Document Type. Recruitment and Selection Policy. Document Description. Lead Author(s)

Document Title Recruitment and Selection Policy Document Description Document Type Policy Service Application Trust Wide Version 2.0 ame Sue Wakeman Sandra Berns Lead Author(s) Job Title Director of Human Resources Associate Director of Workforce Change History Version Control Version Date Comments 1.0 Feb 2011 Drafted integrated policy for Walsall Healthcare HS Trust 1.1 Apr 2011 Final version for ratification, following consultation 2.0 Aug 2013 Draft version following wider consultation Links with External Standards Key Dates DATE Ratification Date September 2013 TMB Minute o. 137/13 Review Date September 2016 1

Executive Summary Sheet Document Title: Recruitment and Selection Policy Please Tick () as appropriate This is a new document within the Trust This is a revised Document within the Trust What is the purpose of this document? This policy sets out the administrative procedures to be followed throughout the recruitment process, from advertising a vacancy to the appointment of a successful candidate. What key Issues does this document explore? This policy enables recruitment practices to be deployed in a timely, lawful and consistent manner, ensuring a fair a consistent approach to all recruitment activity across the Trust. This enables the recruitment of a diverse workforce reflective of the population it serves along with recruiting the most suitable candidate to a post. Who is this document aimed at? All recruiting managers within Walsall Healthcare HS Trust What other policies, guidance and directives should this document be read in conjunction with? Agenda for Change Policy Equal Opportunities Policy Organisational Change Policy Professional Registration and Re-Validations Policy Pre-Employment Checks Policy Redeployment through Disability Policy How and when will this document be reviewed? This policy will subject to review every 3 years. This review will be undertaken by the lead author(s) or a suitably nominated member of the Human Resources Team. 2

Document Index Pg o 1.0 Introduction 4 2.0 Aim 4 3.0 Objective 4 4.0 Definitions / Glossary of Terms 5 5.0 Roles and Responsibilities 5 6.0 Equality & Diversity 6 7.0 Positive Action 8 8.0 Planning the Vacancy 8 9.0 The Job Description 9 10.0 The Person Specification 10 11.0 The Knowledge & Skills Framework (KSF) 10 12.0 Advertising 11 13.0 Shortlisting 12 14.0 Random Sampling 13 15.0 The Interview (Inc.Promises and Standards Qs) 13 16.0 Informing Candidates 16 17.0 Employment Checks 16 18.0 International Recruitment 17 19.0 Terms & Conditions of Employment 18 20.0 Working with Agencies 19 21.0 Training 19 22.0 Impact Assessment 20 23.0 Monitoring, Control & Audit 20 24.0 Links to External Standards 21 Appendices Pg o Appendix 1: Job Description form 22 Appendix 2(a): Person Specification 25 Appendix 2(b): Interview Criteria form 26 Appendix 2(c): Interview Details Form 27 Appendix 3: Knowledge & Skills Framework (KSF) 28 Outline Appendix 4: Vacancy Requisition Form 31 Appendix 5: Reference Request Letter 34 Appendix 6: Recruitment Process at a Glance 36 Appendix 7: Guidance for Recruiting Managers 38 Appendix 8: Promises Recruitment Questionnaire 43 Guide 3

1.0 ITRODUCTIO 1.1 Walsall Healthcare HS Trust recognises the importance of effective recruitment practices. In order to optimise performance, the Trust needs to attract, recruit and retain suitability skilled and motivated individuals. The Trust values diversity and wishes to ensure that all applications receive equal consideration. 1.2 This policy is to be read in conjunction with the Equality Act 2010 and the Trust s Equality & Diversity Strategy, Professional Registration Policy and the Pre- Employment Checks Policy. 1.3 The Trust s Recruitment and Selection Policy does not over-ride those regulations governing the appointment of consultant medical staff. 1.4 This policy incorporates the relevant recommendations of Agenda for Change, HS Employers Recruitment and Retention Best Practice, ACAS and the Chartered Institute of Personnel Development (CIPD). 2.0 AIM This Recruitment and Selection Policy has been put in place to enable the Trust to employ appropriately skilled staff in a timely, lawful and consistent manner, producing a diverse workforce that reflects the population that it serves. Adhering to this policy will ensure a consistent and fair approach to all recruitment activity across the Trust, enabling us to recruit the most suitable candidates in to post. 3.0 OBJECTIVE 3.1 The Trust s recruitment process must be fair, based on good practice and professionally implemented by managers who have been trained to operate fair and consistent methods of recruitment and selection. 3.2 The Trust will not discriminate directly or indirectly, by ensuring candidates are assessed against criteria which are justified as being essential for the safe and effective performance of the job. Job related criteria will be applied consistently and equally to each candidate. 3.3 There is no obligation for recruiting managers to advertise externally when suitably skilled candidates exist within the Trust. External advertising must not occur when there are employees that are undergoing redeployment and are suitable for the post. Please refer to the Organisational Change Management Policy and Redeployment Policy for more information. 3.3 All recruitment activity in the Trust will be in line with current UK and European legislation on Equality. The recruitment process will be non-discriminatory. Candidates for employment have the right to bring a complaint of unlawful discrimination to an Employment Tribunal, where individual managers and the Trust as a whole can be deemed liable under Employment Equality Regulations. Please see the section on Equality and Diversity, for more information. 4

3.4 In the event of either organisational change or ill health capability redeployment this recruitment process may be suspended or superseded and other selection processes employed in accordance with other employment policies, a body or agency of the HS or Department of Health or agreement through Joint egotiating Committee. 4.0 DEFIITIOS / GLOSSARY OF TERMS Policy: Procedure: Subsidiary policy: Related Policy: Links to External Standard: PPG: Clear statement of aims and objectives of process, and the means by which they are to be achieved, which must be followed by all staff. A description of the process, inclusive of rationale if applicable, which must be followed explicitly. Where a policy provides additional detail about a specific sub topic covered in a main or general policy, this policy is classified as a subsidiary policy Any policy which should be read in conjunction with the policy in question or which might assist in using the policy in question is a related policy. Standards or statutory requirements etc to which the policy is linked or supports. (Includes Standards for Better Health and / or HSLA, Audit Local Evaluation standards). Policies and Procedures Group 5.0 ROLES & RESPOSIBILITIES 5.1 Chief Executive The Chief Executive has overall general accountability for fair and consistent recruitment practices across the Trust. 5.2 Resourcing Team & Human Resources The Resourcing Team and Human Resources will ensure that policies and procedures are maintained and updated according to current legislation and best practice guidelines and in line with the Trust s corporate values and vision. The resourcing and HR team will provide support to recruiting managers with regards to the recruitment and selection process. The Resourcing Team will be responsible for: Checking the job description, person specification and all related materials are compliant with Equality & Diversity guidelines; Uploading the finalised advertisement, job description, person specification, and KSF outline for the vacancy on HS Jobs; 5

