Recruitment, Promotion and Staff Development

Transcription

1 Recruitment, Promotion and Staff Development Version: 18b Ratified by: Governance Committee Date ratified: February, 2008 Name of author: Linda Burton Name of sponsor: Alan Farmer Date issued: February, 2008 Review date: February, 2010 Name of reviewer: Governance Committee Target audience: All Staff of PAH Signed: Chris Pocklington, Chief Executive Signed:. Chris Matthews, Chair Governance Committee

2 Contents Paragraph 1 Policy statement 2 2 Job and person specifications 2 3 Knowledge and skills framework 2 4 Selection 3 5 Seeking applicants 3 6 Forms of application 3 7 Selection decision 3 8 Selection processes and tools 3 9 Promotion to a higher pay band 4 10 Secondments 4 11 Temporary movement to a higher pay band 4 12 Temporary staff and volunteers 4 13 Positive action 5 14 Training and development 5 15 Monitoring and review 5 Page Appendices 1 Job description 1a 1b Guidelines on how to write a job description Guidance on how to complete a KSF outline 2 Person specification 3 Effort questionnaire 4 Advertisement request form 5a 5b Guidance notes for managers on the recruitment of ex-offenders CRB disclosure 6 Interview checklist 7 Shortlisting form 8 Interview questions scorecard 9 Invitation to interview letter 10 Procedure for obtaining references 11 Reference request letter 12 Reference request form 13 Employing workers from abroad

3 Paragraph 14 Provisional offer letter Page 15 Regret letter 16 Unsatisfactory references letter 17a Confirmation of appointment new staff to the Trust 17b Confirmation of appointment existing Trust staff 18 Contract 18a Guidelines for completing contract 19 Probationary period guidelines 19a 19b 19c 19d Probationary review assessment form Probationary period confirmation letter Probationary period extension letter Probationary period termination letter 20 KSF gateway policy 21 Exceptional pay progression policy 22 Uniform request 23 New accommodation nomination form 24 Car parking request form 25 Request for ID badge 26 Course booking form 27 Induction checklist 28 Equal opportunities monitoring form 29 Working for another employer additional employment form 30 Procedure for checking registration/qualification details 30a Contacts for checking registration details

4 RECRUITMENT, PROMOTION AND STAFF DEVELOPMENT 1 POLICY STATEMENT It is consistent with the delivery of the highest quality healthcare that all NHS employers have a fair and non-discriminatory system for the recruitment, development and promotion of its staff. The Princess Alexandra Hospital NHS Trust is committed to operating fair and open recruitment procedures and ensuring that those members of staff who have a responsibility for recruitment are suitably trained for their role. Recruitment and promotion procedures will be regularly monitored and improvements made as necessary to enable planning of potential positive action initiatives for underrepresented groups. Equality of access to opportunities for the development of skills will be actively promoted for all staff regardless of hours worked or any other non-standard worker. Recruitment agencies used for finding permanent or temporary staff will be informed of this agreement and be expected to follow fair and objective selection procedures. They should also be informed that their performance will be monitored in line with local arrangements. 2 JOB AND PERSON SPECIFICATIONS Before any decision is made to advertise a job, Managers must have assessed that a real vacancy exists and are clear about the requirements of the job. Opportunities for flexibility, in accordance with Section 34 of the Terms and Conditions Handbook, and the Trust s Flexible Working policy, should be assessed and acted upon in order to attract as talented a group of applicants as possible without needless conditions being applied. Each job must have a written job description; person specification and a Knowledge and Skills Framework (KSF) outline that are relevant to the requirements of the job. These must be reviewed each time a vacancy occurs to ensure they remain relevant, and are flexible including making reasonable adjustments should people with disabilities apply. The job description; person specification and KSF outline will also be reviewed annually at the post holders PRDP. Person specifications should outline the genuine minimum requirement and, where appropriate any Genuine Occupational Qualification s (GOQ) necessary for the job to be done effectively. Emphasis should be placed on quality, rather than length of experience, and consideration should be given to experience gained outside paid employment. 3 KNOWLEDGE AND SKILLS FRAMEWORK (KSF) All NHS posts will be required to have a KSF outline detailing the required level of competency for that post. The KSF forms a link between what the Trust needs to deliver effective services and how individuals need to apply their knowledge and skills to deliver those services.

