RECRUITMENT & SELECTION PROCEDURE

INTRODUCTION Effective and fair recruitment and selection processes are essential to ensure the Trust’s success in appointing the best candidate to each position within the Service. For recruitment and selection procedures to be effective, it is essential that they are fair, rigorous, transparent and based on merit.

The Northern Ireland Ambulance Service will adopt the following recruitment and selection procedure for vacant posts. The procedure will be made available to all staff involved in recruitment panels. All members of staff involved in recruitment and selection will be trained in how to use it. Refresher training will be provided every three years or sooner in the event that the procedure is modified before the end of the period. These procedures outline the steps to be taken at each stage of the process for the recruitment and selection of staff. The overall process can be divided into five main stages:

Preparation

Recruitment

Selection

Interview

Post Appointment

The processes can be summarised as follows:

Recruitment & Selection Flowchart

Identification of vacancy / new post

or existing post

Review / creation of job description and

personnel specification

Processing enquiries and applications

received

Shortlisting of

applicants by panel

Post-interview procedure – reference checks, Vetting/Barring checks, pre-employment medical, qualification verification

Pre-employment documentation sent out, Induction, Probationary

Period

Approval by SEMT given, proceed to

advertisement

Interview and

selection by panel

Successful candidate

confirmed in post

STAGE ONE: PREPARATION STAGE

1.1 Job Analysis When a new role or existing role becomes vacant, it is paramount that a robust and thorough job analysis, up-to-date job description and person specification are carefully prepared and in place. These help to ensure that the definition of the desired candidate is both fair and objective.

1.2 Identification of Vacancy / New Post

The recruitment and selection process begins with a vacancy to be filled, either a

New position arising from a new initiative, increased service demands or a change in the skills mix required, or

Vacant existing position (for example, as a result of staff leaving, internal promotions or transfers), or

Workforce planning identifies a need for new staff following a service review.

When a vacancy arises, the relevant manager must ascertain whether or not the post needs to be filled. To discharge this responsibility, the manager concerned must consider the duties and responsibilities of the vacant post in relation to the overall organisational structure for which he/she carries responsibility and determine whether or not any form of reorganisation or restructure could eliminate the need to fill the post. When undertaking this review, managers should take into account current and future planned changes within the service.

All posts identified must receive appropriate management approval for recruitment and selection.

If it is considered that recruitment is necessary following this review, the manager must forward the following documents to the Employee Resourcing Section:

1) A completed Approval to Recruit Form – this form can be obtained from the Employee Resourcing Section.

2) A job description and specification – assistance with reviewing these documents can be obtained by contacting the Employee Resourcing Manager. See below for further guidance.

3) A Knowledge and Skills Framework (KSF) Outline - The KSF Outline provides a framework for measurement of performance once the person has been appointed. It outlines a set of core and specific dimensions for the job and is set at one of four levels with a range of indicators to describe what is expected of the individual. The KSF outline should therefore be developed and used to support the selection process and be related to the personnel specification.

1.3 Job Description When a vacancy has been identified, the requesting manager responsible for the post will prepare a job description (with the assistance of the Employee Resourcing Manager and within the guidelines of Agenda for Change) an outlining the various duties and responsibilities of the post. This will include: • the main purpose of the job • reporting relationships • the main duties of the job • key performance indicators of the post • limits of authority of the post holder • the date on which the job description was compiled or last updated. 1.4 Personnel Specification The requesting manager will also prepare a personnel specification (with the assistance of the employee Resourcing Manager and within the guidelines of Agenda for Change) setting out the abilities, experience, qualifications and qualities required of the post holder. The criteria used should be objective and non discriminatory in nature. The personnel specification will identify both essential and desirable elements. The requesting manager will then use the personnel specification to identify the selection criteria for the job. These will form the main basis of the advertisement, deciding which applicants to shortlist and the areas to be tested and measured during the recruitment process. 1.5 Regular Review All job descriptions and personnel specifications should be revisited and, if appropriate, revised when each vacancy occurs. As a job description is a snapshot of a post at the time it was written, it should be reviewed for accuracy and currency on a regular basis according to the AfC Handbook. While job descriptions are usually future focussed, they may still become outdated as the duties and responsibilities of the job change.

STAGE TWO: RECRUITMENT STAGE

2.1 Advertising the Position

An Approval to Recruit Form must be completed by the relevant manager for all posts.

