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Recruitment Policy
HR Policy
July 2019
V4.0
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Table of contents
1.
Policy Statement ..................................................................................................... 5
2.
Principles ................................................................................................................. 5
3.
Procedure ................................................................................................................ 6
Identifying a Vacant Post ............................................................................................. 6
4.
Ring Fencing ........................................................................................................... 6
5.
Compiling a Person Specification ............................................................................ 6
6.
Compiling a Job Description .................................................................................... 7
7.
Advertising a Vacancy ............................................................................................. 7
Recruitment Process Timetable ....................................................................................... 7
9. Shortlisting ................................................................................................................... 8
10. Testing & Interviews .................................................................................................. 8
Interviews .................................................................................................................... 8
11. Interview Assessment ............................................................................................. 9
12. Appointments Procedure ......................................................................................... 10
13. Starting Salary and Incremental Dates .................................................................... 10
14. Withdrawing an offer of employment ....................................................................... 11
15. Making Reasonable Adjustments ............................................................................ 11
16. Reserve Candidates ................................................................................................ 11
17. Feedback ................................................................................................................. 11
18. Complaints ............................................................................................................... 12
19. Expenses ................................................................................................................. 12
20. Recruiting Ex-Offenders .................................................................... 12
21. Policy Statement ................................................................................................... 12
22. Principles ................................................................................................................. 12
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23. Recruiting Ex-Offenders .......................................................................................... 13
24. Security, Storage, Handling, Use, Retention and Disposal of Disclosures and
Disclosure Information ................................................................................................... 13
25. Storage, Access & Disposal .................................................................................... 14
26. Handling .................................................................................................................. 14
27. Usage ...................................................................................................................... 14
28. References ........................................................................................... 15
29. Policy Statement ...................................................................................................... 15
30. Principles ................................................................................................................. 15
31. Procedure ................................................................................................................ 15
32. Recruitment and Retention Premia .................................................... 17
33. Policy Statement ...................................................................................................... 17
34. Definition and the Agenda for Change Context ....................................................... 17
35. Principles ................................................................................................................. 18
36. Short Term Premia .................................................................................................. 18
37. Long Term Premia ................................................................................................... 19
38. Application of Local Recruitment and Retention Premia .......................................... 19
39. Recruitment ............................................................................................................. 20
40. Retention ................................................................................................................. 21
41. Review Process ....................................................................................................... 21
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1. Policy Statement
1.1.
The Recruitment Policy is designed to support managers in providing a fair,
consistent and effective approach to the recruitment of all employees and to help
managers deal with recruitment and selection effectively and consistently.
2. Principles
2.1.
In accordance with the Authority's Equality and Diversity policy, this procedure will
not discriminate, either directly or indirectly, on the grounds of age, disability,
gender reassignment, marriage and civil partnership, pregnancy and maternity,
race, religion or belief, sex, sexual orientation of any other personal characteristic.
2.2.
The Organisation endeavours to be an equal opportunities employer and
recognises the need for equality and diversity in the workplace and has therefore
taken measures to ensure that any opportunity for discrimination during the
recruitment process is minimised. Personal information is removed from
application forms prior to short listing and is used for monitoring purposes only. The
organisation are committed to ensuring that objective selection criteria are used,
the decision making process is recorded and it can be demonstrated that
appointments are made transparently and on merit.
2.3.
Recruitment and selection is carried out in accordance with all relevant legislation.
2.4.
The organisation requires that all employees require a standard DBS Check under
the ‘other workforce’ provision and aligned to DBS Eligibility Criteria Section 15
which states “Any employment or other work in England or Wales concerned with:
a) the investigation of fraud, corruption or other unlawful activity affecting the
national health service, or b) security management in the national health service,
where “the national health service” means, in respect of England, the health
service continued under section 1(1) of the National Health Service Act 2006 and,
in respect of Wales, that continued under section 1(1) of the National Health
Service (Wales) Act 2006.”. The Organisation is committed to not discriminate
unfairly against any subject of a Disclosure on the basis of conviction or other
information received. (See Recruitment of Ex-Offenders Section).
