RECRUITMENT AND SELECTION POLICY & PROCEDURE
Policy Statement
This policy outlines the main mandatory and advisory considerations for
recruitment and selection within Cumbria County Council.
It is important that Cumbria County Council has the right people with the right
skills and abilities in post to deliver high quality services to the people of
Cumbria.
The purpose of this policy is to support managers within Cumbria County
Council to ensure that the best possible candidates are appointed to a
particular post taking into account skills, knowledge, experience,
qualifications, ability and Cumbria County Council values.
This policy also includes positive action schemes aimed at helping create
employment opportunities within the local community thereby reducing
unemployment in Cumbria and helping to make the county more prosperous.
Cumbria County Council strives to ensure the recruitment and selection
process is clear and easy to follow for all. Fairness, transparency and a
positive experience are the council’s key aims for all applicants.
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Contents Page
Page
1. Agreeing a Vacancy
1.1 Vacancy management procedure
1
1.2 Approval of vacancy and budgetary authorisations
1
1.3 Updating job profiles and person specifications
1
1.4 Temporary to permanent post
1
1.5 New posts
2
2.
Alternative
Employment
Scheme
2
3. Cumbria County Council –Employer of Choice
3.1
Talent
pool
3
3.2 Recruitment campaigns and careers fairs
3
3.3 Young and older person’s recruitment strategy
3
4.
Internal
Recruitment
Process
4.1 Internal applicants and time off to attend interviews
3
4.2 Secondments and development opportunities
4
5.
External
Recruitment
Process
5.1
Beginning
the
process
4
5.2
Gender
balance
5
5.3 Development for those involved in the recruitment process
5
5.4
Job
advertisement
5
5.5
Informal
discussions
5
5.6
Application
forms
6
5.7 Closing date for applications
6
5.8
Shortlisting
6
5.9 Protecting the selection process
6
5.10 Positive about disabled people
6
6. Planning the selection process
6.1
Interview
process
7
6.2 Structured interview questions
7
6.3 Scoring and weighting the interview
7
6.4
Interview
dates
8
6.5 Informing the candidates of the outcome and providing feedback 8
6.6
Interview
expenses
8
7. Other selection methods – assessment centre approach
8
8.
Record
keeping
9
9.
Recruitment
to
partnership
posts
9
10. Choosing with Care – safe recruitment
9
11. Failure to Appoint – 3 months
10
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Page
12. Recruitment of Fire Fighters
10
13. Corporate Director and Chief Officer Recruitment
10
13.1 Recruitment / executive search
14. Agency Workers, Interim Managers and Consultants
10
15.
Recruitment
of
Casuals
11
16.
Pre-employment
Vetting
16.1 Pre-employment checks and confirmation of appointment
11
17. Induction, Probation and Appraisal
Process
17.1 Probationary Periods
12
17.2
Appraisal
Scheme
12
Guidance Notes – Recruitment and Selection Procedure
Vacancy
Management
Procedure
13
Agency Workers, Interim Managers and Consultants
14
Temporary
to
permanent
post
15
Alternative
employment
scheme
15
Internal
recruitment
process
18
Informal
discussions
19
Protecting
the
selection
process
19
Shortlisting
19
Interview process
20
The
format
of
the
interview
21
Structured
interview
questions
22
Scoring and weighting the interview
22
Informing candidates of the outcome and providing feedback
22
Interview
expenses
23
Other selection methods – Assessment centre approach
23
Choosing with care – Safer Recruitment
25
Failure to appoint within 3 months
26
Corporate Director / Chief Officer
Recruitment
26
Pre-employment vetting
Appendix 1 – Writing Job Profiles and Person Specifications
Appendix 2 - Effective Interview Questions – Do’s and Don’ts
Appendix 3 – Safer Recruitment – Suggested Areas of Questioning
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1.
Agreeing a Vacancy
1.1
Vacancy Management
The Council delivers services to its citizens and customers some of whom are
the most vulnerable in our society. It aims to do so as efficiently as possible
by enabling access to these services in a way that reflects the needs of
service users both in the design of services and in the make up and capacities
of its workforce.
The purpose of this policy is to ensure that the Council strategically aligns its
resourcing approach to these overall service aims to make the best use of
limited funding, target money to service priorities, and develop the capacities
of its workforce to deliver.
By having a procedure in place to manage vacancies we should be able to
use and direct our current resources more efficiently to absorb workload,
provide improved career opportunities for staff, and reduce costs associated
with staffing and recruitment.
For further details on the principles and procedure please refer to
guidance note 1.
1.2
Approval of Vacancy & Budgetary Authorisation
Managers are required to liaise with their relevant Directorate Finance
Manager or Finance Officer to ensure funding has been secured and the
vacancy has been approved at a Head of Service level prior to
commencement of the recruitment process.
1.3
Updating the job profile and person specification
If, following the vacancy management procedure, the recruiting manager has
authorisation to recruit, the manager must ensure that the job profile is up to
date.
The job profile must detail the main duties and accountabilities of the post
holder. The person specification must cover all the essential and desirable
skills, qualifications, knowledge and experience that applicants need to carry
out the role successfully.
For further information on writing job profiles and person specifications
please see Appendix 1.
1.4
Temporary to Permanent Post
Where funding becomes available to allow for a temporary or fixed term post
to be made permanent
and where the current postholder has a year or more
service then they may be confirmed as being permanent in post without
having to advertise the position.
For further details please refer to
guidance note 3.
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1.5
New Post
Where the vacancy is for a completely new post a job profile and person
specification must be drafted and forwarded to your Directorate HR Manager
or HR Officer for an accurate evaluation of the post.
Managers must to build between 6 and 8 weeks into their recruitment
plan to allow for a new evaluation to take place.
2.
Alternative Employment Scheme
Cumbria County Council operates an alternative employment scheme. The
alternative employment scheme is for situations where employees who may
be affected by one or more of the situations listed below can ask to be placed
on the redeployment register. This enables them to seek suitable alternative
employment within Cumbria County Council. Requests to be placed on the
redeployment register must be approved by the line manager. Reasons for
joining the redeployment register are:
• Redundancy
• Disability
• Pregnancy
• Ill health or capability
• NVQ apprenticeship coming to an end
• Fixed term or temporary appointment coming to an end where the
employee has been employed by the council for at least a year.
Whatever the reason, the suitability of any alternative work which may be
considered is to be assessed from the point of view of both the individual and
the council and will take all relevant factors into account. These factors may
vary depending upon the reason for the redeployment but will always include:
• Job content and status
• Pay and other benefits
• Hours of work
• Location
• Consideration of reasonable adjustments.
The recruiting manager must ensure that the alternative employment scheme
has been checked prior to placing an internal or external job advert.
The Management of Change Policy should also be read in conjunction with
this policy and procedure and can be found at the following link:
http://www.intouch.ccc/eLibrary/Content/Intranet/536/671/1101/39735135355.
pdf
For further details please refer to guidance note 4.
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3.
