Vo l u n t a r y S e c t o r S u p p o r t

Your Guide to Employing Staff

PROMOTING EXCELLENCE IN VOLUNTARY AND COMMUNITY SERVICES

www.communityimpactbucks.org.uk Community Impact Bucks is a registered charity no:1070267 company no: 3508718

Essential information whenemploying staff for the first time

Contents

Before you start 3

Obligations of an employer 3

The full cost of employing a member of staff 4

Payroll Responsibilities 5

Recruitment & Selection 6

Recruitment 9

Short listing & Interviews 10

Starting work 13

Terms and conditions of EmploymentContracts 13

Types of Contracts 14

References 15

Preparing for the new employee 16

Policies & Procedures 17

Further Information 19

Your Guide to Employing Staff

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This guide is aimed atorganisations that need toemploy someone. It is aimed atsmall groups that need to knowwhat the process is, and how togo about it. The guide tells youwhat your legal obligations arewhen employing staff, and theneed for the organisation touse good practices.

It takes you through the steps you needto follow, and takes you through themain stages of employing staff. Theguide also signposts you to furtherresources, and help available.

This is a guide, and not all theinformation on employing staff couldfit into this booklet.

Our Admin Support Team at CommunityImpact Bucks can help your organisationto work through all the stagesmentioned in this pack.

Employment law changes regularly, andis difficult to keep up to date with, so tocheck the most up to date legal positionwe would recommend that you have alook on the www.acas.org.uk website.They also have a helpline that answersemployment questions 0845 7474747,and produce detailed information guidesand handbooks on all topics aroundemployment.

Once the organisation has agreed theyhave a need for an employee you needto consider carefully your responsibilities& liabilities.

Obligations of anemployer

• Produce a written statement ofterms and conditions ofemployment (this must beprovided to an employee withinthe first two months of employment,if not earlier).

• Set yourself up as an employer withthe Inland Revenue.

• Consider the need for policies andprocedures.

• Provide a safe environment for staff.

Before you start

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Your Guide to Employing Staff

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The full cost of employing amember of staffThe organisation needs toconsider how much it will costto employ a member of staff.

First you will need to do some researchinto how much you need to pay the newemployee and the correct pay rate forthe post you are thinking of recruitingfor. We would recommend that youresearch how much other organisationspay for the similar post, this could bedone by checking job advertisements innewspapers or websites.

On top of the pay rate the employee isto be paid, you will need to considerother costs,which could include?

• Recruitment costs.

• A payroll service.

• Contributions towards Nationalinsurance, tax, and pension(if applicable).

• Employees Liability Insurance.

• Will you need to purchaseProfessional Indemnity Insurance?This is needed if the organisationprovides advice or information tothe general public.

• Running costs: room rent, heating,lighting, telephone, computer andmaintenance. The organisationshould review how much it cost peryear to run the organisation, andthen work out how much will beneeded for a staff member (full costof employing a staff member).

• Staff development and trainingcosts.

• Will the employee need any otherresources to deliver the service?

• Managing & supervising theemployee, this could include apercentage of a manager’s time orexpenses for a managementcommittee member to take onthis duty.

• Funding for staff cover if theemployee falls ill, goes on maternityleave, leaves before the contractfinishes, or in some cases makingthe employee redundant.

• What happens when the fundingends, you may need to considerredundancy costs?

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Registering as anemployer withHM Revenue & Customs

When you pay an employee you mustcheck with HM Revenue & Customs ifyou need to operate PAYE, and registeras an employer.

You should be aware that employers areresponsible for all tax and NIcontributions and pension (if applicable).You must calculate and deduct thecorrect amount and provide youremployees with a pay slip.

From 6 April 2013 legislation changedand employers now have to report PAYEinformation to HM Revenue & Customs(HMRC) in real time. You may see thisreferred to as Real Time Information –or RTI.

