RECRUITMENT AND SELECTION

The purpose of recruitment and selection is to ensure that the most suitable applicant is appointed to a vacant post whilst ensuring that all legal responsibilities are met.

POINTS OF INFORMATION:

ACTION REQUIRED BY MANAGERS

Vacancy Preparation

Review the vacancy, i.e. does the post need to be filled? Decide what changes (if any) are needed to the structure or to the job itself.

Appoint a selection panel, giving consideration to the composition of the panel which should ideally be mixed by gender, race etc. (Members must be trained in the recruitment and selection process.)

Agree a JD and PS and decide on the type of contract, i.e. permanent/temporary/ fixed term, full/part-time etc.

Determine the selection process, i.e. interview, practical skills test, presentation etc. and scoring/selection mechanism.

Decide the most appropriate advertising mechanism (see `Advertising' section in the handbook).

Agree recruitment timescales, i.e. closing date for advertisement, shortlisting and interviews; desired start date of new postholder (giving consideration to resignation dates).

Proceed to advertise the post.

Selection

Shortlist from applicants received. All applicants to be interviewed must, as a minimum, meet all the essential requirements of the Personnel Specification. Desirable criteria may be used as an additional filter to reach the final shortlist where the number of applicants meeting the essential criteria is excessive.

Write to applicants to be interviewed including:

References are usually requested at this stage and held by the Chair of the interview panel until a decision has been made, unless an applicant has requested that a reference should not be taken up at this stage.

The Interview

Interviews can be stressful situations so try to put the candidate at ease, as you want to get the best out of them. Questions can be open or closed, depending on what you need to establish.

All candidates should be asked the same bank of questions. That is not to say all candidates should be asked exactly the same questions and nothing more, as this will depend on the answers provided and the need to clarify on occasions etc.

Questions may be asked of the candidate's ability to fulfil the special conditions of the job, such as working unsociable hours, but should not include questioning about home, personal or family circumstances and commitments.

If a candidate has declared a disability on their application form or otherwise, the interview panel need to establish if this falls within the scope of the Disability Discrimination Act. If the candidate is unsure, then the panel will need to consult with their local designated HR Advisor.

Make any notes/score during the selection process as necessary.

To comply with the Asylum and Immigration Act 1996 (amended 1 May 2004) you are required to satisfy yourself that your potential employee is the rightful holder of any of the documents they present to you. These documents should also allow them to do the type of work you are offering.

You must ensure that the documents supplied match the requirements set out in the table sent to all shortlisted candidates. In the unlikely event of the documents not being available at the time of interview, documents must be provided by the successful candidate and likeness verified by a member of the recruitment panel prior to engagement.

Legislation requires that you must carry out the following reasonable steps when checking all of the documents presented to you by your potential employee:

You will see from the above points above that it is not just a matter of collecting the information and taking copies - it is essential that you check the dates on documents and likeness where photographs are provided.

You should then keep a record of every document you have copied. By doing this the Immigration Service will be able to examine your right to the defence if they detect anyone working illegally for you.

If you have carried out these checks and established that your potential employee is not permitted to work, then you are entitled to refuse employment to that person.

Remember! It is up to your potential employee to show you that he or she is permitted to do the work you are offering.

Remember to collect the Criminal Record forms and check certificates and qualifications (which should be originals), again take photocopies for record purposes.

After the interviews have been concluded, review the scores of all panel members and decide on the successful applicant(s). Check references.

It is advisable to contact the successful candidate first to offer the position and only contact unsuccessful candidates after the post has been accepted. The panel may wish to offer the post to the `runner-up' should the primary candidate refuse the post, where this is deemed appropriate.

Appointment

The Chair of the panel must complete all sections of the Recruitment Monitoring Form for the successful applicant and forward it to your HR Advisor, together with their application form, Immigration & Asylum and Criminal record forms (where appropriate) and bank details.

You must not employ a person who has not provided the documentary evidence required by law. A fine of £5000 is imposed for each illegal worker employed.

The HR Advisor will set up the employee on the payroll system and issue a contract of employment within 8 weeks of the date of the appointment.

If an employee provides you with a P45, please forward this to your HR Advisor.

CONTACTS FOR ADVICE AND SUPPORT:

JD and PS Local designated HR Advisor

Adverts Local designated HR Advisor

General advice Local designated HR Advisor

Documentation Local designated HR Advisor

REFERENCES

http://hr.bradford.gov.uk/jobs/dwnlds/Asylum Immigration.doc

Department of Human Resources Last amended/Issued 01 May 2004

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