Cumbria County Council – Employer of Choice
3.1 Talent
Pool
As part of the council’s computerised HR system there will be the facility in the
future for the council to implement a talent pool. A talent pool is where
potential applicants complete a standard county council job application form
online and register their interest for jobs in a particular area or field within the
council.
When a vacancy becomes available the recruiting manager will check the
talent pool for suitable applicants.
Information in the talent pool will be stored for a maximum of 6 months after
which time all information and personal details will be disposed of
confidentially. If the potential applicant wishes to remain in the talent pool for
longer than 6 months they will be required to re-register their interest.
Further guidance and information will be released to managers when the
talent pool facility goes live.
3.2
Recruitment Campaigns and Careers Fairs
Cumbria County Council will promote the varied employment opportunities
within the council alongside our partner organisations at regular local careers /
jobs fairs in Cumbria and at a regional and national level.
3.3
Young and Older Persons Recruitment Strategy
The current age profile of the county council means that there is significant
work still to do within local communities making careers in local government
attractive to school leavers and graduates.
At the same time with many council employees due to retire within the next 5
to 10 years there is further work to do on recruiting and retaining an older
workforce and promoting options such as flexible retirement.
Cumbria County Council are committed to working closely with partner
organisations to ensure we have the right people, with the right skills and
abilities in the right jobs delivering excellent services to the people of Cumbria.
Work on a young and older person’s recruitment and retention strategy is
being currently being developed.
4.
Internal Recruitment Process
There are significant benefits to both current employees and the council by
advertising vacancies internally.
Managers may advertise vacancies internally only, for a period of
up to 2
weeks on the council’s Intouch site and in the council’s weekly jobs bulletin.
It is not acceptable for recruiting line managers to advertise positions via email
to a few selected employees, teams or departments asking for expressions of
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interest. It is important that the council’s recruitment processes are open and
transparent and that all employees across the organisation receive the same
opportunities to apply for vacancies.
All internal vacancies must be advertised council wide on the council’s Intouch
site and/or within the council’s jobs bulletin.
Agency staff are eligible to apply for internal vacancies where they have been
working continously for one year for Cumbria County Council.
For further information details please refer to guidance note 5. 4.1 Internal
Applicants
and Time Off for Interviews
Internal applicants should be granted time off to attend interviews within the
council and the time should be credited back to them.
4.2
Secondments and Development Opportunities
Secondments and development opportunities are subject to the above internal
advertisement procedure and should be advertised internally across the
organisation initially.
A copy of the secondment policy can be found at the following link:
http://www.intouch.ccc/eLibrary/Content/Internet/536/671/1101/38023102531.
pdf
5.
External Recruitment Process
5.1
Beginning the Process
From the start of the process to the successful candidate commencing work
with the council can sometimes take as long as 3 months. In the case of
Chief Officer or Corporate Director appointments it can often take as long as 6
months.
Recruiting managers need to ensure that time is allocated from the outset to
planning the process thoroughly to avoid any unnecessary or unexpected
delays.
At the start of the process, and before the advertisement is placed, the
recruiting manager should identify the recruitment panel who will be involved
in the shortlisting, selection and appointment process. At this stage the
manager should also co-ordinate dates for shortlisting and interview to ensure
that all members of the panel will be available. Managers should also need to
ensure the appropriate equipment is available, interview rooms are booked
and that administrative help is on hand to meet and greet candidates and to
take copies of the necessary documentation.
The closing date for applications and interview date should be scheduled in
advance and specified in the job advert.
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5.2 Gender
Balance
Where possible the recruiting manager should ensure there is a gender
balance throughout the recruitment process. Specifically this is most
important at the interview stages to ensure all candidates are comfortable with
the process.
5.3
Development for those involved in the recruitment process
It is a requirement of this policy that employees, team leaders, supervisors
and managers involved in any aspect of recruitment and selection must have
attended the required training before taking part in the process.
It is a mandatory requirement is that all those involved in the recruitment and
selection process must have attended the council’s one day recruitment and
selection course and the one day equality and diversity course.
Those who maintain an involvement in the recruitment and selection process
must also attend the half day refresher course every 3 years to ensure they
are aware of current changes in policy, best practice and employment and
equality legislation.
For further details on courses and availability please follow the link below:
http://www.intouch.ccc/orgdev/default.asp 5.4 Job
Advertisement
When placing an external job advertisement it is important for recruiting
managers to note that the process can be time consuming and will be subject
to publication and printing deadlines. Recruiting managers are advised to
plan such timescales into the recruitment process.
As part of the council’s budgetary savings, with effect from 1 May 2009, new
restriction on recruitment adverts in local press have been set. Recruitment
adverts will now contain only basic information such as post title, reference
number, location of the job or base, salary information, whom and where to
contact for an application form and also the scheduled closing and interview
date.
Applicants wishing to find out more information about the job will be directed
to the council Internet site or the recruitment brochure for further details.
For those applicants who may not have Internet access the council is currently
looking at providing this facility available free of charge in local job centres
and libraries.
5.5 Informal
Discussions
Informal discussions are an opportunity to provide potential applicants with
further information about the job, the team, directorate and the county council.
Ideally a script should be prepared in advance. Having a set script will
eliminate the possibility of different information being given out to different
applicants and will also ensure no applicant has an unfair advantage.
For
further details please refer to guidance note 6.
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5.6 Application
Forms
Cumbria County Council only accepts the standard county council application
form. The reason for this is that often applicants can give too much
information on a CV or not the right type of information. The application has
guidance notes attached to help applicants through the process and to make
it as easy as possible to complete. Using a standard form this also helps
managers with the shortlisting process.
5.7
Closing Dates for Applications
The closing date for receipt of application forms will be published in all press
adverts and on the Internet and council’s Intouch website.
To be fair to all applicants and to avoid any undue delays to the recruitment
process, applications cannot be accepted after the specified closing date.
In highly exceptional circumstances and where agreed beforehand with the
recruiting manager and the Head of Human Resources a late application may
be considered.
Upon receipt of job application forms the equality and diversity monitoring
form will be detached and processed separately. The recruiting panel will not
have sight of any sensitive information the candidate has provided.
5.8 Shortlisting
In all circumstances there should be a minimum of two officers involved in
shortlisting applications for interview. Where possible the shortlisting panel
should be those who will also be involved in the interview process, and ideally
should be of mixed gender.
All applicants are informed both in the job advert and in the application pack
that if they have not received a response within 3 to 4 weeks they may
presume that their application on that particular occasion has been
unsuccessful.
For further details please refer to guidance note 8. 5.9 Protecting
the
Selection Process
Where a member of the panel is related to an applicant or is a close friend of
an applicant they should make this known to the Chair of the panel
immediately and step down from the process completely, including from
shortlisting.
5.10 Positive about Disabled People
Cumbria County Council is a Positive about Disabled People Employer. In
accordance with the Disability Discrimination Act 2005 and the council’s
Equality Scheme, Cumbria County Council adopts a positive action strategy
for the recruitment of internal and external disabled applicants.
If a disabled applicant meets the essential criteria for the post they will
automatically be invited to interview.