Closing the advertisement on the predetermined closing date and notifying recruiting managers that online applications are ready for short listing. They will monitor the number of applications and will liaise with the recruiting manager with regards to closing the advert early in the event of a high number of applicants; Administering the recruitment process including inviting candidates to interview and preparing interview packs for recruiting managers; Undertaking all employment checks including Right to Work in UK, Disclosure and Barring Service, medical appointments, references and Identification checks for successful candidates, on acceptance of an offer of employment; Booking new employees on to Trust induction; Preparing the personal file for new starters enclosing all relevant recruitment documentation; Preparing the contract of employment, offer letter and any other relevant new starter documentation; Informing unsuccessful candidates post-interview. 5.2 Recruiting Managers Recruiting managers or local recruitment administrators will be responsible for ensuring that all procedures laid out in this document are adhered to in full, and applied equally to all candidates for employment. Recruiting managers are also responsible for adhering to the principles of the Equal Opportunities Policy and Pre-Employment Checks Policy. Recruiting managers or local recruitment administrators will also be responsible for: Undertaking job analysis for each new vacancy, and preparing the job description, person specification and advertisement; Short listing candidates for interview within 7 calendar days of the closing date, and returning Interview Details Form to the Resourcing Team; Setting up selection panels and conducting interviews (this includes room bookings); Passing Successful Appointee Form and candidate s start date back to the Resourcing Team to enable them to complete final employment checks; Accountable for approving and signing off reference checks, including qualifications, for successful candidates; Ensuring that any of their staff involved in or responsible for recruitment and selection have received appropriate training. Completing and submitting starter forms. Returning recruitment packs to the Resourcing Team no later than 48 hours after the last interview. Arranging local induction. 6.0 EQUALITY AD DIVERSITY 6.1 The Trust is committed to promoting Equality and Diversity in the workplace and adherence to the following legislation will help to mitigate any direct or indirect discrimination. 6

Direct Discrimination can be defined as treating a person less favourably than others on grounds of gender, marital status, sexual orientation, age, race, religion or belief, nationality, ethnic or national origin, or disability. Indirect Discrimination could be the application of criteria which is such that members of a particular group are unable to comply with it. 6.2 Equality Act 2010 The new Equality Act 2010 will replace existing discrimination legislation, and will ensure that the following characteristics are protected and include discrimination by association: Race Disability Gender Gender reassignment Sexual orientation Religion or Belief Age Marriage or Civil Partnerships 6.3 Disability 6.4 Age 6.5 Race Disability Discrimination Act 2005 / Equality Act 2010 The law prevents discrimination on the grounds of disability. This includes failure of an employer to make reasonable adjustments for disabled employees and candidates. Reasonable adjustments might include altering premises, providing additional training, altering the working hours, or purchasing additional equipment. Walsall Healthcare HS Trust is accredited with the Positive About Disability Two Ticks symbol. This means that disabled candidates, who meet the essential requirements of the post, will be guaranteed an interview. Employment Equality (Age) Regulations 2006 / Equality Act 2010 The law prevents discrimination on the grounds of age, therefore minimum or maximum age, age-related criteria or age ranges must not be used to advertise posts or when selecting candidates. Managers should be mindful to express level of experience in terms of competencies, as opposed to the number of years experience required. Race Relations Act 1976 (Amendment) 2003 / Equality Act 2010 Recruiting managers need to be mindful that advertisements and interview questions do not directly or indirectly discriminate against certain groups. 7

An example would be specifying UK qualifications only without the caveat or equivalent attached as this would discriminate against anybody who was educated outside of the UK. 6.6 Rehabilitation of Offenders When considering an applicant with a criminal conviction, recruiting managers must take into account the post applied for and the nature of the conviction. The manager needs to consider the relevance of the conviction in relation to the role the candidate has applied for. Details of rehabilitation periods, spent convictions, exemptions, etc are contained within the Guidelines on Employment of Ex- Offenders, Rehabilitation of Offenders Act (1974). In this situation the Manager should contact Human Resources for advice at the earliest opportunity. 7.0 POSITIVE ACTIO Where there is an under-representation of women, people with a disability, or ethnic minorities within the workforce, the following lines of action will be considered: Advertise the post in specialist publications only Job share or part time applications Introduce new working hours, for example twilight shifts Modifications to facilities if people with a disability are to work within a department Ensure that the local Disabled Employment Agencies are informed of the vacancy The introduction of flexible working. Available options can be discussed with relevant HR Manager who can assist with organising targeted recruitment campaigns on behalf of the recruiting manager. 8.0 PLAIG THE VACACY 8.1 A vacancy presents an opportunity to reassess the requirements of the post and whether it aligns with department and Trust objectives. When a vacancy occurs, the recruiting manager will be responsible for undertaking a review of the post and should consider: The current skill mix within the team Future service requirements including long term workforce planning Opportunities for new ways of working Potential for flexible working patterns 8.2 Following this review, the recruiting manager will write the job description, person specification, KSF outline and advertisement for the post. Managers should not routinely re-submit old job descriptions but consider if amendments need to be made. If these are significantly altered or if the post is new, the post will need to be submitted for banding/re-banding in line with Agenda for Change. Please refer to the Agenda for Change Banding Policy for more details or contact the Human Resources department. 8

This should always be done at the start of the process to ensure accurate representation in any advertisements. 8.3 8.4 Job Adverts should include closing dates, shortlist and panel interview dates in order to manage expectations and provide sufficient notice of dates to candidates. The recruiting manager will complete a Vacancy Requisition Form for the post (Appendix 4) that will need authorisation by the Divisional Director and the Divisional Business Advisor in Finance. The requirement for the post will need to be justified along the parameters of skills, activity levels, levels of responsibility, the impact on the quality of service and ultimately, the workforce plan. 9.0 THE JOB DESCRIPTIO 9.1 The recruiting manager will draw up the job description following a full review of the vacancy. Please use Appendix 1 as the standard template for the job description. 9.2 The purpose of the job description is defining the content and objectives of the post and to highlight the key duties and responsibilities. It is not necessarily an exhaustive list of all the duties the post holder is expected to undertake. A good job description will make the recruitment process more efficient because candidates are better informed about the job and thus unsuitable candidates are less likely to apply. 9.3 The job description does not (and should not) form part of the contract of employment, as it is subject to amendment in line with service requirements and experience. 9.4 The job description should be clear and concise and include: Job title and summary The job location A brief description of the organisation and the department Agenda for Change banding Hours of work and flexible working options Key relationships in the post Main duties and responsibilities Health & Safety responsibilities Trust mission statement and any other standard paragraphs as shown in Appendix 1. 9.5 The job description should end with the following statement: This job description covers the major tasks to be carried out and the level of responsibilities to which the post-holder will work. These may be revised and changed from time to time. Discussions will take place with the post-holder. 9.6 All job descriptions should be version controlled. Failure to do this could lead to inaccurate job descriptions being used by accident. 9

