HR Policy - University

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Recruitment Policy and Procedures

RecruitmentPOLICY For University

This document is supposed to cover all the important instructions and

procedures required for recruitment and selection process of teaching staff in a

university. The level/grade of the staff to be recruited following these procedures

is mentioned in the doc.

2011

Kulsoom Gul, Huma Atif, Saad Salman

FAST-NUCES

1/1/2011




Contents

S.No Contents Pg. no

I- Introduction To Recruitment policy

1.1 Introduction of the Topic ………………………………………… 3

1.2 Purpose………………………………………………………………… 3

1.3 Objectives ……………………………………………………… 3

1.4 Principles of Recruitment……………………………………………………....... 3

1.5 Scope…………………………………………………………… 4

1.6 Effective Date…………………………………………….. 4

1.7 Amendments……………………………………………... 4

1.8 Job Description………………………………………………………. 4

1.9 Sources of Recruitment………………………………………… 5

1.10 Terms and conditions of service…………………………………………. 5

1.11 Appointments………………….. 5

1.12 Probation …………………………………………………………… 6

1.13 Hiring Relatives …………………………………………….. 6

1.14 Hiring of ex-employees………………………………………….. 6

1.15 Exclusive service…………………………………………………… 6

1.16 Death or incapacitation during service………………………………………………… 7

1.17 Termination of service ……………………………………………………………………….. 7

1.18 Resignation 7

1.19 Medical Assessment 7

1.20 References 8

II- Recruitment Procedure2.0 Stages of Recruitment procedures………………………………………… 8

2.1 Pre-Advertisement…………………………………………. 9

2.2 Interviewing………………….. 9

2.3 Post-selection Administration………………………………………… 10

2.4 Offer of Employment……………………………………………………………. 10

2.5 Final Administration…………………………………………………………… 10

III- Appendix3.0 APPENDIX ………………………………………………………………. 12




1.1- Introduction

The Recruitment and Selection Policy and Procedures aim to provide clear guidance to managers in relation

to both the selection and appointment of staff. This policy promotes and supports good practice for those

with responsibility for recruitment.

It is clear that the University’s staff have a crucial role to play in achieving the challenging mission, vision

and strategic goals. The University therefore needs to be able to attract and retain staff of the highest calibre.

The recruitment and selection process is therefore, of vital importance in order to recruit staff with the

necessary skills and attributes to enable the University to fulfil its corporate aims and objectives.

1.2- Purpose

The purpose of this policy is to provide a sound framework based on core principles to make the recruitment

process smooth and effective.

1.3- Objectives

This policy and procedures aim to achieve the following objectives:

Recruit staff with the appropriate skills, both technical and personal, in order to meet the University’s

current and future needs.

To ensure that staff appointed to posts involving teaching responsibilities are qualified to carry out

such duties or are working towards an appropriate qualification.

Develop and enhance the public image of the University, both as an employer and as a quality provider

of education and research.

This policy and associated procedures applies to all members of staff of the university.




1.4- Principles for recruitment

The University will seek to attract the best candidate for the job based on merit and is best suited forthe job and the institution.

The University will ensure that the recruitment and selection of staff is conducted in a professional,

timely and responsive manner and in compliance with current employment legislation.

Recruitment and selection is a key public relations exercise and should enhance the reputation of theUniversity. The University will treat all candidates fairly, aiming to ensure that the candidate

experience is positive, irrespective of the outcome

Any member of staff involved in the selection of staff should satisfy him or herself that he/she is

appropriately trained and can comply with the requirements of this policy and procedure.

1.5- Scope

This policy and procedure include all activities that are the part of the recruitment and selection process. It is

applicable to all teaching staff recruitment irrespective of staff group or nature of employment. In order for

the policy and procedure to be effective, it is essential that any employee who is involved in any aspect of

the recruitment and/or selection of staff is aware of this document and stick to it. Eventually it is the

responsibility of the senior management in the University along with Human Resources to ensure it.

