By Samantha Robinson,2014-06-19 03:45
14 views 0




MARCH 2000

    Revised November 2006

    Recruitment Policy and Procedures Revised 19/06/2010 1




The recruitment and selection process is of paramount importance in order to recruit staff with the

    necessary skills and attributes to enable the University to fulfil its corporate aims and objectives. The

    Recruitment and Selection Policy and Procedures aim to provide clear guidance to managers in

    relation to both the selection and appointment of staff. This policy promotes and supports good

    practice for those with responsibility for recruitment.

This policy and procedures aim to achieve the following objectives:

? Recruit staff with the appropriate skills, both technical and personal, in order to meet the

    University‟s current and future needs.

? To ensure that staff appointed to posts involving teaching responsibilities are qualified to carry

    out such duties or are working towards an appropriate qualification.

? Work to a fair and effective recruitment procedure, which is consistent with employment

    legislation and the University‟s Equality and Diversity policies and practices.

? Develop and enhance the public image of the University, both as an employer and as a quality

    provider of education and research.

Internal candidates or others personally known to the interview panel must be treated in exactly the

    same way as all other candidates.

This policy and associated procedures applies to all members of staff other than senior postholders as

    defined in the Articles of Association.

Additional guidance on the procedures to be followed in the recruitment of atypical and casual staff is

    provided separately.


The Human Resources

    Department (HRD): The Human Resources Department may act in an advisory capacity to any

    party and/or as an independent facilitator. Given their independent role, they

    are not in a position to make decisions, but may offer recommendations for


Director For the purposes of this policy, “Director” means a member of the University

    Corporate Management Team.

Timescales For the purposes of this policy, one week is deemed to be seven days,

    inclusive of weekends, but exclusive of statutory holidays and concessionary


    ‘At risk’ Where posts have been identified for redundancy the postholder(s) will be

    deemed to be „at risk‟. Recruitment Policy and Procedures Revised 19/06/2010 2


1. Justification for Recruitment

Before recruitment begins, the following will be given consideration:

    - is it necessary to fill the vacancy?

    - does the role require changes in duties and responsibilities?

    - is it appropriate to evaluate the grade of the post?

    - could the work be accommodated in other ways?

    - what terms and conditions are being offered for the post? Are they appropriate and

    consistent with the rest of the University?

    - are there any staff „at risk‟? Staff at risk within the organisation must be given first

    consideration for any vacancy prior to an external / internal advertisement being placed.

    - Managers should consider widening the diversity of the team which could include

    consideration of part time working / jobshare / positive action initiatives.

2. Filling the Vacancy

In order for the recruitment process to commence, the Director of School / Department must gain

    authorisation, using appropriate documentation. The following documentation must be completed for

    recruitment to all posts:

     * Recruitment Request HR / Finance Authorisation Form

     * Job Description

     * Person Specification

     * Occupational Health Evaluation Form

    Documents available in the Recruitment Pack accessible via the following link:

3. Advertising

It is normal practice that all vacancies are advertised, both internally within the University, as well as

    externally. However, where it is considered that existing staff have the prerequisite skills

    consideration may be given to advertising posts internally only. Staff who have been identified to be

    „at risk‟ may be considered for vacant posts prior to internal / external advert if they meet all the

    essential criteria of the vacancy.

There may be exceptional occasions when the University deems it appropriate to use “search”

    techniques. Before doing so, the Director of School / Department must secure prior permission from

    their Executive line manager that “search” is the appropriate method.

4. Enquiries

All enquirers will receive a recruitment information pack detailing the requirements of the post.

    Wherever possible, this will be provided in electronic format and in alternative formats where


Recruitment Policy and Procedures Revised 19/06/2010 3

5. Selection


Candidates will only be shortlisted for interview if they meet all the essential criteria defined in the

    person specification. If the number of candidates meeting the essential criteria is excessive, further

    selection must be undertaken utilising the desirable criteria to achieve a workable shortlist (suggest no

    more than 6).

    Candidates equality and diversity monitoring forms are separated from the application forms prior to

    the shortlisting process. The shortlisting panel will not have access to this information.

