Recruitment & Selection Policy - Haringey CCG · Recruitment & Selection Policy . ... managers deal...

Recruitment and Selection Policy – October 2015 Haringey CCG 1

Recruitment & Selection Policy


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SUMMARY

Recruitment and selection policy

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RESPONSIBLE PERSON:

Sarah Price – Chief Officer

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ACCOUNTABLE DIRECTOR:

Sarah Price – Chief Officer

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APPLIES TO:

All staff

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GROUPS/ INDIVIDUALS WHO HAVE OVERSEEN THE DEVELOPMENT OF THIS POLICY:

NEL CSU HR

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GROUPS WHICH WERE CONSULTED AND HAVE GIVEN APPROVAL:

Joint Partnership Group – October 2015

Senior Management Team – 19/10/16

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EQUALITY IMPACT ANALYSIS COMPLETED:

Policy Screened

Y

Template completed

Y

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RATIFYING COMMITTEE(S) & DATE OF FINAL APPROVAL:

Senior Management Team – 19/10/16

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VERSION:

1

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AVAILABLE ON:

Intranet Y Website Y

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RELATED DOCUMENTS:

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DISSEMINATED TO:

All staff

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DATE OF IMPLEMENTATION:

19/10/16

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DATE OF NEXT FORMAL REVIEW:

3 years or earlier if required by changes in legislation


Contents

1. Introduction ...................................................................................................................... 4

2. Principles ......................................................................................................................... 4

3. Job Analysis ..................................................................................................................... 4

4. Recruitment Process ........................................................................................................ 5

4.1 Establishment Control Form ...................................................................................... 5

4.2 Job Description .......................................................................................................... 5

4.3 Job Evaluation ........................................................................................................... 5

4.4 Person Specification .................................................................................................. 5

4.5 Advert ........................................................................................................................ 6

4.6 Advertising a Vacancy ............................................................................................... 6

4.7 Selection Panel ......................................................................................................... 7

4.8 Shortlisting Candidates .............................................................................................. 7

4.9 Interviews .................................................................................................................. 7

4.10 Selection Methods .................................................................................................. 8

4.11 Interview Outcome ................................................................................................. 8

4.12 Conditional Offer of Employment ........................................................................... 8

4.13 Pre-Employment Checks ........................................................................................ 8

4.14 Starting Salary & Incremental Dates ...................................................................... 8

4.15 Reasonable Adjustments ....................................................................................... 9

4.16 Reserve Candidates ............................................................................................... 9

4.17 Withdrawing an offer of employment .................................................................... 10

4.18 Documentation & Record Keeping ....................................................................... 10

5. Equality .......................................................................................................................... 10

6. Monitoring & Review ...................................................................................................... 10

7. Associated Policies & Procedures .................................... Error! Bookmark not defined.


1. Introduction

The Recruitment and Selection Policy is designed to support managers in providing a fair, consistent and effective approach to the recruitment of all employees and to help

managers deal with recruitment and selection effectively and consistently. 1.2 The CCG actively promotes equality of opportunity for all and welcomes applications from

a wide range of candidates. 1.3 The CCG complies fully with the NHS Employment Check Standards and the Disclosure & Barring Service (DBS) Code of practice and undertakes to treat all applicants in the same

way at each stage of the process. 1.4 In accordance with NHS Employment Check Standards the CCG will undertake document checks on every prospective employee and staff in ongoing NHS employment. This

includes permanent staff, staff on fixed term contracts, volunteers, students, trainees, contractors and staff supplied by agencies.

2. Principles

The CCG recognises the need for equality and diversity within the workforce and promotes equality and diversity issues and awareness. 2.1 The CCG endeavours to be an equal opportunities employer and has taken measures to ensure that any opportunity for discrimination during the recruitment process is minimised. Personal information is removed from application forms prior to short listing and is used for monitoring purposes only. We will also ensure that objective selection criteria are used, the decision making process is recorded and it can be demonstrated that appointments are made on merit. 2.2 The CCG will ensure that all employees who are responsible for undertaking recruitment and selection are suitably trained and have the necessary knowledge and skills. 2.3 Recruitment and selection is carried out in accordance with all relevant legislation. 2.4 If applicable, the CCG uses the Disclosure service provided by the Disclosure & Barring Service to assess applicants’ suitability for positions of trust. The CCG complies fully with the DBS Code of Practice and undertakes to treat all applicants fairly. The CCG also undertakes not to discriminate unfairly against any subject of a Disclosure on the basis of conviction or other information received. Data is held and destroyed in line with the Data Protection Act 1998. Only information essential to the recruitment decision will be obtained and will be kept in accordance with the Act.