This means those employers (or theiraccountant, bookkeeper or payrollbureau) have to:

• send details to HMRC every timethey pay an employee, at thetime they pay them

• use payroll software to send thisinformation electronically aspart of their routine payrollprocess

Information on the actions you need totake to operate PAYE in real time can befound on the HM Revenue & Customswebsite.

For more information go towww.hmrc.gov.uk/employers

Or call the new employer helpline on0845 607 0143.

If you do not want to run a payrollyourself with all that it entails there arevoluntary organisations around thecountry that provide payroll as one oftheir costed services. Voluntary ActionLeeds offer this as a servicehttp://www.val.org.uk/page/payroll

Payroll Responsibilities

Recruitment & Selection

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Once you have decided to recruit, the next step is to developa good recruitment process.

The management committee will be responsible for developing a range ofdocuments that are needed, and to set up good procedures they can follow.

First you will need to write a job description for the new post.

There is certain information that we would advise groups to add to the jobdescription. You should add all key responsibilities about the role. Below is anexample of how it could look.

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JOB DESCRIPTION

Job Title: Clerical Officer

Responsible to: Manager

Responsible for: Office Administration

Purpose of role: To be responsiblefor providing administrative supportfor the department and for ensuringthe smooth running of the office.

Key Responsibilities1. To manage the room bookings,

including booking meetings andmaking travel arrangements.

2. To take minutes.

3. To manage the information services(filing system, database andaddress lists).

4. To ensure input to (organisation’s)database is consistent and accurate.

5. To manage the stationery supplies,ensuring that there is alwaysadequate stationery and that costsare controlled.

6. To manage the photocopiercontract.

7. To provide general administrativesupport to the Office Manager.

8. To undertake all duties in a waythat values others, does notdiscriminate and promotes equality.

9. To undertake any other duties asmay be required from time to time.

Once this is completed, the secondpart is writing a person specification.To do this you will need to review thejob description and write a list of allthe skills & experience that you wouldbe looking for in the right candidate.

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EXAMPLE PERSONAL SPECIFICATION

Job Title: Clerical Assistant

CRITERIA Essential or Shortlist criteria ordesirable inteview criteria

KNOWLEDGEKnowledge of Microsoft Word, Excel, PowerPoint E Shortlist/interviewdatabases and electronic diary management.

A knowledge of office procedures. E interview

SKILLSAble to prioritise and carry out administrative tasks E Interviewindependently.

Shows initiative and takes personal responsibility for E Interviewcompleting tasks.

Able to communicate with others courteously on E Interviewroutine matters.

Adopts a positive attitude – willing to assist others E Intervieweven when busy.

Able to write clearly, with correct grammar and E Shortlist/interviewpunctuation.

Able to work under pressure on occasions, to E Interviewachieve administrative deadlines.

Able to type quickly (40wpm) and accurately E Shortlist/interviewessential shortlist/interview.

EXPERIENCEPrevious experience of administration, including: E Interviewtyping letters; room bookings; and dealing with avariety of administrative matters simultaneously.

Experience of taking minutes. E Shortlist/interview

QUALIFICATIONSNo specific qualifications required. Shortlist/interview

CIRCUMSTANCESThe post is a full time job, but we will positively Shortlist/interviewconsider applications from part time workers andjob sharers.

Flexible working hours are available for this post. Shortlist/interview

There is a very occasional requirement forevening/weekend work in this job. Shortlist/interview

By drawing out the relevantdetails from the job descriptionthis can be used to create ajob advertisement.

This advertisement should also containsome contact details of the organisation,how to get hold of an application form,the pay rate, the deadline forapplications, and a contact namefor any enquires.

Places you may consider whenadvertising a post could include thelocal newspapers, web sites, mailing lists,and Jobcentres.

Information packs should be prepared tosend out to interested applicants.

They should include the followinginformation:

• *Application form including Equalopportunities monitoring form

• Job description

• Person specification

• The closing date

• Other useful details about theorganisation that applicants mightfind useful and interesting.