    Shortlisting must be undertaken by at least two individuals who are experienced in the recruitment

    process and who will go on to be involved in the interviewing process. At least one member of the

    panel should have attended the recruitment and selection “Best Fit” training.


The interview must be conducted by a panel, the suggested composition of which is detailed in the

    procedures. All interviews for one post must be conducted by the same panel.

All candidates will be asked a standard format of questions, which will have been decided by the

    interview panel prior to the interviews. All questions must be related to the job requirements and the

    candidate‟s suitability to undertake the role.

    Skills assessment

As part of the selection process, Schools/Departments may wish candidates to partake in a series of

    skills tests. These tests must be directly related to the role in question and must be measurable

    against objective criteria. Candidates must be informed of the details in the letter inviting them for

    interview. Details of any skills tests, including the criteria to be measured and the method of

    measuring must be provided in advance to HRD. Skills tests should be held in accessible rooms

    where required and requested by a disabled candidate.

6. Appointment

The choice of candidate will be determined by the majority view from the formal interview panel. The

    panel will take account of any other information that will have been generated as part of the selection

    process. In the case of a tied vote, the Chairs decision will carry.

A formal offer of appointment is to be made / confirmed in writing and will be conditional upon receipt

    of references which satisfy University requirements, medical assessment, satisfactory evidence of

    eligibility to work in the UK and other appropriate checks, such as Criminal Records Bureau (CRB), if

    applicable to the post.

Consideration should be given to reasonable adjustments for a successful disabled candidate. Contact

    should be made with „Access to Work‟ over any financial assistance for a new employee with

    reasonable adjustments costs that may be incurred over ?300. (Access to Work 0115 989 5857 Liz


Recruitment Policy and Procedures Revised 19/06/2010 4

7. Confidentiality

    All application details are treated with the utmost confidentiality. It is the responsibility of the Director of School / Department (or her/his nominee) to ensure that suitable arrangements are made for confidentiality to be maintained.

8. Documentation

    At all stages of the recruitment process, it is the responsibility of the Chair of the panel to ensure that notes are kept detailing the reasons for selection or rejection of candidates. These notes could be called upon as evidence of the fairness of the process, either through an internal assessment or to support an external investigation. The notes should therefore be relevant to, and necessary for the process itself. It should be noted that applicants would normally be entitled to have access to interview notes about them (please note that applications are retained for 6 months only) as part of the record of the interview. All records must be handed to HRD by the Chair of the panel.

9. Feedback

    All applicants may receive formal written communication informing them of the status of their application upon request. Feedback will be provided by the Chair of the panel at the request of any applicant at any stage of the recruitment process.

10. Observation

In order to ensure the University‟s compliance with both the Recruitment and Selection and Equality

    and Diversity Policies and Procedures, an observer may be present at any part of the process from short listing through to selection. Observation may be undertaken by an appropriate recognised Trade Union representative or member of Human Resources Department. In addition, an observer representing the interests of Equality and Diversity may also be present. In order for an individual to become an authorised observer, they must undertake approved training. However, the observers do not actively participate in any stage of the proceedings and do not have voting rights for selection.

11. Monitoring

    For equality and diversity purposes, recruitment statistics are monitored on a quarterly basis by gender, ethnicity, disability, age and by faculty, department and job type. This information is disseminated to Heads and Deans with any positive action identified as a consequence.

Recruitment Policy and Procedures Revised 19/06/2010 5


MARCH 2000 (Revised 01/11/04)

Recruitment Policy and Procedures Revised 19/06/2010 6



1. Introduction

This document details the procedures required to undertake the recruitment and selection process to

    completion. It splits the process into a number of stages. It is necessary to ensure that the

    procedures are followed as described since they are derived from legislation, University policy and

    good practice. The Human Resources Department (HRD) are available to advise any School or

    Department requiring help at any stage within the recruitment process.

