RECRUITMENT and SELECTION GUIDE

(HRP 22)

Rev Date Purpose of Issue/Description of Change

Planned Review Date

June 04

Recruitment and selection guidelines June 05

Responsible Officer Approved By Date

Recruitment and Selection Guide

Contents Page(s)

Section 1 Introduction 3 Section 2 Relevant Legislation 4-8 Section 3 Recruitment Process Flowchart 9-10 Section 4 Reviewing the Vacancy 11 Section 5 The Job Description 12-13 Section 6 The Person Specification 14-15 Section 7 Advertising 16-17 Section 8 Shortlisting 18-19 Section 9 Interviewing 20-21 Section 10 Selection 22 Section 11 References 23-24 Section 12 Professional Registration 25 Section 13 Appointment 26 Section14 Personal Files 27 Appendix 1 Job Description Template 28-32 Appendix 2 Person Specification Template 33 Appendix 3 Vacancy Details Form 34 Appendix 4 Candidate Shortlisting Specification 35 Appendix 5 Shortlisted Candidates Form 36 Appendix 6 Interview Selection Form 37 Appendix 7 Outcome of Interview Form 38 Appendix 8 Reference Request Form 39

WIRRAL COMMUNITY NHS TRUST

Recruitment and Selection Guide Section 1 Introduction Wirral Community NHS Trust aims to attract the best quality applicants for appointments, retain

and develop them to their full potential, thus making the best use of human resources.

The purpose of this manual is to achieve a corporate and consistent approach to recruitment and

selection procedures, and provide a practical guide in enabling line managers to make appropriate

selection decisions in keeping with overall service requirements and objectives of the Trust.

The following guidance complies fully with the principles outlined in the Trust’s Equalities and

Diversity Policy, in addition to existing legislation. It must be recognised that anti-discrimination

legislation imposes a legal obligation on everyone involved in the recruitment process to ensure

that selection procedures are fair, unbiased, and objective. It is therefore essential that the

guidelines set out in this document are followed at all times and in good practice.

Recruitment and selection training courses are provided to assist with this process. For further

information please contact Jeannette Holland on 0151 6510011 ext: 268.

Should you require additional information or clarification regarding any aspect of the recruitment

process please contact the Human Resource Department at Wirral Community NHS Trust on 0151

651 0011.

Section 2 Relevant Legislation

In recent years employment legislation has increased dramatically. Important legislation has been introduced/amended to combat unfair discrimination. Legislation is continually reviewed particularly in the light of European Community Directives which affect all member countries. It is essential that staff involved in recruitment and selection are aware of relevant legislation. However, please bear in mind that if the person specification, job description, advertising, and interviewing are carried out in a non-discriminatory manner, specifying only those aptitudes relevant to the post, then the selection process should be in line with legal requirements. Of the many laws relating to employment the following legislation is the most significant in terms of recruitment and selection. 2.1 Sex Discrimination Act 1975 The Act makes discrimination unlawful in employment, in training, in education and in the provision of goods, facilities and services to members of the public. It defines five types of discrimination: direct and indirect sex (gender) discrimination, direct and indirect marital status discrimination and victimisation.

Direct sex discrimination arises when a person treats an individual less favourably on the grounds of gender. For example, advertising for female only candidates. This is the case unless there is a Genuine Occupational Qualification (GOQ) for the role. GOQ’s are not automatic exceptions for general categories of jobs. The employer must show that the exception claimed satisfies the criteria. Criteria include, for example, that the job requires a female for reasons of decency or privacy. It is important to note that strength or physical stamina cannot be used as a GOQ.

Indirect sex discrimination is the application of a requirement equally to both sexes

which has the effect of excluding considerably more of one sex than the other, unless the requirement can be shown to be justifiably applied. For example, if an employer were to apply a height requirement that applicants applying for a post should be 6 feet tall, a woman who was refused a job because she did not fulfill the criteria would be able to make a claim of indirect discrimination.

Direct marriage discrimination applies only in the employment field. It arises where a

person is treated less favourably on the grounds of his/her marital status.

Indirect marriage discrimination applies only in the employment field. It is similar to sex discrimination with the exception that it arises when a requirement is applied equally to married persons of the same sex. Discrimination occurs when the proportion of married persons who can comply with a requirement is considerably smaller than the proportion of unmarried persons of the same sex who can comply, and where the requirement cannot be shown to be justified irrespective of marital status.

Victimisation arises where a person is treated less favourably than other persons by

reason of any proceedings, brought by the person victimised against the discriminator, under the Sex Discrimination or Equal Pay Acts, or by reason of that person having given evidence or information in connection with proceedings, or otherwise having done anything with reference to the two Acts, or through an allegation made in good faith that the discriminator has breached either of the two Acts.

2.2 Employment Equality (Sexual Orientation) Regulations 2003 The Act makes it unlawful to discriminate against candidates on the grounds of their sexual orientation.

Direct discrimination occurs where a lesbian, gay, bisexual or heterosexual is treated less favourably on the grounds of their sexual orientation. For example, it is unlawful to decide not to employ someone, or to deny a person promotion on these grounds. A General Occupational Requirement may exist in very limited circumstances. For example, the leader of a particular faith or place of worship.

Indirect discrimination means that an organisation must not have selection criteria,

policies, benefits, employment rules or any other practices which, although they are applied to all employees, have the effect of disadvantaging people of a particular sexual orientation unless the practice can be justified. In contrast to direct discrimination, indirect discrimination will not be unlawful if it can be justified. (e.g., a real business need) and that the practice is proportionate to that aim (i.e., there is no alternative means available).

Harassment includes offensive or frightening behaviour (intentional or unintentional). It can

include comments which are not aimed with malice but do cause the candidate distress. It includes the candidate’s sexual orientation (real or perceived) or the sexual orientation (real or perceived) of those with whom the individual associates. The Trust can be held accountable for staff behaviour, but individuals can also be held accountable.

Victimisation is where the individual is treated detrimentally because they have made, or

intend to make a claim about discrimination to themselves or others. Both the Trust and individuals can be ordered to pay compensation.

2.3 Race Relations Act 1976/Amendment Act 2000 The Act makes it unlawful to discriminate against candidates on the grounds of their race directly, indirectly or by victimization.

Direct discrimination consists of treating a person on racial grounds (includes colour/nationality/ethnic or national origin) less favourably than others in the same or similar circumstances. Segregating a person from others on racial grounds constitutes less favourable treatment.

Indirect discrimination consists of applying a requirement or condition which although

applied equally to persons of all racial groups, is such that a considerably smaller proportion of a particular racial group can comply with it, and the requirement or condition cannot be shown to be justifiable. Example 1: a rule about clothing/uniform which disadvantages a racial group and cannot be justified. Example 2: an employer who requires higher language standards than are needed for safe and effective performance of the job.