1.6- Effective date:

This policy and procedure for recruitment will be effective within the two years of its date of documentation

and implementation. The policy will be reviewed every two years from the date of implementation.

1.7- Amendments:

The University will promote best practice in Recruitment and Selection. It will continuously develop and

amend its recruitment and selection practices to allow new ideas and approaches to be incorporated. All the

reviews will be initiated by the HR Director. The effective changes will be communicated to the HR teams

immediately.




1.8- Job Description:

A Job Description defines the purpose, the scope and the principal duties and responsibilities of a particular

role providing a framework which outlines the expectations, both for the employee and the employer.

The key elements normally required to be included for this policy are,

Identifying factors

Every job should have a title and its next level o f management reporting.

Purpose/objectives

Every job should provide specific objectives mentioned on the job description form.

Principal accountabilities

Every job must have proper indication regarding purpose of job, scope, duties, and responsibilities

written in a very clear and precise way.

Essential criteria

It includes requirements without which a candidate will not be offered an interview.

Desirable criteria

The criteria which enhances the candidate’s application or basis for consideration and may facilitate

more detailed short listing for interview.

Qualifications

Only where considered appropriate and specific to a profession or trade.

Experience

Either in the type of role outlined in the Job Description, or in a preparatory role.

Skills

Skills relevant to the post should be mentioned.

JD of current position should be reviewed and updated after reasonable time period and the JD for any new

position will be developed after authorization of position by HR director.




1.9- Sources of recruitment

All the requests for new hires or replacements will be dealt by the university HR. The search for the suitable

candidates will be conducted through the following channels.

Internal Job Announcements/Advertisements

Induction of full-time employees on contract

On a need basis, the university may induct full time employees on contract basis. The terms and conditions

and benefits of contract employees will be based on the position at which a contract employee is hired and

shall be non-discriminatory.

1.10- Terms and conditions of service

Board of Governors shall prescribe the qualifications, scale, designation and pay of the employees.

1.11- Appointments

The appointments shall be made either on regular or on contract basis.

1.12- Probation

All regular appointments shall be made on probation for a period specified in the appointment letter, unless

otherwise provided under exigency of circumstances. The supervisor of an employee on probation shall

submit to the rector a performance and evaluation report on the work of the probationer. This report shall be

prepared before the end of the probation period. The rector after considering the performance and evaluation

report may either confirm the employee in service or extend the period of probation for a specified period for

reasons to be recorded.

If no orders are issued after the expiry of the initial or extended probation period, the period of probationshall be deemed to have been completed successfully. Period of temporary service, if followed by regular

appointment, shall be counted towards the period of probation for regular appointment.

An employee shall not be entitled to any leave except casual leave during the probation period




1.13- Hiring Relatives

Hiring of relatives is allowed but under strict conditions. Such recruitment will only take place when an exceptional

candidate is recommended by HR head or Director.

Hiring of distinct relatives is however allowed in the same campus. Blood relatives are allowed to be hired but with in

different university campuses.

1.14- Hiring of ex-employees

Employees who had resigned on their own or retired may be considered for hiring on merit and as per rules. The past

employment records of such employees with the university would be considered before making a hiring decision.

1.15- Exclusive service

No employee may engage in any other profession or enter the service of, or be employed in any capacity for

any part of his time by any person or any organization other than the university. Consultancy work shall not

be undertaken without the prior approval of the Rector. Consultancy work shall be governed by the

university rules on the subject.

1.16- Death or incapacitation during service

In case of death or incapacitation during service of university by the designated hospital or doctor, a lump

sum payment shall be made to the spouse or the employee. This payment shall be 6 months salary of

employee.




1.17- Termination of service

The service of an employee may be terminated by the rector under the condition as prescribed below:

1. On seven day notice or payment of seven days salary in lieu thereof, in case the employee isin its probation period.

2. On one month notice or payment of one month’s salary in lieu thereof, in case the employee

is permanent.

