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Recruitment & Selection by ICC13Rl

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									                  Recruitment and Selection
                      Code of Practice

The Council’s Recruitment and Selection policy provides generic guidance for those with responsibility for
undertaking recruitment. It should be noted that when undertaking recruitment and selection for posts with
direct responsibility for children and young people or responsibility for services to children reference should
be made to Children’s Services Safer Recruitment guidance.

This can be found on the Intranet under Directorates>Children’s Services>Documents>Personnel
Policies>Recruitment and Selection Procedure for Schools or through the following link
http://cityweb/directorates/education/personnel/recruitment-selection06.pdf

Additionally, anyone recruiting to posts that provide services to children must complete Children’s Services
Safer Recruitment Training; this is in addition to the council’s Recruitment and Selection Training. Details of
Safer Recruitment Training can be obtained from Children’s Services Workforce Development Team.

The Department for Children, Schools and Families (formerly know as the Department for Education and
Skills), published detailed guidance on Safeguarding Children and Safer Recruitment in Education which
became effective in January 2007. Copies can be downloaded free from teachernet.gov.uk through the
following link http://publications.teachernet.gov.uk/eOrderingDownload/Final%206836-
SafeGuard.Chd%20bkmk.pdf




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January 2004 Rev (3) July 2007(LC)                  Recruitment and Selection
Contents
1.     Introduction .............................................................................................................. 5
  1.1 Why is it important? ................................................................................................. 5
  1.2 Good Practice .......................................................................................................... 5
  1.3 Eliminating Discrimination ........................................................................................ 5
  1.4 Two Ticks Disability Symbol .................................................................................... 7
  1.5 Race Relations (Amendment) Act 2000 ................................................................... 7
  1.6 Positive Action ......................................................................................................... 7
  1.7 Genuine Occupational Requirement ........................................................................ 8
  1.8 Contractors and Employment Agencies ................................................................... 8
  1.9 Criminal Records – The New System of Disclosure ................................................ 8
  1.10 Retention of Documentation and Data Protection ................................................ 9
  1.11 Monitoring ............................................................................................................ 9
  1.12 Unsolicited Applications ..................................................................................... 10
  1.13 Who is responsible for following the Code? ....................................................... 10
2.     Decision Making .................................................................................................... 11
  2.1 Appointments ......................................................................................................... 11
  2.2 Delegation ........................................................................................................... 11
3. The Recruitment Process ............................................................................................. 12
4.     Receiving an Employee’s Resignation ................................................................... 13
5.     Job Analysis ........................................................................................................... 15
6.     The Job Description ............................................................................................... 16
  6.1 Why have a Job Description? ................................................................................ 16
  6.2 What should be in the Job Description (See Appendix 2). ..................................... 16
  6.3 How else can Job Descriptions further the Council’s Equal Opportunities Policy? 17
7.     The Person Specification ....................................................................................... 19
  7.1 What is a Person Specification? (See Appendix 3). ............................................... 19
  7.2 When is it drawn up? ............................................................................................. 19
  7.3 Who draws it up? ................................................................................................... 19
  7.4 Essential Requirements. ........................................................................................ 19
  7.5 How Do We Draw It Up? ........................................................................................ 21
  7.6 What to Guard Against in Completing The Person Specification ........................... 24
8.     Application Pack .................................................................................................... 26
  8.1 Application Pack .................................................................................................... 26
  8.2 Talking to Potential Applicants ............................................................................... 26
  8.3 Application Form (See Appendix 6) ....................................................................... 26
  8.4 Alternative Formats ................................................................................................ 27
9.     Advertising ............................................................................................................. 28
  9.1 Choice Of Medium ................................................................................................. 28
  9.2 Internal Jobs Circular ............................................................................................. 29
  9.3 Internet and Intranet .............................................................................................. 29
  9.4 Job Centre Plus/Connexions ................................................................................. 29
  9.5 peoplefirst .............................................................................................................. 30
  9.6 Community Groups ................................................................................................ 30
  9.7 External Press ....................................................................................................... 30
  9.8 The National Press ................................................................................................ 30