Victimisation occurs when a person treats another person less favourably than s/he treats

or would treat other people because that person asserted their rights under the Act or helped someone else to do so. It is unlawful to victimise individuals (e.g. by disciplining or dismissing them) who have made allegations or complaints of racial discrimination, or provided information about such discrimination.

Race discrimination by an employer is not unlawful where a person’s race is a Genuine Occupational Qualification for the job. Criteria include, for example, that the role requires a certain racial group for authenticity such as ethnic restaurants or dramatic performances.

The Race Relations (Amendment) Act 2000 extends the scope of the 1976 Act to include all functions of public authorities, including health trusts and health authorities. Such organisations have a duty to work to eliminate unlawful racial discrimination and promote equality of opportunity and good relations between persons of different racial groups. For further information please refer to our Race Equality Scheme, or contact the Equalities and Diversity Manager, Veronica Cuthbert on extension 432. 2.4 Employment Equality (Religion or Belief) Regulations 2003 Under the Act it is unlawful to discriminate against individuals because of religion or a similar belief. This includes forms of collective worship, clear belief systems, and profound beliefs which affect a person’s way of life.

Direct discrimination occurs where an applicant is treated less favourably than others because they follow, are perceived to follow, or do not follow a particular religion or belief. Examples of direct discrimination include not employing somebody on these grounds, or providing adverse interview conditions. Again, General Occupational Qualifications are quite rare. An example might be that a hospital wishes to employ a Christian Chaplain to tend to the spiritual needs of its (majority) Christian patients.

Indirect discrimination means that an organisation must not have selection criteria,

policies, employment rules or any other practices which although they are applied to all employees, have the effect of disadvantaging people of a particular religion or belief unless the practice can be justified. For example, a ‘no head wear’ policy would disadvantage Sikh staff who wear turbans for religious reasons.

Harassment includes obvious bullying, or subtle comments/jokes. It includes such

behaviour directed at an individual because of their religion or beliefs, or because of the religion/beliefs of the people with whom s/he associates.

Victimisation is where the individual is treated detrimentally because they have made, or

intend to make a claim about discrimination to themselves or others. Both the Trust and individuals can be ordered to pay compensation.

2.5 Disability Discrimination Act 1995 The Act legislates against discrimination on the grounds of disability. Employers of more than 20 employees must not treat people with disabilities less favourably than they do other people, unless they can demonstrate that less favourable treatment is based on a significant reason which is directly relevant to the particular case. The Act defines a disability as a mental or physical impairment- mobility, manual dexterity, physical coordination, speech, hearing or eyesight (but excluding sight impairment correctable by spectacles)- which has a substantial and long term (likely to last at least twelve months) adverse effect on a person’s ability to carry out normal day to day activities. Progressive conditions such as HIV infection, cancer and multiple sclerosis are to be regarded as disabilities before they have had a substantial effect on normal day to day activities – as long as the condition is ultimately expected to result in such an effect. It is unlawful to discriminate:

In the arrangements for the selection and recruitment of staff In the terms on which employment is offered By refusing to offer, or deliberately not offering employment In opportunities or lack of opportunities for promotion, transfer, training or any other benefit By dismissal or subjection to any other detrimental treatment.

Employers are required to make ‘reasonable adjustments’ to working arrangements or the workplace where that would help to overcome the practical effects of a disability. Failure to carry out this duty amounts to discrimination unless the employer is able to justify this failure. ‘Reasonable adjustment’ is usually interpreted as being affordable and practicable taking into account the employer’s circumstances. Discriminatory assumptions must be avoided, as many disabilities can be overcome by minimal adjustment. The Trust is recognised as a two tick symbol employer by the DDA, and will always guarantee interviews for disabled candidates who meet the minimum specification. 2.6 Rehabilitation of Offenders Act 1974 The Act enables some criminal convictions to become ‘spent’ or forgotten after a predetermined rehabilitation period has elapsed since the date of conviction. The period of time it takes for a conviction to become ‘spent’ varies according to the severity of the sentence. It should be noted that sentences (including suspended sentences) of over 2 ½ years imprisonment never become ‘spent’. If when applying for a job the applicant is asked whether s/he has any previous convictions s/he can answer ‘no’ if the convictions are spent and the job applied for is not exempt from the Act. Under the terms of the Act, a spent conviction shall not be proper grounds for not employing or dismissing someone. BUT if a job applicant/new employee does not disclose unspent convictions they may be dismissed and possibly prosecuted. There are some circumstances including employment in the NHS in which people will be expected to declare their convictions even if they are spent. Some new employees will therefore be subject to a criminal records/disclosure check which will vary according to whether the post has access to patients/vulnerable clients. HR will process criminal records/disclosure checks via the national Criminal Records Bureau as follows: Basic Disclosure-for posts without access to patients (certificate to be provided by employee) Standard Disclosure- for post with access to patients Enhanced Disclosure- for posts with regular access to vulnerable clients or children Managers must ensure that no employee is allowed unsupervised access until all recruitment checks are satisfactory. Should an existing member of staff be the subject of a criminal allegation it is their immediate responsibility to advise their manager of this fact and of the outcome when known. 2.7 Age Discrimination Age discrimination is not currently unlawful, however the EU Directive relating to age discrimination in employment will be translated into UK law by no later than 2006. The TRUST deprecates any form of age discrimination, regardless of the current state of play with the statutory position, and also follows guidelines as laid out by the Government’s Code of Practice 2002. The Code covers all areas of employment including recruitment & selection and promotion. It is important that we select based on skills and ability to perform in the role. Any form of age discrimination reflects poorly on the Trust. Job adverts should avoid giving age limits or ranges. Furthermore managers should avoid indirect discrimination, e.g., in requesting 5 GCSE’s - some applicants may have left school before GCSE’s were introduced. In interviews only job related questions should be asked, and discriminative questions around age should be avoided as they would for gender or race. Promotion should also be based on performance and potential rather than age. Please bear in mind that age discrimination can also be experienced by young candidates, and therefore not selecting a candidate because they do not have enough experience may still be discriminatory unless a certain level of experience is actually required to perform that role.

Pay and terms and conditions must also be free from age discrimination. Age related criteria must not be used to judge these outcomes. Also, it is important that no judgments are made around a candidate’s health in relation to ability to perform in the role. Occupational Health checks would apply as normal, and any concerns with existing colleagues should also be referred to Occupational Health. It is important that the Trust recruits and develops all employees using non-discriminatory criteria in order to maintain the best pool of employees in an increasingly competitive market place. 2.8 Part-Time Workers Regulations 2000 Following amendments to this regulation in 2002, it is now unlawful to treat part time staff less favourably in any aspect of employment or recruitment. The following areas should be considered in the recruitment & selection stages:

Part-time roles must have the same hourly rate as a comparable full time post. Part-time workers are entitled to the same access of company pension schemes. Annual leave, maternity/paternity leave must be offered on a pro rata basis. Sick pay must also be offered on a pro rata basis. Treatment must be fair in respect of training, development, promotion, etc.

