Work Policy)

uct expected (including Code of Condu t

c

Explain Probation and set review interview dates

Reinforce commitment to help with any problems

Inform of recognised T de Unions raExplain Corporate Equality Policy and Employee’s Responsibilities

Date Completed:

Line Manager’s Signature:

Employee’s Signature:



n at each stage in the cruitment and

selection procedures. However, you must follow the guidance in this Code of Practice and ion on page 41).

electronically e.g. adding your own criteria and questions. Word versions are available on the forms shown below are to give you an example of

tandard forms and must not be changed.

4.0 PROFORMAS AND POLICIES 4.1 Proformas The following forms have been designed so that you can record informatiorecruitment and selection process and should be used when completing all re

make sure that you keep the information required (see Keeping Records Sect Wherever possible the forms are available as Word documents so that you can use them

Human Resources Intranet site. Some of the how you can use them. These are s Application Forms: Standard, Teachers, CRB Disclosure Exit Questionnaire Job Description Employee Specification Shortlisting Grid Individual Interview Assessment Sheet

Assessment SheetExample Individual Interview tWhole Panel Assessment Shee

Scoring Summary Sheet Reference Request Form Recruitment Authorisation Form (R2R) New Starter Form (Orange) Variation to Contract Form (Green) Removal and Disturbance Allowances

http://test-intranet/intradoc/groups/public/documents/general/sap-variation-contract.pdf

http://test-intranet/intradoc/groups/public/documents/general/removal-and-disturb-policy.pdf

Last Revised May 2008 © Barnsley MBC 48

EXIT QUESTIONNAIRE

PERSONAL DETAILS

Name: of Birth:

Employee SAP Number:

Date

Department: Division/ Start Date (in School: Post):

Job Title: Grade:

Indicate your feelings about each item by ticking the most appropriate response.

1. How do you feel about these general items?

Entirelsatisfied

Satisfied Somewhat dissatisfied

Very much dissatisfie

d

Please add any comments here

y

Recruitment and Selection Code of Practice

a) The work you were doing

b) The responsibilities of your job

c) The importance of your work

d) Opportunity for advancement

e) Opportunity for personal development

f) Pay for job

g) Working Conditions

h) Training

i) Dignity and respect

2. How do you feel about the supervision you received?

a) Use of your abilities

b) Amount of assistance you received

c) Interest taken in you

d) Recognition of ideas and accomplishment

e) Fair and impartial treatment


ere the three most important factors that influenced you to leave? (in order of importance)

3. What w

4. Could anything more have been done to help you in your job

5. Which employer/job are you moving to?

6. Suggest changes?

Employee Signature Date Please return this questionnaire to the Assistant Chief Executive, Human Resources.


DIRECTORATE/DEPARTMENT: SERVICE AREA: SECTION:

JOB TITLE: JOB REFERENCE NO: GRADE: RESPONSIBLE TO: EMPLOYEE SUPERVISION: DATE AGREED: BY WHOM: Purpose of Post: Key Areas: Duties and Responsibilities: The Council is committed to safeguarding and promoting the welfare of children, young people and vulnerable adults and expects all staff and volunteers to share this commitment. Date Job Description Revised: By whom:

Jo b Description

BARNSLEY Metropolitan Borough Council


Qs A Level alence Academic Route General Vocational

Route Traditional Vocational Route

Occupational Route

Guidance on Qualifications/Experience NVQs, GNV , GCSEs and Levels: s of Equiv

BTEC HNC & BTEC HND

NVQ 4 Degree GNVQ 4

ls

s A/B

GN

Distinction 2 A LeveGrade

Advanced VQ

2 A Levels Grade C

Advanced GNVQ Merit

2 A Levels Grades D/E

Advanced GNVQ Pass

BTEC NC & BTEC ND

NVQ 3

4 GCSEs

es A* to C

Intermediate GNVQ

BTEC FC & BTEC FD

NVQ 2 Grad

4 GCSEs Grades D to G

Foundation GNVQ NVQ 1

Notes

ns provide an alternative progression route through to higher education or employment. They assess underpinning skills and

NVQ National Vocational Qualification NVQs are based on national standards and are achieved via work based assessment of competence in a specific vocational area.