2.5.
Data is held and destroyed in line with the General Data Protection Regulations.
2.6.
The policy and procedure will be reviewed periodically by the Human Resource
(HR) Provider and trade union giving due consideration to legislative changes.
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3. Procedure
Identifying a Vacant Post
3.1.
Before deciding to fill a vacancy and progressing to the next stage of the
recruitment process there are a number of questions to be asked.
• Can the work itself be eliminated?
• Can the work be absorbed by re-organising existing resources?
• Is there still a job to be done?
• Is it the same job as was done previously?
• Will the job be permanent or temporary?
• Can the vacancy by covered with a temporary secondment?
• Is this one vacancy or can a single process be used to fill this and subsequent
vacancies?
• Are you recruiting solely to fill this particular post or are you looking for somebody
with promotion potential?
3.2.
Once it is clear that there is a vacancy, either on a permanent basis or temporarily,
a business case must be submitted and presented before the SMT.
4. Ring Fencing
4.1.
The ‘ring fencing’ of vacancies would normally only apply where certain jobs are at
risk. Where managers are considering ‘ring fencing’ vacancies for any other reason
they must consult with HR and the Trade Unions prior to doing so. Ring fencing
must be aligned to the organisational change policy in all circumstances.
5. Compiling a Person Specification
5.1.
Having established that a vacancy exists a person specification must then be
completed for the post by the recruitment manager. If it is an existing post then the
current specification must be reviewed and any necessary changes made.
5.2.
The person specification defines the qualifications, skills, experience, and aptitudes
etc. that are required by a person to fulfil the role. The criteria must be categorised
as either essential (the minimum standards required to perform the job adequately)
or desirable (the standards which will enable the person to perform the job more
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effectively). The criteria used should be competency based to enable candidates to
demonstrate at interview how they have used particular skills previously.
5.3.
The person specification should be prepared in line with the Agenda for Change
Guidance.
5.4.
It is important that the criteria used in the person specification are completely
justifiable in order to demonstrate that decisions are made solely on merit.
Managers are invited to consult the HR Advisory Provider for recruitment advice.
6. Compiling a Job Description
6.1.
Having established that a vacancy exists, a job description must then be completed
for the post. If it is an existing post then the current job description must be
reviewed and any necessary changes made.
6.2.
All new job descriptions must be prepared and evaluated in line with the job
evaluation framework. If any changes to current job descriptions are made, the role
must be submitted to the OD Lead and a Trade Union Partner for decision as to
whether the changes are significant enough for re-evaluation under the job
evaluation framework of Agenda for Change.
6.3.
The job description must summarise the role and responsibilities of the post in a
concise and accurate way.
7. Advertising a Vacancy
7.1.
All external adverts will automatically be advertised internally via the intranet and
placed on the NHS jobs website (applicants are required to apply on-line).
7.2.
Where a vacancy is to be advertised internally only details will be placed on the
intranet.
7.3.
Once the completed job description, person specification and appointment
requisition form have been received, adverts will be prepared by the recruiting
manager, taking into account advertising best practice and the requirement to
avoid any discriminatory statements within the advert. The advert will then be sent
through the authorisation chain checking and final approval.
Recruitment Process Timetable
8.1
The closing date for applications will be agreed by the recruiting officer following
final approval of the advert.
8.2
A time table must also be drawn up to include:
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•
shortlisting date
•
interview date (allowing at least 5 days’ notice for candidates)
•
testing arrangements and date (where applicable) Application Process
8.3
The Recruitment Pack for any external vacancy will be available via Trac. It will
contain as a minimum a job description, person specification and general
information relating to terms and conditions. Some vacancies may warrant further
information, depending on the nature of the post.
8.4
A record of website “hits” for each post will be maintained by the HR Shared
Service and is available on request.