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Every effort will be made to accommodate any reasonable adjustments the
applicant may need to attend the interview and subsequently should they be
successful following the selection process.
6.
Planning the Selection Process
Every part of the selection process should be pre-planned and the interview
questions should be set in advance and structured. The same job related
questions should be consistently applied to all candidates at interview.
The panel should ask further supplementary or probing questions to glean
more information from the candidate with regards to their background,
particular skills, qualifications, knowledge and experience as to how they best
meet both the essential and desirable requirements of the job.
A set of values has been identified within the Council Plan. If Cumbria County
Council is to become a great place to work, operating a high performance
culture and providing excellent services across Cumbria then recruitment
panels should also test the candidate’s values against those that the council
requires of their employees.
A copy of the council’s people and places, performance and partnership
values can be found within the Council Plan at the following link:
http://www.intouch.ccc/eLibrary/Content/Internet/536/647/2232/4101/3953911
285.pdf
6.1 Interview
Process
The purpose of an interview is to assess the candidate’s suitability for the post
for which they are applying against a pre-determined job profile and person
specification and to appoint the best candidate for the job paying regard for
qualifications, experience, skills and abilities and council values.
For further
information please see guidance note 7. 6.2 Structured
Interview
Questions
Interview questions should be related back to the job profile and person
specification.
It is important when planning the questions for interview that there is a mix
between experiential and open questions. The recruiting panel should also
feel free to use probing questions to glean additional information from the
candidate where appropriate.
For further information please refer to
guidance note 11.
6.3
Scoring and Weighting the Interview
By implementing a structured scoring system during interviews managers
have a clear audit trail, documentary evidence and justification for appointing
the successful candidate and clear reasons for not appointing other shortlisted
candidates. The panel should agree a scoring system prior to the interviews.
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Weighting systems also need to be discussed and decided upon if one
particular area e.g. experience should have more relevance than skills and
abilities. Weighting then feeds through to the total interview score assisting
the recruitment panel in identifying those candidates that best match the
criteria.
For further information please refer to guidance note 12. 6.4 Interview
Dates
Interview dates will be published in the job advert alongside the closing date
so that applicants are aware in advance of the date they would be required to
attend for interview if their application were to be short-listed.
Candidates invited for interview will generally be informed by letter giving at
least 7 days notice.
Applicants are informed in their recruitment packs that interview dates cannot
be changed or rearranged due to the difficulties in the recruitment panel
having to reconvene at a later date. Trying to accommodate alternative
interview dates will also further delay the recruitment process.
6.5
Informing Candidates of the Outcome and providing Feedback
Following the interviews the recruiting manager or members of the recruitment
panel should ensure that all candidates are informed of the outcome of the
selection process when promised. If the panel cannot agree on a decision
and need to debate and deliberate their decision further then all candidates
should be contacted and informed when a decision should be likely to be
reached.
For further information please refer to guidance note 13.
6.6 Interview
Expenses
For information on what candidates can claim when attending interview please
refer to guidance notes 14.
7.
Other Selection Methods-Assessment Centre Approach
Other selection methods, which can be used in conjunction with an interview,
are listed below:
• Psychometric testing
• In-tray exercises
• Written tests
• Presentations
• Service user panels
• Role plays
For further information on the different selection methods open to
recruiting managers please refer to guidance note 15.
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8. Record
Keeping
In case of challenges to the recruitment process at a later date it is essential
that recruitment panels keep clear, concise and comprehensive notes
throughout the shortlisting and interview processes to be able to justify their
rationale for:
• Inviting candidates to interview.
• The actual appointment decision.
• Reason why candidates were unsuccessful.
• Providing constructive feedback to unsuccessful those candidates.
Under the Data Protection Act 1998 applicants and candidates can ask to see
any manual or electronic records that the council holds about them. This
includes any notes that the recruitment panel make during shortlisting and
interview.
Shortlisting and interview notes may be also brought before a tribunal should
a candidate bring a claim against the council. It is vitally important that these
notes are clear and concise in order to defend the council against any
potential claims.
The interview panel should not rely on memory to respond to queries
which may be raised at a later date.
Recruitment files are currently held for a period of 4 months and then
disposed of as confidential waste.
Interview notes will be placed on the successful candidate’s personal file as
part of their employment history with the council.
9.
Recruitment to Partnership Posts
Where recruiting to a partnership post, where the county council is the legal
employer and members from the partner organisation may be sitting on the
recruitment panel they should be given a copy of the council’s Recruitment
and Selection Policy and Procedure in advance.
The county council recruitment and selection course is open to partner
organisations should they wish to attend.
10.
Choosing with Care - Safer Recruitment
Cumbria County Council strives to protect all service users in particularly
children and vulnerable adults. Through thorough selection processes and
rigorous pre-employment vetting Cumbria County Council will prevent
unsuitable applicants from gaining access to service users.
For further
information please refer to guidance note 16.
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11.
Failure to Appoint within 3 months
In situations where the successful candidate does not complete their
probationary period and leaves within the first 3 months the recruiting
manager may return to the original interview list.
For further guidance
please refer to guidance note 17.
12.
Recruitment of Fire Fighters
The recruitment of Fire Fighters is exempt from this policy. National guidance
will be followed for the recruitment of Fire Fighters to Cumbria County Council.
13.
Corporate Director and Chief Officer Recruitment
13.1 Recruitment / Executive Search
For the procedure relating to the appointments for Corporate Director
and Chief Officer Posts please refer to guidance note 18.
14.
Agency workers, interim managers and consultants
There will always be occasions when the need for additional temporary staff
will arise. Deciding what type of staff are needed will depend on various
factors including the urgency of the situation, the level of skill / expertise which
is required and the availability of such staff.
Circumstances in which the use of
agency staff may be appropriate include:
holiday periods where cover is essential; cover of short term sickness
absence; emergency cover during staff shortages in general; provision of
specialist skills on a short-term basis; cover to ensure that customer service
levels are maintained during peak periods of demand. The Strategic &
Commercial Procurement Unit manages the contract to provide agency staff
to the county council.
Interim Management is the provision of highly qualified and experienced
senior executives and senior managers on a temporary basis (usually six to
twelve months) when insufficient internal resources of the right calibre exist.
Examples of an interim management assignment include: rapidly and
effectively managing a priority business need, sensitive or complex change
projects, or bridging a gap during a restructure or recruitment campaign.
Interim managers are normally experienced at the level above that which the
Council requires resource therefore enabling them to make an immediate
contribution. They bring on board specialist skills or broad senior experience
that can challenge traditional practices and implement new service initiatives.
Interim managers are usually self employed or are Directors of their own small
firm, and are resourced through a third party such as a recruitment
consultancy firm.
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The role of a
consultant is to provide expertise, specialist skills and
challenge. Consultancy firms provide teams of people, or sometimes
individuals, who are sector experts with wide experience helping different
organisations with an ability to facilitate step change by providing access to
networks, benchmarking, and making added value suggestions. They are
sometimes used because they will challenge current thinking and provide
advice and ideas which influential people will respect but they will not
necessarily work within the organisation to implement these ideas.