BTEC HNC & D Business and Technology Education Council Higher National

Certificate and Diploma BTEC NC & D Business and Technology Education Council National Certificate

and Diploma

GNVQ General National Vocational Qualification These qualificatio

knowledge within a broad vocational area.


BTEC FC & D siness and Technology Education Council First Certificate and

GCSE In 1994, a new starred A (*) grade was introduced to denote students

ing the highest standard.

AS Advanced mentary

This qualification consists of half the teaching and study time of a GCSE the same standard of work. Therefore 1 AS is

equivalent to ½ an ‘A’ Level.

Qualifications no longer available for study

CSE GCSE Grade C or

GCE ‘O’ Level ficate in Education at Ordinary Level

7 grades were 1 to 9 where 1 – 6 were passes. h des changed from numerical to alphabetical to broaden

rade e changes which combined some numerical grades were

1 and 2 → A

de 9 → Failure.

2 to 5. The A to C grades are equivalent to GCSE Grades A to C and grades 2 to 5 were equivalent to CSE Grades.

Certificate in Extended Education nt to GCSE Grade C

or above. Foreign Qualifications: For information on qualifications from other countries please contact your Human Resources Advisor. Professional qualifications have not been included in this comparison exercise because of their diversity. If an application form contains a qualification that is not on this list, contact your Directorate Human Resources Advisor.

BuDiploma These are equivalent to four GCSEs at grades A to C.

General Certificate in Secondary Education

achiev

Other Current Qualifications

Supple

‘A’ Level and requires

Certificate in Secondary Education Grades of 1 to 5, where CSE Grade 1 is equivalent to above.

General CertiUp to 19 4 theIn 1975 t e grathe g s. Thas follows:- GradesGrades 3 and 4 → B Grades 5 and 6 → C Grade 7 → D Grade 8 → E Gra

16 + Sixteen Plus Grades were A to C then

CEE

Grades were numerical with Grade 1 being equivale


ADMINISTRATIVE POSTS (Not Secretarial/Word processing)

n up to take account of a persons’ experience, where they do not have the minimum formal qualifications. It should be used when drawing up Employee Specifications for Scale 1 and

u lifications nce

ENTRY REQUIREMENTS FOR CLERICAL AND

QUALIFICATIONS AND/OR EXPERIENCE This table has been draw

Scale 2 posts.

Q a Experie Grade Essential Desirable Essential Desirable

Sc1 (A-C)

II/ BTEC First Cert. in appropriate subject*1 or equivalent

POSSESSING

Minimum of 2 yrs. clerical/admin. work*2

months of clerical/admin. Work (this does not apply to Junior Entrants posts)

4 GCSEor NVQ

OR

FOR THOSE NOT

QUALIFICATIONS

Minimum of 6

Sc2

As above Vocational

qualification at NVQ III or BTEC National Cert. level in appropriate subject*1

*2

FOR THOSE NOT

ONS

Minimum of 3 yrs.*2 of clerical/admin. work

AND

Minimum of 1 yrs. of clerical/admin.

work

OR POSSESSINGQUALIFICATI

*1 Subject areas – in field of business studies or administration *2 Time on Training Schemes, e.g. YT or ET or a Modern Apprenticeship should count


EMPLOYEE SPECIFICATION The Council is committed to safeguarding and promoting the welfare of children, young people and vulnerable adults and expects all staff and volunteers to share this

ssed in relation to the umbers of applicants

sponsibility to remove any

he application form. As part of the DDA, we are committed to making reasonable adjustments, wherever possible and it would help us to know n order to do this.

commitment. When filling in the application form, please demonstrate with clear, concise examples how you meet the requirements of the post. You will be asseEssential and Minor criteria. Please bear in mind that you must possess the Essential Criteria on day 1 to be able to do the job. If there are large nfor the post then all of the criteria will be used for shortlisting. Under the Disability Discrimination Act (DDA), we recognise and welcome our rebarriers in our recruitment and selection process. We have tried to assess this in our Job Description and Employee Specification, however if you feel that there are barriers, please tell us in tyour needs i

Post Title Directorate/School Grade/Scale

Criteria No

Attributes Criteria How Identified (either Application Form or Interview)

Rank (Essential/Minor)

Relevant Experience

Education and Training Attainments

General and Spe al ciKnowledge

Skills and Abilitie s

Additional Factors

In compiling this, please refer to the Section ‘Review Job Description and Employee Specification’ in the Recruitment and Selection Code of Practice.