5 The outline must be relevant to the tasks and responsibilities for each post. There will be a subset of the post outline that will be used at the foundation gateway, which is one year following appointment. The KSF will be reviewed in accordance with the Trust PRDP policy. 4 SELECTION Selection should always be a competitive process except where a member of staff is being re-deployed to accommodate their disability, health needs, maternity, training or other similar situation. All applicants, where they request it, are entitled to know the reasons why their application has been unsuccessful. 5 SEEKING APPLICANTS All jobs must be advertised except where there is a redundancy exercise in progress. Advertisements must be designed and placed to attract as wide a group of suitably qualified applicants as possible. Where recruitment agencies are involved they will be made aware of the requirements of this agreement and given clear instructions regarding the Trust s policies. Advertisements will be expressed in clear language and available in a variety of formats. Further information will also be available in large print, and advice given to applicants should be consistent and without bias. 6 FORMS OF APPLICATION The Trust s application forms are used for all posts and request only that information which is essential to making an informed decision. Where written applications restrict the diversity of the applicants, and provided written skills are not an essential requirement of the post, other methods may be used. However, a form of written record must still be gained and retained on the person s personal file. 7 SELECTION DECISION Everyone involved in selection is trained in undertaking fair and objective recruitment, by attendance at the Trust s Recruitment and Selection training course. Any selection decision will be carried out by more than one person. Where a panel is deemed to be appropriate, it should be relevant and wherever possible reflect the diversity of the workforce. Selection will be consistently applied and based upon clear criteria, which are in line with the job description and person specification. 8 SELECTION PROCESSES AND TOOLS Interviews are one means of selecting job applicants. Consideration should be given to other means of assessment to support the process. In all cases the process should suit the requirements of the job and be designed to bring out the best in the applicants.

6 All shortlisted applicants should be asked if they require any particular arrangements to be made in the selection process to enable ease of participation. 9 PROMOTION TO A HIGHER PAYBAND Promotion will be a competitive selection process for internal candidates except in cases where the provisions for the development of professional roles for certain staff in Band 5 apply (Terms and Conditions Handbook Annex T). Opportunities for promotion will be as widely publicised as possible and open to anyone with either the skills, or potential after training within a reasonable time frame, to meet the requirements of the job description. Selection processes should apply as for all recruitment. All applicants, where they request it, will be entitled to reasons why their promotion has been unsuccessful. 10 SECONDMENTS A position may be offered on a secondment basis as follows: there being a short term requirement, ie, project work to replace another member of staff for a short period of time due to uncertainty which may affect the future of the post as a development opportunity to staff with the relevant basic skills. The secondment must be advertised in accordance with usual recruitment procedures, unless there is a need for specialist skills that are not widely used across the Trust. In these situations the post may be advertised internally within a department or directorate without going Trust-wide. This is the exception to the process, not the rule, and must be discussed with the HR department. 11 TEMPORARY MOVEMENT INTO A HIGHER PAY BAND Individuals may be moved into a higher pay band (acting up) where it is necessary to fill a post on a temporary basis when a vacancy is unfilled, but being advertised, or the post is being held open for someone who is due to return, e.g. from long term sick, maternity leave or from extended training. (T&C Handbook 6.30). Trust Policy Career and Pay Progression. 12 TEMPORARY STAFF AND VOLUNTEERS When employing temporary staff and/or volunteers a job description and person specification should still be used to assess suitability for the post. Appropriate preemployment checks should be carried out depending upon the post. If temporary staff and/or volunteers are recruited directly by the Trust then the checks will be carried out by Trust staff. If the temporary and/or volunteers are employed by another PASA (Purchasing and Supplies Agency) approved organisation then it is possible to allow that organisation to carry out the relevant checks provided they produce evidence of the checks being conducted and provide a report stating which checks have been conducted and the result.

7 13 POSITIVE ACTION As set out in the general statement of Terms and Conditions Handbook section 30, positive action measures are permitted where the conditions set down in legislation are met. An appropriate statement in all advertisements is likely to encourage people from underrepresented groups to apply. Equally the appropriate placement of the advertisements and the use of specific publications/organisations in order to encourage people from under-represented groups to apply will be considered wherever possible. 14 TRAINING AND DEVELOPMENT Every new employee will undergo a comprehensive induction programme, including training in equal opportunities and practice at work. Every employee will have an annual development review and a personal development plan PRDP (Section 3 of the KSF Handbook). Information on training and development opportunities are widely publicised and the take up of such opportunities will be monitored as part of the auditing process. 15 MONITORING AND REVIEW Recruitment policies and practices will be monitored in line with Codes of Practice published by both Statutory Bodies. The HR Department will coordinate the analysis of data on recruitment and promotion. The Training and development team will coordinate the analysis of data on training. This will be in partnership with local staff representatives. This analysis will be undertaken on an annual basis. Line Managers will retain records on recruitment and promotion, including reasons for decisions to employ or not, should be kept for a minimum of twelve months. On an annual basis the HR Workforce Information team will distribute census forms to all staff to check that all information held is correct. Reports will be run by the Workforce information team on a periodic basis to audit information held and where gaps are identified in relation to registration checks and/or CRB checks the relevant Associate Director will be contacted in order to obtain the information. Where staff who are required to have clinical professional registration have allowed their registration to lapse they will be excluded from duty without pay, or in some instances expected to work in an unqualified position with the pay appropriate to that unqualified position until they produce the relevant official documentation. If the member of staff is unable to produce the relevant documentation in a reasonable timeframe, then it may be appropriate to implement the Managing Performance and Conduct policy and may result in their dismissal. Assurance will be sought from outside organizations who supply staff on a temporary basis to the PAH Trust of compliance on an annual basis.