Section 3 Recruitment Process Flowchart

Vacancy Identified

HR1 form to be completed by manager and sent to Finance

Confirm funding available An approved HR1 must be received by HR before a post will be advertised

Manager to prepare Job Description, Person Specification, Draft Advert if external, Vacancy Details form and any other relevant information

forward to HR via email.

Get manager’s authorisation (and Director authorisation for new posts)

Post advertised Manager plans interview

Candidates apply by specified closing date

Applications forwarded by Recruitment Officer to Managers for short listing

Short list prepared as per Person Specification criteria All documentation to be returned to the Recruitment Officer (RO)

Managers to arrange an interview date, RO sends out interview letters and requests references. Interview packs prepared & sent to panel interviews held. Decisions recorded on Interview Score Sheet by each panel member of the panel. The decision should be recorded on an Outcome of

Interview Form.

Verbal offer of employment made by Manager (Subject to satisfactory pre-employment checks)

Manager advises unsuccessful candidates of outcome. Returns forms to RO with Confirmation of Appointment

RO sends out provisional offer of employment (Subject to Occ Health/References/Professional Reg/Disclosure/CRB etc)

Manager confirms start date with candidate/Informs HR

HR complete pre-employment checks. Final offer letter sent out by HR Adviser including induction date.

Employee starts work. Manager completes a HR2 form and copies supporting documentation, e.g., birth certificate, qualifications, Sends to HR where they will be held on the personal file.

Manager to conduct a departmental induction. Contract of employment sent out by HR Adviser when in receipt of starter documentation - within

eight week period.

Section 4 Reviewing the Vacancy 4.1 A post becoming vacant provides the opportunity to review and justify the need for the post

in terms of the business objectives and the current structure, the organisation and distribution of work. Take the opportunity to think creatively and flexibly about the post.

4.2 When there is an apparent need to fill a vacancy take a step back and ask:

Is this post really necessary? What would happen if the post was not filled?

Should it be filled by the same grade as before? Can the work be carried out more effectively by redefining the duties? Can the workload be absorbed by existing staff? Should I use this opportunity to restructure my department?

4.3 When the above ‘case of need’ has been approved consideration should be given to the

type of contract required. Consider whether it is:

Full time or part time- could it be job share, annualised hours, term time working? Permanently funded? If so a permanent contract is usually appropriate. For a specific project? If so a fixed term contract or secondment would be appropriate. Likely that flexibility will be needed? If so a minimum/maximum hours contract may be

appropriate. Envisaged that service needs will be variable? If so a bank/relief arrangement may be

appropriate. 4.4 Evaluate the job. Consult line managers. Determine what the duties are. Check the post is

adequately designed. Are there too many or too few responsibilities? Are the reporting arrangements appropriate? Is there a balance between routine and non routine tasks?

4.5 Before starting to write a job description write down exactly what duties need to be done

and the skills required to do them. This will form the basis of the person specification. 4.6 The importance of getting the job description, person specification, the advert, and

any supporting information right in the first instance cannot be over-emphasised.

Section 5 The Job Description 5.1 When a review has confirmed the need for filling the vacancy, a detailed list of the required

duties and responsibilities must be compiled in the form of a job description for all replacement and new posts prior to advertising. A clear understanding of the role by managers and prospective applicants should minimise the risk of recruiting the wrong person. As well as being a useful selection tool, the job description can also form the basis of the employment contract.

5.2 All staff should have a job description, which is updated annually via performance

appraisal/PDR and/or whenever there are significant changes to the job. Remember that, as the requirements of the job change so will the training and development needs of the post holder.

5.3 An accurate job description is central to job evaluation and is necessary to assess the level

of responsibility and accountability attached to the post and the size and complexity of the duties, all of which will help determine the appropriate grade and level of pay.

5.4 Writing job descriptions can be difficult as it is hard to accurately describe a job and it takes

time to get right. However it is essential that the job description accurately reflects the duties to be undertaken. A job description is not a contract of employment but the information contained within it is admissible in an Employment Tribunal (ET). If an ET decides a job description is inaccurate doubt may be cast on the integrity of other information provided by the Trust.

5.5 A job description therefore:

Defines the overall purpose of the job Defines the key tasks, roles and reporting relationships Defines the job in relation to the structure and objectives of the organisation Acts as a management tool to aid job evaluation Helps to focus on training needs (starting with inductions) Indicates performance standards and therefore assists performance management Provides an essential point of reference at assessments/appraisals/IPRs Provides clarity for staff about what is expected of them Encourages commitment to the job from staff through preparing or updating their

own draft job description for discussion with their manager. 5.6 Job descriptions should be written using straightforward and unambiguous wording. They

will vary in length according to the range and complexity of the job but the following format is recommended (see Appendix 1- Job Description Template).

Job Details- title, grade, hours, contract, location, responsible to, reports to, liaises with. Job purpose Role of Directorate/department Main duties and responsibilities Data Protection Act 1998 requirements Investing in People (IWL) Equal Opportunities statement Health & Safety statement Smoking policy Signatures- manager to confirm approval and employee to accept job requirements Date prepared and authors reference The Job Title should describe the role and, if possible, give an indication of the level of duties undertaken. Try and be consistent when using terms such as ‘manager’, ‘administrator’, ‘specialist’, so that roles across the organisation (or directorate as a minimum) are meaningful and equivalent.

The Grade would normally be selected from one of the Whitley Council staff groups and relevant grading criteria. On rare occasions an off Whitley scale is appropriate and advice is available from the HR department if required. A Base or Location should be clearly identified even if it is just an administrative base (appropriate for some community based staff) and not an actual place of work. The Directorate or corporate Department should be specified to avoid possible confusion with similar posts in other directorates/departments. Accountable to something like: ‘Reports to the (line manager’s job title), on a day to day basis, ultimately responsible to the (head of department’s title)’. It may be necessary to specify the job title of the manager who is professionally accountable for the employee. Responsible for specify the post designations of those staff directly line managed. Job Purpose the main purpose of the job should be summarised accurately and concisely. It should indicate why the job is important and necessary to the overall aims of the Trust, and how the role contributes towards the objectives of the directorate/department. Role of the Directorate how the department supports the larger organisational objectives. Core functions and aims of the department/directorate. Main Duties and Responsibilities this section can be divided into sub headings of duties, e.g., strategic development, people management, etc. Should also refer to any national standards which effect the post holder. Trust Policies Statements These are already laid out in the template, as seen in Appendix 1.