3. Job Analysis

Before deciding to fill a vacancy and progressing to the next stage of the recruitment process, there are a number of questions to be asked:

Can the work itself be eliminated? Can the work be absorbed by re-organising existing resources? Is there still a job to be done? Is it the same job as was done previously?


Can skill mix be considered as an alternative? Will the job be permanent or temporary? Can the vacancy by covered with a temporary secondment? Is this one vacancy or can a single process be used to fill this and subsequent

vacancies? Are you recruiting solely to fill this particular post or are you looking for somebody with

promotion potential?

4. Recruitment Process The Resourcing Team require the following recruitment documentation to advertise a post:

Establishment Control Form [ECF] Advert Job Description Person Specification Shortlisting Criteria Form

4.1 Establishment Control Form

The main purpose of the Establishment Control procedure is to maintain the agreed levels of establishment. The ECF must be authorised by the line manager, budget holder and finance before being sent to the Resourcing Team. During periods of organisational change the authorisation process may be reviewed to include additional levels of authorisation. The information from the ECF is also used by the Resourcing Team to set up the advertisement and establishment for the post. The establishment control form can be found in appendix 2.

4.2 Job Description A job description describes a job at the time of writing and should be prepared for each vacancy that needs to be advertised. It describes what the post holder is required to do to carry out the job effectively and can be used to:-

Provide a clear description of the job for recruitment and may include additional relative information.

Evaluate a job i.e. where a position may have substantially changed or altered. Describe the job sufficiently to assess the grade Clarify the roles and responsibilities for the existing post holder Inform the training and development needs

A template job description can be found in Appendix 4. 4.3 Job Evaluation All new job descriptions and existing job descriptions which have been amended in a way that might affect their grading should be submitted to the HR Business Partner for grading. There is no need to seek a re-evaluation if no changes have been made to an existing Job Description. 4.4 Person Specification The person specification defines the qualifications, skills, experience and aptitudes etc. that are required by a person to fulfil the role. The criteria must be categorised as either essential (the minimum standards required to perform the job adequately) or desirable (the standards which will enable the person to perform the job more effectively). The criteria used should be


competency based to enable candidates to demonstrate at interview how they have used particular skills previously. The person specification is key to a fair selection process and is used as a framework for

short-listing and interviewing candidates. The person specification should state the essential (and desirable) criteria for selection and should consist of:-

Qualifications necessary to do the job Relevant Registrations, if applicable Skills, knowledge and experience Qualities relevant to the job i.e ability to work as part of a team It is very important that the criteria is line with the needs of the job. If the criteria is inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false expectations. Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants.

A template person specification can be found in Appendix 3. 4.5 Advert

An advertisement is written from the job description and person specification and is a key tool that will to attract potential applicants. The advert should contain the following key information:

CCG name and logo Title of vacancy Salary, including the High Cost Area Supplement Brief details of the job Key requirements of the person specification Duration of the appointment (if fixed term) Closing date for applications (sufficient time should be allowed to enable applicants to

consider the role and make their application) Date of interview [if known] Contact name and details of CCG member of staff who can be contacted for further

information

4.6 Advertising a Vacancy All jobs will be advertised via the Health jobs website. Applicants are required to apply on-line via Health Jobs. Where external advertising is chosen by the Recruiting Manager, the manager should establish the most efficient and effective method of advertising e.g. specialist websites; national/local publications. Further information and guidance can be sought from the Resourcing Team. All external adverts will automatically be advertised internally and placed on the NHS & Health job websites.

Where a vacancy is to be advertised internally only, the vacancy will be advertised on Health Jobs only.


4.7 Selection Panel

Interviews should be conducted by no fewer than two panel members. The panel should include the Line Manager and other more senior staff members who will regularly work with the post holder and who have a good understanding of the requirements of the role. It is recommended that panel members include both men and women and, if possible, members of different racial or ethnic groups.