SHORTLISTING GRID

Job Title: Grade/Scale: Location: Directorate /Dept:

plicant Numb

Essential Criteria (Identify weighted criteria with *)

Aper

NOTE: Onlthe Application Form.

y list criteria to be measured from

1 2 3 4 5 6 7 8

Criteria… Criteria…

Criteria…

Criteria…

Criteria…


Criteria…

Minor Criteria Criteria…

Criteria…

Criteria… Shortlisted = Not Shortlisted = x Code For Not Shortlisting Reasons for not shortlisting: S1 Insufficient evidence against the Essential Criteria

Application was either: a) too late, b) withdrawn or c) not made available even after a given timescale S2 Insufficient evidence against the Minor Criteria (for volume shortlist) S3 S4 Applicant ineligible to apply e.g. GOQ or a legislative requirement Example Form: You can adapt a Word Version of this form to suit your own requirements. However, you must keep records against all the requirements (see pages 22 – 24). Please note: circumstances are very limited where the law allows you to discriminate in favour of one sex or group. A Genuine Occupational Requirement can only be claimed in relation to physiology (excluding physical strength or stamina) privacy and decency, certain work in a private home, single-sex accommodation, single-sex establishments, personal welfare or education services, jobs outside the United Kingdom. You should contact your Directorate HR Advisor if you need more information.


Example Form (the assessment factors should be amended to suit your criteria)

Presentation Assessment - (Job Title)

Criteria (from the Employee Specification) e.g. ability to present information by giving formal

presentations.

Name of Candidate:

F t r Score ac o

Structure

ntation include a clear introduction, ain body and conclusion?

tructured into sectio s/sub-

• Did the prese m

• Was the main body logically ssections, or ad hoc?

n

Content

• Was the content relevant to the subject?

• Was the subject tailored to the audience?

• Were practical examples included?

Presentation

• Interaction with all Panel Members?

Visual aids

id these enhance Panel’s understanding or serve to

produce?

errors.

• Dconfuse or complicate?

• How many of the visual aids did the candidate personally

• Were they clear/neat? e.g. Amount of text, fonts, colours

Time • Excellent

• Poor

(Ten minute presentation) • Satisfactory

Total Score

Scoring: 1 – 5 for each factor NOTE: This scoring system is only designed to help score the presentation. When completing the Candidate Scoring Sheet you need to convert this to the Assessment Scoring System. i.e. A score of 0, 1, 2, 3 or 4 for the relevant criterion. Please indicate if you have made any reasonable adjustments/special arrangements for the candidate.


Individual Interview Assessment Sheet

Job Title: : Candidate’s Name: Date of Interview ESSENTIAL CRITERIA

Relevant Experience - Criteria No… SCORE:

Evidence Required Questions Notes

raining Attainments - Criter SCORE:

Education and T ia No… Evidence Required Questions Notes

General and Special Knowledge - Criteria No… SCORE:



SCORE: Skills and Abilities - Criteria No…


Additional Factors - Criteria No… SCORE: Evidence Required Questions Notes

MINOR CRITERIA

Relevant Experience - Criteria No… SCORE:


All panel members should complete an individual sheet for each candidate and sign it. At the end of the process an agreed summary of the candidate’s performance will be completed by the panel and signed by the Chair. (See Whole Panel Interview Summary Sheet.)

Panel Member Signed


Example of how to use the Individual Interview Assessment Sheet

Individual Interview Assessment Sheet

Job Title: Clerical Officer 16 October 2005 John Smith Date of Interview: Candidate’s Name: ESSENTIAL CRITERIA

Relevant Experience - Criteria No 1 Relevant clerical experience i.e. filing, photocopying and inputting data on to a SCORE: 3

computer.


* Has used variety of filing systems e.g

ystes e.

le sided, A3, booklets can use ediges and replac

Describe your experience of filing

v

e

you have ever had to do? What difficulties

them?

Daily use of A/N and Alphabetic systems – 1

tabase 2+ hours/day. manual system.

plex long docs (over 100 pages) on a daily basis – back to back coloured section inserts – knows about editing (mask and trim).