10.0 THE PERSO SPECIFICATIO 10.1 The recruiting manager will draw up the person specification from the duties and responsibilities described in the job description. Please use Appendix 2 as the standard template for the person specification. 10.2 The person specification should be clearly understood by all those involved in the recruitment and selection process, should be non-discriminatory and equally applied to all candidates. The person specification will be used to shortlist candidates for interview and in the selection stage and is designed to introduce objectivity and consistency in selection. Candidates are not assessed in relation to each other but in relation to the criteria on the person specification. A well written person specification will help to reduce inappropriate applications. 10.3 Shortlist criteria should be specific and measurable. It is important that the skills and knowledge described in the person specification relate directly to the post and can be justified as being necessary for the safe and effective performance of the job. Emphasis should be placed on quality and not length of experience, to avoid discrimination in relation to age. Managers should be careful that the language used does not indirectly discriminate candidates on the basis of age so avoid words like mature, energetic or dynamic. 10.4 In accordance with Agenda for Change and national best practice, a person specification will determine only criteria that are essential (criteria without which the candidate would not be able to perform the job). 10.5 There may be occasions where it is necessary to stipulate requirements such as female only or being able to physically manoeuvre patients/equipment. Managers must be mindful of how the requirement is worded and that these are only lawful and acceptable if it is a Genuine Occupational Requirement, e.g. if they are working in a female only ward or if a key part of the role is manual handling. Otherwise these examples would be considered as discrimination on the basis of sex and disability respectively. Managers would need to be able to justify their decisions at an Employment Tribunal. Please ask Human Resources if you require advice and further clarification. 10.6 It may be acceptable to put job related characteristics in to the person specification (for example, must be prepared to work split shifts ) but only where these are justifiable in respect of the requirements of the post. 10.7 If the person specification stipulates certain qualifications or educational level, then it is essential that it states that equivalent qualifications will also be accepted. This avoids discrimination of candidates who may have studied abroad for example. 11.0 HS KOWLEDGE & SKILLS FRAMEWORK OUTLIE (KSF) The HS Knowledge and Skills Framework (KSF), provides details of the knowledge and skills that individuals need to apply in post in order for us to deliver a high quality service. The KSF provides a fair and consistent approach to assessing individual performance and thus highlighting development needs. The KSF is also used as a basis for determining pay increases. 10

It is now standard practice to enclose the KSF outline for the post with the job description and person specification, to prospective candidates. 12.0 ADVERTISIG 12.1 An effective advertising campaign is essential to attracting the best employees. Drafting the initial advertisement is the responsibility of the recruiting manager. 12.2 Advertising will be arranged by the Resourcing Team only after receipt of: A Vacancy Requisition Form (see Appendix 4) The advertisement itself A Job Description (see Appendix 1) A Person Specification (see Appendix 2a) Knowledge & Skills Framework (KSF) Outline for the post (see Appendix 3) 12.3 The advert itself should be brief but should also capture the essential features and requirements of the post, thus attracting suitable applicants. It is important to remember that the job advert is a sales and marketing tool it should be written in such a way as to entice candidates to want to work for us. A badly written advert will not attract the best candidates and will give a bad impression of the Trust. Important elements to include are: Job title and location ensure this is consistent with the Job Description Interesting or attractive features of the job Qualifications and key competencies required Any special working arrangements e.g. flexi-time working Salary and benefits A contact name and number for candidates to call for more information ensure however that this person will be in the Trust during the period the advert goes live A closing date for applications, shortlist and interview date(s) this will allow candidates to plan for interview in advance and may help avoid last minute cancellations or non-attendance. 12.4 All vacancies will first be advertised on HS Jobs. Certain other posts, for example senior management, medical and professional posts may also be advertised elsewhere e.g. in specialist publications. The requirement for external publications will need to be discussed with the HR Manager and authorisation will need to be obtained from the Head of Human Resources. Recruiting managers will need to complete the relevant sections of the Vacancy Requisition Form and be able to pay for publications from their own budgets (Appendix 4). Closing dates for all vacancies are usually two weeks from the point of advert. However, managers have the discretion to close a job early if sufficient applications have been received via the E-Recruitment system. All candidates are advised of this at the point of application. 12.5 All candidates should complete the online application form. either paper applications nor CV submissions will be accepted. 11

This is to ensure a consistent format for assessing candidates and ensures data quality for auditing and provides a qualitative feed into the ESR system when setting up new starters. 12.6 Where members of staff are being trained specifically to fill posts within the Trust, i.e. posts suitable for newly qualified students, and staff on training contracts, these will not initially be advertised externally. 13.0 SHORTLISTIG 13.1 Immediately after the closing date the recruiting manager will arrange for short listing to take place, and will be responsible for coordinating this with other panel members. Each member of the interview panel will shortlist candidates independently using the E-Recruitment system and will inform the recruiting manager of their decision. 13.2 All applications should be matched against the person specification and any candidate who does not have the essential requirements will be rejected. The criteria on the person specification is scored and weighted as being high, medium or low importance. Procedure for scoring is given in Appendix 2(b). A brief note of the reasons for rejection should be noted on the system and stored for one year, in accordance with the Data Protection Act. 13.3 All disabled candidates who meet the shortlist criteria will be interviewed in line with Positive About Disability guidelines. 13.4 Where the post has been advertised internally and externally, internal candidates who meet the criteria will be considered prior to external candidates. Internal candidates that are eligible for redeployment due to organisational change, disability or ill-health reasons will be guaranteed an interview, provided that they meet the criteria. 13.5 Where the post has been advertised internally and externally, and there are a large number of candidates who meet the short listing criteria, random sampling will be implemented as per the guidelines in Section 14. 13.6 The shortlist should be completed within 7 days of the closing date. Once short listing has taken place and comments posted on the E-Recruitment system, recruiting managers must complete and return an Interview Details Form (appendix 2c) to the Resourcing Team as soon as possible, who will liaise with candidates to invite them to interview. This form must include any interview specific details such as any test/presentation requirements (if applicable). The Resourcing Team will prepare the Interview Schedules for the interview panel members. If there are candidate scoring sheets to be included, these must be submitted to the Resourcing Team a week in advance of the interview date. The Interview Schedules will include: 1. A copy of the published job advert, job description and person specification 2. Interview questions scoring sheets (if submitted) 3. A copy of each candidates application form (in chronological order) 12

14.0 RADOM SAMPLIG 14.1 It is recommended that no more than six candidates per vacancy will normally be shortlisted. The Trust uses random sampling when there are more candidates that meet the shortlist criteria than there are interview slots. This method ensures a fair approach to candidates and would stand up to scrutiny in an Employment Tribunal. 14.2 When random sampling is necessary, the following method will be adopted: Following the closing date all application forms will be divided into: Those applications which did meet the essential criteria Those applications which did not meet the essential criteria 14.3 Those applicants who do not meet the shortlist criteria should be rejected using the drop down menu on HS Jobs, making sure to select the appropriate reason for rejection. Those applicants who do meet the shortlist criteria will be considered as suitable for interview. Internal candidates will be considered before external candidates. 14.4 In order to avoid any discriminatory practices the following sequence will occur. (i) A Human Resources Officer will randomly select six short listed applicants, making sure that any who have declared a disability are included. (ii) The six selected will be called for interview. (iii) A deadline will be given to the six invited for interview to confirm their attendance. After that deadline has passed, if there are any unfilled interview slots, further short listed applicants will be invited to attend the interview until all slots are filled. (iv) otification that random sampling was undertaken should be recorded by the Resourcing Team. 14.5 Where no suitable candidate is appointed following the interview process, a further random selection from the original applications may take place if a time limit of no more than six months has passed. 15.0 THE ITERVIEW 15.1 Selecting the interview panel The Trust is committed to training all managers on the recruitment and selection process and interviewing skills. The Human Resources department can provide advice and support on the process at any time. The interview panel should consist of at least one member who has attended the Trust s recruitment and selection training course. For details of all courses held at the Trust, please contact the Manor Learning and Conference Centre. 13

