Police Staff Recruitment & Selection Policy and Procedure

Not Protected

1

Reference No. P14:2002

Implementation date July 2002

Version Number 1.14

Linked documents

Reference No: Name.

Police Staff Restricted Recruitment Process

Suitable for Publication Policy Section Yes Procedure Section Yes

Protective Marking Not Protectively Marked

PRINTED VERSIONS SHOULD NOT BE RELIED UPON. THE MOST UP TO DATE VERSION CAN BE FOUND ON THE FORCE INTRANET POLICIES SITE.

Police Staff Recruitment &

Selection Policy and Procedure

http://sharepoint01/C9/C1/HR%20Change%20Team/Document%20Library/One%20Team%20HR%20Processes/Police%20Staff%20Current%20Restricted%20Recruitment%20Process%20Updated%20March%202013.doc

Not Protectively Marked

Police Staff Recruitment & Selection Policy & Procedure P14:2002 v1.14

2

Table of Contents

1 Policy Section ......................................................................................................................... 4

1.1 Statement of Intent – Aim and Rationale ......................................................................... 4

1.2 Our Visions and Values ................................................................................................... 4

1.3 People, Confidence and Equality ..................................................................................... 5

2 Standards ................................................................................................................................ 5

2.1 Legal Basis ...................................................................................................................... 5

2.2 People, Confidence and Equality Impact Assessment ..................................................... 6

2.3 Monitoring / Feedback ..................................................................................................... 6

3 Procedure Section .................................................................................................................. 7

3.1 The Recruitment Process ................................................................................................ 7

3.2 Job Description/Person Specification ............................................................................... 7

3.3 Job Evaluation/ Pay ......................................................................................................... 8

3.4 Advertising/Attracting Applicants ..................................................................................... 8

3.5 Positive Action ................................................................................................................. 9

3.6 Eligibility to Apply ........................................................................................................... 10

3.7 Attendance Criteria Requirement ................................................................................... 11

3.8 Receipt of Enquiries ....................................................................................................... 11

3.9 Receipt of Applications .................................................................................................. 12

3.10 Equal Opportunities Monitoring ...................................................................................... 12

3.11 Selection Process .......................................................................................................... 12

3.12 The Interview Board ....................................................................................................... 14

3.13 Selection Tests .............................................................................................................. 14

3.14 Interview Preparation ..................................................................................................... 15

3.15 Questioning Techniques ................................................................................................ 16

3.16 During the Interview ....................................................................................................... 17

3.17 The Job Offer ................................................................................................................. 18

3.18 Unsuccessful Applicant .................................................................................................. 20

3.19 Pre-employment checks ................................................................................................ 20

3.20 Vetting ............................................................................................................................ 20

3.21 References .................................................................................................................... 22



3

4 Consultation and Authorisation ............................................................................................. 23

4.1 Consultation ................................................................................................................... 23

4.2 Authorisation of this version ........................................................................................... 23

5 Version Control ..................................................................................................................... 23

5.1 Review ........................................................................................................................... 23

5.2 Version History .............................................................................................................. 24

5.3 Related Forms ............................................................................................................... 25

5.4 Document History .......................................................................................................... 25



4

1 Policy Section

1.1 Statement of Intent – Aim and Rationale

The purpose of this policy is to provide guidance to managers in relation to a successful recruitment and selection process.

This policy applies to all Police Staff employed by both the Chief Constable and the Police and Crime Commissioner. Therefore, there may be occasions when the Police and Crime Commissioner requires access to specialist HR resources/skills employed by the Chief Constable to support the agreed processes.

1.2 Our Visions and Values

Dorset Police is committed to the principles of “One Team, One Vision” – A Safer Dorset for You”

Our strategic priority is to achieve two clear objectives:

To Make Dorset Safer

To Make Dorset Feel Safer In doing this we will act in accordance with our values of:

Integrity

Professionalism

Fairness and

Respect

National Decision Model The National Decision Model (NDM) is the primary decision-making model used in Dorset Police. The NDM is inherently flexible and is applied to the development and review of all policy, procedure, strategy, project, plan or guidance. Understanding, using and measuring the NDM ensures that we are able to make ethical (see Code of Ethics), proportionate and defensible decisions in relation to policy, procedure, strategy, project, plan or guidance. Code of Ethics The Code of Ethics underpins every day policy, procedures, decision and action in policing today. The Code of Ethics is an everyday business consideration. This document has been developed with the Code of Ethics at the heart ensuring consideration of the 9 Policing principles and the 10 standards of professional behaviour. Monitoring is carried out through the Equality Impact Assessment process which has been designed to specifically include the Code of Ethics.



5

1.3 People, Confidence and Equality

This document seeks to achieve the priority to make Dorset feel safer by securing trust and confidence. Research identifies that this is achieved through delivering services which:

1. Address individual needs and expectations

2. Improve perceptions of order and community cohesion

3. Focus on community priorities

4. Demonstrate professionalism

5. Express Force values

6. Instil confidence in staff

This document also recognises that some people will be part of many communities defined by different characteristics. It is probable that all people share common needs and expectations whilst at the same time everyone is different.

Comprehensive consultation and surveying has identified a common need and expectation for communities in Dorset to be:-

Listened to

Kept informed

Protected, and

Supported

2 Standards

2.1 Legal Basis

Dorset Police recognise that their staff is their greatest asset and the right recruitment and selection processes are vital in ensuring that the highest calibre of staff is maintained.