Signatures of a) head of department signifying approval of the job description, and b) employee confirming acceptance of the duties. Date Prepared and Author’s Reference will indicate the age of the job description and who wrote it. This will be helpful when the job description is reviewed. A copy of the job description signed by both parties must be retained in the employee’s personal file.

Section 6 The Person Specification 6.1 The person specification is also derived from role analysis. It focuses on the attributes that

are required to carry out the role. It can:

Form the basis of any advertisement Translate into short list and selection criteria Screen out unsuitable applicants Avoid inadvertent discrimination by concentrating only on relevant factors Help to decide which questions to ask at interview Assist in making objective and rational decisions Increase the likelihood of appointing the most suitable candidate

6.2 The person specification is an interpretation of the job description in terms of the kind of

person needed to perform the job effectively. It is an essential aid to recruitment and should list requirements solely relevant to the post.

6.3 Avoid attitudin must not be treated less

favourably than any other individual. Consider any reasonable adjustments that could be made to the post or work environment. Unnecessary restrictions may exclude certain groups and would therefore be discriminatory. Always bear in mind that it is illegal to discriminate on the grounds of gender, race, disability, sexual orientation, religion/belief, or marital status.

6.4 Minimum requirements should be divided into ‘Essential’ and ‘Desirable’ criteria. Do not

overestimate the characteristics of the person required to do the job – beware of making too much criteria ‘essential’ as the ideal candidate rarely exists except in a perfect world. The right balance between ‘essential’ and ‘desirable’ needs to be found. ‘Essential’ criteria are the minimum required to do the job effectively (i.e., can’t do the job without them). Only those who meet the essential criteria should be short listed. ‘Desirable’ requirements are additional assets (i.e., useful to do the job effectively) to help identify short listed applicants. Desirable criteria can also be useful in identifying the training/development needs of candidates with potential but who do not currently meet the criteria.

6.5 To ensure consistency the following headings should be used when compiling a person

specification:

Experience/knowledge Qualifications and professional training Skills and attributes Personal qualities

Do consider how the criteria is measured and assessed. The columns ‘Essential’, ‘Desirable’, and ‘How Measured’ are recommended (see Appendix 2, Person Specification Template). Experience/Knowledge: try to identify essential elements of experience and knowledge that are critical to job success, but be flexible about specifying desirable experience as many seemingly different jobs contain similar components. Do not ignore voluntary or holiday work as this can provide valuable and relevant experience. Avoid concentrating only on full time experience as this could be discriminatory. Qualifications & Professional Training: Include qualifications which are the minimum required to carry out the duties of the post effectively, and/or those which are a prerequisite to being allowed to practice, i.e., for nursing posts the relevant NMC registration: RN, RGN, RMN, RNMH, RSCN, RM,

al bias – an individual with a disability/impairment

DN, HV, etc. To maintain a basic level of literacy and numeracy for admin/clerical posts and to avoid large numbers of unsuitable applications minimum educational qualifications (e.g., 5 GCSEs Grade C or above, including English and Maths) could be specified when appropriate. Always consider equivalent qualifications as for example, there are a variety of GCSE equivalents. An NVQ 2/3 in Care is frequently deemed a desirable qualification for a Health Care Assistant. ‘Or working towards (the relevant qualification) allows some leeway.

Skills and Attributes: these are what the post holder should be capable of doing straight away (essential) or can learn to do through experience or training (desirable). Identify what particular skills and abilities/attributes are required for the job to be performed effectively and decide whether they are essential immediately or can be acquired over time. Personal Qualities: this covers surface attributes, first impressions and manner, i.e., attitude and self confidence. The list of qualities demanded could be endless so try to avoid asking too much from candidates. Concentrate on key areas and keep essential qualities to a minimum. How much supervision is provided? Are levels of initiative and self reliance important? Will s/he be expected to develop new systems? Are good organisational skills a requirement? Is flexibility required to cope with frequently changing situations. Again, be aware of potential discrimination when setting criteria.

Section 7 Advertising

7.1 The purpose of recruitment advertising is to attract the right person for the job. A good advert is more likely to draw a response from suitable people. The advertising process is lengthy and costly; inappropriate advertising wastes time and money.

7.2 Adverts should be targeted as precisely as possible. Who are they aimed at? Think what

paper/journals your target group is likely to read. Choose the most effective advertising media possible but do consider co adverts costing thousands of pounds can be wasted if the target group is not reached. Normally only one advertising medium is permitted by the Director of Human Resources and Corporate Affairs. The Director of Human Resources and Corporate Affairs may refuse to fund unrealistic advertising requests, usually where they are too expensive or likely to be ineffective.

7.3 The carefully prepared and accurate job description and person specification form the basis

of the advert. 7.4 It is worth taking time to structure the advert properly:

The wording should be clear, concise and unambiguous. It should provide an explanation of the post and make it as attractive as possible. It should fairly reflect the requirements of the job and be consistent with the job description

and person specification. It must be nondiscriminatory: ask yourself whether the advert is suitable for any applicant

regardless of gender, race, disability, etc. It should provide an interested applicant with all the basic information they need to express

an interest in the post. Poor adverts put people off. It should specify the essential criteria to avoid raising and then dashing people’s hopes. It should contain details about location, pay/allowances, shifts, flexibility or other working

conditions, which should prevent applications from people who are unable to meet the requirements and attract those who can. A true advert allows candidates to self select the right role for them.

Think about the positive features/selling points: say involvement in setting up and developing new service, multidisciplinary/joint working with external organisations, job share, term time or flexible working, training opportunities, affordable housing, good education services, living in an area of outstanding natural beauty/improved quality of life/opportunities for outdoor pursuits, etc.

Provide some information about the Trust and the directorate/department. Give information about relocation expenses if appropriate. This could be the deciding factor

that persuades an individual to apply and is particularly relevant for shortage posts where employers are competing for staff. As individual circumstances vary greatly it is best to say something like, ‘removal expenses may be available subject to individual circumstances’.

Include any relevant Trust statements, e.g., Equal Opportunities. Include a contact name and phone number/email address for further information (but make

sure that person is available in work to take calls until the closing date). State the closing date, interview date (if known), and details on how to apply.

st –

Do: - write in an upbeat and enthusiastic way - use ‘you’ as much as possible to get potential applicants personally involved

- provide key facts and important information (use bullet points) - concentrate on positive/attractive elements of the job but be realistic - remember that an advert is a quality statement about the job and the Trust

Don’t: - use jargon, clichés or waffle (puts people off) - duplicate information or state the obvious (‘we have a vacancy’)- Text is money - exaggerate, if expectations are not met the postholder is unlikely to stay in post - discriminate, albeit unintentionally 7.5 It is not necessary to draft an advert for posts that are advertised internally in the Trust’s

staff vacancy bulletin and in job centers. However, if you do the draft advert will be placed on the intranet/internet. Posts may subsequently be advertised externally if the post does not attract candidates of the required calibre. Some posts due to their nature will be initially advertised in the local/national media. All vacancies advertised in the media require a draft advert to be drawn up.