An external colleague may be asked to join the panel, for example where specialist skills are required for the post, or if it is felt that there are particular areas which require specialist assessment. 4.8 Shortlisting Candidates When the advert closes, the Recruiting Manager will be contacted by the HR Co-ordinator to notify them that the vacancy has closed and that they can access the applications on line via Health Jobs. The shortlisting process involves reducing the total number of applications received to take forward to the more detailed assessment phase of the selection process.

When deciding who to short list, recruiting managers should draw up the shortlisting criteria based on the person specification and using the guide contained in appendix Haringey. Each application can then be scored accordingly. The interview panel, or at least two members of the panel should review and shortlist all the applications received making it less likely that discrimination or stereotyping will occur at this stage.

Online application forms are recognised by reference numbers and do not have the candidate’s names or addresses on them. The reason for anonymising the application is to ensure that candidates are shortlisted based on their skills, knowledge, qualifications and experience and to protect the Trust from a potential [discrimination] claim.

The recruiting manager will submit the outcome of the shortlist through Health Jobs. HealthJobs is now known as TRAC. Managers shortlist online and then move the vacancy to interview. An interview template will appear which they complete. On submission the Resourcing team arrange interviews with shortlisted applicants and reject those who were unsuitable. Applicants who have declared that they are disabled and are applying under the ‘two ticks scheme’ must be invited to an interview if they meet the essential criteria of the role. Managers are encouraged to add notes on TRAC against these applicants especially if they are not selected to interview as they do not meet the essential criteria. Candidates who have not been shortlisted will not expect to be contacted further. 4.9 Interviews All candidates will be invited for an interview through the TRAC email facility. The recruiting manager is responsible for arranging the interview panel and venue.

It is important that the interview is well structured, this means:-

Holding the interview in a suitable location that is easily accessible

Ensuring the room is free from disturbances or any distractions


Allowing sufficient time for questions and any presentation or tests

Planning questions well before the interview

Asking all the candidates the same questions

Basing questions on the person specification

Referring to the application form so that the previous employment history is checked

Scoring answers by using a rating system – interview assessment forms will be provided if requested. An interview assessment form can be found in appendix 7.

TRAC will send an interview pack 24 hours before interview date (includes schedule and applications). Interview questions are NOT part of this pack, however, they are available on request via the HR Co-ordinator. 4.10 Selection Methods Recruiting Managers may wish to use other methods which may also be used as part of the selection process, for example:

an in-tray exercise role play a presentation work sampling psychometric testing

4.11 Interview Outcome The Recruiting Manager can contact the successful candidate by telephone to inform them of the panel’s decision. Unsuccessful candidates will be informed of the panel’s decision via email through TRAC. 4.12 Conditional Offer of Employment A conditional offer of employment will be made to the successful candidate by the HR Co- ordinator. The successful candidate will be informed that the appointment is subject to a satisfactory pre-employment ID checks and satisfactory references.

An offer of employment may be withdrawn if a candidate withholds information or knowingly provides false or misleading information. 4.13 Pre-Employment Checks

All pre-employment checks will be undertaken in accordance with NHS Employment Check Standards as follows:

Verification of identity checks

Health clearance

Receipt of satisfactory references

Proof of right to work checks

Receipt of satisfactory DBS check [if required]

Proof of relevant qualifications 4.14 Starting Salary & Incremental Dates


All new employees should be appointed on a salary point in the relevant band that is no higher than the second spine point in that band. When an internal candidate is offered a job that is at a higher pay band, pay should be set at the minimum of the new pay band. However, if this would result in no increase either because the individual is receiving a bonus or recruitment and retention premium or because they are at the top of the band, the individual would go to the first pay point in the band which would result in an increase in pay.

Only in exceptional circumstances will a starting salary which is higher than the second spine point be agreed, this would normally be where posts is of such a specialist nature that the higher salary is necessary to secure the best candidate for the post or in consideration of previous salary and/or experience. Such cases should be discussed with the HR Business Partner/Resourcing Adviser prior to the salary offer being made.

When an internal candidate is offered a job that is at the same pay band as their current role, they would normally move across on the same pay point. Where an employee has been in receipt of a bonus payment in their current role, this may be consolidated and a higher pay point offered. However, this will be no higher than the top point of the relevant pay band and no protection will be payable.