The Trust is an equal opportunities employer and is committed to advertising roles in a wide section of the public media with the aim of reaching and encouraging underrepresented bodies or groups to apply. Media such as newspapers, health and social services job bulletins, the Trust website and occasionally if approved, professional journals, are all used to advertise vacancies.

The cost of advertising is monitored by the Trust. It is imperative that costs are minimised.

2.2 Advertising Process

The Employee Resourcing Officer will draft the advertisement in accordance with the agreed job description and personnel specification criteria and in conjunction with the requesting manager.

All posts within NIAS will be advertised internally through an internal trawl notice and also externally through newspapers and the BSO Trawl and the HSCrecruit website. All trawl notices will be issued by the Employee Resourcing Section. All trawl notices are to be displayed on staff notices boards or a prominent place where staff have an opportunity to see them. Managers must ensure that the trawl notice is forwarded to any staff on leave (of any type), sickness absence, secondment or career break. It is the manager’s responsibility to ensure this happens. If a post is being re-advertised, the treatment of those candidates who previously applied should be specified. In times of organisational change the Trust reserves the right to internally trawl posts in the first instance. Advertisements will set out the absolute minimum requirements for the post together with a closing date and time. All roles should be considered in relation to flexible working e.g. part time, job share etc. It is important that the manager consider all types of flexible working as possible to attract as many appropriate applicants in line with the Trust’s Equal Opportunities Policy. If a post is deemed to be full time, if challenged, it must be able to be objectively justified by the manager on why it must be a full time post and why a variety of flexible working options could not achieve the same result.

In general, all vacancies are advertised internally and externally will be advertised online. Applications forms and further details can be obtained by accessing the www.hscrecruit.com website which contains all jobs advertised within the Health and Social Care sector in Northern Ireland.

Even though there may be a very low number of applicants for a post, the manager must still go through the normal recruitment and selection process.

Also, if deemed a suitable alternative employment by management/human resources, some vacancies may also be first given as a priority to existing employees who are being redeployed for a variety of reasons (e.g. restructuring, health, capability and disciplinary reasons before being advertised.

2.3 Application Procedure Any individual who responds to an advertisement for a post will be provided with the following:

• an application form • the job description • the personnel specification, detailing essential requirements. • a monitoring questionnaire • the terms and conditions of employment • any other information that the selection panel has decided to provide • The application form and associated material will set out the deadline date and time for submission of applications and explain that no late applications will be accepted. It will also state that all applications must be completed in line with instructions. Applications received will be date stamped. Requests for further information in regards to a post should be referred to the named contact person as stated on the Approval to Recruit Form for the post. CVs will not be accepted. All applicants must complete the Trust’s standard application form. All advertisements should state this. Canvassing by applicants will mean automatic disqualification.

An application form received after the closing date should not be accepted unless it is clear from the postmark or similar evidence, that it was dispatched in good time. The responsibility for deciding whether or not late applicants should be accepted on these grounds rests with the Employee Resourcing Manager.

2.4 Processing Enquiries and Applications received

The Employee Resourcing Section will respond to all enquiries relating to vacant posts advertised. On receipt of a stamped addressed envelope, an application form, job description, personnel specification and information on the Trust are sent to candidates or this information is available to download on line at www.hscrecruit.com.

For candidates who enquire via email, details of the Trust’s website are cited for further information dictating where they can access the relevant forms.

2.5 Equal Opportunities Monitoring

All applicants are asked to complete an Equal Opportunities Monitoring Form. The purpose of monitoring is to assess the extent to which equality of opportunity is being achieved.

On receipt of a completed application form, the Equal Opportunities Monitoring Form is detached by a member of the Employee Resourcing Section and is not available to any member of the selection panel. Information from the Equal Opportunities Monitoring Form is entered into the recruitment information system. Information from on-line application forms is automatically transferred onto the recruitment system.

The Trust is responsible for monitoring this information:

To assess the fairness and effectiveness of recruitment and selection processes and if necessary, make recommendations for improvements.

To develop appropriate positive action/affirmative action initiatives if necessary.

To instigate a thorough examination of the reasons for any disparity, if any sign of direct or indirect discrimination is detected.

To ensure the Trust meets it statutory obligations.

STAGE THREE: SELECTION STAGE

The selection interview is the most widely used method of selection. However, there are a wide range of other methods/techniques that are available to support this process. Tests can be used when required competencies cannot be objectively assessed from the application form or interview, for example oral or written presentations, validated aptitude Tests etc.