* If you are not sure what the forms should looklike, try to get hold of a few from otherorganisations this will give you a good idea ofhow yours should look.

You could decide to accept CVs(which is the applicant’s version oftheir employment history, personaldetails and experience to date).

We would not recommend this, as it isquicker to read an application formwhen short listing, if they are all set outin the same format.

Recruitment

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Before the closing deadline apanel should be assembledready to come together soonafter the closing date to gothrough the application forms.

It is recommended that the panelshould be made up of three people whoshould be the same ones who will beinterviewing the candidates. It would beadvisable to have someone on the panelthat has a good understanding of the jobyou are looking at recruiting for.

All the application forms should be keptconfidential, and only the panel shouldview the forms (the person who receivesall the application forms should removethe equal opportunities monitoringforms before the panel start to shortlist).

The panel should look at the applicationforms and cross-reference them againstthe person specification for the job tocheck they meet all the criteria oressential requirements for the post.

Once you have shortlisted, the panel candecide who they would like to invite toan interview. Let the candidates know ifyou will be asking them to do a test onthe day, deliver a presentation, or shortrole play which needs to be appropriateto the post.

When inviting the shortlisted candidatesfor an interview, you should include thefollowing information:

• Date

• Time

• Venue

• Who to ask for on arrival

• If they need to bring any documents

• Any special needs they may require

Make sure you give enough time foreach candidate.

The interview date is a time you couldgive them a workplace tour.

Make sure the layout of the room issuitable for interviews, and have readyany equipment a candidate may need fora test/presentation.

At the interview all the candidatesshould be asked the same questions andmarked against any subject that wasidentified on the person specification.

Shortlisting & Interviews

EXAMPLE INTERVIEW SCORING SHEET

Score each criteria1. Poor 2. Average 3. Good 4. Excellent

Job Title: Clerical Assistant

Candidate Name: ............................................................. Date: ............................

CRITERIA Score

KNOWLEDGEKnowledge of Microsoft Word, Excel, PowerPoint, databases and electronicdiary management.

A knowledge of office procedures Essential Interview.

SKILLSAble to prioritise and carry out administrative tasks independently.

Shows initiative and takes personal responsibility for completing tasks.

Able to communicate with others courteously on routine matters.

Adopts a positive attitude – willing to assist others even when busy.

Able to write clearly, with correct grammar and punctuation.

Able to work under pressure on occasions, to achieve administrative deadlines.

Able to type quickly (40wpm) and accurately Essential Shortlist/Interview.

EXPERIENCEPrevious experience of administration, including:

typing letters; room bookings; and dealing with a variety of administrativematters simultaneously.

Experience of taking minutes.

QUALIFICATIONSNo specific qualifications required.

CIRCUMSTANCESThe post is a full time job, but we will positively consider applications frompart time workers and job sharers.

Flexible working hours are available for this post.

There is a very occasional requirement for evening/weekend work in this job.

*E = essential criteria D = desirable criteria Total**S = short listing criteria I = interview criteria

Completed by: ................................................................. Date: ............................

Your Guide to Employing Staff

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Your Guide to Employing Staff

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Terms and conditions ofEmployment Contracts

The conditions of employment shouldcontain the following information:

• Name and address of employer

• Name of employee

• The date employment commences

• The title or description of the job

• The location of the job

• Pay details

• Pension details

• Working hours and leaveentitlements

• Details of the organisationsdiscipline and grievance procedures

• Details of the contract length(permanent or fixed term)

Other useful points you can include are:

• Sick leave and sick pay

• Details of any probationary period

• Information on overtime, time offin lieu or flexi

• Retirement age

• Confidentiality & Data protection

• Expenses

• Maternity, Paternity, Parental &Adoption leave

• Notice requirements

Full details of what should go into astatement is available from thewww.acas.org.uk

(Self help guide – producing a writtenstatement)

Starting work

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Types of contractDifferent types of contractare available; the group willneed to think about/considerwhich one will be suitable forthe post.

