Recruitment policy and procedure

Last updated: March 2021

• Why do we need this policy?
• Who needs to follow this policy and why?
• What’s our policy and how will we implement it?
• Roles and responsibilities
• Related policies, procedures and information sources
• Data protection, equality and diversity
• Queries?
• Definitions
• Version

1. Why do we need this policy?

We want to attract the highest calibre of people, into the right roles, by ensuring that our recruitment and selection processes are fair, efficient, and consistent.

We are committed to equality of opportunity in recruitment, selection, promotion and all other areas of employment. All appointments will be made on merit and will be free from bias and discrimination, (both internally and externally when skills or competition are not readily available within the organisation).  This can only be achieved through putting in place a well-defined, transparent recruitment process so that all recruiting managers use the same recruitment methods and tools across the organisation. 

2. Who needs to follow this policy and why?

Recruiting managers are responsible for ensuring this policy and procedure are carefully followed for the duration of their recruitment. Heads of department should ensure that people in their department familiarise themselves with this policy and procedure.

It is everyone’s responsibility to communicate any potential conflict of interest during recruitment. This includes, but is not limited to, previous personal or professional relationships. You should advise the recruiting manager and the HR team of any potential conflict of interest as soon as you become aware. If potential conflicts of interest are not disclosed, then this will be investigated and may lead to disciplinary action.

Recruiting managers should engage with the communications team regarding any external advertising to ensure we are consistent with our message.

3. What’s our policy and how will we implement it?

The following steps are the minimum requirements when recruiting.

The recruiting manager should identify whether the position is in the current projected profile cost. If it isn’t, they will need to discuss the requirement with the executive director of finance and the finance manager and gain approval before continuing. If a business case is needed, this will need to be submitted to finance for approval before continuing.

Where there is no current job specification or if this needs amending, this should be created or amended by the recruiting manager with support from the communications team.

The recruiting manager should consider whether they want to advertise in any specialist publications and if they have the budget to do so. Prior to publishing, the adverts should be discussed with communications.

The recruiting manager decides on the interview panel and identifies suitable dates for sifting and interviews. The recruiting manager should also ensure that dates are communicated, and placeholders are sent to the panel.

The recruitment manager will send the recruitment request to the HR team, who will discuss any needs for support and availability of resource. Once confirmed, the advert will be posted by the HR team and the recruitment manager will confirm dates with the panel.

The HR team will monitor applications and update the recruiting manager.

The day after the advert closes, the HR team will send the applications, with the job description and a sift form, to the panel prior to the sifting date.

The panel will sift applications based on the scoring identified through the person specification and highlight which candidates they wish to interview. The best practice is 4 interviewees for each position. This is up to the discretion of the recruiting manager and may not be possible due to the amount of quality applications.

The recruiting manager and panel should decide on 6 to 8 interview questions and submit these to the HR team.

The HR team will provide candidate packs on the day of interview including applications and scoring packs.

Following interviews, the panel chair will submit the full detailed scoring sheet to the HR team with details of the successful candidate(s).

Once a successful candidate has been identified, references will be completed by HR and a contract sent out. The manager will be informed when this is returned.

The panel chair will make time available for any feedback requests for those unsuccessful at interview. This will normally be done within 5 working days of the request.

If you are a recruiting manager and feel that additional methods of selection would strengthen the process (for example, assessment days), you should speak to the HR team and they will advise and support you in selecting the most appropriate method.

The use of recruitment agencies should only happen after discussion with the HR team and the approval of a relevant business case. The use of agencies should be kept to a minimum.

The recruiting manager should consider all requests for reasonable adjustments and speak to the HR team for advice. We will make sure adjustments are accommodates wherever reasonably possible.

We would not normally pay expenses related to attending interview. However, if there are exceptional circumstances (for example there is significant travel cost involved, or a reasonable adjustment incurs additional expense) these should be discussed with the applicant prior to interview. The HR team can then advise on reasonable reimbursement.

Guaranteed interview scheme

We are committed to the employment and development of disabled people. Candidates who have a disability as defined by the Equality Act 2010 will be able to request a guaranteed interview. This applies to those who have a physical or mental impairment which has a substantial and long-term negative effect on their ability to carry out normal day to day activities.

We will interview anyone with a disability, who has requested a guaranteed interview and have met the minimum criteria at sift stage.

If this policy isn’t followed, the most appropriate course of action will be agreed between the policy owner and the Senior HR Business Partner dependent on the circumstances.

Right to work checks

Candidates will be asked to bring proof of right to work to their first interview. The documentation requested will be in line with current legal requirements. This will be checked and filed securely by the people team. Any copies of right to work of unsuccessful candidates will be deleted and successful candidate right to work will be filed in their secure staff folder. The people team will review right to work permits prior to expiry to ensure compliance and that all people hold the right to work.

Where specific qualifications or registration are required for the role (e.g. lawyer, social worker, accountant), the relevant proof of qualification (e.g practicing certificate, qualification certificate, proof of registration) must be copied and kept on the individual staff file.

Employment checks

Candidates are asked to provide 2 references, one of which being their most recent employer. Successful candidates are offered roles subject to satisfactory references. The people team will request references following acceptance of the offer of employment.

4. Roles and responsibilities

4.1 Recruiting managers

Recruiting managers are responsible for ensuring this policy and procedure are carefully followed for the duration of their recruitment. Recruiting managers should engage with the communications team regarding any external advertising to ensure we are consistent with our message.

4.2 Heads of departments

Heads of department should ensure that people in their department familiarise themselves with this policy and procedure.

4.3 All colleagues

It is everyone’s responsibility to communicate any potential conflict of interest during recruitment. This includes, but is not limited to, previous personal or professional relationships. You should advise the recruiting manager and the HR team of any potential conflict of interest as soon as you become aware. If potential conflicts of interest are not disclosed, then this will be investigated and may lead to disciplinary action.

5. Related policies, procedures and information sources

Equality and diversity policy and procedure

Data protection policy

6. Data protection, equality and diversity

A data protection impact assessment (DPIA) and equality impact assessment (EIA) have been completed for this policy.

7. Queries?

If you have a query about this policy, please contact Jane Marr, Senior HR Business Partner.

8. Definitions

8.1 Bias

An inclination or prejudice for or against one person or group, especially in a way considered to be unfair.

8.2 Discrimination

The unjust or prejudicial treatment of different categories of people, especially on the grounds of race, age, or sex.

9. Version

Last reviewed: March 2021 (interim review pending full refresh)

Policy owner: Tracy Watterson, Executive Director – People and Business Support

Policy reference: POL_HR03

Version: 1.2

If you require a PDF version of this policy, please contact us.