3.1 Panel Training & Composition

The requesting manager will set up a selection panel consisting of at least three people who will conduct each stage of the selection process. The selection panel will not include the current or previous post holder unless they have moved to another post in the organisation at a higher grade. The selection panel will meet for shortlisting and during this time will make themselves fully aware of the requirements of the post, agree the selection criteria, assessment arrangements and the timetable for the recruitment process. Shortlisting panels will be quorate if two panel members are present. The panel is responsible for shortlisting and interviewing of candidates including the setting up arrangements for any additional selection process if appropriate. To support the Trust’s aim to ensure fairness and equality, panels should be appropriately balanced, such as in terms of gender and community background. It is the responsibility of the chairperson to ensure an appropriate balance.

3.2 Training of Panel

All panel members must have undertaken the Trust’s Recruitment and Selection Training in a classroom based setting before participating in the recruitment and selection process. Each panellist needs to undertake this refresher training on-line or in a classroom based environment (ideally every 3 years from their original face to face training date).

If a panellist has initially received classroom based training but has not interviewed for the Trust within 3 years from date of receiving the training, then they are obliged to re-attend the face to face training. Similarly, if a panellist has received face to face training in the past but would prefer to be updated by another face to face training session, then this will be accommodated.

If they are a new appointee to this Trust and have been previously trained in R&S classroom based training by another Northern Ireland Health and Social Care Trust within 3 years, then they are also required to undertake the Trust’s refresher training before conducting any interviews on behalf of the Trust. If the panellist has hard evidence of attending R&S training with another Trust, they should provide this to the Chair of the panel.

3.3 Constitution of Selection /Appointment Panels CHIEF EXECUTIVE AND DIRECTORS LEVEL POSTS OR EQUIVALENT. VOTING MEMBERS IN CASE OF CHIEF EXECUTIVE: Two non-executive members and the Chairperson of the Trust. An External Assessor will be appointed by the Department of Health, Social Services and Public Safety of Northern Ireland (DHSSPSNI) who will be a non-voting member of the panel. If deemed necessary the Trust may also appoint an External Assessor who will be a non-voting member of the panel. IN CASE OF DIRECTORS: VOTING MEMBERS The Chief Executive, Chairman of the Trust and one non-executive Director. NON VOTING MEMBERS Two External Assessors will be appointed. SENIOR MANAGER POSTS OR EQUIVALENT VOTING MEMBERS Three members of management, who must be of a higher level to that of the vacant post, one of whom should be the person to whom the appointee shall be directly responsible. NON VOTING MEMBERS An External Assessor will be appointed by the Trust. ALL OTHER POSTS VOTING MEMBERS Three members of staff, who must be of a higher level of that to the vacant post, one of whom should be the person to whom the appointee shall be directly responsible. NON VOTING MEMBERS Assessor if deemed necessary where the Trust would not have suitably qualified staff on a panel, especially specialist posts. It is for the Trust to determine the need for a Human Resources representative on appointment panels: the representative may, at the discretion of the Trust, be either a voting or non-voting member. It is essential that there is sufficient representation on the panel from the major specialities upon whose work the post will directly impinge. In all circumstances

it is essential that all reasonable efforts are made to secure sufficient representation.

3.4 Role of Independent Assessors

The Trust will decide as to the appropriateness of the use of assessors for any given post. Assessors will normally be used whenever specialist knowledge is not available within the Trust. Where a specialist assessor is required, their role is to advise as to which applicants are considered competent to perform the duties of the particular role. The Assessor should be external to the Trust and have appropriate professional qualifications (where necessary) and knowledge of the post being interviewed for. In exceptional circumstances, the assessor appointed may hold a grade equal to that of the post being filled.

The use of assessors is particularly useful in terms of ensuring relevant expertise is available as well as providing an additional level of objectivity. The assessor must ensure they have received appropriate training in recruitment and selection practices and be familiar with the Trust’s recruitment and selection procedures. Assessors do not normally have a voting right in the interview (except in the case of appointment panels for Consultants, where relevant) but will participate fully in the interview and should score applicants. Their role is to be present in an advisory capacity only. Assessors cannot be related to an applicant or act as a referee for any applicant.