Permanent and full timeThis is the most common type ofcontract.

Fixed term contractsVery similar to the one above, butusually used for short contracts that willnot be for more than one year. If thecontract is extended the employee willhave the same rights as a staff memberon a permanent contract, after two yearsthe employee will be entitled to aredundancy payment. There is nobenefit at all in issuing a fixed termcontract for a period of more than oneyear, it would be advisable to offer theemployee a permanent contract andonce the contract ends go through theredundancy process (for moreinformation www.acas.org.uk).

Part time contractThis contract will say how many hoursthe employee will work, they will havethe same rights as a full time worker,although payments should be made ona pro rata basis (%).

Casual contractsThese can be used when no regular workis required, and the employee has noobligation to accept the work, or theemployer to offer it.

Zero hour contractEmployers would use these if theemployee is not actually working anyregular hours, so all the hours of workare ‘additional’. This limits theemployer’s obligation to provide work,and only pays for the hours worked.

References should always betaken up before appointing theemployee. The request that yousend to the referee should givethem details of the job theperson has applied for, and askthem for information on theirsuitability for the post.

A reference request should include:

• Name of the applicant.

• Post applied for.

• Person specification.

• Who the reference request is from.

• Comments on attendance,performance, and any otherinformation that they may feel isuseful.

Asylum and Immigration Act

It is a criminal offence for an employer toemploy someone who does not havepermission to live and work in the UK(It is up to the employer to check this)for more information go towww.ukba.homeoffice.gov.uk

Disclosure and Barring Service

The Criminal Records Bureau (CRB) andthe Independent Safeguarding Authority(ISA) have merged into the Disclosureand Barring Service (DBS) – CRB checksare now called DBS checks.

A DBS check may be needed for: certainjobs or voluntary work – like workingwith children, or in healthcare applyingto foster or adopt a child

More information can be found onthe Gov.UK websitehttps://www.gov.uk/disclosure-barring-service-check/overview

Bucks County Council is registered toconduct DBS checks. Enquiries shouldbe sent to HR Service Desk athrservicedesk@buckscc.gov.ukor 01296 382222.

A wide number of organisations alsoundertake DBS checks . A directory ofgroups performing this service can befound via the attached link and you cansearch by County.

https://www.gov.uk/government/news/launch-of-the-new-umbrella-body-directory

All unsuccessful candidates should besent rejection letters.

Once the panel has decided on thesuccessful candidate, an offer lettershould be sent out with a start date. It isalso good practice to send out theemployment terms and conditions as soonas possible (and must be given to theemployee within two months of starting).

Where there is a delay in receiving areference, the employment offer letter orcontact should be sent “subject tosatisfactory references” and checks ifnecessary.

References

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It is really important to spendsome time with the newemployee to help them settle inand be available for them tocontact in case of any issues tohelp them through the firstfew months.

Induction checklist should cover

• Introduction to organisation

• Introduction to staff

• Terms & Conditions of employment

• Equal opportunities policy

• Data protection

• Organisation rules

• Health & Safety

• Welfare and employee benefits /facilities

• Dress code

• Health & safety

• Expenses

• Supervision

• Time keeping and time sheets.

This should be signed and dated by theperson who carries out the inductionand the employee. An exampleinduction checklist is availablewww.acas.org.uk (advisory handbook –Recruitment & induction)

Preparing for the new employee

Organisations have anobligation to put someimportant policies andprocedures in place oncethey start to think aboutemploying staff.

The minimum essential documentationrequired includes:

• A written statement of terms andconditions

• A grievance procedure

• A disciplinary procedure

• A health and safety policy

• Pensions information

• Equality and diversity policy

• Rules specific to the organisation

• Sickness absence arrangements

• Annual Leave arrangements

Others policies and procedures that wewould recommend an organisation tohave are:

• Recruitment policy• Probation procedure

• Training and development policy

• Appraisal procedure

• Supervision procedure

• Confidentiality / data protectionpolicy

• Maternity / Paternity/ Parental/Adoption Policies / Procedures

Community Impact Bucks can supplyyou with templates of some of the abovepolicies and procedures that you cantailor to your own organisation.