. numerical, alphabetical, A/N and computerised filing i.e. database. * Has set a new filing system or overhauled/improved an existing s* Can produce complex photocopiedoub

m. g. t e

What types of filing systems haused? Do you use a photocopier? If ythe most complicated photocopying task

facility, can clear blockatoner. did you have? How did you overcome

.

e you

s, what is

Inputs and extracts data from a daHas not set up or overhauled a Photocopies com

hour/day.

ia No 2 ies, bo hone. SCORE: 4 Relevant Experience - Criter Experience of dealing with quer th face to face and over the telep


* Deals/has dealt with customers. Practices the principles of good custom r care e.g. polite, patient, stays calm, listens and doesn’t interrupt, empathises, knows how to transfer a call. Sorts problems without passing them up.

ngs customers? What is the most difficult situatioever had to deal with, with a custWhat did you do?

olite, s the customers needs.

sk. Stayed calm, didn’t interrupt, used customers name. Explained that he wanted to help. Took control and made notes. Mentioned a number of situations. Obviously has wide experience – doesn’t need to pass problems up.

eHow often do you have deali with

n you have omer?

Comes over as being very efficient, pknowledgeable, understandHad irate customer at reception de


Scoring Summary Sheet (to be completed by the Chair of the panel)

Job Title: _______

Candidate

____________________________________________ Date: ____________

No. or Name

Criteria W

eigh

ting

Have checked their right to work in the UK

Essential

Totals - Minor

-

- - - - -

Totals -

Panel Members: Chair’s Signature: Date: See overleaf for Scoring System and Interviewing Codes


W gs

Weightings must have been determined and agreed before the post is advertised.

mee the c ed

2 Evidence was relevant and showed some knowledge and understanding owledge and understanding

owledge and understanding NOTE: When scoring on this sheet please make sure that you include, in your score of 0 to 4, the

ny tests and/or presentations. W u should multiply the candidate’s score for that criterion by 2.

inadequate across the

demonstrate sufficient knowledge or skills for the post

Int. 4 Candidate did not demonstrate the interpersonal skills required for the post Int. 5 Candidate withdrew, or was not available on given dates Int. 6 Satisfactory however, another candidate scored higher Int. 7 Candidate offered post Int. 8 Other reason, please specify e.g. not eligible to work in the UK

eightin

Assessment Scoring System

s no0. Doe t t riterion Showed no evidence of the skill/experience/ability requir1. Barely Adequate Evidence only had some relevance

. Adequate 3. Good Evidence answered the question and showed kn4. Excellent Evidence demonstrated an in-depth kn

evidence gathered from aith weighted criteria yo

Interviewing Codes

depth or wereInt. 1 Candidate’s responses were irrelevant/lacked range of criteria being tested Int. 2 Candidate did notInt. 3 Candidate did not demonstrate sufficient experience for the job


Whole Panel Assessment Sheet

: Job Title: Candidate’s Name: Total score:

Date of Interview

Panel Members:

ce of the candidate as measured against the criteria. This information will both provide a record of the selection process and a tool for feedback. Please provide a consensus view from the panel on the performan

Consensus of comments based upon criteria and questions:

Selected Yes/No

Reasons (code and reasons)

Please use this sheet to give any feedback as and when requested by candidates who were interviewed and were not successful, as well as the individual who was successful. Signed (Chair): _____________________________________


REFERENCE REQUEST FORM

u should complete each

omission and that any relevant factual content of this reference may be e applicant.

licant:

The person named below has given your name as a referee for the following position. Yosection of this form as fully as possible. Please be aware that the reference must be accurate and must not contain any material misstatement or discussed with th

Name of App

For the post of:

Your Name:

erence): Your Job Title (please give this, even if the reference you are giving is a Non-Employment Ref

Employment Referees: if the above named person has been employed by you, please complete Sections 1 and 3.

their referee in a personal capacity

Non-Employment Referees: if the above named person has named you asplease complete Sections 2 and 3.