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 9.9 The Trade Press .................................................................................................... 30
 9.10 The Local Press ................................................................................................. 30
 9.11 Deadline ............................................................................................................. 31
 9.12 Guidance For Writing Job Advertisements ......................................................... 31
 9.13 Evaluation .......................................................................................................... 33
 9.14 Standard Items for Inclusion ............................................................................... 33
 9.15 Further Advice .................................................................................................... 34
10.   Planning Your Selection Event .............................................................................. 35
 10.1 Planning ............................................................................................................. 35
 10.2 Senior Posts ....................................................................................................... 35
 10.3 Considerations ................................................................................................... 35
11.   Assessing The Applicants ...................................................................................... 36
12.   Assessment Methods............................................................................................. 38
 12.1 The Interview ...................................................................................................... 38
 12.2 Psychometric Testing ......................................................................................... 38
 12.3 Work Sampling ................................................................................................... 38
 12.4 Advanced Interview Techniques ........................................................................ 39
 12.5    Presentations ................................................................................................... 39
 12.6     Leaderless Group Discussion ......................................................................... 39
 12.7     Quality Assurance Process ............................................................................. 39
13.   Shortlisting ............................................................................................................. 41
 13.1 How to Shortlist .................................................................................................. 41
 13.2 Shortlisting Candidates with Disabilities ............................................................. 41
 13.3 Unsuccessful Candidates ................................................................................... 41
14.   Preparing for the Selection Events and Interview .................................................. 42
 14.1 Informing the Shortlisted Candidate ................................................................... 42
 14.2 Administration for the Selection Event................................................................ 43
 14.3 Preparing the Questions For the Interview ......................................................... 44
 14.4 The Venue.......................................................................................................... 44
 14.5 Specific Impairments .......................................................................................... 44
15.   The Interview ......................................................................................................... 46
 15.1 The Interview Structure ...................................................................................... 46
 15.2 Please note the following ................................................................................... 47
 15.3 Taking Notes in the Interview ............................................................................. 47
 15.4 The following questions must not be asked: ....................................................... 47
 15.5 Interviewing People with Disabilities................................................................... 47
 15.6 Remploy Interwork ............................................................................................. 48
16.   Reaching a Decision .............................................................................................. 49
 16.1 Candidates with Disabilities ................................................................................ 49
 16.2 Possible Difficulties ............................................................................................ 49
17.   References ............................................................................................................ 51
 17.1 The Purpose of a Reference .............................................................................. 51
 17.2 When reading a reference consider that the referee: ......................................... 51
 17.3 When asking for a reference you should therefore: ............................................ 51
 17.4 Telephone References ....................................................................................... 51
 17.5 Using a Reference.............................................................................................. 52
18.   Feedback ............................................................................................................... 53


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January 2004 Rev (3) July 2007(LC)                           Recruitment and Selection
 18.1 Responding to Requests for Feedback .............................................................. 53
 18.2 Why do some people want to know? .................................................................. 53
 18.3 Who should give the Information? ...................................................................... 53
 18.4 What Information should be given? .................................................................... 53
 18.5 Psychometric Tests ............................................................................................ 53
 18.6 How should the Information be given? ............................................................... 54
19.  Making an offer of Employment ............................................................................. 55
20.  The Induction Process ........................................................................................... 59
 20.1 Effective Induction .............................................................................................. 59
 20.2 New Starters with a Disability ............................................................................. 59
21.  Further Sources of Information and Support .......................................................... 60
 21.1 Personnel Services ........................................................................................... 60
 21.2 ‘Workline’, Social Services Directorate ............................................................... 60
 21.3 Employment Services......................................................................................... 60
 21.4 Disability Employment Advisor ........................................................................... 60
 21.5 Remploy ............................................................................................................. 61
Appendix 1 - Sunderland City Council Exit Questionnaire ................................................ 62
Appendix 2 – Sunderland City Council – Example Job Description .................................. 64
Appendix 2 – Sunderland City Council – Example Person Specification .......................... 66
Appendix 3 – Sunderland City Council – Equal Opportunities in Employment Policy ....... 68
Appendix 4 - Planning your Selection Event – Action Plan (Example) ............................. 69
Appendix 5 – Sunderland City Council - Standard Application Form ................................ 71
Appendix 6- Sunderland City Council - CRB Application Form......................................... 72
Appendix 7 – Request for Advertising .............................................................................. 73
Appendix 8 – Short Listing Form ...................................................................................... 74
Appendix 9 – Interview Notes Form.................................................................................. 75
Appendix 10 – Presentation Assessment (Example) ........................................................ 76
Appendix 11 – Candidate Assessment Form ................................................................... 77
Appendix 12 – Candidate Assessment Ranking Form ..................................................... 78
Appendix 13 – Request for Reference - Letter ................................................................. 79
Appendix 14 – Reference Request Form ......................................................................... 80
Appendix 15 – Education Reference ................................................................................ 81
Appendix 16 - Procedure for Preventing Illegal Working .................................................. 82
Appendix 17 - Induction Checklist for Managers/Supervisors of New Employees ............ 87
Appendix 18 – Medical Questionnaire .............................................................................. 93
Appendix 19 – Pre Employment Health Screening ........................................................... 98