Each interview panel will consist of a minimum of two people, and where possible should reflect the diversity of the workforce. If a post requires the post holder to be professionally accountable to another officer who is not the employee s manager, that individual will be a member of the interview panel. When assessors are included in the interview panel they will be chosen for their knowledge and experience. For further advice on the use of assessors contact the Human Resources department. Where the duties of the post are allied to clinical services, it may be appropriate to invite a consultant of the relevant specialty to join the interviewing panel as an observer. 15.2 Planning the interview The interview should be properly organised ensuring there are no interruptions and all information that candidates are likely to ask for is provided. For example, telephones in the room should be diverted, mobiles switched off and a notice put on the door to limit disturbance. The panel should agree the order of questions and determine who will be asking which questions and who will be taking notes. All panel members should take notes during the interview but it is best practice to ensure the person asking the question maintains eye contact with the candidate and does not make notes whilst the candidate is responding. Interview notes can be asked for in the event of an Employment Tribunal so panel members need to be mindful of this and focus purely on evidence of competencies and not make personal judgements that cannot be objectively justified. 15.3 One person should be allocated as Chair, who will be responsible for: Collecting the candidate Facilitating introductions to the panel Explaining and answering any queries on the process Monitoring time to ensure fairness and consistency for all candidates and to avoid running over, as it will appear unprofessional if subsequent interviews start later than planned Documenting final scores for each candidate after each interview. 15.4 Interview questions The interview questions will be carefully planned and designed to probe the candidate s knowledge, ability and attitude. During the interview candidates will be assessed against the job related criteria. Care needs to be taken when preparing questions to ensure that they meet Equality & Diversity guidelines. Questions should be weighted and an appointable score determined by the panel prior to the interview taking place. The interview panel should also undertake a benchmarking exercise, where an agreement is reached as to what constitutes a good answer. This should generate improved consistency in scoring. Questions should be competency based and designed to encourage responses that provide evidence of the criteria required by the person specification. To ensure fairness and consistency, all candidates should be asked the same list of questions in the same order. 14

Where appropriate, interviewers should probe further to encourage candidates to give a full answer. If a candidate does not understand a question, it may be appropriate to paraphrase it so that they understand what is being asked, but care should be taken to avoid giving the candidate the answer. Hypothetical or scenario based questions may be suitable but care needs to be taken to ensure enough information is given to enable the candidate to give an appropriate response. For example how would you handle an angry patient? is too vague and the question would need to be put in to context. It is essential that panel members are agreed on what an appropriate answer to such a question is to avoid individual bias. 15.5 After the interview After the interview, notes should be clearly written up as soon as is practicable and weighted scores will be applied to all questions. All interviewers should score candidates independently and through discussion agree on a final score that should be clearly documented by the Chair. This process should occur as soon as practicable after each interview. The successful candidate will be the one with the highest score (see Appendix 2b). If none of the candidates achieve the predetermined appointable score, the post will need to be advertised again, or a new shortlist determined via further random sampling. If a candidate achieves an appointable score but has been awarded a score of zero for any question, they should not be considered as appointable. 15.6 Testing Testing may be an effective way of assessing a candidate s suitability for a post. If tests are to be used, the test should be able to simulate a situation the postholder is likely to face in the role and therefore should be appropriate and relevant to the post. Examples of such tests include in-tray exercises, report writing and critical analysis exercises. For certain roles you may wish to use an attainment test. An example of this would be a typing test given to prospective candidates for a secretarial position which examines their speed and accuracy. For a senior level post a recruiting manager may wish to use Verbal and umerical Reasoning, Aptitude or Personality tests. Only someone who is registered as qualified with the appropriate body can administer these tests. Therefore if you require this method of testing or need further advice on possible testing please contact the Human Resources department. Managers should be aware that their directorate will incur the costs of and provide resources for this testing. 15.7 Promises and Standards Based Questionnaire The Promises Questionnaire has been designed for the recruiting manager to assess whether an applicant would be suited to a role within Walsall Healthcare HS Trust, in that they are aligned to our Promises and Standards. This is a test that an applicant cannot revise for, and does not need to be familiar with our Promises and Standards to complete the questionnaire. 15

The questionnaire is designed to measure what an applicant is likely to do or would prefer to do in a series of situations, which may not be related to the role they have applied for. Throughout the recruitment process, managers will be assessing applicants to ensure their answers and behaviour supports the organisational objectives and demonstrates the values of the organisation. The process for the administrative arrangements for the Promises Questionnaire is set out in Appendix 8. The Promises Questionnaire complements the other assessments used by the recruiting manager. Once all applicants have completed the questionnaire and been assessed using the scoring matrix, the manager should note those whose typical behaviour supports the organisational objectives. Applicants who achieve an appointable interview score and are not connected with the Promises and Standards should be contacted by the recruiting manager. The recruiting manager should discuss the answers given and encourage reflection so the applicant can access their own suitability for the role before continuing with their application. 16.0 IFORMIG CADIDATES 16.1 The preferred candidate should be informed verbally by the recruiting manager as soon as practicable following the interview. They should be informed that references will now be sought and employment checks completed. It is at this point that the manager will agree the starting salary. It is essential that candidates understand that an offer of employment is on condition of satisfactory checks being made, including an Occupational Health assessment. 16.2 All unsuccessful candidates will be informed via an email from the Resourcing Team of the decision not to appoint and offered post-interview feedback. It is important that managers providing verbal feedback are constructive and positive. It is important to remember that unsuccessful candidates will discuss their experience, and a good candidate experience may encourage them to recommend the Trust as a good place to work, even if they did not get the job. 16.3 A written record of decisions made following the interview process should be kept for a minimum of one year. 17.0 EMPLOYMET CHECKS 17.1 Employment checks are a fundamental part of the recruitment process. There is a legal and mandatory requirement for employment checks to be completed in the HS. Whilst the Resourcing Team will administer these checks, it is the recruiting manager s responsibility to ensure the individual does not commence employment until satisfactory checks have been carried out. 16