The Equality Act 2010 replaces the three existing public sector duties – for disability, race and gender. The Equality Duty covers the following protected characteristics:

Age

Disability

Gender reassignment

Pregnancy and Maternity

Race – this includes ethnic or national origins, colour or nationality

Religion or belief – this includes lack of belief

Sex

Sexual orientation Section 60 of the Equality Act 2010 restricts the circumstances, in which employers can ask job applicants questions about disability or health, therefore, the key areas of this policy will provide guidance in relation to the recruitment process and pre-



6

employment checks which can only be conducted at the end of the recruitment process. Regulation 10A of the 2003 Police Regulations and Regulation 1ZA of the Special Constables Regulations 1965 provides for the speculative searches to be undertaken on the fingerprints and DNA profiles provided by prospective police officers and special constables against the relevant local and national databases. Prospective relevant police staff should be subject to the same checks as police officers and special constables. Equality of opportunity is an integral part of Dorset Police’s Recruitment and Selection process and having due regard to the need to advance equality, Dorset Police may offer training and encouragement to under represented groups, which includes pre-application assistance to those, who for example do not speak English as their first language. Dorset Police also state on all job advertisements that the Force is committed to achieving a truly representative workforce and therefore welcomes applications from all sections of the community. The importance of fairness is recognised within Dorset Police; therefore a consistent and fair Recruitment and Selection procedure is vital. Dorset Police employees and UNISON as their representatives will also have an interest in fair, non-discriminatory Recruitment and Selection policies and they should be fully consulted when new procedures are introduced or existing procedures reviewed.

2.2 People, Confidence and Equality Impact Assessment

During the creation of this document, this business area is subject to an assessment process entitled “People, Confidence and Equality Impact Assessment (EIA)”. Its aim is to establish the impact of the business area on all people and to also ensure that it complies with the requirements imposed by a range of legislation.

2.3 Monitoring / Feedback

The HR Specialist, Core HR, will be responsible for overseeing this procedure to ensure a consistent Force approach is maintained. Monitoring will be primarily carried out subject to Force processes of continuing review. Feedback relating to this procedure can be made in writing or by e-mail to: Address: OD Manager), Organisational Development Department, Dorset

Police, Winfrith, Dorset, DT2 8DZ E-mail: [email protected] Telephone: 01305 223432

mailto:[email protected]



7

3 Procedure Section

3.1 The Recruitment Process

3.1.1 A vacancy presents an opportunity to consider restructuring, or to reassess the

requirement of the job. This assessment is valid whether it is to fill an existing job or to create a new one. Managers should ask questions such as:

Has the function changed?

Have work patterns, new technology or legislation altered the job?

Are there any changes anticipated which will require different, more flexible skills from the job-holder?

3.1.2 Answers to these questions should help to clarify the actual requirements of the job

and how it fits into the rest of the organisation or department. Exit interviews or consultations with the current job-holder and colleagues may produce good ideas about useful changes.

3.2 Job Description/Person Specification

3.2.1 Dorset Police have a standard format for job descriptions which detail the purpose,

position of the job in the Department, tasks and main responsibilities of the job. An accurate job description is essential for all jobs and can assist with induction and training and ensures that equal pay issues have been considered.

3.2.2 The relevant Manager/Supervisor must draft a person specification for each job. This

must be in the standard format and will form part of the job description. It is important that the skills, competencies and knowledge are related precisely to the needs of the job. The person specification is also linked to the Force Application Form, where the applicant will be required to explain how they meet each criteria and examples will have to be given. Application Guidance notes are provided to all applicants, this helps the selection and subsequent interview process to operate in a systematic way, as bias-free as possible.

3.2.3 Copies of a Person Specification and Application Guidance notes are available on the

Intranet or can be accessed by clicking on the following links:-

Link to Person Specification Link to Application Guidance Notes

3.2.4 Factors to consider when drawing up the specification include:

Skills, knowledge and competencies directly related to the job;

The length and type of experience necessary;

Education and training but only so far as is necessary for competent job performance, unless the person is being recruited on the basis of future potential, e.g. graduate trainees, when a higher level of education may be specified;

Any criteria relating to personal qualities or circumstances that are essential and directly related to the job, must be applied equally to all groups,

http://sharepoint01/C18/C16/Recruitment%20-%20Police%20Staff/Document%20Library/Job%20Descriptions%20and%20Person%20Specifications/Template%20JD%20-%20Person%20Spec%202011.doc

http://www.dorset.police.uk/pdf/Police_Staff_Application_Guidance_Notes_Apr11.pdf



8

irrespective of age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, membership or non-membership of a trade union

3.3 Job Evaluation/ Pay

3.3.1 Once a vacancy has occurred and the Manager/Supervisor has reviewed the

requirements of the job, if the job has altered significantly, the job will be subject to the Hay Job Evaluation process prior to advertising. It will be the responsibility of the HR Change Team to determine whether the changes are significant.

3.3.2 For new posts, a grade must be established using the Hay Job Evaluation process

prior to advertising. An evaluation panel will take place on a regular basis, to meet the needs of the Force. This also ensures that funding for the new post is authorised, as Managers are required to identify the funding source within the process.

3.4 Advertising/Attracting Applicants

3.4.1 There is an understanding with UNISON that all posts will be advertised internally in

the first instance, having first considered the following issues which may indicate that external advertising may be necessary:

The likelihood of a sufficient pool of applicants within the Force;

The impact of recent advertisements for that same type of role;

Consideration of staff ‘at risk’ under the Management of Change, Management of Staff with Disabilities and Health and Wellbeing policies.

3.4.2 As an alternative to external advertising, Managers/Supervisors may decide to asterix

(*) internally advertised posts to allow details to be passed to interested persons by ‘word of mouth’ without advertising externally at this stage.

3.4.3 Internal advertisements (without an *) will be placed on General Orders and Intranet.

External advertisements will be placed on the Dorset Police Website. Additionally, where appropriate, a post may need to be advertised in a professional publication, subject to availability of funding, to attract the right calibre of applicants. The closing date for all jobs advertised both internal/external is a minimum of two weeks.

3.4.4 Dorset Police positively promote flexible working and consider all requests. Unless

otherwise evidenced to the contrary, all jobs are eligible for part-time working/job sharing and every advert will state ‘job share’ applications welcome.