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January 2004 Rev (3) July 2007(LC)                        Recruitment and Selection
1.    Introduction
      Code of Practice -Recruitment and Selection

1.1   Why is it important?

      This Code of Practice on recruitment and selection exists in order to ensure that as
      a Council we are appointing the best person for the job, that we are eliminating
      unlawful discrimination and ultimately improving the Council’s services to the
      public. The Code explains what should happen at each stage of the recruitment
      process, from resignation to induction.

      The Code is to help managers, our service users, job applicants and Sunderland
      City Council:-

         Managers - are people with responsibility for recruiting a new member of staff
          to get the right person for the job.

         Our Service Users - to receive quality services from well selected employees.

         The Job Applicant - to ensure that they are treated fairly and with respect.

         Sunderland City Council - to ensure that as an organisation we are recruiting
          top quality employees.

      The Code must be adhered to by all employees involved in recruitment and
      selection, for any job in the employ of the Council irrespective of the nature of the
      job.

1.2   Good Practice

      The Code aims to:

      Promote a planned, objective approach to the recruitment of employees.

      Make recruiters think clearly about what knowledge and skills will be needed to do
      the job.

      Help people to assess objectively whether or not a candidate can meet the
      requirements of the job.

1.3   Eliminating Discrimination

      The Council seeks to be an Equal Opportunities Employer and has adopted an
      Equal Opportunities Policy and is working with the Equality Standard for Local
      Government in both service delivery and employment in order to eliminate


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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
      discriminatory practices. It is unlawful to discriminate against someone in
      employment on the grounds of:

             Age (chronological or perceived)
             Race
             Colour
             Ethnic or National Origin
             Gender and gender re-assignment
             Marital Status
             Disability
             Sexual Orientation
             Religion or Belief

      You can discriminate in three ways:

      Direct Discrimination
      Treating someone less favourably than another person in comparable
      circumstances because of their age (chronological or perceived), gender, race,
      disability, religious belief, sexual orientation or age, and disregarding their ability to
      do the job. (e.g. not appointing a woman for a job because she is married). This
      definition also covers situations where an individual is discriminated against
      because of a perception of his or her sexual orientation or religious belief.

      Indirect Discrimination
      Applying a provision, criterion, practice or requirement, which applies to everyone
      but a member of a specified group would be put to a particular disadvantage and
      the provision, intention or practice cannot be justified. This definition includes not
      only formal conditions but also informal working practices, which cannot be
      justified. (E.g. requiring a Catering Manager to be over 5’8’’ tall as some equipment
      is stored at a high level. Fewer women would be able to meet this requirement
      than men, and the condition cannot be justified as the person under 5’8’’could use
      a step ladder.)

      Instructions to Discriminate
      When using agencies as part of the recruitment process it is also important to
      remember that no assumptions should be made about suitability for a particular job,
      e.g. it would be unlawful to specify men only.

      Disability
      Under the Disability Discrimination Act 1995 it is unlawful to treat an individual
      differently purely on the grounds that they have a disability, without any
      consideration of that individual’s abilities, or without making a reasonable
      adjustment for that individual. There is a duty under the act for employees to make
      reasonable adjustments to working conditions or the job. If an adjustment is
      “reasonable” then not implementing it will not be justifiable. However the Council is
      not able to treat a disabled person more favourably than a non-disabled person
      (other than by making a reasonable adjustment) because of the requirements to


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January 2004 Rev (3) July 2007(LC)          Recruitment and Selection
      appoint on merit. The Code of Practice will be pointing out areas of possible
      discrimination against people with a disability and how we can overcome them.