9. Shortlisting
9.1
Shortlisting must be carried out in line with the pre-arranged timetable. A minimum
of 2 people from the appropriate section/department must be involved in the short
listing exercise, one of whom should be the recruiting manager.
9.2
Having assessed all candidates’ against the essential and desirable criteria given in
the person specification the short listing matrix must be completed fully and signed
and dated by all officers who are involved in the shortlisting decision.
9.3
Recruiting Officers must be aware that in the event of a claim against the
Organisation alleging discrimination or unfairness and in line with the General Data
Protection Regulations all written comments can be disclosed.
10. Testing & Interviews
10.1 Testing can be used to supplement the recruitment process and enable the panel to
make a better informed selection decision. Testing can take a number of different
formats and can include giving candidates essay type questions to be completed
prior to interview, asking candidates to do a presentation at interview and typing
tests/in tray exercises or a combination of all such as an assessment centre.
Testing may also be carried out via more formal methods such as psychometric
testing. If psychometric testing is undertaken, they must be overseen by an
accredited person.
Interviews
10.2 Interviews should normally be undertaken by a minimum of three people, the Panel
should include section/department representatives who were involved in the
shortlisting process and a representative from the HR Department (where
appropriate). The officers who are involved in the recruitment process must be
suitably trained.
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10.3 The ‘lead’ Panel member will normally be the Recruiting Manager.
10.4 The questions to be asked by the Panel at the interview should be agreed
beforehand and reflect the criteria in the person specification and also any technical
aspects of the vacant post.
10.5 To avoid discrimination no reference should be made to the person’s individual
circumstances throughout the interview and the same basic questions should be
asked of each candidate (although it is recognised that further probing questions
may need to be asked in order to follow up particular issues).
10.6 The interview may be formal/informal depending on the nature/level of the post and
may also incorporate alternative methods of assessment i.e. presentations.
11. Interview Assessment
11.1 Those involved in the interview should make notes throughout, and assess the
applicant’s suitability against the criteria on the person specification via their
responses to the questions asked.
11.2 Once all candidates have been interviewed the panel members should discuss their
individual assessments and come to a consensus over who is the best applicant.
11.3 The lead panel member will complete the interview assessment sheet which will be
signed by all panel members.
11.4 The summary, shortlisting matrix and the application forms of all candidates will be
retained by HR Shared Services for 12 months from the date of appointment as
evidence of how the decision was made, and for feedback purposes.
11.5 In the case of internal candidates, the panel will nominate one of its members to
contact all unsuccessful candidates and give feedback where requested.
11.6 The decision to appoint a candidate must only be made by the panel members.
Where the panel is unable to agree which candidate should be appointed they
should arrange a further assessment exercise (i.e. second interview, test,
presentation etc.)
11.7 Where the panel is still unable to agree on the successful candidate, the recruiting
manager (normally the line manager for the vacant position) will be responsible for
making the final decision.
11.8 Paperwork relating to the successful applicant should be uploaded to TRAC.
Paperwork relating to unsuccessful candidates should be retained by the hiring
manager for 12 months. (It is appropriate to scan and keep paperwork
electronically).
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12. Appointments Procedure
12.1 Once the appointment decision has been agreed by the Panel, HR Shared
Services will write to the individual with an offer of employment. Offers of
employment must be made on condition of receipt of the following:
•
Occupational Health Assessment
•
receipt of satisfactory references going back 3 years from date of offer letter,
(external candidates only), receipt of references dating back 6 months (inter-
NHS transfers only) or receipt of one satisfactory reference from the line
manager (internal candidates only)
•
proof of right to work in the UK (external candidates only)
•
receipt of a satisfactory DBS check
•
proof of relevant qualifications
12.2 Successful candidates should be advised not to submit their resignation to their
current employer (where appropriate) prior to all of the relevant checks being
completed satisfactorily.
12.3 All new entrants and re-entrants to the Organisation will be engaged on a
probationary period as detailed in the Probationary Review Policy.