The Trust will always follow the Pre-Employment Check Policy. As a minimum the following checks will take place: ID Check Qualifications Check (where relevant) 2 references; one of which must be from the immediate, previous/current line manager Disclosure and Barring Check where necessary (basic or enhanced) Right to Work check (where relevant) Occupational Health Check 18.0 ITERATIOAL RECRUITMET 18.1 International recruitment can be a useful tool to fill specialist skills gaps in the workforce. However, care needs to be taken to ensure this is done ethically and legally, as there are additional regulations and restrictions to be aware of. 18.2 European Economic Area (EEA) candidates EEA candidates are eligible for registration with professional bodies, provided that their qualifications are recognised by those bodies. Candidates whose speciality is not recognised will need to have their training assessed by the relevant professional body prior to registration. 18.3 Candidates from the EEA new member states (Poland, Czech Republic, Estonia, Slovakia, Hungary, Latvia, Lithuania and Slovenia) will need to register with the Workers Registration Scheme (WRS). Failure to do this within 28 days of commencing employment is deemed to be illegal. 18.4 on EEA candidates In order to work in the UK, on-eea candidates will need to be granted leave to enter/remain in the UK in a category that allows them to take up employment. If the candidate is applying under Tier 2 of the points-based system, you will need to check they have enough points to satisfy the Tier 2 criteria. You can do this by using the points-based calculator on the UK Border Agency website. Employee Services will be responsible for administering all Tier 2 applications. Recruiting managers will need to apply the Resident Labour Market test unless the post is on the shortage occupation list (please see Home Office website for more information). This means that the Trust will need to prove that it has exhausted possibilities to recruit within the UK first. This means advertising for at least four weeks within a three month period (i.e. it could be two adverts out for a fortnight but over a period of less than three months). The UK Border Agency will grant a license if the sponsorship application is successful, which will have a unique reference number for the individual candidate. 17

18.5 Sourcing international candidates The Department of Health has issued a Code of Practice that must be adhered to when recruiting from outside the EEA. It stipulates that developing countries must not be targeted in recruitment campaigns but if a candidate applies through their own volition for a post, they can be considered alongside other candidates, with the above processes followed. A list of developing countries not to be targeted can be found on the Department of Health website. To recruit effectively from abroad, the Trust may need to use a recruitment agency that specialises in international healthcare recruitment. Under these circumstances, it is essential that the agency complies with the Code of Practice. A list of these agencies can be found on www.nhsemployers.org. For more information on working with agencies, please refer to Section 20. 18.6 Knowledge of English 18.6.1 In the interests of patient safety, it is essential that all new clinical recruits to the Trust have adequate English language skills in order that they can effectively communicate with patients and other professionals involved in their care. 18.6.2 To ensure this, the following measures should be implemented when recruiting to such posts. (i) Job advertisements must state candidates should be aware that, regardless of country of origin, their ability to communicate in written and spoken English to the standard required to carry out the post, will be assessed during the selection process. (ii) Job descriptions/person specifications will need to show the requirement for linguistic competence both in every day language and the terminology for that post. 18.6.3 Managers will need to assess during each interview that the communication skills of candidates are sufficient to be able to undertake the full range of duties and responsibilities for that post, ensuring that individuals can communicate the terminology of the post both orally and in writing. 19.0 TERMS AD CODITIOS OF EMPLOYMET 19.1 When satisfactory employment checks have been made, including Occupational Health screening, the recruiting manager will liaise with the candidate to determine a start date. The recruiting manager will advise the Resourcing Team of the start date and starting salary in order for a Statement of Terms and Conditions of Employment to be issued and Trust induction arranged. The Resourcing/ESR Team will then set up a new employee record on ESR, or will arrange to have their record transferred if they are moving from another HS Trust. 18

19.2 Two copies of a contract will be issued with the Final Offer of Employment letter. One to be signed and retained by employee, the other to be signed and given by the employee to their recruiting manager to be kept in their personal file. 20.0 WORKIG WITH AGECIES 20.1 Due to excessive costs, working with recruitment agencies should be avoided where possible. However there will be occasions where it is necessary to use agencies to ensure a safe staffing level and thus comply with patient safety regulations. 20.2 Agencies may be used therefore in the recruitment of temporary workers or permanent staff. However, in order to use an agency to recruit a permanent member of staff, the recruiting manager must be able to demonstrate that the usual recruitment through HS Jobs has been unsuccessful on three occasions first including undertaking interviews of all available candidates that meet the essential criteria. If this has proved unsuccessful, then it is acceptable to use a recruitment agency where approval has been granted by the Divisional Director or equivalent head of service. At this point, they should contact their Human Resources Manager. Recruitment agencies may also be used for international recruitment of healthcare professionals. For hard to fill medical posts and shortage occupations, recruiting managers will not necessarily have to advertise three times, but must still apply the Resident Market Labour Test to comply with legislation. 20.3 Government Procurement Services (GPS) and Health Trust Europe (THE) Frameworks 20.3.1 The aim of the above frameworks is to maximise value for money on procurement of goods and services for the public sector. It is essential that the Trust only uses agencies that appear on the approved list from the frameworks. For temporary nursing staff, please contact the Resourcing Team Co-ordinators For temporary medical staff, please contact the Medical Staffing Department. For all other temporary staff, please contact the Resourcing Team Co-ordinators. To ensure that the necessary pre employment checks have been completed. The Trust and pre staffing departments request and receive copies of completed workplace checklists from the temporary staffing agencies. These details will be stored on an electronic database. Temporary staff employed directly by the Trust will follow the same internal process as per substantive staff and will not commence employment until all necessary checks have been completed (see section 17 for full details). 21.0 TRAIIG 21.1 Walsall Healthcare HS Trust recognises the need, and is committed to, providing the appropriate training for all individuals involved in the recruitment and selection process. 19

21.2 Managers are responsible for ensuring that all of their staff involved in the recruitment and selection process have received formal training relating to Equality and Diversity and Recruitment and Selection Policy before participation in the recruitment and selection of staff. 22.0 IMPACT ASSESSMET 22.1 Financial implications This policy does not have any significant financial implications. 22.2 Risk implications This policy will not give rise to any additional risks to the Trust. It will reduce risks to the organisation arising from inconsistent or unfair recruitment methods. 22.3 Discrimination or other adverse effects on population groups Impact of this policy has been assessed. It will not lead to any discrimination or other adverse events on population groups in relation to: Ethnicity / Gender / Age /Sexuality / Religion or Belief / Disability / Status as Transgender or Transsexual Person. 23.0 MOITORIG, COTROL AD AUDIT 23.1 All recruitment and selection will be followed up by the manager making the appointment with the completion of a Monitoring Questionnaire obtained from the Resourcing Team. 23.2 The Resourcing Team will receive all recruitment monitoring forms and audit the recruitment process where there is an imbalance between the number of ethnic minority candidates and those short-listed for interview. 20

Monitoring Process Who Standards Monitored Resourcing Team DBS, Occupational Health, References, Work Permits, ID, Qualifications (where applicable) DBS applications sent to Disclosure and Barring for clearance Occupational Health OH report References requested and checked by both Appointing Officer and Recruitment team Work permits request submitted for non nationals who are unable to produce right to work documentation / EU passport With all checks the Appointing Manager signs off all satisfactory checks which are collated by the Resourcing Team. All unsatisfactory checks are managed by the Appointing Manager in conjunction with a Human Resources Manager as appropriate All external agencies are listed on the Government list of approved agencies When How Presented to Monitored by Completion / Exception reported to All checks are completed and subject to satisfactory check, are then approved prior to appointment All satisfactory documents must be received by the Resourcing Team Human Resources Manager (representing the division or area) Human Resources Dept Associate Director of Workforce and exceptions or trends reported through the Colleague Engagement and Experience Group. 24.0 LIKS TO EXTERAL STADARDS AD SUPPORTIG IFORMATIO This policy links to the following external standards: Health and Social Care Act 2012 Care Quality Commission (Registration) Regulations 2009 Care Quality Commission Essential Standards of Quality and Safety Government Procurement Services ational Agency Framework Agreement ACAS Recruitment and Induction Booklet 2012 Any deviation from these guidelines, in the interests of the exigencies of the service, will need to be agreed with the Human Resources Department. 21