7.6 All recruitment advertising must be placed through HR. Managers complete a Vacancy

Details form (see appendix 3) which must be authorised and sent to HR with a draft advert, job description, and person specification attached (in print ready format- not handwritten).

7.7 All vacancies are advertised in the fortnightly staff vacancy bulletin. Vacancies continue to

be advertised until the closing date is reached. Job centers advertise all Trust posts unless they are designated for ‘Internal Candidates Only’.

7.8 All vacancies are advertised on the Trust website. 7.9 Media adverts are processed via the Trust’s advertising agency and are advertised in the

required publications as well as the staff vacancy bulletin. 7.10 Posts designated ‘Internal Candidates Only’ are those for which a suitable pool of internal

candidates has been identified. 7.11 Occasionally, usually because of restructuring and/or funding restrictions, a vacancy is

limited to members of one department only, e.g., it is planned to upgrade one of a team of five E Grade nurses to an F Grade Team Leader (new team to consist of one F Grade and four E Grades). It would be necessary to limit the upgrade post to the existing team as funding would be available only for the amount of the upgrade, therefore the post could not be advertised outside the existing team.

7.12 In some instances advertisements for posts within a department may only be advertised

within that department. However, advice must be sought from HR, and care will need to be taken so that there is no potential breach to Equal Opportunities Legislation.

Section 8 Shortlisting 8.1 Once the closing date is reached the Recruitment Officer (RO) sends the applications and

forms for shortlisting to the appropriate appointing officer who liaises with panel members to agree a shortlist, interview date, venue, and any other necessary interview details (possibly a test or presentation details). When details are finalised the appointing officer advises the RO of the arrangements. Ten working days notice must be this is to ensure that adequate notification is given to candidates and to allow for references to be requested and hopefully returned.

8.2 Do not delay in shortlisting: letters state that only shortlisted candidates will be contacted

within 6 weeks of the closing date otherwise applicants should consider their application to be unsuccessful.

8.3 As a general rule shortlisting should not be undertaken by one individual but by the same

people who make up the interview panel. The preferred number of panel members is three any more can be intimidating and unwieldy. Exceptions are for senior posts and/or when

an assessor is required. 8.4 Shortlisted candidates would normally be expected to have submitted a completed Trust

application form and possibly a CV, plus other supporting information. 8.5 A provisional shortlist should be drawn up by considering the quality of the application in

terms of overall presentation and relevance of information provided in conjunction with the essential criteria in the person specification.

8.6 Applicants who fail to demonstrate they possess the essential criteria should not be

shortlisted. 8.7 Should more applicants than required fulfill all the essential criteria, the shortlist criteria

should be extended to encompass the desirables. 8.8 To counter possible claims of unfairness/discrimination, and to provide feedback to

candidates, the reasons for rejection/selection must be recorded on all occasions. Please see shortlisting criteria form in Appendix 4.

8.9 If none of the applicants meet the essential criteria considerations should be given to

reviewing the post and duties. Do NOT re-advertise in the same vein unless you are sure you can recruit. Consider alternative ways to fill the post if there is no suitable pool of candidates – perhaps the department should consider reviewing the skill mix or restructuring? Applicants must be informed in writing if the post is to be reviewed/re-advertised/withdrawn.

8.10 The shortlisting panel should reach a consensus on the numbers on the shortlist, preferably

between two and six (but no more than 8). A shortlisted candidate form must be completed as seen in Appendix 5.

8.11 Allow enough time for candidates to be interviewed thoroughly – most posts need a

minimum of 30 minutes for candidates to do themselves justice. 8.12 Occupational Health normally provides screening for successful candidates only. However,

it is the appointing officer’s responsibility to make advance arrangements with Occupational Health for the screening of long distance candidates on the day of intervi otherwise the department may have to pay travel expenses for an additional trip by the appointed candidate.

allowed –

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8.13 When advised of the arrangements by the appointing officer, the Recruitment Officer sends

out invitations to interview to shortlisted candidates who are advised to confirm their availability, and to contact the RO to request specific interview arrangements to accommodate a disability if required. The interview panel will then be advised by the RO of the need to make any necessary adjustments to the arrangements.

Section 9 Interviewing 9.1 Prior to the interview the RO sends an interview pack, containing full details of each

applicant to each panel member via the chair of the interview panel. The appointing officer is usually the chair of the panel.

9.2 At all stages of the selection process it is necessary to keep records of decisions and the

reasons for those decisions. This is essential for monitoring purposes and could be vital if there is a complaint of discrimination.

9.3 Interview notes/records of successful and unsuccessful candidates plus all supporting

documentation should be returned to Diane Scanlon- Recruitment Officer following the interview and will be stored for a minimum of 6 months.

9.4 The purpose of an interview is to assess each candidate’s suitability for the job. Do bear in

mind that interview panel members may be required to demonstrate that their judgment of candidates is objective and unbiased. To avoid any claim of discrimination or unfairness, interview questions should be well thought out beforehand. Panel members should agree amongst themselves, in advance, the format of the interview and what questions will be asked and who asks them.

9.5 Adopting a scoring system is helpful in reaching an informed decision. An interview score

sheet must be completed for each candidate as seen in Appendix 6. 9.6 Preparing for interview:

A quiet room is essential (disconnect/divert the phone). Place a notice on the door indicating that interviews are in progress. Ensure the receptionist is aware interviews are taking place provide a list of candidates. Designate a candidates’ waiting area. Set out the room in adva layout interview friendly? Ensure water and a fresh glass is provided for each candidate. Ensure any necessary equipment (e.g., OHP/Flipchart) is set up. If candidates are to be tested (e.g., typing test) ensure testing arrangements are made. Ensure that candidates with disabilities are given special consideration in terms of access

to buildings or interview rooms. 9.7 A working lunch may be required for the panel if the interviews last all day. 9.8 Questioning is obviously important;

Use the job description, person specification and application/CV to plan questions. Ensure that all relevant areas of questioning have been covered in the core questions

asked of all candidates. Agree a range of reasonable responses to questions. Ask one question at a time. Don’t start with a difficult question. Ask structured questions based on areas of information (education, employment history,

training, career interests, etc.). Ask example questions, i.e., ‘give an example of a time when you have…..’ Asking ‘what would you do if…..’ questions based on likely scenarios can demonstrate

ability and attitudes to problem solving. Frequently ask open-ended questions (How? Why? What? Where? When?) when you want

to seek opinion, introduce a new area of discussion, compare attitudes, probe or explore an issue further.