3.4.5 The relevant HR Change Team will submit a Request for Advertisement form together

with the Job Description and Person Specification to the HR Service Support Team, via e-mail to .Police-Staff-Recruitment

3.4.6 The Request for Advertisement form is available on the Intranet or can be accessed

via the following link: - Link to Request for Advert Form 3.4.7 Publication deadlines will be publicised from time to time. Some publications will vary

in their deadlines and this should be checked with the HR Organisational Development Team . Please note deadlines may also vary when there is a Bank Holiday/staffing

http://sharepoint01/C0/C10/Stage%201%20-%20Advertising%20(Restric/Document%20Library/Form%20A%20-%20Request%20for%20Internal,%20External%20Advert%2012%2014.doc



9

shortages etc. In exceptional circumstances, where it is necessary to advertise urgently, such requests will be considered by the Recruitment and Course Co-ordination Manager

3.4.8 All requests for advertisements are required in the standard pro-forma. The HR

Organisational Development Team will be responsible for proof reading all advertisements. In cases where advertisements do not contain the correct information or the Manager has failed to complete the standard proforma, the advertisement will be rejected and returned to the relevant Manager/Supervisor.

3.4.9 Factors to consider when drafting advertisements:

All advertisements will be in a consistent corporate image and should reflect the job description, essential criteria and competencies within the person specification;

Ensure that occupational qualifications specified within the essential criteria are non-discriminatory;

Give a brief description of the nature of the work, experience and skills required;

The advert should state: job title, location, closing date, salary range, and process for obtaining further details;

Posts which include a Health Monitoring requirement must include the following generic wording in both the advertisement and Job Description Questionnaire: This post is covered by Health Monitoring so is therefore subject to a Medical/ Health Assessment;

Posts that are subject to Biometric Vetting Checks must include the following generic wording in both the advertisement and Job Description Questionnaire: This post is subject to Biometric Vetting Checks. Those candidates that have reached the stage of being conditionally offered an appointment will be asked to consent to providing a fingerprint and DNA sample.

External advertisements will include the Force Crest, Equal Opportunities statement and the ‘two ticks’ logo to indicate that Dorset Police encourage applications from applicants with disabilities;

Abbreviated words and police terminology should not be used when advertising externally, for example; PNC and CJS;

Where possible the date when the interviews will be held should be included, together with a name and contact number for an informal discussion regarding the post.

3.5 Positive Action

3.5.1 As part of its Equal Opportunities Policy the Force is committed to a programme of

positive action as stated below: 3.5.2 Encouraging applications from under-represented groups through targeted marketing

and access to a positive action expert, for example, people with disabilities. 3.5.3 Dorset Police have been awarded the ‘two ticks’ logo ‘Positive about Disabled People’.

All suitably qualified applicants with disabilities (i.e. who meet essential elements of person specification for the job) will be shortlisted regardless of the total number of applications received.



10

3.5.4 Prior to the interview disabled applicants should be asked if they have any special

requirements (i.e. in terms of access). 3.5.5 Disability is NOT part of the decision making process and issues relating to disability

should only be addressed once an offer of appointment has been made. 3.5.6 As stated previously, Dorset Police offers encouragement to any under represented

groups. All job advertisements clearly state that Dorset Police is committed to equal opportunities. Applications from both applicants with disabilities and from minority groups are monitored.

3.5.7 If an individual has any specific needs, for example disability related that may impact

on their ability to complete either the application form or undertake the interview and any related tests, then they should contact the HR Organisational Development Team who will consider appropriate reasonable adjustments.

3.6 Eligibility to Apply

3.6.1 Subject to approved variations during periods of restricted recruitment, internally

advertised vacancies will be open to:

Existing members of Police staff who hold permanent, temporary (including agency workers) and relief posts. However, a six-month rule applies, which means that staff in permanent posts are not eligible to apply for other posts, until they have completed a period of six months unless, they are notified that their post is at risk under the Management of Change Policy or in exceptional circumstances where the post holder’s current Manager is willing to release them. The six month rule does not apply to staff in temporary posts, without a substantive permanent position. The expectations of PCSOs are set out below

Existing members of the Regular Force Existing members of the Special Constabulary and Volunteers Modern Apprentices, currently working as part of the organisation.

Police Community Support Officers

3.6.2 To ensure continuity of the Safer Neighbourhood Teams and the communities they

serve, there is an expectation that Police Community Support Officers (PCSO’s) will stay in post in their Safer Neighbourhood Area for a minimum of 2 years service. This will ensure that our teams are able to develop and maintain sustained relationships and become familiar with and to their neighbourhoods’ and communities. There may be exceptional circumstances such as diversity/ domestic/welfare reasons which may allow for deviation from this guidance.

3.6.3 Whilst this does not prevent PCSO’s applying for other posts, applicants should

consider this expectation when applying for secondments, requests to transfer or permanent appointments/transfers. (Unless domestic/welfare reasons preside in accordance with the transfer protocol) If no suitable applicants exist for a role, then



11

consideration can take place of extending opportunities to PCSO’s that have less than 2 years’ service in a post. However the relevant Senior Command Team member will need to consider and agree that the public confidence will not be undermined by any subsequent appointment.

3.6.4 The above criteria may be varied during periods of Restricted Recruitment. The

Restricted Recruitment Process is available on the Intranet or can be accessed via the following link:- Restricted Recruitment Process

Agency Staff

3.6.5 The Agency Workers Regulations 2010 introduced new entitlements for agency

workers from 1st October 2011 in relation to access to facilities and information on job vacancies from day one of their assignment.

3.6.6 Temporary agency workers must be provided with information about any relevant job

vacancies within the organisation. However, if a member of agency staff is appointed to a permanent position, financial penalties may be incurred

3.7 Attendance Criteria Requirement

3.7.1 Attendance issues are considered as part of all internal police staff selection

processes. However, this will only take place at the end of the relevant selection process, for successful applicants only and as part of the conditional offer/final pre-employment checks.