3.5 Conflict of Interest

To avoid allegations of nepotism, panel members should not be related to any applicant. If such a situation arises, the panel chairperson must be informed and the panel member will not be able to participate in the selection process. Panel members should also give careful consideration to wider relationships; - in laws, close friends etc and should avoid participation on panels where their impartiality could reasonably be called into question.

3.6 Variations to Panel Constitution

In exceptional circumstances, it may be necessary to vary the membership of the panel. In such cases, approval must be sought from the Director of Human Resources. Details of the variation and the reasons which necessitate the change must be recorded on the Variation Pro Forma and forwarded to Employee Resourcing Section for inclusion in the recruitment file.

3.7 Shortlisting of Applicants

Shortlisting is the process whereby applicants are assessed by the recruitment and selection panel against the agreed criteria (as outlined in the Advertisement, Job Description and Personnel Specification), on the basis of the information contained in the application documentation only, in order to eliminate unsuitable applicants and

identify those candidates who meet the criteria for further assessment e.g. interview or other selection methods.

The selection panel will meet as soon as possible after the closing date for receipt of applications to carry out the shortlisting procedure. The selection panel will assess and rate all applicants against the essential criteria only. They will note any additional information required before or at interview and briefly note the reasons for not shortlisting each unsuccessful applicant. A shortlisting panel consists of the same voting members of the interview panel and will consider only the information provided in the application forms. The criteria for shortlisting must be based on the essential criteria in the job specification and set and recorded prior to viewing application forms and recorded on the relevant documentation. Panels should note that it may not be possible to shortlist against all the essential criteria, eg, must work well in a team, must have excellent oral communication skills etc. Such criteria should be probed via interview questions. When a panel seeks to enhance the criteria it should be taken directly from the desirable criteria (if used). Where a two stage process has been applied to further reduce numbers of applicants, this should be based on desirable criteria (if used) and the decision to use this should be taken before any shortlisting begins. If desirable criteria is being used, it should have been recorded on the personnel specification and the advertisement so that potential applicants are fully aware that desirable criteria may be used when shortlisting.

The decision of the panel regarding whether or not each applicant should be shortlisted will be clearly documented on the Proceedings at Shortlisting pro forma. The Chair of the panel will sign and date the documentation. The panel will also agree areas for assessment and questioning and ensure the essential criteria will be measured during the recruitment process at this stage. Where it is not possible or practicable to convene the full panel, the chairperson may carry out the shortlisting process with one other available panel member. However, when this occurs, all panel members must agree with this approach and have agreed the shortlisting in advance. All panel members must pay proper due diligence and care when reviewing detail contained in application forms. It is the responsibility of the Chairperson to ensure that the applicants are correctly shortlisted.

If there are any inconsistencies in the shortlisting process, then the Chairperson should liaise with each of the panellists to ensure agreement on who is shortlisted. The panel must consider and rigorously check equivalent qualifications provided in the application forms and where any information is unclear (for example, how qualifications in different countries compare to UK standards), then all panellists should revert to the Chairperson who may have to seek clarification from the Employee Resourcing Section.

On occasion, where it is deemed necessary to have an external representative on the interview panel – the external interview panel member may be involved in the shortlisting process. A record must be kept of the shortlisting process.

The panel will determine whether or not the selection procedure for this particular post will involve the need for selection aids. These aids may be used as a further short-listing stage of the selection process or as an additional aid for the interviewing panel.

The panel will also agree the interview date, time and venue, with adequate time between shortlisting and interviews. There should be at least seven standard days notice given to applicants unless the advertisement stated when the interview date was due to happen.

Candidates who have a disability (as defined by the Disability Discrimination Act 1995) declared on their application form and meet the initial shortlisting criteria set by the panel will automatically be selected for the next stage of the recruitment process and not subject to the introduction of further shortlisting criteria. (For further information on the disability, refer to the Part D; Section 4 of the Managers’ Resource Pack) Where an applicant has a disability, the Trust will make reasonable arrangements to facilitate their attendance at interview. It is the responsibility of the applicant to notify the Trust of any adjustments required.

Once the Employee Resourcing Section receives all completed shortlisting documentation from the panel, they will write to all applicants to inform them if they have been shortlisted or not.