8 RECRUITMENT, PROMOTION AND DEVELOPMENT PROCEDURE PREPARATION Does a Vacancy exist? Replace a Leaver Before a line manager makes a decision to recruit to a post, they must first determine whether the duties and responsibilities are still necessary in order to deliver the service. They must provide evidence that they have carried out a review of their department and its functions to ensure safety, reliability and efficiency. This may mean that: New Post - Existing posts are reviewed and other duties and responsibilities added or amended in discussion with individuals within the department; - The department needs to be restructured, etc Before a line manager makes a decision to apply for an extra member of staff or change to establishment they must ascertain whether they need another member of staff to undertake the duties and responsibilities or whether they need to amend roles within the department. They must carry out a review of their department and its functions to ensure that they have relevant roles within the department in order to ensure safety, reliability and efficiency. The options are as stated above, but not exhaustive. Other Changes Other reasons for recruitment can include; maternity cover; long term sick; increased hours; any other reasons. Replacement If the decision is to recruit, the line manager must analyse the job to identify any changes that they may wish to make. They must update the job description, person specification and Knowledge and Skills Framework (KSF) outline to reflect any changes that they have made to the job, using the standard job description (Appendix 1), person specification (Appendix 2) and KSF outline which is available via eksf, or from the Recruitment department. If there is a substantial change in duties and responsibilities, send the new job description, person specification and effort questionnaire (Appendix 3) to the Human Resources department to organise for the post to be banded. A copy of the old job description and person specification identifying where the changes have been made should also be sent to ascertain whether or not a full Job Analysis Questionnaire should be completed. For all posts the line manager must complete an establishment control form and send it to the Finance department for them to identify the relevant funding source. The establishment control form can be found on public folders under the Finance section.

9 PROCESS Pre-Advertising Requesting Department Whilst waiting for the post to be approved following the appropriate evaluation of the post the line manager should: Complete an Advert Request Form (Appendix 4) with the following attachments; up to date job description; person specification and KSF outline. Agree an interview date. Identify whether the post requires a Standard or Enhanced Disclosure from the Criminal Records Bureau. (See Recruitment of ex-offenders Policy on Public Folders, and Appendix 5a Guidance Notes for Managers on the Recruitment of ex-offenders and 5b CRB Disclosures). Department statement outlining the work of that department, and future developments. Initiate recruitment checklists as at Appendix 6. These should be signed by the recruiting manager and returned to the recruitment department following completion of the recruitment process. The recruiting manager should organise an appropriate panel in order to shortlist for the post and interview the applicants. The panel must consist of the same members for all candidates for each post. The panel must be no fewer than two people and no more than four people unless for statutory purposes there is an exceptional requirement. The recruiting manager should be the chair of the panel. The panel should consist of relevant experts and wherever possible reflect the diversity of the workforce. At least half of the panel members must have attended the Trust Recruitment and Selection Training. Panel members should not be related to or a close acquaintance of the applicant. Where internal applicants are applying for a post within their own department, the panel must include a member of the HR team or a suitable alternative as agreed by the HR team. The recruiting manager should then send the completed Advert Request form; job description; person specification and KSF outline to adverts@pah.nhs.uk. N.B. Jobs will not be advertised unless an up to date job description and person specification is enclosed with the Advert Request form. Advertising Upon receipt of the advert request form; job description; person specification; KSF outline and approval from the Finance Department, Recruitment Services will:

10 - advertise all vacancies in the Internal Vacancy Bulletin (IVB) and the Trust s website ( The Trust s website is linked to the DoH website ( - liaise with the recruiting manager whether additional advertising is required and identify the medium that will provide the best results. - liaise with the advertising agency if an external advert is required; - confirm advertising deadlines - agree closing/interview dates - agree final proof with the recruiting manager. Recruitment Services will process all electronic application and send out the application packs within 24 hours of being requested to candidates. All applicant enquiries will be logged, showing name of applicant, when the pack was sent out, and when the application form was returned to recruitment services. Post-advertisement After the closing date, Recruitment Services will send application forms to Recruiting Managers for shortlisting together with a covering memo listing the names of the applicants. All applicants with a disability who meet the minimum criteria for that job must be invited to be interviewed as part of the 2 Ticks Disability Symbol the Trust has been awarded. Recruiting Managers, should shortlist with at least one other appropriate member of staff who will be on the interview panel, and complete the shortlisting form (Appendix 7). The recruiting manager may also wish to agree an interview plan with the panel at this stage see below Planning the interview. There is no need to write to those candidates that are unsuccessful at the shortlisting stage. The covering letter sent out with the application forms advises candidates that if they have not heard from the Trust within two weeks of the closing date, they should assume that their application was unsuccessful. Pre-interview Planning the interview The recruiting manager should plan the interview with the other panel members; Agreeing how any previously agreed selection tests are processed. Decide whether a presentation is appropriate and agree expected standard of skills and knowledge. Agreeing how the interview will progress ensuring that appropriate questions are identified to ensure fairness and consistency with each applicant. Agree an objective system for measuring the interview performance of each applicant against job requirements.(appendix 8 interview questions) Identify and organise for any special equipment especially if the applicants are expected to deliver a presentation. book an appropriate room where interviews can be conducted undisturbed. agree the times for each applicant

11 Informing the applicants The recruiting manager should draft and send out interview invite letters to shortlisted candidates, adapting the standard interview invite letter accordingly. (Appendix 9). If candidates are expected to undertake any selection tests, the details should be mentioned in the letter. Ensure that the applicants are advised of where the interview will be held including directions where appropriate, and the time that the interview will take place. The interview letter should also enclose: A copy of the pre-employment health questionnaire form (available from OH Department). Plus an envelope marked Strictly Private and Confidential and addressed to the Occupational Health Department. The recruiting manager should request references prior to interview provided permission has been given by the candidates. The last page of the application forms should be checked to see whether permission has been granted by the applicant. The request should be made using the Procedure for Obtaining References Appendix 10, covering letter Appendix 11 and standard reference request form Appendix 12. If permission has not been granted then references can only be requested following provisional offer (dependant upon satisfactory references) and acceptance of the post. Before Interview Ensure any relevant equipment is in place and working. Divert telephones, turn off pagers and mobile phones, place a do not disturb interview in progress notice on the door. Arrange room in suitable welcoming style. Provide drinking water for candidates and panel members. Ensure any adjustments are made in accordance with requirements for disabled applicants Check that the agreed questions are still relevant. Agree the format of the interview. During Interview Administer any selection tests, where applicable. Allow candidates to deliver their presentation, where applicable. Work through the Interview Checklist (Appendix 6) Check the status of the applicant to ensure that they are able to take up employment legally within the UK. Refer to Appendix 13 Asylum and Immigration Act This Appendix provides a list of documents which are legally accepted to determine an individual s identity and status. Take copies of any documents requested in the interview invite letter i.e. birth certificate, passport, photo driving licence, registration documents and certificates etc to enable a Disclosure to be obtained from the Criminal Records Bureau. Recruiting manager to sign copy of each document to say they have seen the originals. Collect the pre-employment health questionnaire. Check the status of the referees, ensure that they are the two most recent employers, and are / were the candidates line or clinical line manager / Medical Director for health professional posts.