In exceptional circumstances the Recruiting Manager may wish for the successful candidate to be appointed further up the pay scale. This decision should be discussed with the Accountable Officer who will be required to sign and approve a variation form that is available from the Resourcing Team. The incremental date for new employees will normally be the anniversary of their start date. When an internal candidate is appointed, and they move up only one pay point, their incremental date will remain the same. Where they move up two or more pay points, their incremental date will become the anniversary of the date of change.

4.15 Reasonable Adjustments If a disabled candidate is selected for appointment, the need for reasonable adjustments to the role will need to be discussed with the individual concerned. Where it is agreed that reasonable adjustments need to be made this should be discussed with Occupational Health and the member of the HR team involved in the recruitment process.

In order to establish the adjustments that are required, and whether these adjustments are reasonable, the recruiting manager must complete an occupational health form that the HR Co-ordinator will send them.

4.16 Reserve Candidates

Where more than one candidate meets the selection criteria the Panel may decide to list second and third choice candidates. Where the first choice candidate is unable to take up employment, for any reason, the second candidate may be offered the position and so on. Reserves may be held for a period of 6 months and if there is the requirement to fill the same post during that period the reserve candidate may be offered the position without having to repeat the recruitment process.


4.17 Withdrawing an offer of employment

If, after careful consideration, it is decided to withdraw the provisional offer of employment the grounds for withdrawal must be very clear e.g. due to unsatisfactory references or other pre-employment checks and the offer of employment rescinded in writing. This decision must be made in conjunction with HR.

4.18 Documentation & Record Keeping

Recruiting managers are required to maintain good quality notes and keep all documentation together as the content will be particularly important if a [discrimination] claim is made from an unsuccessful candidate or a Freedom of Information request is received.

5. Equality

In applying this policy, the CCG will have due regard for the need to eliminate unlawful discrimination, promote equality of opportunity, and provide for good relations between people of diverse groups, in particular on the grounds of the following characteristics protected by the Equality Act (2010); age, disability, gender, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, and sexual orientation, in addition to trade union membership, or any other personal characteristic.

6. Monitoring & Review

The policy will be reviewed periodically by Human Resources in conjunction with operational managers and Trade Union representatives. Where review is necessary due to legislative change, this will happen immediately.


Appendix 1: Summary of Recruitment Process [inc. Roles & Responsibilities] Responsibility

Manager HR

Job Analysis Post becomes Vacant

Consider the need to fill the vacancy Post to be graded if new position

Complete documentation for HR:- Establishment Control Form

Draft Advertisement

Job Description & Person Specification

▼ Advertising

Advertise role on Health & NHS Jobs Health Jobs login details sent to the Recruiting Manager to access online applications

Email the links and documentation to the shortlist panel

▼

Shortlisting Review panel to shortlist all applications received

Consider and schedule interviews ie venue, date, time, tests etc Prepare selection method(s)

Shortlist online and advise HR Co-ordinator of interview times/dates & location

Allow at sufficient time for candidates to receive notification and make their own arrangements to take part in the interviews.

▼

Interview Arrangements Inform candidates selected for interview

TRAC will send names of candidates and all applications to the Recruiting Manager 24 hours before interview.

▼

Interview Panel Interview takes place

Chair to complete Interview Assessment via TRAC All paperwork to be returned to HR to enable references and pre-employment checks

to be taken up.

▼

Successful Candidate(s) Conditional Offer of Employment

Issue a conditional offer of employment subject to:- Appropriate pre-employment checks, including references ▼ Unconditional Offer of Employment subject to satisfactory pre-employment checks

▼

Discuss and agree start date with candidate and inform HR

▼

Issue Contract of Employment

▼

Induction

▼


Appendix 2: Establishment Control Form

This process covers all posts to be recruited to including new posts to the structure, and applies to all staff groups. PLEASE READ THE FOLLOWING ESTABLISHMENT CONTROL PROCESS EFFECTIVE FROM 1ST April 2013.

The Establishment Control Form (ECF) is used as authorisation for all recruitment and provides information required to allow the Recruitment Team to advertise a vacancy for you. The recruiting manager should send a completed ECF (recruitment authorisation form), role profile, draft advertisement and campaign template to the relevant recruitment contact (contact details below).