13. Starting Salary and Incremental Dates
13.1 All new employees should be appointed at the bottom of their pay band
13.2 When an internal candidate is offered a job that is at a higher pay band, pay should
be set at the minimum of the new pay band. However, if this would result in no
increase either because the individual is receiving a bonus or recruitment and
retention premium or because they are at the top of the band, the individual would
go to the first pay point in the band which would result in an increase in pay.
13.3 Only in exceptional circumstances will a starting salary which is higher than the
band entry point be agreed, this would normally be where posts is of such a
specialist nature that the higher salary is necessary to secure the best candidate for
the post. Such cases must be discussed with and authorised by the SMT prior to
the salary offer being made.
13.4 When an internal candidate is offered a job that is at the same pay band as their
current role, they would normally move across on the same pay point. Where an
employee has been in receipt of a bonus payment in their current role, this may be
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consolidated and a higher pay point offered. However, this will be no higher than
the top point of the relevant pay band and no protection will be payable.
13.5 The pay step date for new employees will normally be the
anniversary of their
start date.
13.6 When an internal candidate is appointed, and they move up a pay band, their pay
step date will change to the effective date of promotion.
14. Withdrawing an offer of employment
14.1 If, after careful consideration, it is decided to withdraw the provisional offer of
employment the grounds for withdrawal must be very clear e.g. due to
unsatisfactory references or other pre-employment checks and the offer of
employment rescinded in writing. This decision must be made in conjunction with
the HR Advisory provider.
15. Making Reasonable Adjustments
15.1 If a disabled candidate is selected for appointment, the need for reasonable
adjustments to the role will need to be discussed with the individual concerned.
Where it is agreed that reasonable adjustments need to be made this should be
discussed with Occupational Health and the HR Advisory provider.
15.2 In order to establish what adjustments are required, and whether these adjustments
are reasonable, the recruiting manager must complete the NHSCFA’s disability pro
forma with the candidate concerned.
16. Reserve Candidates
16.1 Where more than one candidate meets the selection criteria the Panel may decide
to list second and third choice candidates. Where the first choice candidate is
unable to take up employment, for any reason, the second candidate may be
offered the position and so on. Reserves may be held for a period of 6 months and
if there is the requirement to fill the same post during that period the reserve
candidate may be offered the position without having to repeat the recruitment
process.
17. Feedback
17.1 Verbal feedback should be made available to all applicants at all stages of the
recruitment process. Feedback would normally be provided by one of the
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shortlisting officers (at the shortlisting stage) and one of the interview panels (at the
interview stage).
18. Complaints
18.1 If an applicant is unhappy with the outcome of their feedback, or any stage of the
recruitment and selection process they can address their concerns, in writing, to the
HR Advisory Provider.
19. Expenses
19.1 For candidates currently working in the NHS, travel costs will be reimbursed at the
rate appropriate to their current entitlement.
19.2 For candidates not currently working in the NHS, travel by car will be reimbursed at
the public transport rate. Rail travel should be standard class.
19.3 Overnight stays before an interview will only be allowed in exceptional
circumstances and only with the pre-agreement of the recruiting manager. For
candidates who withdraw their application or who refuse an offer of employment for
reasons which seem inappropriate to the recruiting manager, expenses will not
normally be reimbursed unless the manager is satisfied that the candidate would
suffer real hardship as a result.
20. Recruiting Ex-Offenders
21. Policy Statement
21.1 The organisation is legally required as outlined within the DBS Eligibility Criteria to
undertake a standard DBS Check for any employment or other work in England and
Wales that is concerned with the investigation of fraud, corruption or other unlawful
activity affecting the National Health Service, or security management in the
National Health Service. This policy regarding the recruitment of ex-offenders and
the handling, storage, security and disposal of Disclosure’s should be made
available to all applicants who are required to provide a Disclosure, at the beginning
of the recruitment process.
22. Principles
22.1 This policy and procedure will be reviewed periodically by the HR Advisory Provider
and trade unions. Where review is necessary due to legislative change this will
happen immediately.