Staff Handbooks

It is a good idea for the organisation toslowly produce a staff handbook with allthe above policies and procedures,which could include an inductionchecklist and could include informationabout the organisation.

Probation period

This is usually the first three, to sixmonths of employment. It gives theemployer and employee a chance tochange their mind if the job is notworking out. This should not come as asurprise and should be picked up withregular supervisions (see below).

Policies & Procedures

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SupervisionSupervision should enable staff to:

• Hear feedback about theirperformance – positive and areasto improve

• Air concerns

• Explain how they have completedtasks

• Talk through how to approach aparticular piece of work,highlighting any additional supportor training needed

• Discuss how personal factors may beinfluencing their work and reach anagreed decision about the wayforward

Supervision should enable line-managersto:

• Provide instructions about anyaspects of the work/employment(which should usually be recorded)

• Give staff regular feedback(positive and areas to improve)about their work

• Encourage and reward membersof staff

Annual AppraisalThe purpose of the Annual Appraisal is toprovide an opportunity to take stock ofperformance over the past year andagree plans for the forthcoming year.Following an Appraisal, employeesshould feel that their contribution isvalued and be motivated and confidentin understanding how they will bestcontribute to achieving targets.

Staff DevelopmentTo keep staff it is a good idea to lookinto training needs for the employee thatwould help with the job, and help theemployee to develop, this also helpssometimes to retain staff, and is aninvestment to the organisation.

RedundancyFor voluntary organisations the mostcommon reason redundancies occur isthat a funded project has come to anend. If this happens the organisation hasan obligation to consult with theemployee and follow the correctredundancy process.

Employers who have staff who are onfixed term contacts should also gothrough a redundancy process.

For more detailed information go towww.acas.org.uk

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All the websites below are valuable resource toolsin finding the right information whenemploying staff.

Community Impact BucksPlease contact the admin Support Team on:info@communityimpactbucks.org.uk0845 389 0389

Her Majesty’s Revenue and Customs. www.hmrc.gov.uk

Advisory, Conciliation and Arbitration Service (acas)www.acas.org.ukHelpline 8am – 6pm0845 47 47 47

Gov.UKhttps://www.gov.uk/This website replaces Direct Gov. and Business Link

Disclosure and Barring Servicehttps://www.gov.uk/disclosure-barring-service-check/overview

Home Office UK Border Agencywww.ukba.homeoffice.gov.uk

Health & Safety Executive (HSE)www.hse.gov.uk0845 345 0055

Working Familieswww.workingfamilies.org.uk0800 013 0313

Further Information

Your Guide to Employing Staff

More Online Resource Centre GuidesCommunity Impact Bucks has produced a number of guides on all aspects of runninga voluntary or community organisation. These guides can be downloaded from theOnline Resource Centre at www.communityimpactbucks.org.uk

Guides available include:• Your Guide to Voluntary and Community legal structures

• Your Guide to Funding in the Voluntary and Community Sector

• Your Guide to Business Planning

• Your Guide to Sustainable Funding & Financing options

• Your Guide to Project Planning.

• Your Guide to Committee Minutes and Constitution

• Your Guide to Collaborative working

• Good Practice Guide to Involving Volunteers

For further information about any issues raised in this guide please contact:

Community Impact Bucks, Unit B, The Firs, Bierton, Aylesbury HP22 5DX

Tel: 0845 389 0389, Fax: 01296 331464Email: volunteering@communityimpactbucks.org.ukWeb: www.communityimpactbucks.org.uk

Registered Charity No. 1070267

Community Impact BucksTel: 0845 389 0389 Fax: 01296 331464 www.communityimpactbucks.org.uk

PROMOTING EXCELLENCE IN VOLUNTARY AND COMMUNITY SERVICES