Agency workers, Interim managers and consultants are subject to all
necessary pre-employment checks prior to commencing work for Cumbria
County Council.
For further details of when it may be appropriate to procure the services
of agency workers, interim managers or consultants please refer to
guidance note 2.
15. Casual
Staff
It is recognised that the council needs to provide a service to people of
Cumbria and it is appreciated that occasionally the use of casual staff may be
required for seasonal pieces of work and to ensure service delivery is not
affected or interrupted.
The utilisation of casual staff should be in the short term and for a maximum
of 3 months only. Casual employees will not receive a contract of
employment with the County Council and are not eligible to apply for internal
vacancies.
All casual staff are required to have the necessary pre-employment checks in
place prior to commencement with Cumbria County Council.
16. Pre-Employment
Vetting
16.1 Pre-employment Checks and Confirmation of Appointment
Pre-employment checks include the following depending on the requirements
of the post:
• Qualifications and Certificates
• Asylum and Immigration Checks
• Criminal Records Bureau Checks
• Pre-employment Medical Screening
• Employment and Character References
• Professional Registration Checks
The successful candidate cannot commence employment with Cumbria
County Council until all the relevant checks have been returned and the
candidate has been cleared to start.
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For further information on pre-employment vetting please refer to
guidance note 19.
17. Induction,
Probation
and Appraisal Process
The county council’s induction, probation and appraisal process is designed to
help new employees through the first year in their new role and to help them
perform to their full capacity.
All new starters to the county council will be required to attend a half day
induction course.
A copy of the county council induction policy and checklist can be found at the
link below:
http://www.intouch.ccc/eLibrary/Content/Internet/536/671/1101/38023101737.
pdf
17.1 Probationary
Periods
All new employees are subject to a 6 month probationary period with the
exception of those joining the council with continuous service from another
authority or public body as listed in the Redundancy Modification Order 1999.
For a copy of the probationary policy please see the link below:
http://www.intouch.ccc/eLibrary/Content/Internet/536/671/1101/380021756.pd
f 17.2 Appraisal
Scheme
The annual appraisal scheme will involve setting objectives and performance
targets that are consistent with the teams and directorates objectives and
targets and the Council Plan.
The aim of the appraisal scheme is show employees where they fit in the
“bigger picture”.
For a copy of the appraisal scheme and form please follow the link below:
http://www.intouch.ccc/orgdev/appraisal.asp
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GUIDANCE NOTES – RECRUITMENT AND SELECTION PROCEDURE
1. Vacancy
Management
Procedure
Principles
• No vacancy will be filled automatically. An analysis of business need
and risk will be undertaken first.
• All additional service priorities or vacancies will be considered against
the talent pool of existing staff.
• Consideration will be given to alternative resourcing approaches such
as additional responsibilities, apprenticeships, secondments, project
roles, joint commissioning or working with other agencies, establishing
trainee roles such as apprenticeships and graduates.
• Consideration will be given to opportunities to ensure our workforce
better reflects the diversity of our communities and our customer base.
Procedure
All vacancies to be filled by either internal or external recruitment will be
subject to recruitment authorisation against the establishment. Establishment
controls will be developed as an outcome of Midland Trent and single status
processes.
Full consideration should be given to alternative resourcing approaches for
every vacancy prior to recruitment. Only once these have been exhausted
may direct external recruitment be considered with a supporting business
case. Issues to be considered when a post becomes vacant are:
• What are the main tasks, skills, attributes of this post?
• What are the risks of not filling this vacancy?
• Can the role be filled through the council’s apprenticeship scheme?
• Can these tasks be incorporated into the role of another member of
staff?
• Is there likely to be a suitable pool of internal applicants for the
vacancy?
• Could another member of staff move into this post, and in turn create a
vacant post which could be deleted?
• Could the duties be ‘shared’ with another function within the authority?
• Could the post be a development opportunity for another member of
staff?
If the post is to be considered as a development or career progression
opportunity, it can be linked to a career grade, with incremental salary
progression on achieving set targets. It should be linked to business needs
and the future potential of an employee.
It is recognised that some areas of work may be exempt from the full vacancy
management process, particularly if they are high turnover service critical
roles, such as cooks, cleaners and care workers or professional roles where
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there is a recognised skills shortage, such as Employment Solicitors and
Town Planners.
It is proposed that HR Managers will work with Senior Managers in
Directorates to agree a list of roles which would qualify as exemptions.
2.
Agency Workers, Interim Managers and Consultants
See examples below of situations of when it would be appropriate to procure
the services of agency workers, interim managers and consultants.
Circumstances
Resourcing solution
Examples
Short term cover for
Agency
Cleaners, chefs, care
holiday periods /
assistants, admin
sickness
Temporary senior
Interim
Single Status project
management of a
Cumbria Waste Mgt
specific project or
business need
Requirement for
Consultant Recruitment
consultant
expertise or specialist
Priority based budgeting
skills / advice
Before contracting for additional agency, interim or consultancy resources you
should always consider other options such as:
• A working group comprising of existing employees
• Secondment from other areas of the organisation or from partner
organisations
• Temporarily promoting existing staff (acting up)
• Temporary additional duties for existing staff
• Sharing work among other colleagues
• Re-arranging tasks
• Offering overtime / asking part time staff if they wish to work extra
hours
• Recruiting temporary / casual staff onto the Council’s payroll
3.
Temporary to Permanent Post
Where funding becomes available to allow a temporary or fixed term post to
be made permanent
and where the current postholder has a year or more
service then they may be confirmed as being permanent in post without
having to advertise the position.
The above is subject to the provision that there are no disciplinary, capability
or performance issues outstanding with the current postholder and that they
have not been subject to the formal Positive Attendance Procedure.
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Where a permanent post becomes available and there is more than one
person carrying out the role then all candidates must go through a competitive
interview process.
This does not apply to casual employees, employees on secondment or
acting up where they have a substantive post to return to.
4.
Alternative Employment Scheme
Notes for Recruiting Managers
Recruiting managers should notify the HR Service Delivery Centre of their
intention to recruit so that an immediate check of the alternative employment
scheme can be made. Managers should allow up to 3 days for the register to
be checked.
If there is a suitable match the application form will be short-listed by the
interview panel and the applicant informed whether or not they will be invited
for interview.
Where there is more than one employee from the alternative
employment scheme being interviewed the process automatically
becomes competitive.
If there is more than one suitable candidate please discuss this with the
HR Service Centre, as priority should be given in the following order:
1. Disabled employees
2. Pregnant women
3. Redundancy risk
4. Ill Health (non disability)
5. Capability redeployment
6. Fixed term contracts coming to an end
7. NVQ / Youth pathways to employment – period of training
coming to an end.
If an employee on the alternative employment scheme does not meet the
essential criteria for the role, the recruiting manager and interview panel
members must give serious consideration as to whether or not with additional
training, coaching or mentoring the candidate could potentially meet the
essential criteria within a reasonable period of time.