3.7.2 As a general rule, individual’s who have a Bradford Factor score over the trigger level

of 192, or more than four separate periods of sickness during the last 12 months (rolling year) will be automatically considered unsuitable on attendance grounds. However, it should be noted that certain exclusions may apply, i.e. pregnancy/disability absences will be discounted. Further information can be found on the Attendance Criteria Intranet advice page or can be accessed via the following link:- Attendance Criteria

3.7.3 With regard to external applicants; an external applicant attendance self-declaration

form will be forwarded for successful applicants only and as part of the conditional offer/final pre-employment checks.

3.8 Receipt of Enquiries

3.8.1 All application packs are obtained from the Intranet or the Dorset Police Website:

www.dorset.police.uk 3.8.2 For each vacancy the prospective candidate will be required to download the following

documents: 3.8.3

Covering letter

Job description/person specification;

Application form and guidance notes;

Personal details/equal opportunities monitoring form;

Main terms and conditions of employment.

http://sharepoint01/C12/C5/One%20Team%20Programme/One%20Team%20updates%202013/One%20Team%20restricted%20recruitment%20process%20-%20April%202013.doc

http://sharepoint01/C15/C3/Attendance%20Criteria/default.aspx

http://sharepoint01/C15/C3/Attendance%20Criteria/default.aspx

http://www.dorset.police.uk/



12

3.8.4 All applicants will be required to complete an application form. CVs will not be

accepted, this ensures fairness and accuracy.

3.9 Receipt of Applications

3.9.1 All completed application forms will be forwarded to the HR Organisational

Development Team where a register will be maintained. The Personal Details/Equal Opportunities Monitoring form does not form part of the selection process, therefore this will be separated from the application form on receipt. To identify the applicant, each form will be allocated an individual reference number.

3.9.2 As stated on the standard letter contained in the application packs, applicants who do

not receive a communication within 21 days of the closing date can assume that their application was unsuccessful.

3.10 Equal Opportunities Monitoring

3.10.1 All applicants will be required to complete a Personal Details/Equal Opportunities

Monitoring form providing details of gender, ethnic origin, disability, age, religion/belief and sexual orientation.

3.10.2 As stated previously, the HR Organisational Development Team will remove the

completed Personal Details/Equal Opportunities Monitoring form from applications before short listing occurs.

3.10.3 The Human Resources Department will use the information provided for monitoring

and positive action purposes only.

3.11 Selection Process

3.11.1 The HR Organisational Development Team will forward the application forms to the

Manager/Supervisor for short listing, retaining the Personal Details/Equal Opportunities Monitoring forms. However, if there are applicants with disabilities, these will be highlighted to the Line Manager/Supervisor to assess whether or not they meet the person specification. If they meet the essential elements of the person specification they will be guaranteed an interview in agreement with the ‘Positive about Disabled People’ statement, unless they fail any selection test given to all applicants prior to interview, having been provided with the appropriate reasonable adjustment.

3.11.2 In cases where an applicant with disabilities does not meet the essential elements of

the person specification, there will be a requirement for the application to be forwarded to the Recruitment and Course Co-ordination Manager in liaison with the Strategic People, Confidence and Equality Manager for a final decision to be made.

3.11.3 Pregnancy and maternity should not be considered as part of any selection process as

this is unlawful. In circumstances where someone who is pregnant or on maternity leave is the highest scoring candidate and is therefore selected for appointment, consideration should be given to appointing the next highest scoring candidate



13

temporarily in the role until the first successful candidate can assume the role. Specialist advice around recruitment and selection and pregnancy and maternity can be sought from the Strategic People, Confidence and Equality Manager.

3.11.4 The short listing panel will also follow the process through and will act as the interview

board. As with the interview board, the panel will consist of at least two persons (to protect against allegations of discrimination and to prevent a biased view).

3.11.5 As stated in the Management of Change Policy, staff who are considered ‘at risk’, will

receive details of all vacancies which may arise during their notice period. When applying for posts special provision may be made to allow employees who are applying for a job at the same or lower grade to be given first opportunity to be considered for the vacancy. In such cases employees will still need to meet the relevant criteria for the post to be successful in an appointment and this will be assessed by way of an interview.

3.11.6 The Management of Change Policy is available on the Intranet or can be found on the

following link: - Link to Management of Change Policy 3.11.7 Care with short listing improves the prospect of being fair to all applicants. 3.11.8 The short listing panel must take the following steps to shortlist for a vacancy:

Assess applicants against the person specification drawn up when the vacancy was advertised. Applicants who fail to satisfy ‘essential' criteria will be rejected.

Desirable criteria may be used; however applicants should only be measured against this if an excessive number meet the essential criteria.

A short listing register will be completed for each vacancy. Each application received will be logged and scored against each criterion.

A copy of the short listing register is available on the Intranet or can be found on the following link: - Link to Shortlisting Register

Where a number of applicants meet the shortlist specification the applicants with the highest scores will be short-listed. If the panel cannot agree on a shortlist they should refer to the Recruitment and Course Co-ordination Manager and a judgement will be made regarding the applicants to be shortlisted.

3.11.9 The Manager/Supervisor will advise the HR Organisational Development Team of the

Applicant Reference numbers, which relate to the applicants they have shortlisted. (See 3.14 Interview Preparations). Full interview details including date, time and location of interview and panel members should also be provided.