Section 1 Employment Record a) Date of employment with you: From To b) Their Job Title: c) Current or final salary:

d) In what capacity have you known this individual and/or worked with them and for how long?

ces during the last 2 years (if applicable) in the table below:

e) Please detail the person’s sickness absen

Dates No of Days

f) Over the last 12 months, whilst this individual is/was in employment with you, was s/he ever subject to any investigations, or disciplinary procedures? YES/NO

h) If the individual is currently employed with children, or vulnerable adults on either a paid or a voluntary basis, or has been in the past, please list any disciplinary penalties that are time expired.

e and why? g) If YES, please indicate the circumstances. What was the outcom


Protection of Vulnerable ny allegations or

that relate to children, young people or vulnerable adults. Please give the outcome of any referrals or allegations.

i) Where relevant, please detail any referrals to the Protection of Children Act 1999, the Adults (where applicable) and/or the DfES Children’s Safeguarding Operations Unit of a concerns that have been raised

Please use additional sheets if necessary.

Section 2 Non-employers (for a Non-Employment Reference) a) How long have you known this person? b) What is your relationship to the person? Section 3 Performance required for job

Please read the attached Job Description and Employee Specification and answer the following questions.

Relevant Experience What relevant experience has this person in relation to the post they have applied for?


and/or qualifications has this person achieved that are relevant or appropriate to the job applied for? Please specify.

Education and Training What specific training,

Special Knowledge and Skills What specific skills or knowledge, does this person have which may be directly relevant to this job?

Overall Ability Are you satisfied that the person has the ability and is suitable to undertake the post?

please give details of your specific concerns and the reasons why you believe the person might be

YES/NO If ‘No’,unsuitable.

Suitability (For those applying to work with Children and/or Vulnerable Adults) Are you completely satisfied that this person is suitable for working with children and/or vulnerable adults?

specific concerns and the reasons why you believe the person might be unsuitable.

YES/NO If ‘No’, please give details of your

Will the individual receive a copy of this reference from you or will they be made aware of its content? YES/NO If NO would you have any objection if its contents (if appropriate to the job) are raised during the interview? YES/NO Signed…………………………………………..…….. Date………..……………….…………. Thank you for your help.



4.14 Policies

lection process. n this Code of Practice and already have hyperlinks.

links are given below:

There are a number of policies which are relevant to the recruitment and seSome of these policies are mentioned iHowever, for ease, directCouncil Complaints Procedure Re-Deployment and Protection Procedure Code of Conduct Corporate Equalities Policy Employment of Ex-Offenders Policy (incorporating Rehabilitation of Offenders Act 1974) Employment of Ex-Offenders – Guidance Grievance Procedure

ons/ExperienceGuidance on Qualificati pletion of Recruitment DocumentationGuidance for Managers for Com

Job Share Scheme National Interpreting Service Preventing Illegal Working – Guidance

ist 1Preventing Illegal Working – L t 2Preventing Illegal Working – Lis

ts – List AProof of Identity Documen Proof of Identity Documents – List B

nt Complaints Procedure Recruitme Removal and Disturbance Allowances 5.0 TEXT quality Policy

LEGAL CON The Council’s Corporate E covers all forms of discrimination including Age

e policy and the current legislation.

itment and selection process and must be Disability Discrimination Act 1995 Sex Discrimination (Gender Reassignment) Regulations 1999 Race Relations (Amendment) Act 2000 Disability Discrimination Amendment Regulations 2003 Employment Equality (Sexual Orientation) Regulations 2003 Employment Equality (Religion or Belief) Regulations 2003 Disability Discrimination Act 2005 Employment Equality (Sex Discrimination) Regulations 2005 Employment Equality (Age) Regulations 2006 Immigration, Asylum and Nationality Act 2006

Discrimination. It is your responsibility to follow th

The following legislation applies to the recrutaken into consideration at all stages: Equal Pay Act 1970 Sex Discrimination Act 1975 Race Relations Act 1976

http://test-intranet/intradoc/groups/public/documents/general/equal-diverse.pdf


http://test-intranet/intradoc/groups/public/documents/general/employment-ex-offenders-guide.pdf

http://intranetapplications.barnsley.gov.uk/docs/humanresources/http:/test-intranet/intradoc/groups/public/documents/general/grievance-appeals-procedure.pdf

http://test-intranet/intradoc/groups/public/documents/general/guide-completion-recruit-docs.pdf

http://test-intranet/intradoc/groups/public/documents/general/job-share-scheme.pdf


http://bmbc-online/intranet/departments/human-resources/index.asp?Page=Section&Section=26#PreventingIllegalWorking

http://test-intranet/intradoc/groups/public/documents/general/piw-list-1.pdf

http://test-intranet/intradoc/groups/public/documents/general/piw-proof-identity-list-a.pdf

http://test-intranet/intradoc/groups/public/documents/general/piw-proof-identity-list-b.pdf

http://test-intranet/intradoc/groups/public/documents/general/removal-and-disturb-policy.pdf



ruiters Responsibilities under the Sex Discrimination Legislation tus. This means criminate against a

on based on their gender or marital status, or have a disproportionate effect on a