WALSALL HEALTHCARE HS TRUST JOB DESCRIPTIO Post Title Grade Reports to Responsible to Job Summary Main Responsibilities This job description covers the major tasks to be carried out and the level of responsibilities to which the post-holder will work. These may be revised and changed from time to time. Discussions will take place with the post-holder. General Areas General Duties Other Duties The information supplied above is intended to summarise the key responsibilities and duties of the role. The post holder may be required from time to time to carry out other reasonable requests and duties as required, consistent with the responsibilities of their Banding and development as agreed between employee and manager. Job Design and Review This job description may be subject to change in the future. Any proposed changes will normally be discussed fully with the post holder with the AfC job evaluation process applied and confirmed via the issue of an updated job description. Confidentiality and Data Protection All employees who have access to personal data in relation to patients or employees will be aware of their responsibilities under the Data Protection Act 1998 and will abide by the eight principles of that Act. Any breach of the Act could result in disciplinary action being taken and criminal charges being brought against the individual who has breached the Act. 22

Health and Safety Individual employees of Walsall Healthcare Trust and other HS employees contracted to work on the organisations premises have an equal responsibility, along with managers and supervisors, for maintaining safe working practices for the health and safety of themselves and other persons who may be affected by their acts or omissions at work. All employees must adhere to their duties under the Health and Safety at Work Act 1974 and other associated safety legislation, including all new Health & Safety Regulations. In addition employees must comply with all the Trust s policies relating to Health & Safety and Risk Management to secure a safe workplace and will draw management s attention to any deficiencies and/or hazards, which might prove detrimental to themselves or others. There is a general responsibility for employees to act sensibly and reasonably, and attend mandatory health and safety training sessions. Clinical Governance All employees are required to actively contribute towards the organisation s clinical governance systems, taking responsibility as appropriate for quality standards and work towards the continuous improvement in clinical and service quality. Safeguarding Children Walsall Healthcare HS Trust, working with partner agencies, is committed to safeguarding children and promoting their welfare. All employees have a responsibility to ensure that children and young people are safe from abuse and harm, regardless of their role or where they work. Children includes young people up to the age of 18 yrs. Employees must comply with Walsall Local Safeguarding Board Child Protection Procedures and Trust Child Protection Procedures and recognise the importance of listening to children. All employees must attend child protection training relevant to their role and know how to seek advice or support from their manager or the Safeguarding Children team if required. Vulnerable Adults All employees have a responsibility to support the safety and well-being of vulnerable adults and to practice in accordance with legislation. Knowledge, skills and competency are to be maintained according to role and responsibilities in order to fulfil Vulnerable Adults responsibilities. All employees must comply with organisational and Walsall Local Authority Vulnerable Adults policies and procedures. Equality and Diversity The Trust is committed to promoting equality opportunities to achieve equity of access, experience and outcomes, and to recognising and valuing people s differences. All employees have an obligation to help achieve this through personal example, open commitment and clear action. 23

Each individual will take responsibility for promoting inclusive and accessible service provision, employee development and a culture that values and respects difference. All employees should be familiar with, actively promote and work within Equality and Diversity policies at all times ensuring that they do not unlawfully discriminate, either directly or indirectly, on the grounds of race or ethnicity, nationality, religion or belief, sex, marital or civil partnership status, sexual orientation, disability, gender reassignment, age, pregnancy/maternity or any other grounds. This applies to all activities as a service provider and as an employer. Patient Experience and Public Involvement (PEPI) The Trust is committed to gaining feedback from all patients using a variety of methods including electronic, paper based and verbal. Within this Trust that feedback is monitored by the patient experience group and used to ensure that future services meet the needs of the patients and demonstrate continuous improvement. Volunteer, staff and families participate in the collection of this data Customer Care The aim of the organisation is to provide patients and other service users with the best possible care and service, therefore all out staff are required at all times to put the patient and our service user first and to do their utmost to meet their requests and needs courteously and efficiently. Infection Control Employees will work to minimise any risk to clients, the public and other employees from Healthcare Associated Infection including MRSA and C. difficile by ensuring that they are compliant with the Health and Social Care Act 2008 Code of Practice (and as amended from time to time) for the prevention and control of Healthcare Associated Infections (The Hygiene Code); and by ensuring that they are familiar with the organisations Infection Control polices located on the Intranet. Further responsibilities involve employees in ensuring that service users and members of the public are actively engaged (using a variety of methods) in appropriate service delivery, service development and decision making within their service area and the wider organisation. Determination of these responsibilities should be in conjunction with your line manager and delivered accordingly. Smoking The organisation operates a o Smoking policy. Policies and Procedures All employees need to be aware of the organisations policies, procedures and protocols relating to their service and work within the guidelines at all times. Employees have a major role in suggesting and implementing improvement to services and in exercising professional responsibility for both themselves and their peers within an open no-blame culture. 24

PERSO SPECIFICATIO POST: GRADE: ESSETIAL JOB REQUIREMETS QUALIFICATIOS WALSALL HEALTHCARE HS TRUST How Tested Weighting EXPERIECE SKILLS KOWLEDGE OTHER How tested: A = Application form I = Interview T = Test P = Presentation O = Other R = Reference Weighting: H = High M = Medium L = Low 25

Appendix 2(b) Example Interview Criteria Form ame: Post Recruited for (Insert Title) PAEL IITIAL QUESTIO COMMETS WEIGHT Low/ Medium/High SCORE 1 2 3 26

WALSALL HEALTHCARE HS TRUST Appendix 2(c) Interview Details Form WALSALL HEALTHCARE HS TRUST HUMA RESOURCES DEPARTMET - ITERVIEW DETAILS FORM PLEASE RETUR TO RESOURCIG TEAM Job Reference umber: 407- Post Title: Date(s) of shortlisting: Date(s) of Interviews: Venue(s): Shortlisting panel members: Interview panel members: Details of Test/Presentation Required: Equipment available for the candidates: Please use this space for any other relevant information ame and telephone no. of person to contact with any queries Time (please specify) B Interview invitations and the interview folders will be completed by the Recruitment Team. It is OT the Recruitment Team s responsibility to book venues/equipment/refreshments/etc. 27

Appendix 3 KSF Outline WALSALL HEALTHCARE HS TRUST HS KOWLEDGE AD SKILLS FRAMEWORK (HS KSF) SUMMARY OUTLIE FOR A POST Post /Job Title: Department: AFC Band: umber of people in post: HS KSF DIMESIOS CORE DIMESIOS relates to all HS posts 1. Communication 2. Personal and people development 3. Health, safety and security 4. Service improvement 5. Quality 6. Equality and diversity SPECIFIC DIMESIOS eeded for post? Y Y Y Y Y Y Y Level for post (Indicate by F = Foundation S = Second Gateway) 1 2 3 4 otes HEALTH AD WELL BEIG HWB1 Promotion of health and wellbeing and prevention of adverse effects to health and well being HWB2 Assessment and care planning to meet people s health and well being needs HWB3 Protection of health and well being HWB4 Enablement to address health and wellbeing needs HWB5 Provision of care to meet health and wellbeing needs 28