Ask closed questions only when you require a yes or no answer. But let the candidate do most of the talking.

–

nce – is the

9.9 Some interview questions can easily be construed as discriminatory. As a general rule

avoid a question unless you can ask it of each candidate. Totally avoid questions like:

Do you have/intend to have children? What childcare arrangements have you made? What happens to your children if you work nights? What do you do when your children are ill or during school holidays? Have you worked with white/black people before? Can you envisage cultural difficulties in communicating with your team? Will you need to take time off work during religious festivals? Do you really think you are fit enough to do this job?

9.10 Structure the interview appropriately:

Greet the candidates by name. Introduce the panel members. Put the candidate at ease, develop a rapport and set the scene. Explain the format of the interview. Explain why there is a vacancy and what the job entails. Check the candidates have received the job description and person specification. Use questioning to thoroughly test a candidate’s knowledge and/or potential. Listen carefully and observe responses. Answer candidates’ questions and give necessary explanations. Don’t rush- accept that some candidates will take longer to interview than others. Make appropriate notes but don’t scribble furiously throughout the interview.

9.11 To close the interview:

Ensure no further questions from the candidate or panel Summarise Confirm further action Explain when you hope to inform them of results Confirm contact details Thank candidate and escort to the door Make final notes before the next candidate arrives.

9.12 It is strongly recommended that all panel members are trained in recruitment and

selection. The minimum acceptable standard is for the chair of the interview panel to have received recruitment and selection training.

9.13 It is essential that all members of interview panels for posts with access to children

have received recruitment and selection training.

Section 10 Selection 10.1 To ensure the right candidate is selected:

Ensure the interview is thorough and all relevant issues are discussed. Keep an open mind throughout the interview. Assess the quality of responses to core questions. Does s/he have the ability, motivation, and commitment to do the job well? Would s/he fit in with the rest of the team? Check the candidate meets the person specification criteria. Check references. Decide order of choice. A unanimous decision by the panel is preferred but not always possible.

10.2 Appointing officers contact candidates as soon as possible to give results (remember what

it is like to wait for that call!) Ensure the successful candidate has accepted the post before informing others that they are unsuccessful.

10.3 If requested interview feedback should be provided to candidates by line manager. 10.4 If the successful candidate refuses the job offer (always ask reason) offer post to second

choice if they meet the criteria. 10.5 Always explain to the successful candidate that their appointment is provisional, subject to

(any combination of) satisfactory:

references medical clearance disclosure of criminal convictions professional registration qualification certificates driving license work permit, etc

10.6 If not discussed at interview the relevant salary point should be confirmed at this stage.

Removal expenses may be funded by the Trust in some instances and in compliance with the relevant policy. The line manager must check that the requests are reasonable. The Director of Human Resources and Corporate Affairs must be consulted before the line manager commits to these expenses. Payment must also be authorised by the HR Director.

10.7 Appointing officer to complete details of successful candidate (Outcome of Interview form

as seen in appendix 7) and return job folders with all interview documentation to the RO who will confirm a provisional offer of employment in writing.

Section 11 References 11.1 Via the application form applicants are required to submit two referees, one of whom should

be the present or last employer. Internal applicants must specify the name and job title of their current line manager. Verbal references (using the reference questionnaire- see Appendix 8) may be deemed satisfactory in these circumstances. For both external and internal shortlisted cand if the latest employer/manager is not specified as a referee always ask why.

11.2 Written references are requested by the RO prior to the interview provided sufficient notice

(10 working days before the interview date) is allowed. Frequently however, references are not returned by the interview date. If this is the case then verbal references for the successful candidate can be sought by the appointing manager immediately after the interview, followed by a written request from the RO.

11.3 Prior to the interview the RO will forward returned references to the appointing officer. On

the day of the interview a check should be made with the RO by phone to see if further references have been returned.

11.4 Some applicants request that references are not sought unless they are successful at

interview. It is acknowledged that some applicants feel that their current employment may be compromised if their employer is aware they are applying for other posts.

11.5 A reference provides a factual check of previous employment and should confirm

information the application has already provided. The knowledge that a reference will be requested should encourage an applicant to describe their experience and capabilities, etc., without exaggeration.

11.6 In instances where a referee is not a current/previous employer the reference provided will

serve as a character reference only. 11.7 References provide an opportunity to identify and sift out candidates we would not want as

employees, say if they appear to demonstrate inappropriate behaviour, poor attendance, high sickness levels in a current or previous post. It is particularly important that references are closely scrutinised for candidates applying for posts with access to children.

11.8 References should be used as an aid to selection, a tool to assess the candidate’s working

behaviour and character – however do bear in mind that some referees may not communicate the required information well in a reference. Always read between the lines, sometimes what is unsaid speaks volumes. If in doubt phone the referee to discuss the candidate in more detail.

11.9 There is a legal requirement for references to be accurate and fair, with reasonable

grounds to support any statements made. In general terms a referee owes a legal duty of care to the (ex)employee for the quality and accuracy of information provided. If there is doubt, leave it out.

11.10 A candidate’s suitability should always be weighed against the assessment made at

interview. Don’t be tempted to rely solely on the reference. It should be used to confirm the selection decision, and not to make it.

11.11 If a reference for a successful candidate is unsatisfactory always investigate further.

Take particular note if a previous employer says they would not re-appoint, this is rarely said without just cause. However be mindful of the legal obligation to be accurate and fair. ALWAYS request HR advice as this is an issue requiring careful sensitive handling.

idates –

Section 12 Professional Registration 12.1 It is compulsory for certain staff to hold appropriate qualifications or registration to enable

them to practice safely and legally. Registration examples include:

Nurses, midwives, health visitors: NMC Doctors GMC Dentists GDC Professions Allied to Medicine HPC

In addition many departments in non clinical areas, i.e., catering, finance, works/estates, risk management, HR, etc., require staff to possess appropriate professional qualifications.

12.2 Where qualifications or registration are an essential requirement of the job this must be

itemised on the person specification. 12.3 An applicant who fails to demonstrate they possess the required qualification should not be

shortlisted. 12.4 A provisional offer of appointment must state that the post is subject to verification of

appropriate qualifications/professional registration. 12.5 Prior to a job offer being confirmed professional registrations are always checked via direct

access to the relevant professional body by HR. 12.6 Some professional (many non clinical) posts do not require registration. Managers must

ensure that original qualification certificates are checked and copies placed in the new employee’s file.