(CRE) - Auditing tionality or ethnic

eans that you must not apply any conditions to a job that would directly ationality or ethnic origin, or

5.3 ts

n a person’s mployment. One fered includes various requirements for employers to make what

cular circumstances, to remove the disadvantage faced by a

able adjustments might be required before te starts work. Examples are:

• this does not or the other

••

ve list, and it remains the responsibility of the Service recruiting to

. 5.3.3 Discrimination means treating a disabled person less favourably, for a reason that relates to their disability, which cannot be justified. Less favourable treatment can only be justified if it is both Material to the particular case and Substantial. (Substantial meaning more than minor or trivial). An example of this would be: Rejecting a candidate who uses a wheelchair for the post of Pest Controller, would be justified discrimination, because going up into a loft would be both a material and substantive part of the job, which the individual would not be able to carry out.

5.1 Rec You are not allowed to discriminate on the grounds of sex or marital stathat you must not apply any conditions to a job that would directly dis

pers person based on their gender or marital status. 5.2 Recruiters Responsibilities under the Race Relations Legislation

For Equality You are not allowed to discriminate on the grounds of colour, race, na

origin. This m discriminate against a person based on their colour, race, n

e a disproportionate effect on a person because of their colour, race, nationality or hav ethnic origin.

Recruiters Responsibilities under the Disability Discrimination Ac

5.3.1 As a recruiter, you should concentrate on a person’s ability rather tha

disability. This Act protects people from discrimination in the field of epart of the protection of

are known as ‘Reasonable Adjustments’.

easonable Adjustment’ is an adjustment which the employer could reasonably be 5.3.2 A ‘R expected to make in parti potential disabled employee.

In relation to recruitment and selection, reasonthe interview or before the successful candida

• making adjustments to premises allocating some of the disabled persons duties to another person (where

change the nature of the job being done and is not an additional duty fon) pers

• acquiring new equipment or modifying existing equipment modifying procedures for testing or assessing candidates providing a reader, Interpreter, Support Worker.

This is not an exhausti

try and ensure equality by thinking of all the reasonable adjustments that might have to be made and asking when you send out the preferred candidate letter



5.3. st a disabled person in ed employment or by

oyment.

5.3. ith a sical or mental impairment which has a substantial and long term adverse

individuals decide for uch for us, as a reasonable

5.3. ication form to you in

mation in Braille, Audio and maybe ent that this takes place, you, as the recruitment panel, need

e prepared to assess this information alongside those individuals who have same degree of

nt to tell you much sure, please m. Check out if

l barriers identified that you need to address. nts that need to

r an individual before making a job offer. If there are issues that need ires, the Occupational Health Unit will see

what reasonable adjustments can be made for any ct the

ision.

ting the Disabled Candidate at Interview If a candidate has a hearing impairment, please ensure that a signer is present if appropriate. If there are any tests, you may need to give disabled candidates extra time (proportionally) so that they can compete equally. The timing of the test for any disabled candidates needs to be thought through, as some disabled people cannot perform at their maximum first thing in the morning. Please be aware that people from other minority groups may have special requirements.

4 Unlawful Discrimination is where an employer discriminates againthe arrangements made for determining who should be offer

refusing to offer or deliberately not offering a disabled person empl

5 The Disability Discrimination Act defines a disabled person as: “Someone w phy

effect on their ability to carry out normal day to day activities”.

her than us defining the nature of the disability, it is better to let Ratthemselves what is the nature of their disability, and as s

employer, to try and ensure that we make reasonable adjustments as appropriate. In relation to the recruitment process you should ensure the following:

6 Gathering Information from Disabled Applicants

You need to be prepared to accept information provided on the applnon-traditional formats. These might include infor

even video tape. In the ev to b

submitted the traditional application forms. Do bear in mind that theassessment will be applied across the board for all applicants.

essing Disabled Applicants 5.3.7 Ass Check the applications carefully, as individuals will not always waabout their disability. If there is some indication of this and you are uncontact the individual concerned and check out the information with the

e are any potentia ther It is your responsibility as a recruiter to identify any reasonable adjustme

be made fo following up from Medical Questionna

didates and in particular address candisabled applicants they see. If you feel that no reasonable adjustments can be made, you must contaOccupational Health Unit to seek further advice. You should then record and justify your

dec

5.3.8 Tes



cceptable Questions ’s sex, marital gender identity, or ity, is likely to be illegal. The Council is only interested in appointing the right person for the job and these sorts of questions have no bearing on a person’s ability to do a job.