The stages detailed in the document are:

    Pre-advertisement Preparation prior to a position being advertised

Pre-interview From promotion of vacancies through to short-listing of applications

Interviewing Procedures relating to setting up interviews and selecting the most

    appropriate candidate

Post-selection The administration required once a selection has been made

Administration A detailed summary is provided in the following pages

2. Pre-advertisement

In order to begin the recruitment process, the following documents are required and can be accessed

    from the Recruitment Pack by following the link below:

    - Advert text (and the advertising procedure)

    - Recruitment Request HR / Finance Authorisation Form

    - Job Description

    - Person Specification

    - Occupational Health Evaluation form

    - Recruitment Programme (to be produced after authorisation has been obtained)

The main points to note about these documents are as follows:

2.1 Advert Text (The advertising procedure)

The responsibility for drafting advertising copy rests with the employing School/Department. This may

    be prepared in conjunction with HR. Text must be compliant with legislation and in a format conducive

    to the University „Brand‟.

If a post is eligible for relocation assistance, this must be stated on the advert. Prior agreement must

    have been obtained on the Recruitment Request Form.

The University wishes to promote on line applications and the text of advert should therefore be

    „webcentric‟ where ever possible. This requires a more concise advert text outlining the nature of the role and signposting the applicant to the web for „further details‟. The text on the web can then provide

    all relevant further information.

    Recruitment Policy and Procedures Revised 19/06/2010 7

    HRD may have to make final amendments to the advertisements to comply with the agreement between the University and the advertising agency. These amendments would be the subject of consultation with the originating department but the overriding decision on the advert format and wording will lie with HRD.

    As a matter of policy, staff appointed to posts involving teaching responsibilities should be qualified (or expected to qualify) to carry out such duties. It is, therefore, essential that a standard sentence is included in the further information for posts that involve teaching responsibilities, for example:

    „Successful applicants without a teaching qualification will be required to undertake and pass a programme of initial teacher development within the University within their first 18 months of appointment. Alternatively, for those with existing appropriate teaching experience, there will be an expectation that the individual will be (or will become) a fellow of the Higher Education Academy (HEA) or has gained (or is working towards) an award from a HEA accredited course or some other recognised teaching award acceptable to the University‟

    Advertisements for specific jobs need not state how the information supplied will be used if this is self-evident. However, if the advert is more general and it is possible that the information may be passed to a third party, then this should be stated within the advert and / or „further details‟. It is important that it is clear to individuals responding to job advertisements of the name of the organisation to which they will be providing their information and how it will be used unless this is self evident from the advert. Such consideration would be appropriate when filling vacancies with / for other „partners‟, for example DSRL.

This would also apply if the intention was to conduct a „trawl‟ of applicants for a range of different jobs.

    In the further details, consider placing in the text, wording that will advice the applicant that information supplied in response to the advert may be retained for up to 6 months for use in connection with future vacancies. For unsuccessful candidates, this will enable their applications to be considered for other suitable posts that may be vacant at the same time or become vacant within this timeframe.

    Where recruitment agencies are used on behalf of the University, please check that the agency has advised the individual that their particulars have been passed onto the University.

    The choice of media is determined in consultation with HRD. If an individual manager has a specific request which is deemed to be additional to any usual advertising requirement, this can be considered, but the additional cost will be funded by the School or Department. The overriding decision on the choice of media will lie with HRD. Consideration should be given to advertising in specific equality and diversity publications such as “The voice” and “Disability Now” where positive action is required.

    Consideration should be given to the timing of placing adverts to ensure maximum benefit. For example, there are periods in the year when advertising would be less effective, e.g. Bank Holidays, Christmas. Consideration also needs to be given to advert „closing‟ dates and the publication / distribution dates of professional/specialist journals.

    The closing date will be agreed with HRD and must allow candidates sufficient time in which to prepare and submit their applications. Ideally closing dates must never be less than one week after the date of advertisement, or more than three weeks. Statutory or concessionary holidays should be taken into account when determining closing dates.

    It is normal practice that all vacancies are advertised, both internally within the University, as well as externally. However, where it is considered that existing staff have the prerequisite skills consideration may be given to advertising posts internally only. Staff who have been identified to be „at risk‟ may be considered for vacant posts prior to internal / external advert if they meet all the essential criteria of the vacancy.

Recruitment Policy and Procedures Revised 19/06/2010 8

There may be exceptional occasions when the University deems it appropriate to use “search”

    techniques. Before doing so, the Director of School / Department must secure written permission from

    the Director of Human Resources that “search” is the appropriate method.