It is a legal requirement for the council to seriously consider suitable
alternative employment where an employee may potentially lose their
livelihood in cases of redundancy. In cases of disability there is also a legal
requirement to consider all reasonable adjustments, one of which could be an
alternative type of work.
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It is important that recruiting managers build sufficient time into the
recruitment processes to allow for the alternative employment scheme to be
checked and for applicants to respond and register their interest.
All redeployment register candidates will be considered for all county council
vacancies where the individual matches the essential criteria or slightly falls
short of matching the criteria up until the closing date for a particular vacancy.
Notes for Managers Referring Employees on to the Alternative
Employment Scheme
Managers will find all the necessary information and forms with which to refer
a council employee on to the alternative employment scheme at the following
link:
http://www.intouch.ccc/handbook/hradminprocedures/redeployment.asp When making a referral managers should include a copy of the job profile and
person specification for the individual’s substantive post to ensure a good
understanding of the individual’s skills and possible match against any
vacancies.
When to refer an employee on to the alternative employment scheme
depends upon why they are being referred however below are some
indications of timescales:
Reason for Referral
When to Refer
Redundancy
When employee formally notified as
being “at risk” of redundancy.
Disability,
Dependant upon the case and
following advice from occupational
health.
Pregnancy,
As identified in pregnancy risk
assessment carried out.
Ill health (non disability)
Dependant upon the individual case
and following medical advice from
occupational health.
Capability Dependant
upon
the individual case
but when the employee has reached
the formal stage of the council’s
capability procedure.
Fixed term or temporary appointment
3 months before the fixed term or
which is coming to an end and where
temporary appointment is due to
the employee has a year or more
come to an end.
continuous service.
NVQ apprenticeship is coming to an
3 months before the apprenticeship
end
is due to come to an end.
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Employees can remain on the redeployment register for up to a maximum of 6
months. It is important to wait until formal notice of the employee being “at
risk” of redundancy has been issued prior to including the individual on the
redeployment register.
In cases of potential redundancy and where the employee is undertaking a
post on a trial basis for a 4 week agreed period is subsequently unsuccessful
they will be placed back on the register. In this case the 6 month period will
still be counted from the date they were originally referred by their substantive
line manager and the substantive line manager remains responsible for the
employee until alternative employment can be found or dismissal.
Notes for Employees in the Alternative Employment Scheme
All new entrants on to the alternative employment scheme will be required to
complete a county council job application form to facilitate finding alternative
employment as soon as possible. It is in the employee’s best interests to
complete this fully providing as much information as possible. Applicants are
strongly encouraged to submit additional information in support of their
application depending on the post they are being put forward for.
Applicants may remain on the alternative employment scheme for up to a
maximum of 6 months following which they shall be removed if alternative
employment has not been found.
Applicants referred by their line manager for consideration for alternative
employment will be given any assistance required in completing the job
application form and in any training requirements to assist in preparing for
interviews. Applicants requiring assistance should contact their directorate
HR Team.
The onus is also on the “at risk” employee to notify the HR Service Delivery
Centre of any posts, which they see advertised which may be suitable for
them to be considered for.
Employees on the redeployment register will be given the opportunity to apply
for potentially suitable posts, where they exist. An employee who
unreasonably rejects such opportunities to be considered for alternative
employment may, after consideration by the line manager, Directorate HR
Manager and HR Service Delivery Centre be removed from the redeployment
register.
Further information on the redeployment process and the necessary forms
can be found at the following link:
http://www.intouch.ccc/handbook/hradminprocedures/redeploymeasp The Management of Change Policy should also be read in conjunction with
this policy and procedure which can be found at the following link:
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http://www.intouch.ccc/eLibrary/Content/Intranet/536/671/1101/39735135355.
pdf
5.
Internal Recruitment Process
There are significant benefits to both current employees and the council by
advertising vacancies internally.
Managers may advertise vacancies internally only, for a period of
up to 2
weeks on the council’s Intouch site and in the council’s weekly jobs bulletin.
It is not acceptable for recruiting line managers to advertise positions via email
to a few selected employees, teams or various departments asking for
expressions of interest. It is important that the council’s recruitment
processes are open and transparent and that all employees across the
organisation receive the same opportunities to apply for vacancies.
This is of course not the case where directorates / departments are
undertaking a restructure and posts have been ring fenced. In such situations
managers should refer to the Management of Change Policy at the following
link:
http://www.intouch.ccc/eLibrary/Content/Intranet/536/671/1101/39735135355.
pdf
Cumbria Fire and Rescue Service are exempt from the above where
advertising internally amongst employees covered by the Grey Book terms
and conditions of employment.
All internal vacancies including secondments and temporary positions must be
advertised council wide on the council’s Intouch site and / or within the
council’s jobs bulletin.
Following the period of internal advertisement the recruitment process will
continue as normal and internal applicants best meeting the essential and
desirable criteria will be offered an interview.
Where it is unlikely that there will be a significant pool of internal applicants
the recruiting manager may place the job advert in external press or specialist
publications.
It is envisaged that the internal recruitment advertising process will not apply
to the following posts / positions:
• All scale 1 posts.
• Posts where the council has difficulty in recruiting and is unlikely to find
the resource internally to fill these posts e.g. cooks, cleaners, and
caring positions.
• Specialist posts e.g. employment solicitors or town planners where
there is unlikely to be a significant pool of people internally for the
process to be competitive and who are qualified to apply.
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• Posts where there is a national shortage of particular skills,
qualifications or experience internally within the organisation e.g.
educational psychologists, social workers.
• Heads of Service Posts.
• Corporate Director Posts.
6. Informal
Discussions
If offering applicants the facility for an informal discussion within the job advert
then the recruiting manager must ensure that:
• The discussion does not turn into or give the impression of a telephone
interview.
• The discussion relevant to the post and avoids discussing personal
circumstances.
• There is one point of contact for informal discussions to ensure all
potential applicants are given consistent information about the vacancy.
• The same information is given to both internal and external applicants.
Internal applicants should not be given priority.
7. Protecting
the
Selection Process
Where a member of the panel is related to an applicant or is close friends with
an applicant they should make this known to the Chair of the panel
immediately and step down from the process completely, including
shortlisting.
8. Shortlisting
All applications for vacancies in Cumbria County Council are short-listed
based on the following criteria as outlined in the person specification for the
post:
1. Qualifications and training
2. Relevant experience
3. Knowledge
4. Skills and abilities
5. Personal skills
6. Special circumstances
All applications will be marked on the above areas using the scale below:
4. Satisfactory match
5. Slightly exceeds the person specification
6. Markedly exceeds the person specification
7. Exceeds the person specification to an exceptional level
Applicants must score a minimum of “4” in all areas to meet the essential
criteria.
The application form must be fully completed by the applicant and managers
are reminded that curriculum vitae are not acceptable.
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Those applications that meet the essential criteria should then be marked on
the desirable criteria.
Where it is clear that an application falls below the essential criteria the
application does not then have to be scored. However those shortlisting
should make brief notes as to where the applicant falls short should the
applicant request feedback at a later date.