Prior to examining the application forms the panel may decide to re-advertise the post if they consider that there has been an insufficient response. Also at this stage the panel will decide upon the shortlisting criteria to be used. All applicants who meet the shortlisting criteria will be invited to proceed to the next stage of the recruitment process. No new criteria will be introduced at this stage, although the desirable criteria may be applied if the number of applicants meeting the essential criteria is too large to interview within a manageable timescale. Discussion and agreement on this must happen prior to examining the application forms and be noted accordingly. 3.8 Late Applications Only applications submitted in time should be considered. Applications must be received by 4pm on the closing date. Envelopes will be retained with all late application forms. Late applications will only be accepted in exceptional circumstances such as a breakdown in postal arrangement. The decision on the acceptance of late application forms rests with the Employee Resourcing Manager or in his/her absence a nominated deputy. 3.9 Online Applications Applications for advertised positions will be accepted via a NIAS approved recruitment website. All applicants who apply via this route will be required to sign their application form prior to interview to ensure that the information contained in the application form is accurate. Those who fail to sign the application form may disqualify themselves from the recruitment process.

3.10 Faxed Applications Faxed application forms will be accepted prior to the closing time and date for applications. The duplicate original form must be sent to the Human Resources Department within seven days of the closing date otherwise the application will be rejected. 3.11 Curriculum Vitae’s (CV’S) CV’s will not be accepted under any circumstances. 3.12 Non Completion of Equal Opportunities Monitoring Form The non completion of an Equal Opportunities Monitoring Form will not disqualify an applicant in the shortlisting process. If an Equal Opportunities Monitoring Form is incomplete the Employee Resourcing Section will give the applicant an opportunity to fully complete the form prior to the formal interview. However, if an applicant refuses to complete the form by the interview stage the applicant will not be permitted to be interviewed for the post and the application will be rejected. 3.13 Declaration of Criminal/Driving Convictions Any declaration of a criminal / driving conviction(s) should be dealt with on an individual basis and would not automatically exclude an individual from appointment. Candidates will be allowed to progress through the recruitment and selection procedure and only when a post is to be offered should the conviction be considered as to its relevance to the post applied for. A meeting will be arranged between the candidate, the Chair of the Panel and the Employee Resourcing Manager to seek clarification on the conviction, if deemed appropriate. 3.14 Conflict/Political Convictions The Department of Health and Public Safety has issue guidelines for Public Sector employers in relation to the management of applicants who present with convictions which would be deemed “conflict/political convictions”. Those are convictions arising directly from the most recent period of conflict in Northern Ireland. Generally, they are offences listed in the relevant schedules to the various Emergency Provisions (Northern Ireland) Acts pre-April 1998. The guidance advises that employers should allow the candidate to progress through the recruitment and selection process (if they meet the essential criteria) and only when a post is to be offered should the conviction be considered as to its relevance to the post applied for.

3.15 Occupational Tests and Assessment Centres At the first meeting, the selection panel may decide to use tests either to provide a means of reducing a long shortlist to a smaller number for interview or as part of the final selection process. All tests will assess the candidate’s actual or potential ability to do the tasks relevant to the job, and will be evaluated in an objective and equitable manner. Candidates will be given the same tests under the same conditions, and be made aware of how the results will be used. Requests for any Occupational Testing or Assessment Centres shall be made through the Employee Resourcing Section. STAGE 4: INTERVIEW STAGE

4.1 Preparation for Interview

The panel should meet prior to the interview to prepare/confirm their interview questions and assessment methods if applicable. Panels should agree on a set of questions derived from the job description and job specification, which will form the basis of the interview with specific questions for each panel member. They should focus on determining interview questions which test the skills, experience, knowledge and competence of applicants and then rate each of the applicants against the answers they give to each question.

The Chairperson must ensure the questions are relevant to the position, are aimed at assessing the candidates in relation to the agreed criteria and at eliciting information which will assist the panel in selecting the best candidate for the job and which cannot be construed as potentially discriminatory under any of the legislative grounds.

Before commencing the interview, the Chairperson should ensure each of the panel members has seen a copy of the application forms, job description, personnel specification, agreed and prepared questions, names and times of interview, paper for recording answers and the marking sheet. In the interest of reducing paperwork, photocopies of all the documentation may not be necessary. However, it is important that all panel members have reviewed the applicant’s application form thoroughly and properly record and mark answers on the required forms.

All panellists must agree what questions are being asked, ensure they clearly understand the questions and expected responses, ensure they know who will ask what questions and in what order and be clear on how questions will be followed up through relevant probing etc.

The aim of the interview is to collect the information required to assess how well the applicant meets the specific requirements of the job. A secondary aim is to give the applicant information about the job and the Trust.