    2.2 Recruitment Request Finance/HR Authorisation Form

Completion of this document is intended to ensure that all staff recruitment is either covered by the

    existing approved budget / latest outturn numbers, or for any additional staff, it is approved by the

    Finance Director. It enables the appointing School or Department to gain appropriate authorisation

    from senior management to enable the recruitment process to start. Incomplete forms will have to be

    returned to the originating School/Department for completion, possibly resulting in a delay.

For all appointments the Recruitment Request Form must be signed by School / Department Director.

Upon receipt of a fully completed and authorised recruitment form, the HR Department will take

    appropriate action to advertise the relevant position within 14 days.

The form also evidences that consideration has been given to the proposed grade of the post. To

    ensure the continuation of consistency and to protect the University against possible Equal Pay claims,

    the job evaluation process must be subject to ongoing maintenance. Therefore any new role (which is

    not academic or research) must be evaluated to ensure that the proposed grade for the role is


Specific guidance of on the evaluation of posts will be provided by HRD.

2.3 Job Description

A Job Description defines the purpose, the scope and the principal duties and responsibilities of a

    particular role. It provides a framework which outlines the expectations, both for the employee and the

    employer, and forms part of the working agreement, but is not in itself contractually binding.

It is the responsibility of the School/Department to produce an electronic copy. To assist in the

    drafting of a Job Description and to ensure consistency, reference should be made to the guidelines.

The key elements normally included are:

    Identifying factors Job title, School/Department to whom the postholder is responsible etc.

Purpose/objectives One or two short sentences to summarise the overall purpose/

    objectives of the job.

    Principal accountabilities A description of the job, ideally no more than eight to twelve short

    sentences. The intention is to provide an outline of the job only. Tasks

    should be listed in order of importance.

Recruitment Policy and Procedures Revised 19/06/2010 9

2.4 Person Specification

The purpose of a Person Specification is to provide criteria against which the recruitment of

    candidates will be carried out objectively in line with Equality and Diversity guidance. It defines both

    essential and desirable criteria and is usually prepared as a grid.

The Person Specification should be based upon the Job Description. To assist in the drafting of a

    Person Specification and to ensure consistency, reference should be made to the guidelines.

    Essential criteria Requirements without which a candidate will not be offered an interview.

    Desirable criteria Requirements which enhance the candidates application or basis for

    consideration and may facilitate more detailed shortlisting for interview.

The criteria required of the ideal candidate and the format of the Person Specification may vary, but

    typically could include:

Qualifications Only where considered appropriate and specific to a profession or trade.

Experience Either in the type of role outlined in the Job Description, or in a

    preparatory role.

Skills Relevant to the post.

    Special requirements Will be specific to the job, e.g. ability to lift heavy weights, ability to work

    with specific client groups.

When deciding the difference between essential and desirable criteria, the author of the Person

    Specification should be very clear that any criteria listed as essential will be binding on the

    School/Department and as such would rule out the appointment of any candidate not meeting

    all such criteria.

2.5 Occupational Health Evaluation Form

The University has a statutory obligation to develop and maintain a safe working environment. The

    purpose of this form is to assist in the identification and evaluation of any job-related risk assessments

    in line with health and safety legislation, in order to safeguard both the candidate and the University.

This form will enable a medical assessment to be carried out against the pre-employment medical

    assessment form.

    2.6 Recruitment Programme

The Chair of the interview process will have been identified by the School/Department/or Directorate,

    as appropriate. S/he will take overall responsibility for securing the necessary arrangements with

    HRD throughout the recruitment process. It is desirable that all Chairs will have undertaken the

    appropriate training before chairing selection interviews.

In order for a Recruitment Programme to be agreed, a meeting will be arranged with HRD and (ideally)

    the Chair of the panel. Any School/Department wishing to issue additional information to potential

    applicants must ensure that this is supplied to HRD at this time.

Two copies of the programme will be completed: one copy for the retention of HRD which will be

    available on request for sight by the recognised Trade Union Representatives and one copy for the


    Recruitment Policy and Procedures Revised 19/06/2010 10

Report this document

For any questions or suggestions please email