The recruitment process will only commence once the recruiting manager has

obtained full authorisation from all required signatories. Documents should be submitted electronically and all together.

If recruitment is not successful within three months of advertisement, a

replacement ECF with up-to-date approval will be required to re - advertise.

Managers need to ensure that this form is fully authorised by the Director of Service and Financial lead within the CCG prior to sending to HR for processing.

Please refer to the below grid to ensure that you contact the appropriate workstream lead:

NHS North and East London Commissioning Support Unit 75-77 Worship Street, Clifton House, London EC2A 2DU

HR Co-ordinator Tel: 0203 688 1110

HR Co-ordinator Tel: 0203 688 1195

Barnet, Enfield and Haringey, Camden and Islington CCGs

Waltham Forest, Newham, Tower Hamlets and BHR CCGs

Establishment Control Form (Recruitment Authorisation form) For use in North and East London CSU and CCGs in North and

East London.


Establishment Control Process This document should be used by managers to fill posts in the Clinical Commissioning Groups in North and East London. Managers should ensure that they inform the appropriate HR Business Partner of any recruitment activity so that the process and manager is fully supported. Re-banding/ or team restructuring All requests for established posts to be re-banded or changes to posts as a result of team restructuring should be processed through the establishment control process. However before doing so, Managers must seek advice from their HR Business Partner who will be able to advise whether engagement with staff and staff side representatives is appropriate before advertisement. Review This process will be reviewed on an on-going basis, and may be subject to change. Version 1 –April 2015


RECRUITMENT ESTABLISHMENT CONTROL FORM (ECF) – recruitment authorisation form This form is used to maintain the agreed levels of establishment and should be sent via email with your draft advert, role profile and campaign template to the appropriate HR Co-ordinator/HR Administrator. All sections of this form must be

completed.

Section 1: Post Details

Is this a new post?

Yes No

If no, previous post-holders name: Date vacant DD/MM/YYY:

If ‘No’ to the above:

Does this post appear in the current establishment Yes No

Have you changing the post or role specification in any way Yes No

Have you sought advice from your HR Business Partner Yes No

if you are changing an existing post?

Job Title:

Position No: (if position currently exists in

the structure)

Staff Group ie admin/:

Workbase/Location:

Department/CCG:

Band/Grade: WTE/Weekly hours:

Was the JD Evaluated via Agenda for Change?

Yes No

Note: AFC evaluation does not apply to medical and dental posts or where an agreed generic job description is used

Contract Type: Permanent Fixed Term Secondment Term Time

If Fixed Term, give reason and duration

Short term funding Maternity cover Training/Sponsorship Work Permit

Secondment Limited Term Project Organisational Change

Other reason: Duration:

Any other information relevant to the post ie purpose of post and the effect of not filling the post:

Section 2: Establishment Information for Recruitment Purposes

Have you or any panel member been trained in Recruitment & Selection?

Yes No If ‘no’ the recruitment procedure should not continue.

Advertisement Contact for publication: Name: Tel No: Email:

Lead Shortlisting person (who will receive all applications):

Name: Email:

Contact names of additional NHS Reviewers for shortlisting

Name: Email:

External Advert website/publication & issue date:

Website/Publication: Issue date:

DBS (Disclosure and Barring Service) Level Required,

Standard Enhanced

Does the post involve working with children?

Yes No

Does this post involve contact with vulnerable adults?

Yes No

Will this post involve contact with patient clients at the candidate’s home address?

Yes No


Occupational Health information

Please highlight exposure to the following: Chemical/COSHH substances ____________________ (give detail) Microbiological Hazards ________________________ (give detail) Manual Handling Operations ____________________ (give detail) Other Hazards: Please highlight any Frequent ‘F’ or Occasional ‘O’ exposure to the following: Working at Height O F Working with vulnerable groups or the mentally ill(adults or children) O F Driving HGV vehicles O F Handling Food O F Working at night O F Working Computer Display equipment O F

Section 3: Authorisation – by signing this section the Budget Holder confirms that HR has been advised of the intention to recruit, and the campaign has been discussed before seeking financial approval.

Budget Holder Signature: Print Name: Date: Director of Service

Signature: Print Name: Date:

Section 4: Financial Confirmation & Authorisation (this section needs to be fully completed.