At the start of each interview, the Chairperson should introduce each panel member to the applicant, explain the purpose and structure of the interview to the applicant, and indicate that the panel will be taking notes. The applicant should be put at ease so he/she can answer questions to the best of their ability. This may involve asking an early ‘ice breaker’ question such as motivation for applying.

The panel must ensure that all applicants are questioned against the same selection criteria to ensure a fair and consistent approach, supplementary questions may arise if required to clarify issues, obtain further information or to explore areas that arise in the interview. The panel must actively listen and seek clarification and not make assumptions about an applicant’s capability to perform various aspects of the position under consideration. It is the responsibility of the Chairperson to ensure that some general questions, for example, gaps in their application form or incorrect referees are raised during the interview.

The applicant should also be invited to ask any questions relevant at the time of interview and will be advised about the time of the decision making and notification of the outcome of the process.

Confidentiality must be observed at all times. Anyone who breaches interview practices, for example, reveals interview questions to candidates prior to interview, will be subject to formal disciplinary action.

4.2 Selection Decision During the interviews, each panel member will take notes on the candidates’ responses to the questions. Each panel member is individually accountable for their assessment and must assess and mark all answers to all questions. Accordingly they must be familiar with the appropriate standard of response for all panel questions. At the end of each interview, each panel member will allocate marks to the candidate and record them on an assessment form previously agreed by the panel. The assessment form will set out the selection criteria from the personnel specification and the maximum number of marks to be awarded to each criterion. Immediately after all the interviews have been completed, the panel members will add up the marks awarded to each candidate and rank them. The selection of the most suitable candidate will be based on the ranking order. If the panel members have placed different candidates in first place, the panel will discuss the performance of the candidates and reach a decision. At this point, the panel may take account of the actual marks awarded for particular criteria. The assessments of each panel member will be recorded on a summary sheet, and signed by each panel member. In addition, the panel Chair will record all the recruitment and selection decisions, including the decision to place candidates on a reserve list on the Proceedings at Interview form. The Chair of the panel will ensure that all panel members sign this document. The panel may decide to establish a reserve list in order of merit. The candidate who is placed first on the reserve list will be offered the post if the choice candidate does not accept the post and so on. The panel may also wish to establish a waiting list in order of merit for any post/posts of the same job title and grade, permanent or temporary, as long as the post has been advertised accordingly.

Candidates will be informed if their name has been placed on a reserve/waiting list and the duration of that list. They will also be advised that they may apply for vacancies advertised in the organisation during the period of the reserve list. Waiting lists ideally will not be held for longer than 9 months. All panel members should be aware that any notes they make about any of the candidates may be discoverable under Freedom of Information legislation and any record keeping/ disclosure of information should be in compliance with data privacy legislation. Each panel member is equally accountable for the decision making process. Notes should be made about the discussions and process adopted and how the final decision was reached, so that information is available if a complaint or claim of unlawful discrimination is made.

4.3 Attendance at Work In making the final selection decision, the panel should be mindful of an applicant’s sickness record which may affect their ability to attend work. This specifically excludes maternity related illness. The panel should also be mindful of sickness absence which may relate to an applicant’s disability or for any other exceptional circumstance such as an ongoing condition which has been or is being resolved through treatment.

While it is accepted that absence due to illness may be unavoidable, the Trust places significant emphasis on attendance at work. In cases where an applicant’s sickness record is previously unknown to the Trust, it is important that the details that the applicant includes on their application form in relation to their sickness record are reviewed. The key is consideration of the pattern of sickness absence and the number of episodes rather than the length of individual episodes.

Where it is clear that the level of sickness absence is not satisfactory, the panel should not confirm the appointment until advice from the Employee Resourcing Section is sought. This may require support from Occupational Health if necessary. In all events, full detailed notes of any decisions taken on this basis should be recorded in writing.