12.7 Managers must ensure that qualifications/registrations of bank/agency/locum staff are

checked prior to commencement of duty. 12.8 Professionally registered employees are individually responsible for maintaining their

professional registration. Failure to do so is a breach of statutory requirement and may lead to dismissal.

12.9 HR regularly provides managers with a print-out of registration expiry dates for internal

staff. Managers are then responsible for checking and verifying original renewal certificates/PIN cards.

12.10 Staff who allow their professional registration to lapse shall cease to practice their

profession until the Trust receives formal notification of their new registration details.

Section 13 Appointment 13.1 RO to send provisional offer of employment to successful candidate in writing when

received notification by manager plus all relevant documentation. 13.2 If a removal expenses package is agreed Finance and HR departments must be advised of

details plus copies of appropriate documentation. 13.3 It is acknowledged that some successful candidates will not hand in their notice to their

current employer until they have received an offer of employment in writing. 13.4 Provisional offers of employment specify the main details of the post and confirm Trust

induction arrangements. Before the post is considered substantive all pre employment checks must be confirmed, i.e.,

References Occupational health clearance Disclosure of criminal convictions Professional registration or qualification certificate/s.

13.5 Candidates not currently working in the NHS may be initially employed on a probationary

basis for 3-6 months dependant on the circumstances. The employee must receive initial induction (departmental and corporate) as appropriate and suitability for the post must be fully assessed. Ongoing assessment should identify any performance difficulties which must be addressed promptly by setting standards, achievable targets, monitoring and review mechanisms plus additional training if necessary. On rare occasions the probationary period may be extended to accommodate performance targets. Should it be necessary to terminate a contract within a probationary period advice should be sought from HR at the earliest opportunity – long before the period is due to end.

13.6 Manager agrees start date with successful candidate and informs HR. If known the start

date will be stated in the provisional offer of employment. 13.7 HR processes all pre-employment checks. It must be recognised that sometimes

references take a long time to be returned and on occasions more than one reminder is needed. If it appears unlikely the reference will be returned the candidate may be requested to provide an alternative referee.

13.8 When all pre-employment checks are satisfactory and the starter documentation is

complete a contract of employment is prepared and forwarded to the employee (no later than 8 weeks after commencement of employment). Please bear in mind that the contract will not be issued until CRB and medical clearance are received.

13.9 HR sends employee two copies of the contract of employment (one to sign and return for

their personal file) and copies of important Trust policies. 13.10 Manager arranges departmental induction (includes details of performance

standards/targets, appraisal and personal development plans, etc.) 13.11 Manager must ensure the employee attends the next available Trust induction course

arranged by HR. This provides new employees with necessary awareness of important information relating to the Trust and its policies and operational procedures.

Section 14 Personal Files 14.1 When the employee has signed and returned their copy of the contract of employment, HR

initiates a personal file. 14.2 The personal file usually contains the following:

Copy of advertisement Application form CV/supporting information Job description Person specification Copy of provisional offer of employment Occupational health clearance Disclosures record References Contract of employment (part one signed by employee) Contract of employment (part two).

Plus the following if relevant:

Details of professional registration Qualification certificates Removal expenses form Anything else deemed appropriate.

14.3 On completion of the file HR should check the contents and place the file in a lockable

cabinet with access by authorised individuals only. One file only should be held and no copies made. Departments must not keep their own copies of these files under the guidelines of the DPA, and must bear in mind that any breaches to the law can result in fines of £5000 or more to the managers concerned.

14.4 Personal files should be kept up-to-date. The last document in the file should reflect the

employee’s current status/position, i.e., last change form, etc. 14.5 Personal files should be archived with HR when the employee leaves the service of the

Trust and must be retained for seven years. 14.6 HR staff holding personal files must recognise their responsibilities under the Data

Protection Act 1998, which specifies that data contained within personal files must be relevant, accurate, not excessive, and held for no longer than is necessary. This means removing expired disciplinary warnings and excessive or out of date documentation.

14.7 Employees have the right to access their files and must request this in writing. HR can then

arrange a mutually convenient time to do this. Any copies of information required must also be requested in writing and HR must respond within 40 days. A £10 fee will be payable before the information is sent out.

14.8 For further details contact Jackie Bordley- HR Advisor on 6510011 ext: 214.

Appendix 1

JOB DESCRIPTION TEMPLATE

1. JOB DETAILS

Job Title: Grade: Hours: Contract: Location: Responsible to: Reports to: Liaises with:

2. JOB PURPOSE

3. ROLE OF DIRECTORATE / DEPARTMENT

4. MAIN DUTIES AND RESPONSIBILITIES

This list is not intended to be exhaustive and may be reviewed periodically with the post holder to ensure that the job description relates to the job being performed.

5. DATA PROTECTION (Data Protection Act 1998 / FREEDOM OF INFORMATION ACT 2000 / COMPUTER MISUSE ACT 1990

All Staff

To ensure the confidentiality and security of all information that is dealt with in the course of performing your duties in accordance with the requirements of the Data Protection Act 1998. Employees should be aware the Trust operates a “Code of Conduct for handling personal identifiable information”. They should become familiar with the “Code” and keep up to date with any changes that are made. Breaches of the guidelines in the “Code” could be regarded as gross misconduct and may result in serious disciplinary action being taken, up to and including dismissal. To comply with and keep up to date with the requirements of legislation such as the Freedom of Information Act 2000 and Computer Misuse Act 1990. With the addition of management responsibilities for managers

To ensure that your staff ensure that the confidentiality and security of all information that is dealt with in the course of performing their duties is in accordance with the requirements of the Data Protection Act 1998. To ensure that your staff are aware of their obligations under legislation such as the Freedom of Information Act 2000; Computer Misuse Act 1990, and keep the staff up to date with any changes or additions relevant to legislation.

6. INVESTING IN PEOPLE / IWL

The Trust is committed to supporting the development of all staff. All employees have a responsibility to participate in regular appraisal with their manager and to identify performance standards for the post. As part of the appraisal process employees have joint responsibility with their line manager to identify any learning and development needs in order to meet the agreed performance standards.

7. EQUAL OPPORTUNITIES

The Trust recognises diversity and is committed to Equal Opportunities in employment and seeks to eliminate unlawful racial, sexual or disability discrimination, to promote equality of opportunity and good relations between staff and clients of differing groups.

8. RISK MANAGEMENT AND HEALTH AND SAFETY AT WORK

Employees must be aware of the responsibilities placed upon them under the Health & Safety at Work Act (1974), to ensure the agreed safety procedures are carried out to maintain a safe environment for employees and visitors.

9. SMOKING

The TRUST is a no smoking organisation. Smoking is not permitted on any of our premises.