Position Number:

Budget Code: (include any split costing and %)

Parent Organisation:

Subjective Code:

Sub Analysis:

Occupational Code:

Financial Approval Signature: Print Name Date:


Appendix 3: Template Advert Directorate:

Job Title: Band:

Job Reference No:

For further information please contact:


Appendix 4: Template Job Description

GENERAL INFORMATION Job Title: Band: Terms & Conditions of Service:

In accordance with the Agenda for Change NHS Terms & Conditions of Service Handbook.

Directorate / Function Responsible to: Accountable to: Responsible for: Main Base:

ROLE SUMMARY

MAIN DUTIES AND RESPONSIBILITIES

XXX XXX XXX

MANDATORY RESPONSIBILITIES CONFIDENTIALITY To ensure confidentiality at all times, only releasing confidential information obtained during the course of employment to those acting in an official capacity. VALUING DIVERSITY The organisation will adhere to, and is committed to, all legislation relating to equality and diversity. All staff must act in ways that are in accordance with legislation, policy, procedures and good practice relating to equality and diversity. This includes ensuring that they do not discriminate against others in relation to their race, disability, gender, sexual orientation, age and religious belief, and promoting equality of opportunity in relation to employment and service provision. HEALTH & SAFETY Employees must be aware of the responsibilities placed on them under the Health and Safety at Work Act (1974), and to ensure that agreed safety procedures are carried out to maintain a safe environment for employees, patients and visitors. NO SMOKING POLICY There is a smoke free policy in operation in the CCG. In accordance with this policy smoking is positively discouraged and is not permitted anywhere within the buildings, on the premises or grounds. Designated smoking areas or smoking rooms are not permitted.

ROLE DESCRIPTION


DATA PROTECTION ACT To comply with the requirements of the Data Protection Act. DATA USE AND QUALITY All staff employed by the organisation or an external agency, working in the NHS are bound by a legal duty of confidence to protect and input personal information accurately, securely, efficiently and effectively, in order to deliver the best possible care. WASTE DISPOSAL All staff must ensure that waste produced within the CCG is disposed of in such ways that control risk to health, or safety of staff and the public alike in accordance with relevant legislation and procedures contained within the policy.

PROFESSIONAL REGISTRATION

I) If you are employed in an area of work which requires membership of a professional body in order to practice (e.g. Nursing & Midwifery Council for nurses), it is a condition precedent of your employment to maintain membership of such a professional body. It is also your responsibility to comply with the relevant body’s code of practice. Your manager will be able to advise you on which, if any, professional body of which you must be a member.

ii) You are required to advise the CCG if your professional body in any way limits or

changes the terms of your registration.

iii) Failure to remain registered or to comply with the relevant code of practice may result in temporary downgrading, suspension from duty and/or disciplinary action which may result in the termination of your employment.

iv) If you are required to have registration with a particular professional body or to have

specific qualifications you must notify your manager on appointment of such fact and provide him or her with documentary evidence of them before your employment commences or, at the latest, on your first day of employment. Furthermore throughout your employment with the CCG, you are required on demand by your manager to provide him or her with documentary evidence of your registration with any particular professional body or in respect of any required qualifications.

RISK MANAGEMENT All CCG employees are accountable, through the terms and conditions of their employment, professional regulations, clinical governance and statutory health and safety regulations, and are responsible for reporting incidents, being aware of the risk management strategy and emergency procedures and attendance at training as required. SAFEGUARDING CHILDREN All staff must be familiar with and adhere to CCG child protection procedures and guidelines, in conjunction with statutory guidance and the London LSCB policies and procedures. All staff are required to attend child protection awareness training, and any additional training and supervision regarding child protection relevant to their position and role. This role description is intended as a basic guide to the responsibilities of the post and is not exhaustive and may be subject to review in consultation with the post holder.


Appendix 5: Template Person Specification PERSON SPECIFICATION

Job Title:

Band:

This is a specification of the qualifications, knowledge, experience, skills and abilities, that are required to carry out effectively the responsibilities of the post (as outlined in the role description) and forms the basis for selecting a candidate.

REQUIREMENTS

ESSENTIAL

DESIRABLE

EDUCATION AND QUALIFICATIONS

KNOWLEDGE

EXPERIENCE

SKILLS, ABILITIES and PERSONAL QUALITIES


Appendix 6: Shortlisting Criteria Template

Shortlisting Criteria template:

Please complete the enclosed template to log the criteria that you intend to use as shortlisting criteria for your post.