3.11.10 The HR Service Support Team will process the relevant applicant details and write to

the applicants advising them of the interview arrangements. 3.11.11 In exceptional circumstances, due to short timescales and if requested by the

Manager/Supervisor, interviews may be arranged over the telephone. 3.11.12 For small Headquarters’ Departments such as MCCD, Transport, Professional

Standards etc. the Service Support Team, if staffing levels permit, may assist with the interview arrangements if required.

http://sharepoint01/C7/C5/Policy%20and%20Procedure%20Library/Policy%20and%20Procedure%20Docs/Management%20of%20Change%20Policy.doc

http://sharepoint01/C7/C5/Policy%20and%20Procedure%20Library/Policy%20and%20Procedure%20Docs/Management%20of%20Change%20Policy.doc

http://sharepoint01/C7/C10/Short%20Listing/Document%20Library/Shortlisting%20Assessment%20Recording%20Form.doc



14

3.12 The Interview Board

3.12.1 The relevant Manager/Supervisor will be responsible for convening an Interview

Board. 3.12.2 The Board will consist of at least two persons (to protect against allegations of

discrimination and to prevent a bias view) but no more than four persons (as this is unduly intimidating for the applicant).

3.12.3 One of the board members should be the immediate supervisor of the vacant post

and/or the Manager of the Command Area/Department. 3.12.4 A member of the HR Business Support Team will only be required to sit on the

Interview Board if there are contentious issues surrounding the vacancy. 3.12.5 At least one member of the panel should ideally have attended a Structured

Interviewing course. All board members should have attended Diversity Training. 3.12.6 A list of suitably trained staff can be found on +SPR on the Force wide System. 3.12.7 All questions which are to be asked at interview and any selection test used will be in

accordance with the agreed criteria for the post. 3.12.8 A member of the HR Business Support Team or any HR Specialist may observe any

interview for monitoring purposes. The Observer will provide feedback to the interviewers by completing an Interview Skills Observer’s Feedback Report, which is available on the Intranet or can be found on the following link- Link to Observers Report.

3.12.9 The same interview panel MUST interview all applicants for a particular vacancy,

unless there are exceptional circumstances.

3.13 Selection Tests

3.13.1 Selection or work related tests can provide an objective means of assessing an

applicant’s abilities or skills. 3.13.2 The use of work related tests often provide details that would not normally be obtained

by interview alone. At interview applicants can say what they are able to do – a selection test gives them the opportunity to demonstrate ‘what’ they are able to do.

3.13.3 Any tests must, however, be free of bias and related to the necessary requirements of

the job and must consider any reasonable adjustments. 3.13.4 Where the Board consider that a selection test would aid the selection decision they

should liaise with the Organisational Development Department who can provide details of external providers who can assist in the design and delivery of an appropriate test.

3.13.5 Organisational Development will ensure a consistent standard is applied throughout

the Force. Organisational Development will also give consideration to the objectives of such a test, the efficiency of the method selected, the number of applicants (and vacancies) the costs and benefits of such a method.

http://sharepoint01/C18/C16/Recruitment%20-%20Police%20Staff/Document%20Library/Interviewing/Observer%27s%20Feedback%20Report.doc

http://sharepoint01/C18/C16/Recruitment%20-%20Police%20Staff/Document%20Library/Interviewing/Observer%27s%20Feedback%20Report.doc



15

3.13.6 Tests should never be used in isolation, or as the sole selection technique. Unless the

test is a psychometric test a minimum acceptable pass mark must be identified and discussed with a member of the Organisational Development Department in advance of the interviews.

3.13.7 If selection tests are to be used, it forms part of the selection criteria and all shortlisted

applicants must be tested and the same conditions must be applied to applicants for example:

Information given about the test;

Nature of the test;

Time allocated to complete the test;

Test environment;

Equipment used. 3.13.8 Feedback from tests should be given to all applicants on request, successful as well

as unsuccessful, concerning their performance in tests.

3.14 Interview Preparation

3.14.1 Before applicants are invited to attend for interview the Board must agree the

specifications to be used i.e. the role of each interviewer, individual areas for questioning, use of selection tests, time allocated for each interview, location of interviews.

3.14.2 The Manager/Supervisor has the responsibility of advising the HR Organisational

Development Team which applicants they wish to invite (by quoting applicant reference numbers allocated on each form). They will do this by completing the standard request form and forwarding this to the HR Organisational Development Team via e-mail to: .Police-Staff-Recruitment

3.14.3 Details of shortlisted applicants will then be provided to enable the

Manager/Supervisor to make the interview arrangements. 3.14.4 The Standard Request form is available on the Intranet or can be found on the

following link: - Link to Standard Request Form -Request Personal Details 3.14.5 The Interview Invitation (standard Interview letter) will be sent by the HR

Organisational Development Team and includes the list of documents that the applicant is required to bring with them and should also include a map giving details of the interview location.

3.14.6 Applicants called for interview should, where possible, be given at least seven days’

notice unless the interview date has been given previously in an information package/advertisement.

3.14.7 In rare cases where timescales are very tight, applicants may be invited to attend by

telephone. However, where possible, the invitation should be in writing. 3.14.8 Ideally all applicants should be interviewed on the same day.

http://sharepoint01/C7/C10/Short%20Listing/Document%20Library/Request%20for%20Personal%20Details.doc



16

3.14.9 If applicants are to be given a selection test they should be briefly informed of what to expect and the likely duration.

3.14.10 As a general rule, applicants will not be permitted to refer to notes to assist them

during the interview. However, if an applicant has declared that they have a disability, the Recruitment and Course Co-ordination Manager will contact the applicant to identify if any reasonable adjustments are required for the interview process. Where necessary, the Recruitment and Course Co-ordination Manager will consult Occupational Health with regard to the level of adjustment required for the assessment process.

3.14.11 The interview schedule should allow at least a ten-minute interval between each

applicant to enable Board Members to complete an Applicant Summary Record. Scores should be totalled for each applicant at the end of the final interview. The Applicant Summary Record is available on the Intranet or can be found on the following link: Link to Applicant Summary Record

3.14.12 Questions should be prepared in accordance with the agreed criteria required for the

post and at least one day before the interviews the Chair of the Board will arrange for each Board Member to receive:

A timetable of applicants;

2 Copies of application forms;

A copy of the job description & person specification;

Copy of selection test, if applicable;

Copy of the information pack, if applicable. 3.14.13 In addition the Chair of the Board should agree with the Board which questions each

person will be responsible for asking during interview. 3.14.14 The Chair of the Board is responsible for ensuring that appropriate accommodation

and hospitality is available to applicants (including provision of a glass of water for the applicant during the interview; interview room, waiting area and a room for selection testing if applicable).