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22.2 In accordance with the Authority's Equality and Diversity policy, this procedure will
not discriminate, either directly or indirectly, on the grounds of age, disability,
gender reassignment, marriage and civil partnership, pregnancy and maternity,
race, religion or belief, sex, sexual orientation of any other personal characteristic.
23. Recruiting Ex-Offenders
23.1 The organisation actively promotes equality of opportunity for all and welcomes
applications from a wide range of candidates, including those with criminal records,
as we select all candidates for interview based on their skills, qualifications and
experience.
23.2 For those posts that require a Disclosure, all adverts, recruitment briefs and
application forms will contain a statement indicating what level of Disclosure will be
required in the event of an individual being offered a position.
23.3 Normally, the organisation will only ask for details of ‘unspent’ convictions as
defined in the Rehabilitation of Offenders Act 1974. However, due to the nature of
work involved the organisation reserves the right, if necessary, to ask details about
an applicant’s entire criminal record.
23.4 The organisation undertakes to discuss any matter revealed in a Disclosure with the
person seeking employment, before withdrawing a conditional offer of employment.
The organisation will conduct an interview to enable an open and measured
discussion to take place regarding any offences or other matters that might be
relevant to the position. It is intended that this discussion will enable to the recruiting
manage to gain all information required to make a fair and balanced decision.
Potential employees should be given the opportunity to put their offence(s) into
context and provide reassurance of their rehabilitation and how their circumstances
and attitudes have changed. Failure to reveal information that is directly relevant to
the position sought, could lead to the withdrawal of an offer of employment.
23.5 Having a criminal record will not necessarily bar a potential employee from working
with the organisation. This will depend on the nature of the position and the
circumstance and background of the offence(s) which will be judged on a case-by-
case basis, assessing risk in relation to the nature of the role and discussing any
concerns with the applicant. In all cases, the decision of the Senior Management
Team will be final.
24. Security, Storage, Handling, Use, Retention and
Disposal of Disclosures and Disclosure Information
24.1 The organisation complies fully with the DBS Code of Practice regarding the correct
handling, use, storage, retention and disposal of Disclosures and Disclosure
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information. It also complies fully with its obligations under the Data Protection Act
and other relevant legislation pertaining to the safe handling, use, storage, retention
and disposal of Disclosure information.
25. Storage, Access & Disposal
25.1 Disclosure information will be securely destroyed as soon as the relevant
information has been noted. No Disclosure information will be kept on personal files
and where a Disclosure needs to be kept due to a dispute or because additional
information has been supplied, it will be kept separately and securely in a virtual
hosted environment by the NHSBSA. Where a Disclosure has been kept, it will be
securely destroyed once the dispute is resolved or a decision made regarding
employment or at the latest after 6 months. Access to Disclosure information is
strictly controlled and limited to those who are entitled to see it as part of their
duties.
25.2 The organisation will not keep any photocopy or other image of the Disclosure or
any copy or representation of the contents of a Disclosure. However, for record
purposes only, the NHSCFA will keep the following information
•
The name of the subject
•
The level of Disclosure requested
•
The position for which the Disclosure was requested
•
The unique reference number of the Disclosure
•
The date the Disclosure was issued
•
Details of the recruitment decision taken.
26. Handling
26.1 In accordance with section 124 of the Police Act 1997, Disclosure information is
only passed to those who are authorised to receive it in the course of their duties.
27. Usage
27.1 Disclosure information is only used for the specific purpose for which it was
requested and for which the applicant’s full consent has been given. The
organisation will comply with all recommendations from DBS on the proper use and
safekeeping of disclosure information.
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28. References
29. Policy Statement
29.1 This policy is designed to assist current employees who receive a reference request
for former or current employees of the NHS Counter Fraud Authority
29.2 The policy and procedure will be reviewed periodically by the HR Advisory Provider
and trade unions giving due consideration to legislative changes.