4.4 Recruitment & Selection Documentation All documentation relating to the recruitment exercise, including handwritten notes will be kept securely by the Human Resources Department for a period of 3 years and in accordance with the Trust’s documentation disposal schedule. 4.5 Requests for Feedback/Information Verbal feedback will, where possible, be made available to applicants following request. Feedback should normally be provided by the Chairperson and another member of the Panel. The purpose of feedback is for developmental reasons. Therefore all feedback should be constructive and focus specifically on the interview performance of the particular candidate. It should cover what went well and what they could do to improve. Information regarding other candidates’ results or performance must be kept strictly

confidential and not divulged to the candidate. Comparisons between candidates must not be made. STAGE FIVE: POST APPOINTMENT STAGE

5.1 Offers of Appointment / References

No formal offer of appointment is made until the Trust is satisfied that the successful candidate has satisfactory references and the current/previous employer has been contacted. Any appointment offers will then be made by the Employee Resourcing Section and subject to the applicant having satisfactory references, passing application form checks, professional registration, qualifications, identity checks, driving licence checks and passing a pre-employment health assessment and vetting as required.

Successful candidates will be given a date and time for commencing their new role and a formal contract of employment will be issued once the appropriate documentation is received.

5.2 False Declaration

All applicants must be accurate and honest in their application forms and documentation. In the event that an applicant has been found to be dishonest in their application form or has not disclosed information which may be deemed serious, the Trust reserves the right to withdraw the offer and if the candidate has commenced employment, terminate the contract based on false or misleading information given.

5.3 Waiting Lists

Where appropriate, waiting lists will be maintained following interviews of candidates who reach the required standard. Waiting lists will expire after 9 months unless advertised for longer periods. Candidates who are offered a position and turn it down without acceptable reasons will move to the bottom of the list. Candidates who refuse two offers will have their names removed from the list.

5.4 Disclosure Certificates and Vetting

Applicants will be asked to complete the self declaration regarding any cautions, convictions or bind-overs in relation to ongoing referral to the ISA (Independent Safeguarding Authority) provisional listing. Where an individual is the subject of an investigation by the ISA, the offer of appointment will be held for no more than four weeks following the initial written offer. If the case remains pending at this stage, the conditional offer will be withdrawn. This is purely to meet service needs and in no way attributes any blame to the individual, nor does it debar the person from applying to the organisation again in the future.

Successful candidates appointed to positions as defined under the Safeguarding Vulnerable Groups (Northern Ireland) Order (SVGO) 2007 will be subject to the

appropriate Disclosure checks, which will be obtained in the form of an Enhanced Disclosure check through AccessNI.

Where there is any discrepancy between the contents of the disclosure certificate and the information declared by the applicant on their application form, the offer may be withdrawn. This is on the basis that the honesty and integrity of the individual has been called into question and is not related to the convictions/cautions held. However, before that decision is made, a meeting will be arranged with the Employee Resourcing Manager, the Chair of the interview Panel and the candidate to give them the opportunity to explain.

5.5 Identity Check

The Employee Resourcing Section will verify an applicant’s identity by requiring them to produce identification documents, a copy of which is retained on their personal file. They will also check any professional registration and qualifications that are listed as essential criteria on the job specification.

5.6 Professional Registration/Qualifications

The Employee Resourcing Section will carry out checks on professional registration and qualifications that are listed as essential criteria in the job specification. A copy of the applicant’s qualification certificates and a print out from the professional bodies website will be retained on their personnel file.

5.7 References

Reference requests will be issued prior to interview for all shortlisted applicants who wish their referees to be contacted at this stage. The Trust normally requires candidates to provide at least two referees (one of which has knowledge of the applicant’s present work and be in a supervisory or managerial capacity). In addition to the named referees, the Trust will always seek a reference from the last HSC/NHS employer and also reserves the right to seek additional references where relevant. It is preferred that referees are not normally a member of the applicant’s interviewing panel. The only exception is where the panel member is the only individual in a position to comment on the applicant’s current work.

References should only be considered after the assessment procedure has been completed and the panel has come to a decision regarding the successful applicant(s). References should not be used by interview panels as a means of deciding between two or more candidates, as to who is appointed. This would allow subjective information from someone who is outside the selection process, to influence the final decision.

5.8 Rehabilitation of Offenders

The Rehabilitation of Offenders (Exceptions) Order (NI) 1979 provides inter alia that for the purposes of employment in the HSC a conviction may never be regarded as spent. This is brought to the attention of all applicants. Applicants are advised that a conviction does not necessarily debar them from obtaining employment. However, where this

would pose a significant risk, the panel are free to take this into account in their final decision.

Where the successful candidate has declared a conviction the panel should consider the details and relevancy to the post for which they are being considered. Panels should be mindful that disclosure of a conviction does not debar a candidate from appointment, however where this would pose a significant risk the panel are free to take this into account in their final decision.