1.18- Resignation

The resignation shall be submitted to the rector.

Acceptance of the resignation tendered by a faculty member is subject to satisfactorily completing the

assigned academic responsibilities to the satisfaction of the HEAD of the Department and the director of the

campus.

A faculty member is bound to complete the semester. Normally resignation during the currency of a

semester shall not be accepted. In case of violation of this norm penalty will be imposed as determined by

the competent authority.

A temporary of contract employee may resign from his post by giving 7 days notice in writing or on

payment to the university a sum equal to one weeks pay

A confirmed employee may resign from his post by giving 30 days notice in writing or on payment to the

university a sum equal to one month’s pay.

The condition of recovery of pay in lieu of notice period may be waived by the appointing authority in

special cases.




1.19- Medical assessment

Medical questionnaires will be forwarded to the successful candidate by HRD along with the conditional

offer of employment.

The successful candidate is assured that the completed from will only be reviewed by an Occupational

Health Advisor acting on behalf of the University. Under normal circumstances new members of staff must

not commence employment prior to medical clearance being obtained. Failure to adhere to this guideline

may result in employees being dismissed due to their medical unsuitability to carry out the functions of the

job.

The University promotes equal opportunity, including those with disability and undertakes to make all

reasonable adjustment to accommodate needs. In the few instances where an applicant fails to meet the

medical requirement, this will be as a result of their medical unsuitability to that role and not as a result of

their disability.

1.20- References:

The taking up of references is the responsibility of the employing Department, or Directorate. Employment

references are supposed to be obtained from at least the last or current employer, either in writing or by

initial contact via the telephone, to be confirmed in writing. A sample reference request letter can be found

on the university website. 2 references will be taken up, normally prior to interview and 1 after the selection

of the candidate. Referees will not be contacted without the candidate’s consent. The information provided

will be treated as confidential and will be used only to verify information collected through the selection

process.

In some circumstances, taking of references may be waived by the employing Department where the

individual is ‘known’ to the University (as may be the case with internal candidates), the reason for waiving

must be stated on the Appointment request form.




2.0- Recruitment Procedure

This document details the procedures required to undertake the recruitment and selection process to completion. It

splits the process into a number of stages. It is necessary to ensure that the procedures are followed as described since

they are derived from legislation, University policy and good practice.

The stages detailed in the document are:

Stages Purpose

Pre-advertisement Preparation prior to a position being advertised

Pre-interview From promotion of vacancies through to short-listing of applications

Interviewing Procedures relating to setting up interviews and selecting the most

appropriate candidate

Post-selection The administration required once a selection has been made

Administration Finalized recruitment decision to be conveyed respectively

2.1- Pre-advertisement

The main points to note about these documents are as follows:

Advert Text ( The advertising procedure) If a post is eligible for relocation assistance, this must be stated on the advert. Prior agreement must have been

obtained on the Recruitment Request Form.

Recruitment RequestCompletion of this document is intended to ensure that all staff recruitment is either covered by the existing approved

budget. For all appointments the Recruitment Request Form must be signed by School / Department Director.

Recruitment Program In order for a Recruitment Program to be agreed, a meeting will be arranged with HRD and (ideally) the Chair of the

panel. Any department wishing to issue additional information to potential applicants must ensure that this is supplied

to HRD at this time.




2.2- Interviewing

Following short listing, selected applicants will be invited for interview by HRD. The purpose of an interview is to

facilitate the selection of the most suitable candidate for the post, although it should be recognised that this is only one

part of the selection process.

Invitations to Interview

Candidates should be given at least one weeks clear notice of an interview date.

Composition of Interview Panels

University practice regarding the composition of the formal interview panel for teaching staff relates to the seniority of

the vacancy/nature of the post

Conduct of the Interview

When conducting interviews every member of the panel must make notes of questions asked and answers given.