3.14.15 A member of staff from the Command Area/Department should be nominated to act as

a ‘host’ to collect applicants from Reception, make them welcome, photocopy all the required documentation requested in the interview invitation to the applicant (i.e. qualification certificates and proof of identity) and keep them informed of any delays.

3.14.16 The nominated host should initial each photocopied document to confirm they have

had sight of the original. 3.14.17 The Reception/front office should be given a list of applicants attending, the names of

the Board Members and details of how to contact the member of staff acting as ‘host’.

3.15 Questioning Techniques

3.15.1 All questions asked at interview must be job-related and clearly relevant to specific

criteria listed on the person specification.

http://sharepoint01/C14/C10/Stage%203%20-%20Interviewing/Document%20Library/A64%20Interview%20Summary%20Record.doc



17

3.15.2 All essential criteria listed on the person specification must be tested either by means of interview questions or selection tests. Desirable criteria should only be considered when two or more applicants attain the same score and there is only one vacancy.

3.15.3 All applicants must be asked the same ‘opening’ question for each criterion on the

interview specification. Subsequently, depending on the applicant’s answer, the interviewers should follow up with job-related questions as appropriate.

3.15.4 Applicants need not be asked identical follow-up questions but the same broad areas

must be covered to ensure fairness and consistency. 3.15.5 It is important to be aware of relaxing into ‘chat’ mode. It is often here, where,

unintentionally, equal opportunity issues arise which could later result in claims of discrimination.

3.15.6 The interview is a two-way process and should not be an interrogation. As a rough

guide the Board should talk for approximately 30 per cent of the interview and the applicant 70 per cent.

3.15.7 The content of a question is important, but the type of question and the way in which it

is asked are also significant. 3.15.8 The interview will succeed or fail on the interviewer’s ability to ask questions. An

Interview Questioning Techniques Guide provides several useful questioning strategies and several styles that are best avoided. The guide is available on the Intranet of can be found on the following link: Interview Questioning Techniques

3.16 During the Interview

3.16.1 It should be remembered that every interview is a public relations opportunity for the

Force. 3.16.2 The board members should be introduced to the applicant and the interview plan/style

briefly explained. The interview should be flexible but remain within a previously agreed structure.

Observe 3.16.3 The interview provides the opportunity to obtain information from listening to oral

responses and from observing the applicant throughout the interview process.

Record 3.16.4 The skill of note taking is to take sufficient notes to act as an aide memoir after the

interview. It is essential to have evidence (that is what the applicant actually did and said) on which to base decisions. The more evidence available the better and the more objective, fair, justifiable, accurate and balanced decisions will be. After all, the overriding aim of any selection process is to select the best applicant for the job without using stereotyping and maintaining objectivity.

3.16.5 It is difficult for an interviewer to remember accurately everything that the applicant has

said during the course of an interview. Therefore, it is essential that whilst one of the Board Members is asking their individual questions, the remaining member(s) are making contemporaneous notes.

http://sharepoint01/C14/C10/Stage%203%20-%20Interviewing/Document%20Library/Interview%20Questioning%20Techniques%20-%20Appendix%2010.doc



18

3.16.6 This ensures that important details are accurately recorded. Also, an accurate record of the interview is vital evidence of the objectiveness of the decisions should an applicant challenge the selection process under Equal Opportunities Legislation. For the purpose of successfully defending challenges it is essential that as much care is taken to justify acceptance as it is to justify rejection.

Classify

3.16.7 Following each interview the interviewers should read through their recorded notes

and identify appropriate behavioural evidence in accordance with the set criteria. Each member of the board should then transfer the evidence against each criterion on an Applicant Summary/Rating Sheet. The use of verbatim quotes adds considerably to the objectivity of the selection and marking guide which includes a range of ratings from 1-7. Ratings 1 and 2 indicate evidence of a performance well below the requirements for the role, 3,4, and 5 being the standard expected to meet the requirements for performance in the role applied for and 6 & 7 which indicates evidence of a strong performance, well above the standard required for performance in the role applied.

3.16.8 The Applicant Summary/Rating Sheet is available on the Intranet or can be found on

the following link: Link to Applicant Summary/Rating Sheet 3.16.9 If in very exceptional circumstances overall agreement is not possible, then the areas

of differences must be clearly marked and written up in full on the assessment form. This will then be referred to the Recruitment and Course Co-ordination Manager

3.16.10 Every attempt should be made to keep to the interview schedule. Where delays occur,

the applicants should be informed and an apology given. 3.16.11 Applicants should be invited to ask questions, but be assured, these do not form part

of the selection process. 3.16.12 Every applicant should leave the interview with sufficient information about the

job/Command Area/Department and Force. The Chair of the Board should ensure that each applicant knows what will happen after the interview i.e. any further selection procedure, when and how he/she will hear the result.

3.16.13 At the assessment day/interview the host department will need to confirm the

applicant’s identity for vetting purposes and entitlement to work in the UK.

3.17 The Job Offer

3.17.1 Following the interview process the agreed nominated member of the Board (usually

the Manager/Supervisor) will contact the successful applicant, formally make the offer of employment and arrange a suitable start date. However, this will be subject to satisfactory vetting, references including attendance, medical suitability and medical clearance where appropriate as directed by the Health Monitoring Policy.