AGREED JOB DESCRIPTION Post Holder : …………………………… Manager : …………………………. Date : …………………………………… Date : ……………………………….

WIRRAL COMMUNITY NHS TRUST Guidance Notes for Completion of Job Description Template In light of the proposed introduction of Agenda for Change by October 2004, it is important that the Trust begins to prepare for its implementation. It is important that all staff have an up-to-date job description as this will form the basis of evaluation under A4C. A job description template has been prepared for all new/existing staff that you are required to implement using the guidance notes given below should you require any assistance. Section 1 – Job Details This section is self explanatory, but it is of significance to the employment contract. If you require any advice please speak to an HR Advisor/Manager. Section 2 – Job Purpose This section, normally being no longer than a paragraph, should include information relating to:

- what the post has been created to do; - who the post will be supporting; - a summary of the general and specific aims and objectives of the post.

Section 3 – Role of Directorate / Department This section, again normally no longer than a paragraph, should include information relating to:

- how the directorate supports the larger organisational picture, including an organisational chart if this is felt appropriate to the level of the post;

- the core functions and priorities/aims and objectives of the directorate.

Section 4 – Main Duties and Responsibilities This section needs to describe and define the role, encompassing all elements of it. Depending on the level or seniority of the post within the organisation, this section may be sub-divided to describe and define the role under headings appropriate to the post eg. ‘Strategic Development’, ‘Operational Management’, ‘Financial Management’, ‘Human Resources Management’, ‘Professional Advice’ etc. It is also important to take into account any National Standards that the post holder must comply with in the course of their role, e.g. Clinical Negligence Schemes for Trusts (CNST). Sections 5 – 9 Self explanatory. Ref: lao: guidance notes

Appendix 2 PERSON SPECIFICATION Post : _________________________________________________________ Directorate / Department : ________________________________________ Requirements Essential Desirable How Measured

AF = application form I = interview A = assessment test

Qualifications and Professional Training

Experience / Knowledge

Skills and Attributes

Personal Qualities

Appendix 3 WIRRAL COMMUNITY NHS TRUST VACANCY DETAILS

Date:

Line Manager’s Name:

Job Title:

Contact tel. no

e-mail address:

Section 1 to be completed by Manager

Job Title (to be advertised)

Directorate:

Base / Area:

Grade:

Hours:

HR 1 No: (Please ensure you have completed a HR1 Form and forwarded it to the Finance Department for approval. We await confirmation of approval from the Finance Department and therefore request you forward this form with the advert, job description and person specification to the HR Department by e-mail in order to process your advertisement).

Please attach the following: Advert Job Description Person Specification Other information (if applicable) to be included in job pack.

Please indicate where you wish to advertise: Bulletin Wirral News GP Bulletin Liverpool Echo Chester Chronicle Other (Please specify) Is this a Re-advert? Yes / No

File opened:………………………………………………………………………………...

Section 2: HR OFFICE USE ONLY

Closing date: Post No: Vacancy Ref No:

INFORMATION TO BE SENT OUT WITH APPLICATIONS: Job description Person specification

Additional information:

Appendix 4 Candidate Shortlisting Specification Panel Member:

Post: CRITERIA

Ess

enti

al/

Des

irab

le

Section Criteria: 0 – No evidence demonstrated. 1 – Evidence demonstrated but below the level required. 2 – Evidence demonstrated that the candidate is at the minimum level required. 3 – Evidence demonstrated that the candidate is above the level required.

Wirral Community NHS Trust

Appendix 5

SHORTLISTING ARRANGEMENTS

POST NO:

TO: Human Resources Dept, St Catherine’s Hospital

From: Tel No: Directorate:

Shortlist for the post of:

The following candidates to attend interview: Time

1.

2.

3.

4.

5.

6.

7.

8.

Presentation Title:

(if applicable)

State equipment available i.e overhead projector / powerpoint / flip chart

Date of Interview Allow 10 working days to give candidates reasonable notice and for references to be obtained.

Venue:

Report to:

Name of Lead Panel Member and tel. no

Other panel members:

Return all applications and other documentation to the HR Department

Please fax completed form back to the HR Department as soon as possible after shortlisting

has taken place on 0151 651 3966. Please telephone HR on 0151 651 3855 to confirm receipt

Appendix 6 WIRRAL COMMUNITY NHS TRUST

INTERVIEW SELECTION FORM

Candidate’s Name:__________________________________________________________________ Post:___________________________________________________________________ Selection Panel Member’s Name:__________________________________________________________________

SECTION 1: Essential criteria to be identified

Score Comments

Qualifications Experience Knowledge Skills Personal Attributes

SECTION 2: Desirable criteria to be identified

Score Comments

Qualifications Experience Knowledge Skills Personal Attributes

* Scoring: Shortlisted candidates should meet all the essential criteria. 0 Fails to meet, 1 Meets partially, 2 – Meets fully, 3 - More than meets

– –

Appendix 7 Job ref………… OUTCOME OF INTERVIEW TITLE OF POST………………………………………………………………………………… All sections should be completed and a separate form should be used for each person you wish to appoint.

Date of interview: HR1 Number

Name of Appointee:

State as: Fixed Term/Permanent/Temporary

Hours of Post: Ward/Dept:

Base:

References seen by Manager: one two Other:

Proof of qualifications seen by manager

Yes No Other:

Professional/Registration No: Expiry Date:

Manager’s Comments:

Manager’s Signature:……………………………………………………………………………. Name (please print):……………………………………………………………………………... Date:……………………………………………………………………………………………….. Please fax completed form back to the HR Department within 2 days of interview on 0151 651 3966. Please telephone the Recruitment Officer on 0151 6513855 to confirm receipt.

Appendix 8 Job ref: IN CONFIDENCE REFERENCE REQUEST QUESTIONNAIRE

Candidates Name:

Post applied for:

In which capacity do you (did you) know the candidate?

How long have you known the candidate?

In which capacity was the candidate employed by you?

Please indicate the dates that the candidate was employed by you and reasons for leaving (if applicable. From: to:

Reason for leaving:

How would you describe the candidate’s personal qualities (including their capacity to get on with other people)?

How would you describe the candidate’s job performance and professional competence?

How would you describe the candidate’s attendance and timekeeping?

Please give the number of days sickness the candidate has had over the past 12 months and on how many occasions: Days………….Occasions………….

Are you aware of any disciplinary action having (or pending) been taken against the candidate? YES/NO If yes please give details:

Do you know of any reason why the candidate should not be employed to the post applied for?

Would you re-employ? (if no please give reasons)

Please give any further information that you feel relevance

Signed……………………………………Print Name:.................................................................. Date:……………………………………...Wirral Community NHS Trust