Other Selection Activities

Presentations, skill tests or other activity that forms part of the selection process must be measurable against objective

criteria and a written note made; again to be handed to the Chair of the selection panel to be retained as part of the

selection process.

The Choice of Candidate

After discussion the choice of candidate to be appointed will be made on a majority vote from the formal interview

panel. Where a majority agreement cannot be reached, the Chair will have the final decision. If the candidate selected

does not take up the appointment, any decision to offer the appointment to the second choice applicant must be taken

by the whole panel.

Vacancy Interview Panel

I. Teaching/research staff Director or nominee

Subject Manager

Subject peers

II. Senior Research / Teaching Fellow Director or nominee

Research / Subject Manager

External advisor (if appropriate)

III. Senior Research / Teaching Director or nominee

Research / Subject Manager


IV. Head of Department / Subject Manager Director

Assistant Director


HR Advisor (recommended




2.3- Post-selection Administration

It is important for securing the foundation of a good relationship with the successful candidate and to ensure that a

good impression is left with the rejected candidates, that this final stage is completed properly.

2.4- Offer of Employment

An offer of employment on behalf of the University will be made by the employing Departmental Director. It must be

made clear, however, that the offer is conditional upon the satisfactory completion of references, medical assessment,

satisfactory evidence of eligibility to work and other appropriate checks.

2.5- Final Administration

In order to finalize the recruitment process there are certain tasks which should be completed:

All unsuccessful interviewed candidates to be advised by the Department.

All recruitment documentation is taken to HRD for archiving.

All Equality and Diversity monitoring forms are destroyed by HRD after completion of the recruitment

process and the appropriate recording of the information.

All original copies of the details relating to the successful candidate are sent to HRD for inclusion on the

individuals’ personal file, together with their application.

All additional copies of candidate details used for interview purposes are collected and destroyed.

*******************************




Appendix

(Form-1)

OBSERVER CHECKLIST

The role of the Observer is to confirm the University’s compliance with both the Recruitment and Selectionand Equality and Diversity Policies and Procedures.

The Observer is asked to use the checklist below and to make any relevant comments.

Pre-Interview Yes No

Were all pre-interview stages, including shortlisting, conduct appropriately?

Was the composition of the panel appropriate to the job?

During the interview:

Did the questions refer directly to the job and person specification?

Were relevant personal questions (e.g. for a residential post) put to all candidates?

Were candidates asked any questions which could be seen as directly or indirectly

discriminatory?

Were all candidates asked the same agreed questions? (Supplementary questions are allowed, provided they relate to the main questions.)




Were candidates asked whether they understood the requirements of the post,

e.g. conditions such as unsocial/irregular hours, or travel requirements?

If the Observer feels that either the Recruitment and Selection Policy or the Equality and Diversity Policyhas not been observed in a proper manner, s/he must inform the Chair of the panel at a suitable opportunityin the proceedings and the points raised must be considered by the panel. Candidates for interview mustnot be present.

Are you satisfied that the relevant procedures have been adhered to?

Observers Comments

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

…………………………………………………………..

Signed ………………………………………………….. (Observer) Date: / ………/………

Name: ……………………………………………………………………………….

To be returned to the Human Resources Department by the Chair of the panel

(Form-2)

Person Specifications

Department: Job Title:

Responsible to:

Criteria E/D A I T

Qualifications

- Vocational

- Professional

- Academic

Experience

& Knowledge




Skills &Abilities

Personal

Qualities

Special

Requirements

KEY: E = Essential Criteria

D = Desirable Criteria

A = Application Form

I = Interview

T = Testing (Psychometric and/or Occupational)

All short-listed candidates should meet all of the essential criteria identified as being assessed “A”






(Form-3) JOB DESCRIPTION

School / Department

Job title

Job Grade

Responsible to

Purpose / Objectives

Principal responsibilities

Documents

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