WALSALL HEALTHCARE HS TRUST HWB6 Assessment and treatment planning HWB7 Interventions and treatments HWB8 Biomedical investigation and intervention HWB9 Equipment and devices to meet health and well being needs HWB10 Products to meet health and well being needs ESTATES AD FACILITIES EF1 Systems, vehicles and equipment EF2 Environments and buildings EF3 Transport and logistics IFORMATIO AD KOWLEDGE IK1 Information processing IK2 Information collection and analysis IK3 Knowledge and information resources GEERAL G1 Learning and Development G2 Development and innovation G3 Procurement and commissioning G4 Financial Management G5 Services and project management G6 People management G7 Capacity and capability G8 Public relations and marketing 29

WALSALL HEALTHCARE HS TRUST 1. Developed agreed and ratified by: Line Manager ame:.. Designation: Signature: Date: 2. Rep of post or Individual post holder ame: Designation: Signature: Date: 3. Staff Side ame: Designation: Signature: Date: 4. KSF Lead Staff Side ame: Designation: Signature: Date: 5. KSF Lead Management side Date:. Signature:. Designation:. 30

Appendix 4 Vacancy Requisition Form WALSALL HEALTHCARE HS TRUST All vacancies should be the subject of consideration and review by the relevant managers to ensure positions remain fit for service. Any proposals to fill posts should be subject to the completion of this proforma and consideration by the relevant Executive Director and/or Divisional Director before approval. It is expected that full consideration is given to the available funding to improve quality and service provision to provide a role fit for purpose. A. Vacancy Details Post Title: Department: Band/Grade: Division/Directorate: Speciality: Hours Requirement: B. Vacancy Establishment Please highlight in this section how this vacancy has been established. Please include a reference to the change process or business case should the vacancy be due to restructure or new funding. Previous post Recruiting to previously established holder(s): role: FTE: Restructure of existing resources to create a new post with no cost Details: pressures: ew funding received to create a new Details: post: ame(s): Job title: Extension of current fixed term contract: Length of extension: Date of commencement in assignment: Please note if you are applying for an extension of fixed term contract all submissions should be made as normal. The form should be fully complete other than section E. Funding and approval will need to be authorised. Prior consideration must be given to internal at risk employees before offering the extension to the existing employee. 31

WALSALL HEALTHCARE HS TRUST C. Service Considerations Please give details of the considerations made to the available funding to improve quality and service provision. o Consideration Outcome on post/service 1 2 3 4 Activity i.e. has activity increased, decreased or remained steady? Level of responsibility i.e. does this post still have the same level of responsibility have new posts impacted on responsibilities? Skill mix i.e. would the service benefit from a change in skill mix? What alternatives have you considered? Quality i.e. what is the impact on quality of not replacing this post? Can the post be left vacant for a period of time? D. Position Conditions Please highlight in this section the terms to which this post will be appointed to. Contract type: Permanent Fixed-term/Secondment Contract length: Unsocial hours requirement/rota: Allocated Position o: E. Publication Details On-call rota: FTE: Please highlight in this section which media you require the vacancy to be advertised; please note that quotes will be received prior to publication in external media; there are also strict deadlines in relation to advertising externally, please contact HR for further information. Internal only (via HS Jobs): Closing date: Additional media/publications: Justification for using media: Shortlist panel members: Please give details: External (via HS Jobs) F. Vetting & Barring In order to ensure that the Trust can fully vet potential applicants, please select the contact elements from below; Recruitment will then undertake the necessary DBS checks. Please note that regular infers a definitive job requirement occurring at least once a month (i.e. not ad-hoc). Does this post provide regular direct care to patients? (including clinical interventions, health advice, care programmes etc) Does this post involve regularly working on a patient area? (including clinical, support services, engineering, IT support, ward clerk etc) Does this post involve having access to medical records? Yes o Yes (adult area) Yes (children area) Yes o o 32

WALSALL HEALTHCARE HS TRUST G. Checklist & Confirmation to be completed by Budget Holder I confirm that sections A to F are fully completed and confirm that this position is required for the service and/or function to continue to operate. I also confirm that the vacancy is funded within budgetary limits and thus complies with the requirements of the Trust s Budget Policy and SFIs. Job description attached and emailed to HR Person specification attached and emailed to HR Signed: Print ame: KSF outline attached and emailed to HR Advert attached and emailed to HR Date: H. Executive Authorisation to be completed by Director or Divisional Director Please outline any conditions/reasons attached. Approved: ot approved: Signed: Print ame: Date: Please forward approved requests to your Divisional Business Advisor, Finance; unapproved requests should be returned to the author. I. Financial Control to be completed by Divisional Business Advisor Account / Recurrent Cost: Yes o Code: Associated Costs: Workforce Plan CRES/SIPS Workstream Predicted Part-Year Effect: Predicted Full-Year Effect: Signed: Print ame: Date: Please ensure you have forwarded any requests to your Divisional Director who will then need to forward on to the relevant finance representative. Once approved, all forms will be forwarded to Recruitment Administration, Resourcing Team, EC Building (Reece Hodgen and Angie Welham). REC1 Process Vacancy/extension of fixed term contract REC1 form fully completed with relevant, in-depth details REC1 forwarded to Divisional Director for approval Director approval REC1 forwarded to Finance Advisor Financial approval REC1 forwarded to Recruitment Recruitment forward to Board for scrutiny (forms should ideally be with recruitment by midday Monday) Recruitment will email the recruiting manager with the outcome following Board scrutiny 33

Appendix 5 Reference Request Letter WALSALL HEALTHCARE HS TRUST Our Ref: 407- Dear Referee Recruitment Team, EC Building Manor Hospital Moat Road Walsall West Midlands WS2 9PS 01922 721172 ext. @walsallhealthcare.nhs.uk www.walsallhealthcare.nhs.uk Re: The above named person has been given a conditional offer of employment for the post of with Walsall Healthcare HS Trust, and has given permission to approach you for a reference. I should be grateful for your opinion of the applicant s suitability for the post by completing the reference form attached. I would appreciate it if you could reply by return. You should be aware that the reference you supply may be shown to the applicant/employee, if requested. It would be appreciated if you could respond to this request as fully and quickly as possible as a delay may impact upon the candidate's start date. Thank you in anticipation of your assistance in this matter. Yours sincerely Recruitment Officer 34