It is not possible to invite all applicants that meet the minimum criteria to
interview. Once applications have been short-listed the recruiting panel
should consider the overall quality of the applications and invite those
applicants that best meet the essential and desirable criteria for the post.
Once applicants are invited for interview the scores obtained throughout the
shortlisting process will have no bearing on the interview process. All
applicants invited for interview will be deemed to be on a level playing field.
Following shortlisting managers should return all applications along with
shortlisting scores and notes to the HR Service Delivery Centre for
processing.
Cumbria County Council will keep copies of all job applications and
shortlisting scores and notes will be retained for a period of 4 months after
which time they will be confidentially destroyed. The job application form for
the successful candidate will be retained on their personal file as part of their
employment history with Cumbria County Council.
All applicants are informed both in the job advert and in the application pack
that if they have not had a response within 3 to 4 weeks they may presume
that their application has been unsuccessful.
A copy of the short listing form can be found on Intouch at the link below:
http://www.intouch.ccc/elibrary/Content/Intranet/536/671/3305/3315/38946162
736.doc
To assist managers in shortlisting there is also a list of equivalent
qualifications which can be found on Intouch at the link below:
http://www.intouch.ccc/elibrary/Content/Intranet/536/671/3305/3315/39412114
649.doc
9. Interview
Process
Any person from Cumbria County Council or partner organisation involved in
the recruitment and selection process has a duty to conduct the interview in a
professional manner and without bias in favour of a particular candidate.
This can be more difficult than it sounds as human beings are all at some
point affected by prejudices and bias (often referred to as the halo and horns
HRToolkit/Arrival & Departure/R&S v2 May 09
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effect) which can operate at a subconscious level which individuals may not
even be aware of.
It is important that following the interviews a culture exists where panel
members feel able to speak up or challenge other panel members about their
views or assumptions about a particular candidate and have an open and fair
discussion before coming to agreement on the appointment.
This area is covered in more depth during the corporate recruitment and
selection and equality and diversity courses.
10. The Format of an Interview
Cumbria County Council interviews should generally follow the format below.
• The chair of the recruitment panel will introduce all panel members
stating their names and positions within the council.
• The chair of the panel should attempt to put the candidates at ease and
make sure they have access to a glass of water.
• The chair of the panel should then explain the format that the interview
will take and when they can expect to be notified of the outcome of the
interview.
• The panel members should take it in turns to ask pre determined
questions, listen to the candidate’s response and take comprehensive
notes.
• Try not to use council jargon or abbreviations as this may confuse
candidates.
• The panel may ask further probing or supplementary questions at
anytime to clarify any points or to draw out further information from the
candidate as to how they may best meet the essential or desirable
criteria.
• It is important that the recruitment panel are aware of their body
language and are conscious not to give the candidates the wrong
impression. For example continuous nodding of your head whilst the
candidate is answering a question may give the candidate the
impression that what they are saying is correct or the answer you want
to hear which may not be the case.
• The candidate should then be given an opportunity to ask any
questions they may have about the post for which they are applying,
about working for Cumbria County Council or terms and conditions of
employment.
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• The chair of the panel will then bring the interview to a close and the
panel should then retire to mark the candidate’s performance before
the next interview.
11. Structured
Interview
Questions
Where possible it is advisable to ask open or experiential questions to glean
the most information from a candidate as to how they best meet the
requirements of the post.
It is important that the panel can establish what the candidate’s involvement in
a certain situation was. For example if a candidate says “we did this…..”
probe further and ask what
their particular role was or part to play.
It is important that recruitment panels try not to ask closed questions where a
candidate can simply provide a yes or no answer unless of course these
questions are necessary.
Example of a closed question may need to ask:
Are you available to work shifts?
Example of a closed question that needs rephrasing to an open
question:
(Closed question) Have you had previous experience working with vulnerable
adults?
(Open question) Please tell the panel about your experiences to date of
working with vulnerable adults?
A do and don’t list of sample interview questions can be found at
Appendix 2 to assist recruiting managers in formulating appropriate non
discriminatory interview questions.
12. Scoring and Weighting the Interview
It is advisable to allow time between each interview to score each candidate
and for the recruitment panel to have a debate and come to an agreement. It
is not advisable to score throughout the interview as each candidate deserves
the recruitment panel to be thoroughly concentrating and actively listening to
their responses.
Scoring should also not be left until the end of the day when recollections can
be hazy or vague after several candidates.
13. Informing Candidates of the outcome and providing feedback
When providing unsuccessful candidates with the outcome of the selection
process then the recruiting manager or panel members should provide
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constructive comments and feedback on how the candidate could improve
should they apply in the future.
Feedback should be offered to all unsuccessful candidates attending for
interview and recruiting manager may want to arrange a suitable time and day
to call the candidate back or arrange to meet with them.
Where the selection process has been internal within the organisation or
where a number of internal applicants have applied recruiting managers must
ensure feedback is timely rather than internal candidates being informed of
the outcome of the selection process through the office grapevine.
14. Interview
Expenses
The council will reimburse second class rail fare or bus fair at cheap day rate
or ordinary return fare.
The council will reimburse the cost of an overnight stay and evening meal
where the candidate is travelling from outside of Cumbria up to the maximum
amount specified under the NJC expenses of candidates for appointment.
Current amounts can be found on the CT54 Interview expenses form which is
given to candidates. Expenses will only be reimbursed on the production of
valid receipts.
Payment of interview expenses to the successful candidate is subject to the
candidate accepting the post and taking up appointment. All interview
expenses claims will be paid for unsuccessful candidates also.
Expenses will only be reimbursed for travel to and from interview within
mainland Britain.
15. Other Selection Methods – Assessment Centre Approach
Psychometric Testing
Psychometric tests are tools which can be used for many activities such as
recruitment and selection, training and development, career guidance and
team building. Psychometric tests are designed and developed in such a way
that the results have a reasonable degree of accuracy and such tests almost
certainly have credibility and validity within recruitment and selection
processes.
There are two forms of psychometric test suitable for use in selection
processes:
• Psychometric tests that measure ability, aptitude or attainment and / or:
• Psychometric tests that are designed to assess personal qualities,
personality, temperament, values and interests.
Psychometric tests are complex tools and will only be used in the selection
process where:
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• Appropriate for the post which recruiting too.
• The test used is shown to be valid and reliable.
• There is an appropriately trained person delivering the test and
available to interpret the results.
• The use of such tests would not disadvantage particular groups or
unfairly discriminate.
The people responsible for delivering the psychometric tests will at all times
ensure that the test results are strictly confidential and that all candidates
receive the appropriate feedback and interpretation of the results.
Recruiting managers wishing to carry out psychometric testing should speak
to their Directorate HR Team for further advice on the appropriate tests
available.
Intray exercises
The recruiting manager / recruitment panel may wish to design an intray
exercise for candidates. You may use such exercises to see how the
candidates may cope with working under pressure and how they cope with
differing demands and to test time management / prioritisation skills.
If managers chose to develop their own tests they must be prepared in
advance and the same instructions given to all candidates.