Please ensure to refer to the role specification as well as the generic job description and person specification template.

Details of the weighting system utilised are detailed below:

Weighting Scoring

1 Not met

2 Partially met

3 Meets criteria

4 Exceeds criteria

It is helpful to know the shortlisting panel prior to the shortlisting date. The Resourcing Team will set up the panel and

interview criteria based on the information below. Please note, that if you indicate that a panel member will be

shortlisting, they will be sent their own ‘link’ or ‘portal’ to view the applications when the vacancy closes. All panel

members entered on to the system will need to shortlist on the system independently– shortlisting cannot be completed

in a pool against one person’s access into Health Jobs.

The lead short-lister is the vacancy manager/recruiting manager – i.e., the person responsible for the vacancy throughout

the recruitment process.

*Important note regarding closing dates*

Managers should be aware that advertisements will automatically close at midnight on the specified closing date. If you

wish to close your vacancy early, we are able to do this, ie bringing it forward to midnight on an earlier date. If you close

a vacancy before midnight, candidates that have started their application will be able to submit their application still – this

should be borne in mind before instructing you HR Co-ordinator to close your vacancy earlier. We suggest that you

contact your HR Co-ordinator to discuss before closing a vacancy earlier than the specified advertising date*.


Shortlisting Criteria Template.

Vacancy Name:

Organisation:

The shortlisting panel will include:

Panel Member Name Email address

Lead short-lister:

short-lister 1:

short-lister 2:

Additional panel members:

Factors Description Essential Desirable

Education /

Qualifications

Experience

Knowledge


Appendix 7: Interview Assessment Form

Key Points:

Interview questions should be derived from the person specification criteria – although it’s good practice to ask a ‘warm-up’ question (e.g. why do you want this job?) even if it’s not assessed

Explore – and encourage candidates to refer to - the examples they have given in their applications, using the question as a starting point

Standard questions have been designed for the ‘Education’ and ‘Skills, Abilities and Personal Qualities’ criteria

Score the candidate for each question asked on a scale of: 0 - not met; 1 – partly met; 2 – fully met EDUCATION AND QUALIFICATIONS

1. Masters level education / experience / training.

Score 0 / 1 / 2

2. Specialist education / training / experience related to specific area of work

Score 0 / 1 / 2

INTERVIEW ASSESSMENT FORM

CCG Post Name:

Candidate Name:

Function:

Current

organisation

Post No: Interviewer(s)

Panel Member Name:

Interview Date:

Overall Score from Interview /

Appoint: Yes No


3. Continuing Professional Development

Score 0 / 1 / 2 KNOWLEDGE: Please derive post-specific questions using the person spec (noting the question posed and the interviewee’s response)

1.

Score 0 / 1 / 2

2.

Score 0 / 1 / 2

3.

Score 0 / 1 / 2

4.

Score 0 / 1 / 2


5.

Score 0 / 1 / 2

EXPERIENCE: Please derive post-specific questions using the person spec (noting the question posed and the interviewee’s response)

1.

Score 0 / 1 / 2

2.

Score 0 / 1 / 2

3.

Score 0 / 1 / 2

4.


Score 0 / 1 / 2

5.

Score 0 / 1 / 2 SKILLS, ABILITIES AND PERSONAL QUALITIES

1. Ability to develop and maintain communication with people on complex matters etc

Score 0 / 1 / 2

2. Ability identify opportunities for partnership working and manage stakeholder relationships

Score 0 / 1 / 2


3. Ability to inspire and motivate others with a vision for change, setting clear objectives etc

Score 0 / 1 / 2

4. Ability to analyse situations and take decisions in relation to difficult / contentious facts where there are a number of options available?

Score 0 / 1 / 2

5. Ability to shaping new policies and set objectives aligned to NHS / strategic objectives

Score 0 / 1 / 2

6. Planning, strategy, evaluation in uncertain environment

Score 0 / 1 / 2


7. Equality, diversity and inclusion

Score 0 / 1 / 2 Interviewee Questions/Comments: Use this space to note any questions / comments raised by the interviewee.

Total Score

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