In these cases, it is important to consult with the Employee Resourcing Section. It is good practice that the chair of the panel along with the Employee Resourcing Manager, discusses the issue with the applicant to find out more information about the offence(s) so they can make a better judgement on whether it is relevant to the post being filled before making a final selection decision.

5.9 Alert List

The Trust maintains an “alert” database which contains details of individuals whose performance or conduct may place patients or staff at serious risk. The Employee Resourcing Section check the alert letter database prior to forwarding a final offer to ensure the applicant is not the subject of an alert.

5.10 Pre-Employment Medical Checks The Trust has a dedicated occupational health service department which works to ensure that the applicant is fit and able to carry out their new role and can advise and assist management with any recommendations to ensure the employee’s health and wellbeing is catered for.

The primary purpose of the pre-employment medical checks, managed by the occupational health department, is to assess an applicant’s fitness for a particular position or occupation with regard to the requirements of that post and the applicant’s ability to carry out a safe and effective service in their new role.

Pre-employment medical questionnaires can help ensure that the applicant can perform tasks effectively, detect a potential disability that may affect the employee or a co-employee, help determine if the job poses any health risks and advise if any job restrictions or reasonable accommodations are required.

The benefits of a pre-employment check include assistance in the facilitation of a good person/job match and meets health and safety best practice.

If the applicant is a current employee of the Trust and the Chairperson of the panel confirms there is no change of risk between their current job and the one that they have applied for, then a pre employment health assessment may not be required.

Those staff moving to the operational posts within NIAS will be required to undertake a full Health Assessment (for example those staff moving from the Patient Care Service to the Accident & Emergency tier).

5.11 Changes/Variations to the Recruitment & Selection Procedures Only in exceptional circumstances will it not be possible to adhere to these procedures. In such situations the procedures may be changed provided that the change(s) do not conflict with the underlying principles i.e. an open approach to people and their differences and appointment on the grounds of merit. Any change/variation must be agreed with the Employee Resourcing Manager and/or the Director of Human Resources and a variation order completed and placed onto the recruitment file. 5.12 Complaints Process in relation to Recruitment and Selection

The Trust recognises that from time to time individual applicants, normally those unsuccessful in their application, may feel there is a need to raise a complaint about some element of the process.

As the Trust’s Grievance procedure is not appropriate for handling of complaints arising from the Recruitment & Selection process, there is a separate Trust Complaints Procedure which sets out how an individual can raise any issue of concern in a constructive manner.

5.13 Evaluation and Review In view of its responsibility the Human Resources Department will regularly appraise and examine other selection procedures to satisfy itself that the Trust Policy remains relevant. In the event of the Trust having to adopt a process which is at variance with these procedures, a written record will be taken by the Employee Resourcing Manager outlining the reasons for any variation and details of alternative procedures adopted.

RECRUITMENT AND SELECTION POLICY

POLICY STATEMENT

The Northern Ireland Ambulance Service is committed to appoint the best suitable person to each vacant post. Recruitment and selection will be conducted to ensure equality of opportunity to all applicants. Selection will be made only on the basis of suitability for the post, the merit principle will apply. The Northern Ireland Ambulance Service will follow best practice in recruitment and selection. The Trust will ensure that everyone involved in the selection process is properly trained so that they can apply the procedure effectively, consistently and fairly. KEY PRINCIPLES Recruitment will be carried out systematically and objectively. Advertisements should be designed and placed to attract as wide a group of suitably qualified applicants as possible. Selection will be based solely on merit measured against clear, precise objective criteria. This will be based on the essential and desirable specification for the post with reference to abilities, experience, qualifications and qualities required for the post. The nature and level of these requirements will be justifiable and appropriate to the job. The selection criteria will be applied fairly and consistently when shortlisting, at interview and throughout the selection process. Candidates, at each stage of the process, will be given an equal chance to demonstrate their abilities or potential abilities. The same standards will be applied to all. The assessments and decisions at the shortlisting, interviewing and selection stages will be properly recorded and securely retained for at least 3 years from the date of appointment. Each new selection process will be treated individually. Information provided by an applicant during a previous recruitment exercise will not be considered unless there are exceptional circumstances and this has been specified in writing to applicants. Confidentiality will be assured at every stage of the recruitment and selection process. Members of selection panels will not discuss applicants outside panel meetings. All information on applicants will be kept in a secure and confidential manner.