29.3 In accordance with the NHSCFA’s Equality and Diversity Policy, in applying
this policy the organisation and line managers will have due regard to eliminate
unlawful discrimination, either directly or indirectly. The policy will promote equality
of
opportunity, and provide for good relations between people of diverse
groups, in
particular on the grounds of the following characteristics protected by
the Equality Act (2010); age, disability, gender, gender reassignment, marriage
and civil partnership, pregnancy and maternity, race, religion or belief, sex, and
sexual orientation.
30. Principles
30.1 It is recommended that all references be provided by the HR Shared Service.
However, if a manager wishes to provide a reference themselves, advice on the
provision of a written or verbal reference regarding a current or former employee
can be obtained from the HR Advisory Provider
30.2 Requests for a reference should be passed to xxx.xxxxxxxxx@xxxxxx.xxx.xx
30.3 The procedure below sets out guiding principles for manager provision of
references and is not aligned to the HR Shared Service Policies or Standard
Operating Procedures in relation to references.
31. Procedure
31.1 For the purposes of the General Data Protection Regulations, it will be assumed
that the very fact that a reference request has been submitted is evidence that the
individual has given their consent for the data to be released.
31.2 References should be given in writing, and it will be made clear in the reference that
it is the organisation’s policy to respond to reference requests giving factual
information only.
31.3 Factual information will only be provided on the basis that it has been sought from
the prospective employer and managers should not offer additional information if it
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has not been requested. E.g. if the reference request does not seek information
regarding an employee’s disciplinary record, managers should not include this.
31.4 The factual information that may be provided includes:
•
Dates of the employee’s employment with the organisation;
•
Reason for leaving the organisation (if applicable);
•
The employee’s job title;
•
The employee’s grade and salary;
•
A brief description of the employee’s key duties and level of responsibility or
a copy of the job description;
•
Whether or not any formal disciplinary warnings were issued in the last 12
months (or last 12 months of service for a former employee) but not the
reason for the warning;
•
Number of occasions of sickness absence and total number of days in the
previous 12 months (or last 12 months of service for a former employee);
•
Details of any statutory shared parental leave or statutory parental leave
taken.
31.5 The person providing the reference must not provide any personal opinions about
the individual’s performance or conduct. All information given must be factual and, if
challenged, Managers must be able to demonstrate the information supplied.
31.6 It is the responsibility of the person providing the reference to ensure that the
information contained in the reference is true, accurate, fair and not misleading.
Managers are invited to discuss references with the HR Advisory provider prior to
submission.
31.7 The reference must be marked “private and confidential” and “for addressee only”
and should be sent back directly to the requestor to maintain confidentiality.
31.8 Managers must include the following waiver in all references submitted. If the
reference request involves the completion of a form rather than a typed letter, this
waiver should be included in the ‘Additional comments’ section of the reference
request:
“It is organisational policy to provide only a factual reference and the information
provided in this reference is supplied in good faith and confidence. The author of
the reference does not accept responsibility for any errors or omissions in the
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information given, or for any loss or damage incurred from reliance on the
information contained in the reference”
31.9 If the person who completes the reference receives an enquiry from the prospective
employer about the reference, they must ensure that they do not go beyond the
content of the reference in any further information provided. Any such enquiries
should be dealt with in writing where possible in order to avoid any confusion and to
maintain a record.
31.10 A copy of the reference provided should be submitted to the HR Shared Service for
retention on the employee’s electronic file.
32. Recruitment and Retention Premia
33. Policy Statement
33.1 The aim of the recruitment and retention premia policy is to ensure that the
organisation remunerates all of its employees at a level at which recruitment and
retention difficulties will not be encountered. This policy and procedure also takes
full account of the arrangements for the policy as defined under the NHS Terms and
Conditions of Service.
33.2 The policy and procedure will be reviewed periodically by the HR Advisory Provider
and trade unions giving due consideration to legislative changes.