5.3.9 Una Any questioning in an interview which has any bearing on the candidatestatus, colour, race, nationality, ethnic background, sexual orientation,age, as well as disabil


6.

pointed by embers. Although the processes involved are somewhat different to other

The following flow

SENIOR MANAGEMENT APPOINTMENTS 6.1 Appointments made by Elected Members The Chief Executive, Executive Directors and Assistant Chief Executives are apElected Mappointments covered in this Code of Practice, the principles of fairness and consistency remain the same.

chart shows the main steps involved.

A Vacancy Arises


Job Description and Employee Specification

Agreed

Review the

Approval to Recruit

Vacancy

Technical Interviews

Shortlist Agreed

Interview

Decision/Choice

Medical Check/CRB Checks

Job Offer

Induction

References

Keeping Records

Equalities Monitoring

Appoint Recruitment Consultant Appoint Panel

Long-list Agreed Advertise/Executive

Search



e Chief Executive, d in accordance

ee: Overview and Main

With the following exceptions and points of clarification, the appointment of ththe Executive Directors and the Assistant Chief Executives shall be conductewith the Standing Orders of the Council and this Code of Practice. (SProvisions of the Council Constitution, Section 11 – Arrangements for Senior Officer Appointments).

All Elected Members participating in Appointment Panels must hav 6.1.1 e undergone training

th the Standing

cluding the most

.3 oyee Specification el.

.4ust ensure that

s under the

6.1.5 ee who meets the mended long-list.

The panel will then agree the long-list and the Recruitment Consultants will carry out required. They

idates, with reasons for selection and e recommended

candidates.

6.1.6 r panel members he process to be followed at the final interview stage.

6.1.7 e interviewing

6.1.8 ssues of process, viewing Preparation

6.1.9 At interview, Panel Members will score each candidate using the Individual Interview

in selection techniques. The constitution of the panel should comply wiOrders of the Council (Appendix M of the Constitution Section 16 paragraphs I - 4).

6.1.2 Democratic Services shall select the recruitment and selection panel, inappropriate Elected Members.

6.1 The appropriate Senior Officer will draft the Job Description and Empland agree it with the Chair and Vice Chair of the appointment pan

6.1 Recruitment Consultants may be used to handle the full recruitment process. Where Recruitment Consultants are used, the commissioning Senior Officer mits practices are consistent with the Council’s duties and responsibilitiestatutory requirements laid down by the CRE Code of Practice.

The Recruitment Consultants will usually screen applications first, to sessential criteria. These are then put forward to the panel as a recom

extended technical interviews and other assessments of candidates as will then present a recommended shortlist of candnon-selection, to the appointment panel. The panel will consider thshortlist, and the process by which it was drawn up, and shall then agree a shortlist of

The most appropriate Senior Officer will lead a discussion with the othe

to agree t

The appointment panel will be fully briefed by the Senior Officer befortakes place.

At the interview stage, Human Resources will brief the panel on any icheck relevant documents and take copies of certificates. Ref: Interpage 29 - 30.

Assessment Form – Elected Members. At the conclusion of the interviews the Senior Officer will provide comments on the performance of each candidate and a discussion will take place on the merits of the candidates: the Chief Officer may take part in the discussion, but not in the decision. The panel members will then agree a panel score for each candidate, which the Borough Secretary’s Representative will record. Each panel members’ scoring sheet and notes will be collected by a Human Resources Advisor to be retained by the Assistant Chief Executive, Human Resources.



6.1.1 re are two score and one of the two candidates is disabled,

ecord keeping.

6.1.1 Appointment panels will be advised by the Assistant Chief Executive, Human

6.1.13 ation about the Notification of

0 In accordance with the Code of Practice, in circumstances where thecandidates remaining with the samethen the disabled candidate will be appointed.