3.17.2 The notice period required for the transfer of existing police staff to their new

appointment is four weeks. However, a shorter release date can also be determined by negotiation, if all parties are agreeable.

http://sharepoint01/C14/C10/Stage%203%20-%20Interviewing/Document%20Library/A64%20Interview%20Summary%20Record.doc



19

3.17.3 In certain circumstances, where for valid organisation/operational reasons there is a requirement to delay the start date (should the relevant managers be unable to reach an agreement), the matter should be referred to the Director of HR to determine the greater organisational priority and the maximum notice period required. However, the notice period should not be extended beyond the notice period outlined in the employee’s contract of employment.

3.17.4 The HR Organisational Development Team will send out requests for references,

security checks and pre-employment medical declarations where appropriate, once a conditional offer of employment is made.

3.17.5 Under no circumstances should the other board members indicate to any applicant or

member of staff the selection decision unless they are the agreed member of the Board who will carry out this task.

3.17.6 The Chair of the Board or the Command Area/Departmental Manager of the vacancy

will complete a Notification of Appointment form and forward this the HR Organisational Development Team together will all paperwork relating to the successful applicant.

3.17.7 All other paperwork (i.e. interview notes, application forms, questions, selection test

results) for the unsuccessful applicants should be forwarded to the HR Organisational Development Team under separate ‘restricted’ cover.

3.17.8 The HR Organisational Development Team will make all written offers of employment.

The successful applicant will be sent an endorsement to sign and return accepting the terms and conditions of employment with the agreed start date. These documents will then be scanned onto a personal file.

3.17.9 The HR Organisational Development Team will check references including attendance

and security/identity checks and also ensure medical assessments have been considered where appropriate.

3.17.10 If the successful applicant declines the offer of employment or fails to start, the

Manager/Supervisor can offer the post to the candidate who scored second highest, providing they are satisfied that they met all the essential criteria. The HR Organisational Development Team will process the pre-employment checks as per paragraph 20. 2.

3.17.11 If a vacancy occurs and the same post has been advertised within the previous 12

weeks, the Manager/Supervisor may re-consider the previous applications and examine any applicant who originally met all the essential criteria, but were either unsuccessful at interview, or not previously shortlisted, due to the desirable criteria being introduced. These applicants may be approached and invited to (another) interview without the need for advertising again. If no applicants are available for interview, the post will need to be advertised again. In these situations applicants will be required to countersign and date the original paperwork. The purpose of this is to confirm the accuracy of the information originally provided.



20

3.18 Unsuccessful Applicant

3.18.1 The Command Area/Departmental Manager will either telephone or write to all

unsuccessful applicants who were interviewed; this should be done in a consistent manner in order that all candidates are advised at approximately the same time. The HR Organisational Development Team then follow this up in writing.

3.18.2 In accordance with the Data Protection Act, retention of interview papers will only be

held for the approved period of time (usually six months) following the interview board. 3.18.3 Unsuccessful applicants who request feedback should be advised which criteria they

have failed to meet. If the applicant has not failed to meet any criteria, but not scored as high as another applicant, then they should be advised of this. In normal circumstances, no further details beyond this high level feedback should be provided.

3.19 Pre-employment checks

3.19.1 Following the interview process the HR Organisational Development Team will

commence the necessary pre-employment checks for the successful applicants only. 3.19.2 Occupational Health Referral 3.19.3 The successful applicant will be requested to complete a Pre-Employment Health

Questionnaire:

Where the post is covered by Health Monitoring and involves a function that is intrinsic to the work concerned;

At the direct request of the Force’s Occupational Health provider; this

normally only applies where the applicant states they may have a health condition or disability which requires consideration of workplace adjustments.

3.19.4 Results for pre-employment medical assessments will be co-ordinated by the HR

Organisational Development Team.

3.20 Vetting

Pre-employment Vetting

3.20.1 All external advertisements will indicate clearly that potential applicants will be subject

to vetting procedures. 3.20.2 Levels of vetting will vary depending on the post applied for. 3.20.3 Shortlisted applicants will be required to produce proof of ID in accordance with the

Force Vetting Policy. This will be made clear to applicants when they are invited to interview.

3.20.4 Following the interview process successful applicants will also be required to complete

an A79A, Vetting and Financial Questionnaire:- Link to A79A

http://sharepoint01/C18/C16/Recruitment%20-%20Police%20Staff/Document%20Library/Vetting/A79a%20Vetting%20and%20Financial%20Questionnaire%20for%20Police%20Staff.doc



21

3.20.5 All appointments are subject to satisfactory vetting. 3.20.6 For details on pre-employment vetting, please refer to the Force Vetting Policy.

Higher Level Vetting - Internal Appointments 3.20.7 Certain posts attract the requirement for the successful applicant to undergo additional

vetting procedures. These will be known as ‘Designated Posts’ and will apply where the job requirement requires the individual to have frequent access to sensitive information.

3.20.8 Therefore, internal advertisements will indicate clearly that applicants will be subject to

Higher Level vetting. This will also apply to a post where the job requirement changes and requires an individual to have frequent access to sensitive information. In these cases, the appropriate vetting application will be sent out to successful applicants and existing post holders only.

3.20.9 Advice and guidance on appropriate levels of additional vetting can be sought from the

Force Vetting Officer. Designated posts will be subject to approval by the Head of Professional Standards.

Biometric Vetting

3.20.10 Biometric vetting checks will be undertaken on all prospective Police Community

Support Officers (PCSO’s) who have reached the stage of being conditionally offered an appointment.

3.20.11 Certain police staff roles attract the requirement for the successful applicant to

undergo biometric vetting checks. This will apply to posts where the job requirement is intrinsically front line facing and involves a considerable amount of time spent with the public. Posts determined by Chief Officers to be subject to biometric vetting processes will be detailed at the point of recruitment.

3.20.12 Where relevant, all external and internal advertisements and Job Description

Questionnaires will indicate clearly that potential applicants will be subject to biometric vetting procedures. Prospective candidates from the earliest stages of recruitment should be aware that if successful, they will be asked to consent to providing a fingerprint and DNA sample.