33.3 In accordance with the NHSCFA’s Equality and Diversity Policy, in applying this
policy the organisation and line managers will have due regard to eliminate unlawful
discrimination, either directly or indirectly. The policy will promote equality of
opportunity, and provide for good relations between people of diverse groups, in
particular on the grounds of the following characteristics protected by the Equality
Act (2010); age, disability, gender, gender reassignment, marriage and civil
partnership, pregnancy and maternity, race, religion or belief, sex, and sexual
orientation.
34. Definition and the Agenda for Change Context
34.1 The Agenda for Change Agreement provides for the application of a Recruitment
and Retention Premium to either an individual post or a specific group of posts in
clearly defined circumstances.
34.2 Recruitment and Retention Premia are payments that are in addition to the basic
pay of an individual post or specific group of posts.
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34.3 Part 2, Section 5, of the Agenda for Change Terms and Conditions Handbook
defines these circumstances as “where market pressures would otherwise prevent
the employer from being able to recruit staff to and retain staff in sufficient numbers
for the posts concerned at the normal salary for a job of that weight”.
34.4 Recruitment and Retention Premia will be supplementary payments over and above
the basic pay that the post holder receives by virtue of their position on their pay
band, any high cost area supplements, or any payments for unsocial hours or on-
call cover.
34.5 Recruitment and Retention Premia will apply to posts rather than to employees.
Where an employee moves to a different post that does not attract a recruitment
and retention premium, either within the same organisation or elsewhere in the
NHS, their entitlement to any previous recruitment and retention premium will cease
and pay protection will not apply.
35. Principles
35.1 This policy sets out the process by which Recruitment and Retention Premia will be
agreed.
35.2 A recruitment and retention premium may be awarded on either a short-term or
long- term basis, determined by principles outlined in the following paragraphs.
36. Short Term Premia
36.1 Short-term Recruitment and Retention Premia will apply where the labour market
conditions giving rise to recruitment and retention problems are expected to be
short- term and where the need for the premium is expected to disappear or reduce
in the foreseeable future. Short term premia will normally be applied for a period of
no longer than two years.
36.2 Application of short-term Recruitment and Retention Premia:
•
may be awarded on a one-off basis or for a fixed-term
•
will be regularly reviewed (not less than annually)
•
may be withdrawn, or have the value adjusted, subject to a notice period of
six months
•
will not be pensionable, or count for purposes of overtime, unsocial hours
payments or any other payments linked to basic pay; and
•
will count towards the calculation of occupational sick pay.
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37. Long Term Premia
37.1 Long-term Recruitment and Retention Premia will apply where the relevant labour
market conditions are more deep-rooted and the need for the premium is not
expected to vary significantly in the foreseeable future.
37.2 Application of long-term Recruitment and Retention Premia:
•
will be awarded on a long-term basis
•
will be regularly reviewed, including the value (not less than annually)
•
may be withdrawn, or have the value adjusted, subject to a notice period of
six
months
•
may be awarded to new staff at a different value to that which applies to
existing
staff
•
will be pensionable, and will count for the purposes of overtime, unsocial
hours payments and any other payments linked to basic pay; and
•
will count towards the calculation of occupational sick pay.
37.3 Both long-term and short-term Recruitment and Retention Premia will be expressed
as cash sums and will be separately identifiable from basic pay, any high cost area
supplement, and any other component of pay.
37.4 Locally awarded recruitment and retention premium for a given post shall not
normally exceed 30% of basic salary. It will be the responsibility of the Organisation
to ensure that any premia awarded locally do not normally result in payments in
excess of this amount. In the event that, following review and subject to a 6 month
notice period, the Recruitment and Retention Premia is withdrawn, pay protection
arrangements will not apply.
38. Application of Local Recruitment and Retention
Premia
38.1 To ensure consistency in the application of payment of Recruitment and Retention
Premia the offer of a local Recruitment and Retention Premia should not be made
without prior consultation with the Trades Union. The responsibility for ensuring this
consultation is carried out lies with the HR Advisory Provider on notification from the
Chief Executive Officer.
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38.2 The application for the award of recruitment and retention premia can only be
generated at senior manager (SMT) level.