Marking criteria should also be agreed in advance and the overall weighting
given to the test.
Presentations It is good practice to give the candidates the presentation topic in advance to
allow time to prepare.
For more senior positions candidates may be given the presentation topic and
materials on the day of the interview. In such instances a recruiting manager
may want to test candidates’ ability to cope under pressure and knowledge /
expertise “on the spot”.
In all cases candidates should all be offered the same materials and given the
same time scale in which to prepare and present.
Marking criteria should also be agreed in advance and the overall weighting
given to the presentation.
Service User Panels
It is important that we listen to our service users and involve them in shaping
and developing future council services.
Where the post requires the successful candidate to work closely with service
users candidates may be interviewed by current users of Cumbria County
Council service users or members of the public that have previously used the
service.
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By involving service users in interview panels candidates are able to
demonstrate their ability to understand and relate to a particular group e.g.
children and young people.
Where service users are involved in the selection process:
• They will be fully briefed on the process prior to the interview.
• They will have a copy of the job description and person specification.
• A facilitator will be present throughout the interview.
• Questions formulated by the service users will have the prior approval
of the recruiting manager.
• Scoring mechanism will have been agreed beforehand.
16. Choosing with Care – Safer Recruitment
Cumbria County Council is committed to safeguarding its service users and
works towards a culture of ongoing vigilance.
The aim of Cumbria County Council is to ensure our recruitment and selection
processes are thorough and rigorous to minimise the risk of recruiting
unsuitable people, particularly those who want to harm or abuse children or
vulnerable adults in our care.
Safer practices do not necessarily have to demonstrate sophistication or
complexity; simple processes done well can make all the difference.
It is important to note that all elements of the recruitment and selection
process help to build a full picture of the candidate. No one element should
be used in isolation when making an appointment decision.
Safe Recruitment Questions
Panels should practice more in-depth probing in order to really understand not
just what people do but how they do it and more importantly why they do it,
thereby giving a more rounded and complete picture of the candidate.
When recruiting to a post working with vulnerable adults or children it is
important that when devising interview questions the recruitment panel do not
only measure the candidate’s knowledge, experience, skills and abilities but
that the interview process is also used to measure candidate’s motives,
values, attitudes and behaviours towards children and / or vulnerable adults.
Any areas of concern should be specifically documented and followed up
further with the candidate or through further pre-employment vetting checks.
Suggested sample questions which could be used or developed further are
listed at Appendix 3.
Other Selection Methods
It is particularly important that when recruiting to posts working directly with
children and / or vulnerable adults that managers do not solely rely on the
interview process. It is advisable that managers use a range of methods in
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order to gain a full insight into candidates. This will help managers to feel
more confident in their appointment decision.
Documentation Checks
It is good practice with all appointments but is even more imperative when
recruiting to posts working with vulnerable adults and / or children that the
recruitment panel check all documentation of applicants to identify any gaps in
employment history, changes in name or identity, check dates to ensure that
all the information provided by the applicant matches.
If there is something that the recruiting panel are concerned about or the
information provided does not correspond then the panel should ask the
candidate about this at interview.
Verification of references and previous employment
Where recruiting to a post that requires the successful candidate to work with
children and / or vulnerable adults it is good practice to carry out additional
checks. Cumbria County Council may contact the referee direct and or
previous employers to verify information provided.
Cumbria County Council will not accept pre-written or historical references.
For further information please refer to the section on pre-employment
vetting in the guidance notes.
17. Failure to appoint within 3 months
Where the recruitment process has been followed and where a successful
candidate has been identified and due to one of the following reasons below
is not appointed or fails to complete the required probationary period; the
recruiting manager may offer the post to the next suitable candidate from
those previously interviewed without having to re-advertise the position and
repeat the recruitment process.
• Where the successful candidate has declined the position.
• Where the offer of employment is rescinded due to the results of pre-
employment checks.
• Where the successful candidate is in post and resigns from Cumbria
County Council within 3 months of appointment.
• Where the successful candidate does not complete their probationary
period and leaves within 3 months of appointment.
18.
Corporate Director and Chief Officer Recruitment
For Corporate Director or Chief Officer appointments Cumbria County Council
will procure the services of an executive search agency to manage the
recruitment process and assessment centres. This may involve some or all of
the following selection methods:
• Interview with Business Psychologist
• Psychometric Testing
• Numerical / Reasoning Test
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• Interview
Following the assessment centre the executive search agency will then
present a shortlist of candidates to the council who will then go forward for
further interviews by Corporate Directors, Chief Officers and Members.
All Corporate Director or Chief Officer appointments will be ratified by the
council’s Cabinet.
19. Pre-employment
Vetting
The successful candidate cannot commence employment with Cumbria
County Council until all the relevant checks have been returned and the
candidate has been cleared to start.
Qualifications and certificates
Where qualifications are essential criteria for the post these should be
checked at interview stage if possible. Where candidates do not bring to
interview these must be checked before any formal offer of employment is
made. Where original certificates cannot be provided then the offer of
employment will be rescinded.
Professional registration
Where essential to carry out the role the successful candidate will be required
to produce evidence of their professional registration. E.g. Social workers will
be required to provide evidence of their professional registration to the
General Social Work Council.
Asylum and immigration
The successful candidate will be required to prove that they have the right to
live and work within the United Kingdom.
Acceptable documentation to prove the right to live and work in the United
Kingdom can be found within the council’s recruitment brochure or
alternatively at the link below:
http://www.ukba.homeoffice.gov.uk/sitecontent/documents/employersandspon
sors/preventingillegalworking/currentguidanceandcodes
Failure to provide the relevant documentation will result in the offer of
employment being rescinded.
Criminal Records Bureau checks
A number of posts within the council are subject to either a standard or
enhanced Criminal Records Bureau Check. These are posts where the post
holder is likely to be able to build up a rapport with service users.
It should be noted that CRB checks will take a minimum of 4 weeks and
managers should build this time in when planning the recruitment
process.
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Appointment will not be confirmed and the successful candidate may
not start work with the council until a CRB check has been returned.
CRB certificates will be held in separate files to that of the employees
personal employment file and will be held with regard for the CRB Code of
Practice.
From October 2009 new employees working with children and / or vulnerable
adults will require registration through the Independent Safeguarding Authority
(ISA) in accordance with the Safe Guarding Vulnerable Groups Act 2006.
This policy will be updated in line with further guidance expected from the ISA
in March 2009.
A copy of the council’s policy on Criminal Records Bureau Checks and the
recruitment of ex-offenders can be found at the following link:
http://www.intouch.ccc/eLibrary/Content/Intranet/536/671/1101/39414142256.
pdf
Pre-employment medical screening
Prior to appointment being confirmed the successful candidate will be required
to undergo a pre-employment medical screening test. This test can be carried
out over the telephone with a fully trained occupational health professional or
online. Details will be sent to the successful candidate following an initial offer
of employment.
The medical screening test is related to the risks associated with the post for
which the candidate has applied.