12 Confirm that you will be taking up references, if you have not already done so. Check the candidates professional registration and qualifications. Following each interview, a Candidate Assessment form should be completed and attached to his or her application form (Appendix 8 interview questions and assessment). After the interviews The panel should make a decision using the previously agreed criteria. They should be able to justify their decision, show consistency in evaluation and provide evidence. The recruiting manager should collect all papers relating to application including copy application forms, notes and personal evaluation sheets and these should be retained for 1 year. Contact the preferred candidate and make a provisional offer of employment, subject to receipt of satisfactory references, occupational health clearance, CRB Disclosure and any other relevant employment checks. Agree a mutually convenient provisional start date, allowing for notice periods and completion of pre-employment checks. This can be initially done by telephone but must be followed up in writing (Appendix 14) Forward Health Questionnaire of the preferred candidate to the Occupational Health Department in a sealed envelope marked Strictly Confidential together with a copy of the Job Description and Person Specification. The Occupational Health Service (OHS) will paper screen and advise, within 48 hours, if preferred candidate is fit to carry out the duties. If OHS require further information, they will contact the candidate direct. Send off reference request letters to the nominated referees, as identified by the candidate. (Appendices 11 and 12) Apply for work permit as necessary see Appendix 13. Carry out checks on registration and/or qualifications if necessary for the post, see (Appendix 30). Complete CRB Disclosure Form o The applicant is required to complete the form aside from Sections X and Y using BLACK ink. o The candidate is required to produce original documents that confirm their identity, which includes: Passport Driving licence Birth Certificate Marriage Certificate Document confirming NI Number or P60 confirmation of their current address ie utility bill or Bank Statement. The form and original documents should be checked and entered on to the form. The individual checking the documents must write their name on the form in the appropriate space. The form should then be sent to a Countersignatory or the Lead Countersignatory, c/o Human Resources, Workforce Development Directorate, 15 Floor, Terminus House, in a sealed envelope marked Strictly Confidential. Draft and send out regret letters to the unsuccessful candidates using/adapting the standard regret letter (Appendix 15).

13 Confirmation If either the references are unsatisfactory or the CRB Disclosure or occupational health report give you cause for concern, the offer may be withdrawn and should be confirmed in writing to the candidate. If they are unable to produce original documents as evidence of their registration and/or qualifications, or you cannot confirm their registration with the appropriate registered body, then the offer must be withdrawn and should be confirmed in writing to the candidate. (Appendix 16). Advice should also be taken from the HR department as it may be appropriate to contact the relevant professional body and/or NHS Employers in order to alert them to a potential problem. Once satisfactory references, occupational health clearance and CRB Disclosure have been received, contact the successful candidate and confirm an agreed start date. Send the offer letter confirming the appointment (Appendix 17) enclosing 2 copies of the Contract of Employment both copies should be signed by the candidate and one returned to the Trust, the other is a copy for the candidate (Appendix 18). Enclose the uniform/accommodation/car parking/id badge forms, if relevant to the new employee (Appendices 22, 23, 24, 25). Book the new employee on the Trust s Orientation and associated courses by completing a Course Booking form (Appendix 26) and sending to the Training Administrator, Workforce Development Directorate, Kalmer House, PAH. A signed copy of the contract of employment and completed forms should be returned, prior to the new employee commencing employment. Ensure you read the guidelines for probationary period as all new staff are subject to a six month probationary period (Appendix 19, with attachments a, b, c and d) Plan the new employees training and induction into the job, department and organisation, using the Managers Induction checklist (Appendix 27). Make up a personal file for the new employee using the Personal File checklist. Send copies of the interview outcome forms, the completed candidate assessment forms and complete and return the Equal Opportunities Monitoring form Appendix 28 to Recruitment Services, Terminus House. New Employee On the employees first day complete the Staff Appointment Form making sure that all necessary information is recorded. It is important that Professional Registration details are documented along with expiry dates. The Staff Appointment Form together with P45/P60 and other associated pay documents should be sent to the Payroll Office, 15 th Floor, Terminus House. Where applicable use the working for another employer form Appendix 29.

14 LIST OF APPENDICES FOR RECRUITMENT NAME NUMBER Advertising Post Job Description 1 Person Specification 2 Effort Questionnaire 3 Advertisement Request Form 4 Selection Guidance Notes for Managers on the Recruitment of Ex- 5a Offenders Employing workers from Abroad 13 CRB Disclosure 5b Pre-Interview Stage Interview Checklist 6 Shortlisting Form 7 Invitation to interview Letter 9 Interview Stage Interview Questions Scorecard 8 Post-Interview Stage Procedure for obtaining references 10 Reference request letter 11 Reference request form 12 Provisional Offer letter 14 Regret letter 15 Unsatisfactory references letter 16 Starting Salaries Policy See public folders Employment Correspondence Confirmation of appointment new staff to the Trust 17a Confirmation of appointment staff already employed within 17b the Trust Contract 18 Guidelines for completing contract 18a Probationary Period Probationary period guidelines 19 Probationary Review Assessment Form a Probationary Period Confirmation Letter b Probationary Period Extension Letter c Probationary Period Termination Letter d Pay Progression KSF Gateway policy 20 Exceptional pay progression policy 21 Induction Uniform Request 22 New accommodation nomination form 23 Car parking request form 24 Request for ID badge 25 Course booking form 26 Induction checklist 27 Equal opportunities monitoring form 28 Working for another employer - Additional Employment Form 29 Procedure for Checking Registration/Qualification Details 30 Contact Nos. for Checking Professional Registration 30(a)

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