3.20.13 In cases where biometric vetting checks are required; a letter of consent will be issued

to prospective PCSOs and police staff following the satisfactory completion of all other stages of the recruitment and vetting process. If consent is declined, appointment to the police service will not be progressed.

3.20.14 Subsequent to a conditional offer being made, a fingerprint and DNA sample will be

taken and checks made against the appropriate databases. Appointment should not be confirmed until the checks have been carried out and suitability for appointment confirmed.

3.20.15 Advice and guidance on biometric vetting checks can be sought from the Recruitment

and Course Co-ordination Manager, Organisational Development Department.



22

3.21 References

Pre-employment References

3.21.1 The Force Vetting Policy provides clear guidance on pre-employment references. 3.21.2 All appointments will be subject to references for both internal and external applicants.

Referees for successful applicants will be contacted after a conditional offer of employment is made.

3.21.3 Information requested will be in line with the standard Dorset Police Reference Pro-

forma which is available on the Intranet or can be found on the following link.

Link to: External / Personal Reference Request Link to Internal Reference Request

3.21.4 External applicants must nominate at least two referees. One of those references

must be their current or most recent employer or educational institution. Employer’s references MUST cover a period of at least 12 months therefore; more than one employer’s reference may be required.

3.21.5 The other reference can be from an individual who is able to comment on the

applicant’s suitability for the post. However, this individual must not be related to the applicant.

3.21.6 Depending on individual circumstances, the following references may also be required:

Where an individual has been overseas for more than six months during the previous three years every effort should be made to obtain a reference from the overseas employer;

In exceptional cases where an employer’s reference is not available a

second appropriate reference should be obtained from a referee nominated by the individual;

Where, prior to application, an individual has been in full time education, a

reference should be obtained from the relevant academic institution as stated above;

Where an individual has served in the armed forces or civil service,

employer’s references should be obtained from previous line managers named by the individual and the service or department.

3.21.7 References for internal applicants will be obtained from the employee’s current Line

Manager, following the interview if successful. 3.21.8 The Manager/Supervisor carrying out the interviews will be responsible for advising

the HR Organisational Development Team of their chosen successful candidate, by quoting the relevant applicant numbers and completing the standard form. The HR Organisational Development Team will obtain the references after a conditional offer of appointment is made.

http://sharepoint01/C18/C16/Recruitment%20-%20Police%20Staff/Document%20Library/References/External%20Employment%20Reference%20Request%20Template.DOC

http://sharepoint01/C18/C16/Recruitment%20-%20Police%20Staff/Document%20Library/References/Internal%20Reference%20Request%20Template.DOC



23

4 Consultation and Authorisation

4.1 Consultation

4.2 Authorisation of this version

Version No: 1.14

Name Signature Date

Prepared: Miss S Allibhai 23/2/2015

Quality assured:

Mrs J Manley 23/2/2015

Authorised: Mrs N Anderson 23/2/2015

Approved:

5 Version Control

5.1 Review

Date of next scheduled review Date: 25 February 2016

Version No: (insert no. here)

Name Signature Date

Police & Crime Commissioner

Police Federation

Superintendents Association

UNISON

Other Relevant Partners (if applicable)



24

5.2 Version History

Version Date Reason for Change Created / Amended by

1.0 July 2002 Initial Document

1.1 Reformatting Ms M Ashdown

1.2 June 2006 HR Designation Changes Mr S Hounsell

1.3 Feb 2009 Revised to reflect new HR Delivery Model Mrs L Tong

1.4 May 2010 Amendment to 4.6 regarding PCSO eligibility

Mrs N Anderson

1.5 April 2011 Amendment to reflect changes in Equality Act 2010 restricting the circumstances in which employers can ask job applicants questions about disability or health

Mrs L Tong

1.6 Sept 2011 Amendment to 9.3 to reflect new entitlements for Agency Workers from 1st October 2011. Amendment to 17.10 regarding notes during interview and 20.2 to reflect notice period for internal staff.

Mrs L Tong

1.7 March 2012

Paragraph 9.5 removed to reflect Agency Workers right to be provided with information about any relevant job vacancies within the organisation and subject to approved variations during periods of restricted recruitment, internally advertised vacancies will be open to Agency Workers.

Mrs L Tong

1.8 Nov 2012 Amendment to 9.4 to reflect that the Eligibility to apply for posts may be varied during periods of Restricted Recruitment. For clarity, the paragraph previously read ‘as approved by the Police Authority’.

Mrs L Tong

1.9 April 2013 Amendments to the various links contained in the document

Mrs L Tong

1.10 Aug 2013 Amendment to reflect new legislation in relation to the introduction of Biometric Vetting checks on applicant’s suitability for joining the police service. Minor amendment to reflect new Organisational Development Department (previously Learning and Development) Amendment to reflect that psychometric testing if required, is provided by an external provider.

Mrs L Tong

1.11 31.1.14 Paragraph added at 3.11.3 re: pregnancy and maternity not being considered as part of any selection process

Jo Manley

1.12 3.3.14 Paragraph added in section 1.1 relating to Policy Co-ordinator



25

5.3 Related Forms

Force Ref. No. Title / Name Version No.

Review Date

5.4 Document History

Present Portfolio Holder Mrs N Anderson

Present Document Owner Mrs L Tong

Present Owning Department Human Resources

Details only required for version 1.0 and any major amendment ie 2.0 or 3.0:

Name of Board: Workforce Planning Board

Date Approved: 6 August 2013

Chief Officer Approving: Mr G Smith

Template version January 2013

Stage 2 transfer of police staff. No other changes made

1.13 24/2/15 The policy has been reviewed in preparation for NICHE RMS implementation (April 2015) no changes necessary

Policy Co-ordinator (6362)

1.14 24/2/15 Fit for Purpose review carried out. Minor changes to links and structure (ie job titles)

Jo Manley

Documents

Police Staff Recruitment & Selection Policy and Procedure