Dependant on responses provided by the candidate occupational health may
require a face to face appointment and / or may need to request further
information from the candidates GP. A face to face appointment will normally
be arranged within 15 working days of the initial medical screening being
carried out.
Where a face to face appointment is not required medical clearance is
normally sent back to the recruiting manager within 2 hours of the candidate
completing either over the telephone or online.
Where an internal candidate has been successful and the risks associated
with the new post differ to the current post they must still complete the pre-
employment medical screening. Where there is no change in risk a pre-
employment medical is not required.
Cumbria Fire and Rescue Service have an in-house Occupational Health
team and as such pre-employment medical screening will differ to the above
process. Candidates will be required to complete a paper questionnaire which
will be reviewed by the Occupational Health Sister and where necessary
candidates invited for a face to face consultation.
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The appointment process cannot proceed without medical clearance
from Occupational Health.
Employment and character references
All applicants are required to provide details of whom the council can contact
to act as a referee. Internal candidates who have been with Cumbria County
Council for a year or longer need only provide details of one referee. Where
their line manager is on the interview panel then they should arrange for an
alternative referee.
References will be requested for the successful candidate only.
Appointment will not be confirmed until the necessary references have
been received and are deemed satisfactory.
Where appointment is to a post which requires a Criminal Records Bureau
check additional checks may be carried out and the referee may be contacted
by telephone.
Cumbria County Council will not accept pre-written or historical references.
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Appendix 1
Writing Job Profiles and Person Specifications
The job profile and person specification for a vacant post must be updated at
an early stage in the recruitment process so that the job evaluation process
can be carried out.
The
Job Profile sets out the purpose, duties and responsibilities of a
particular job while the
Person Specification describes the type of person, in
terms of experience, capability and other relevant factors who could best carry
out the job. One of the benefits of having of having accurate and well written
Job Profiles and Person Specifications is that give potential applicants a clear
picture of the skills and experience that the council is looking for.
Further advice on writing job profiles and person specifications should be
sought from Directorate HR Teams.
Job Profile
A complete Job Profile consists of a number of separate sections which are
detailed below.
CUMBRIA COUNTY COUNCIL – JOB PROFILE
Post Title
Directorate
& location
Post Holder
Post Ref
Grade
Responsible to
Responsible for
1. Purpose of Job
A brief summary of the reason why the job exists and the end result it is
expected to achieve.
2. Principal Accountabilities
A list of the accountabilities of the post which includes an indication of the
key results expected to be achieved in each area.
3. Key Tasks (may not be used for senior posts)
A list of the tasks which will be carried out to achieve the job purpose.
Generally used for less senior posts.
4. Magnitude of the Job (not relevant to all jobs)
Gives detail of the impact and responsibility of the job in cash terms eg
capital and revenue budgets.
5. Organisation
An organisation chart which shows the position of the post in relation to
others in the organisation particularly in terms of reporting lines.
6. Qualifications, competencies and training
Summary of the essential qualifications, training and competencies
required to carry out the job.
7. Special Circumstances
Use this section for any particular circumstances about the job eg if the
post holder is a nominated key holder or if there is a requirement for
occasional weekend working.
HRToolkit/Arrival & Departure/R&S v2 Jan 09
Person Specification
The person specification is used to measure, in a consistent way, how well a
job applicant meets the requirements of the job. The qualifications, skills and
competencies required to carry out the job are listed as either essential or
desirable. Any job applicant who does not have all of the essential
requirements should not be shortlisted for interview. For this reason care
should be taken when deciding which requirements are essential to the job.
Note: the only exception to this would be in the case of an employee who is
‘at risk’ and on the alternative employment scheme.
All attributes listed should be specific and capable of being measured
objectively.
Cumbria County Council
Person Specification
Post Title …………………………….
Essential
Desirable
Qualifications/Training/
Competences
Relevant Experience
Knowledge
Skills
Special
Circumstances
HRToolkit/Arrival & Departure/R&S v2 Jan 09
Appendix 2
Effective Interview Questions – Do’s and Don’ts
Do say Don’t
say
What are your general aims and
Are you planning to get married /
goals over the next 3 to 5 years?
have a family in the next few years?
The job would involve travelling and
Who would look after your children if
possibly away from home
you were asked to travel away from
occasionally for up to 5 times a year.
home on business?
Would you be happy to travel in this
role?
The job may occasionally from time to If asked to work late would this cause
time require the successful candidate
a problem with your childcare
working late or working additional
arrangements?
hours at short notice. How would you
respond if asked?
I see you have mobility impairment.
I see you have mobility impairment.
What adjustments did your last
This would obviously make it difficult
employer carry out that would
for you to……..
possibly help you in this role? OR If
we were to offer you the post what
type of support would you find
helpful?
Tell me the extent to which you think
You would obviously be unable to
you would be able to perform the
carry out the manual aspects of the
manual aspects of this role….
job….
HRToolkit/Arrival & Departure/R&S v2 Jan 09
Appendix 3
Safer Recruitment - Suggested Questions
What methods would you use to communicate with children?
How would you deal with the situation where a child discussed a confidential problem
with you or conversely gave you back chat, cheek or aggression?
What is your understanding of confidentiality?
What’s your understanding of safeguarding?
What do you consider as abuse?
Your job involves building up trust between you and the person you’re caring for –
how have you gone about achieving this in past positions?
What motivates you to work with young children/client group?
How do you feel when you are challenged by a child’s behaviour?
What would you do if you had concerns with a colleague’s behaviour, i.e. being
abusive towards a client – or sharing confidential information with a child?
If a service user becomes aggressive, hitting out at you, but because they cannot
actually hit, they spit in your face, how would you feel about this and how would you
react?
What steps would you take to minimise the risks when working one to one?
What would you do if a young person asks you to keep a secret, or told you that a
member of staff was doing something to them? At what stage would you share this
information?
During a visit to a fostering placement a five year old child comes to sit on your lap.
What would you do?
How would you respond if a client in your care expects to be hugged?
A client tells you that a staff member has been taking money from them on a regular
basis and doesn’t want you to tell anyone. What would you do?
What kind of behaviour in a candidate would lead you to have concerns about their
possible appointment/employment?
How or what would you contribute to ensuring protection and safety of the clients?
What physical environmental changes would you suggest for the workplace to
increase safeguarding?
If you are carrying out a home visit and the adult is out, but the child invites you in,
what would you do?
What procedure would you follow if you became uncomfortable with a situation in
relation to a service user?
What are the potential risks of working with clients on their own? How would you
minimise them?
I notice from your application form that you have worked in a number of
schools/establishments which have been single sex. Can you explain why your
career path has followed this route?
You application form shows that you have moved around the country and changed
jobs frequently in the last 5 years. Can you take me through your career history and
tell me why that was?
What would you do if a foster child asked you to be their special friend?
How would you protect yourself against allegations of abuse?
What standards of practice would you apply to ensure safe care of children?
What do you have to offer our service users?
What would you do if you saw a child with a bruise?
HRToolkit/Arrival & Departure/R&S v2 Jan 09
Document Outline