6.1.11 The Chief Officer is responsible for equalities monitoring and r

2Resources, or the relevant Human Resources Manager as appropriate. Once a candidate has been selected, the relevant Chief Officer must consult Cabinet Members before making an offer of appointment. S/he must pass informsuccessful candidate to the Assistant Director Cabinet Support using the Decision of Appointment Panel form. The Assistant Director Cabinet Support will then consult Cabinet Members who will have three days to lodge any objections. By 5.00 pm on the third day, the Assistant Director Cabinet Support will advise the Chief Officer

can be confirmed. Any objections will be dealt with in accordance with Arrangements whether any objections have been received. If there are no objections, the appointment

for Notification of Appointments made by Member Panels. In the case of Assistant Director appointments, the procedure at 6.1.13 must be adopted.

http://test-intranet/intradoc/groups/public/documents/general/arrmts-notification-appts-em.pdf




Example Form: You can adapt a Word Version of this form to suit your own requirements. However, you must keep recorequirements on page

rds against all the 39.

Individual Interview Assessment Form – Elected Members

Job Title: : Candidate’s Name: Date of Interview ESSENTIAL CRITERIA

nce - Criteria No… SCORE:

Relevant Experie


Education and Training Attainments - Criteria No… SCORE:


General and Special Knowledge - Criteria No… SCORE:



SCORE: Skills and Abilities - Criteria No…


Additional Factors - Criteria No… SCORE:


MINOR CRITERIA Relevant Experience - Criteria No… SCORE:


mbers should complete a dual form for each candidate and sign it. At the end of the process an agreed summary

of the candidate’s performance will be eted by the panel and signed by the Chair. (See Whole Panel Assessment Sheet.) All panel me n indivi

compl

Panel Member Signed

stem Interview Assessment Scoring Sy0. Does not meet the criterion Showed no evidence of the skill/experience/ability required

3. Good Evidence answered the question and showed knowledge and understanding 4. Excellent Evidence demonstrated an in-depth knowledge and understanding NOTE: When scoring on this sheet please make sure that you include, in your score of 0 to 4, the evidence gathered from any tests and/or presentations. With weighted criteria you should multiply the candidate’s score for that criterion by 2.

1. Barely Adequate Evidence only had some relevance 2. Adequate Evidence was relevant and showed some knowledge and understanding



7. CHECKLIST

the recruitment and selection process. It is not an exhaustive list so please feel free to add any items you think

Please note that there is a separate Social Services Checklist

This should be used as a working document by the Line Manager who initiates

would help.

that should be used for

DA E COMPLETED( )

posts in that area.

TASK T

Before Interviews

Check Job Description is reviewed and up to date

Inform HR if Major Changes to Job Descriptio n

Check Employee Specification is reviewed and up to date

Select Panel

Appoint Chair of Panel

Agree Evidence Required

Check for At-Risk Employees

Shortlisting Grid – send completed copy to HR

Applicant Information Pack

Check Equalities Statistics for previous 12 mo ths n

Consider Positive Action

Advert to HR (non Schools)

Advert Published and Name of Publication

Closing Date

Shortlisting – scrutinise applications, check for discrepancies, anomalies and gaps

Interview Timetable and send Interview Letters

Send for References

Agree Tests (where relevant)

Agree Questions – including those to explore any discrepancies, anomalies and gaps identified

Special Requirements for Candidates

Arrange Room and Chaperone

Equipment Required e.g. flipchart, projector etc.



DA E COMPLETED( ) TASK T

Interviews

Photocopy Original Documents on the Day - Qualifications - NI - Passport/Driving Licence - CRB form

Confirm Identity and Qualifications by scrutini ng sioriginal documents

Deal with any Expenses

Complete Individual Interview Assessment Fo s rm

After Interviews

Complete Whole Panel Assessment Sheet

Monitor Effectiveness of Advert

Preferred Candidate

Approve References

Send Pre-Employment Health Screening Questionnaire to Preferred Candidate

Inform BSU and send New Starter Documents

Courtesy Letter to Unsuccessful Candidates

Clearance Occupational Health (approx.) 3 days

CRB (approx.) 3 weeks

Offer Letter Sent

Offer Accepted

Start Date Agreed

Arrange Confidential Filing of All Records