WALSALL HEALTHCARE HS TRUST Please note that this reference may be shown to the applicant/employee if requested ame of Applicant: Job Ref: 407- Post Applied for: Section A: In what capacity was the applicant employed by you? Dates of employment: From: To: Please state the number of sickness absence days and episodes in the past 2 years: Has any management action been taken concerning sickness? Yes / o (If yes please give details overleaf) Details of any parental leave taken whilst in your employment: Reason for leaving: Would you re-employ: Yes / o (If no please comment overleaf) Section B: Where relevant, please indicate your assessment of the following by ticking appropriate box: Excellent Good Fair Poor Quality of work performed Attendance/Punctuality Reliability/Trustworthiness Ability to work within a team Ability to work without supervision Ability to work under pressure Communication skills Relationships with colleagues / members of the public Section C: Please feel free to continue on a separate sheet if necessary Please comment on the applicants character in terms of personality and particular strengths and weaknesses i.e. initiative, drive, judgement and organisational ability: Do you consider the applicant will be able to perform the duties of the post they have applied for as outlined in the job description? Yes / o (if o please comment overleaf) Has any management action, other than for sickness, ever been taken against this person? Yes / o ( if Yes please give details overleaf) Would you care to make any other comments concerning this applicant? Signed Print ame: Position: Date: Relationship to applicant: ame of Organisation: 35

WALSALL HEALTHCARE HS TRUST Appendix 6 RECRUITMET PROCESS AT A GLACE Resignation or Creation of ew Post The Division should consider the following:- The current skill mix within the team Future service requirements, including long term workforce planning Opportunities for new ways of working Potential for flexible working patterns Preparation of Job Description/Person Specification 1 WEEK Revision/creation of Job Description, Person Specification, KSF outline. Pre-plan shortlisting panel and dates notified in advert. Pre-plan interview panel and dates notified in advert. Develop Advert including relevant dates as above. Vacancy Approval & Advert Process Vacancy Approval form completed by Budget Manager, Divisional Director and Finance colleague, e.g. Division Business Advisor, for coding to be assigned. Vacancy approval pack (i.e. with job description/person specification etc.) submitted electronically to Finance and Resourcing Team. Finance produces VAF Reference umber and send to Resourcing. Recruiting Manager submits the Interview Details Form outlining the requirements of selection process to the Resourcing Team. Vacancy sent to Executive Team for approval (every Tuesday). Decision on vacancy (received Wednesday), advert placed on HS Jobs by end of week (advert normally open for 2 weeks). If vacancy declined Manager informed. 3 WEEKS Shortlisting & Selection Process 2 WEEKS Once advert closes pre-arranged shortlisting panel concludes within a maximum of 7 days. Shortlisting outcomes identified by Resourcing Team through HS Jobs. Candidates notified of shortlisting success and advised via HS Jobs to book in for pre-planned interview. 36

Selection WALSALL Process HEALTHCARE HS TRUST Candidate confirms attendance and is informed of pre-check process and requirements to bring in relevant ID and qualifications to interview.* Resourcing Team produce 1 interview pack which is made available to the Recruiting Manager to collect 2 days prior to scheduled interview date. Manager informs Resourcing Team of outcomes within 2 working days of interview and submits a Successful Appointee Form. Manager notes on form the unsuccessful candidates in order that the Resourcing Team can send out the appropriate e-mail. Manager informs the successful candidate(s) personally to conditionally offer post. 1 WEEK Recruitment Checks* On confirmation that successful candidate has accepted, a conditional offer letter and 2 references are sent within 1 working day. Upon receipt of the conditional offer letter, the successful candidate is requested to contact the Resourcing Team for a face-to-face preemployment meeting. The successful candidate will be informed that all Resourcing checks including DBS, Right to Work, Professional Registration and Occupational Health check will take place at the face-to-face meeting. Successful candidate required to provide sight of a copy of the DBS Certificate on receipt. 1-3 WEEKS Appointment Process 1 WEEK UP TO 3 MOTHS (Dependent on otice Period) Resourcing Team notifies Manager all checks satisfactory. Manager agrees start date with candidate taking into account notice periods. Resourcing Team record the agreed start-date on ESR. Offer letter, 2 copies of contract, and induction information sent to candidate. Personal file created and manager to collect from Resourcing Team. Successful candidate commences employment. Manager undertakes local induction and completes starter form and submits to ESR Team on first working day. TOTAL RECRUITMET PROCESS TIME = MIIMUM OF 9 WEEKS UP TO A MAXIMUM OF 22 WEEKS * It should be noted that for large targeted recruitment campaigns (e.g. nursing or CSWs), recruitment checks will be undertaken as part of the selection process to enable faster processing and avoid unnecessary delays. 37

WALSALL HEALTHCARE HS TRUST Appendix 7 Guidance for Recruiting Managers HS Jobs - Recruiting Manager Shortlisting Recruiting Manager: Logging in to your account Recruiting managers can check the number of applications received and access a full list of completed applications for their own vacancies by logging into HS Jobs employers. First time users; if you have not yet been set up with a Recruiting Manager HS Jobs account, please contact your HS Jobs Administration Team. Once you receive your account activation email, go to www.jobs.nhs.uk/employers enter your e-mail address and the systemgenerated password provided in your activation e-mail (you will be prompted to change this when you log in for the first time). If you have forgotten your password, click on the forgotten your password link and enter your email address. 38

WALSALL HEALTHCARE HS TRUST Recruiting Manager: Applications screen To ensure that you can view your applications please ensure that the placed by box shows all recruiters To view your applications click on application manager Click view next to vacancy you wish to shortlist. 39

WALSALL HEALTHCARE HS TRUST Click on shortlist to view application and shortlisting options Applicant s names have been replaced with application numbers (AR) To view an application form, click on the icon in the form column. If it is an offline application, you will need to refer to Part B of the paper application form (this will be held in the Human Resources Department, EC Building ground floor). Once form column has been the select the application form will open and each section can be viewed 40

Recruiting Manager: Shortlisting WALSALL HEALTHCARE HS TRUST The shortlist screen for recruiting managers will be similar to that seen by the HR/ Recruitment User. The recruiting manager can select the appropriate option for each application, whether the candidate should be shortlisted, rejected (with a reason) or reserved. You will only be able to view Part B of submitted application forms. To do shortlist: Click on shortlist. To view an application form, click on the icon in the form column. If it is an offline application, you will need to refer to Part B of the paper application form (this will be held in the Human Resources Department, EC Building, Ground Floor). Make an appropriate select by clicking on the drop down filter (as shown above). Click submit to save any selections you have made. Once you have made your final decision in respect of all applications received, tick the review complete box and click submit. Please note: we recommend that you save your selection at regular intervals as HS sessions automatically time out if in active for more than 15 minutes. 41

WALSALL HEALTHCARE HS TRUST Shortlist matrix (OPTIOAL) Recruiting Managers can choose to use a scoring matrix when assessing applications against standard criteria. The scoring matrix opens in a new window and enables recruiting managers and other members of the shortlisting panel to score each application against essential criteria. The total score is displayed on the Recruiting Manager shortlist page this is not available to other members of the shortlisting panel. Although recruiting managers will be able to see the scores provided by each reviewer, this is not tied into the total score which is presented on the shortlist page for Recruiting Managers. OCE OLIE MAAGER SHORTLISTIG HAS BEE COMPLETED, PLEASE RETUR A COMPLETED ITERVIEW DETAILS FORM TO THE RECRUITMET TEAM 42

WALSALL HEALTHCARE HS TRUST Appendix 8 - Promises Recruitment Questionnaire User Guide 43