38.3 The Chief Executive Officer will approve the application of premia based on
recommendations by the HR Advisory Provider in a justification report.
38.4 The HR Advisory Provider will maintain a database of all recruitment and retention
premia being paid within the Organisation, and will initiate a review of all premia at
least annually and provide a report to the Senior Management Team.
38.5 The Organisation may use premia in two main ways; either through recruitment; or
through a requirement to retain staff; based on the job within a locality or through a
market shortage or a specific skill set, both of these may be applied in a long or
short term capacity.
39. Recruitment
39.1 All vacancies should be advertised in line with the Recruitment Policy.
39.2 Where an advert has produced no suitable applicants the Recruiting Manager
should, in consultation with the Senior Management Team, HR Advisory Provider
and Trades Union representatives, consider the reasons for this. Account should be
taken of the number of applicants, relevant national vacancy data and local labour
market information, the media used and any non-pay improvements which could be
made to the employment package (e.g. training opportunities), or any expected
increase in the supply of staff suitable for the post.
39.3 If it may be reasonably assumed that a vacancy could be filled through, for
example, advertising in different media or by waiting for an expected increase in
supply (for example from new trainees) then it should be re-advertised.
39.4 Recruitment and retention premia will be considered in cases where it is proven that
adjustments to non-pay benefits are unlikely to improve the situation and one or
more of the following conditions apply:
•
There are documented labour market shortages within a defined
geographical area;
•
NHS employers locally have jointly agreed to pay supplements for
designated posts and the Organisation needs to remain competitive in the
recruitment market for equivalent posts;
•
There is a competitive non-NHS labour market where salary survey data
indicates that enhancements to Agenda for Change evaluated pay rates
would be required to attract and retain staff;
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•
Where there is consistent data showing high patterns of turnover, supported
by exit interview data, indicating a direct link to dissatisfaction with pay
levels.
39.5 However, if after due consideration of paragraphs 4.7 and 4.8 above, it is decided
that the vacancy problem can be addressed most effectively only through payment
of a recruitment and retention premium, management and the Trade Union should
decide in partnership whether the problem is likely to be resolved in the foreseeable
future (in which case any premium should be short-term) or whether it is likely to
continue indefinitely (in which case any premium should be long-term).
40. Retention
40.1 Before consideration is given to payment of Recruitment and Retention Premia to
ensure retention of staff, management should ensure non-pay benefits (e.g. training
and development) are sufficiently developed. Where possible, local turnover rates
should be compared with national rates. Regular analysis of exit interview data
should be undertaken to assess how far pay is a factor in employees’ decisions to
leave the Organisation. The analysis of this information will be carried out on
request by the HR Advisory Provider.
40.2 If it is decided that a retention problem can be addressed most effectively only
through payment of a recruitment and retention premium, management in
partnership with unison and the HR Advisory Provider, should decide whether the
problem is likely to be resolved in the foreseeable future (in which case any
premium should be short-term) or whether it is likely to continue indefinitely (in
which case any premium should be long-term).
41. Review Process
41.1 The continued payment of premia to individuals or members of staff in a specific job
type will be reviewed, not less than annually, by the Senior Management Team
following appropriate consultation with Staff Side and the HR Advisory Provider.
41.2 The review process will cover:
•
how far each premium has succeeded in facilitating recruitment or in
stemming staff turnover;
•
the likely impact on recruitment/retention if the premium were reduced or
withdrawn;
•
any change in the labour market circumstances;
•
any relevant data from other NHS employers that employ similar groups of
staff.
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41.3 The review will consider for each individual or relevant job type whether the
premium should be:
•
withdrawn;
•
increased or reduced;
•
extended for a longer period.
41.4 The Senior Management Team shall approve the outcome of the review in light of
the recommendations received.
41.5 Where a member of staff or group of employees is aggrieved by the failure to award
Recruitment and Retention Premium; or a decision to withdraw a premium once
awarded, normal grievance procedures will apply.
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Document Outline