Who can be discriminated against?
         Job applicants
         Employees
         Contract workers
         Ex-employees

1.4   Two Ticks Disability Symbol

      It is recognised that people with disabilities can often face specific barriers that
      make it difficult to apply for and gain employment. Although Sunderland City
      Council already realises that these barriers can be unfair and unlawful, it is
      important for us to also be proactive in promoting our commitment to disability. We
      are therefore a recognised “Two Tick Disability Symbol” user. This is a standard
      that aims to remove such barriers and allow people with disability to compete for
      jobs on a level playing field.

      This code of practice takes account of the specific actions necessary, within the
      recruitment process, to demonstrate our commitment to the Two Ticks Disability
      Symbol.

      We also realise that barriers can exist for people with a disability once they are in
      employment. We are therefore equally committed to supporting disabled people in
      the workplace, and have provided a specific guide for managers explaining how to
      support disabled people in the work place. For a copy of this guide, please contact
      Corporate Personnel Services on 553 1755, or e-mail
      askpersonnel@sunderland.gov.uk.

1.5   Race Relations (Amendment) Act 2000

      The Race Relations (Amendment) Act imposes a duty on the Council to promote
      equality of opportunity and good race relations in relation to policy and service
      delivery and employment. We believe that by being positive about equal
      opportunities, and promoting this in our recruitment process, we can help work
      towards achieving a diverse workforce that represents and reflects our community.

1.6   Positive Action

      You cannot positively discriminate in favour of one group over and above the next.
      There are, however, limited exceptions allowing discrimination in training or
      encouragement to apply for particular work in which members of the relevant age,
      sex or racial group or people with disabilities are under-represented in the
      workforce. For example, an employer in whose organisation young people were
      under represented to advertise in press targeted at such an age group provided
      that it also welcomed and considered applications from other sources. This needs
      to be supported by workforce data and is known as positive action. The Council is
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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
      looking to develop its collection and analysis of workforce information to focus
      initiatives to enable barriers to employment for particular groups to be reduced.
      Positive action is also permitted where people of a particular religion or belief or
      sexual orientation are under represented in the workforce. Clearly, under-
      representation in the workforce of people of a particular religion or belief, or sexual
      orientation is far more difficult to measure; therefore such positive action activities
      can be based on what employers believe to be the case.

1.7   Genuine Occupational Requirement

      There is the provision for restricting certain posts to those of a particular age, sex,
      race, etc, if there is a genuine occupational requirement. For the majority of the
      Council’s jobs this will not be applicable however, for further information please
      contact the Personnel Service either through your Directorate HR Manager or by
      contacting askpersonnel@sunderland.gov.uk

1.8   Contractors and Employment Agencies

      The individual recruitment of contract or agency workers is the responsibility of the
      respective company or agency. As agency workers will be carrying out work on
      behalf of the Council, we should be satisfied that such companies are acting
      lawfully and fairly in the recruitment of their workers. This should be assessed and
      specified in the terms of their contract with the Council.

1.9   Criminal Records – The New System of Disclosure

      The Disclosure System, which is administered by the Criminal Records Bureau,
      has replaced the old police checking process for checking criminal records. The
      purpose of it is to help identify candidates who may be unsuitable for work with
      children or other vulnerable people.

      The Disclosure Service offers checks on records held by the Police, Department of
      Health (DH) and Department for Education and Skills (DfES). Three levels of
      disclosure are available. A standard or enhanced disclosure can only be sought in
      respect of posts that fit into one of the categories which are exempt from the
      Rehabilitation of Offenders Act 1974.

      If the post you are recruiting to is subject to a Disclosure then the standard
      application Form 2 must be used which seeks information about the applicant’s
      criminal record. A disclosure can then be obtained once the successful candidate
      has been selected.

      The Council must comply with the CRB’s Code of Practice on the case of
      Disclosure information. The Council’s policy on the employment of ex-offenders is
      currently under development. For further information about the Disclosure Service
      and the employment of individuals with criminal records please contact the
      Personnel Service either through your Directorate HR/Personnel Manager or via
      askpersonnel@sunderland.gov.uk.
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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
1.10   Retention of Documentation and Data Protection

       The Council is fully committed to its obligations under Data Protection legislation
       relating to recruitment and selection. All documentation relating to the recruitment
       to a particular post e.g. job description, person specification, advert, applications
       received, planning documents, interview notes, candidate assessment forms, test
       results etc. will be kept safely and securely for the relevant period detailed below:

           Job Descriptions and Person Specifications for the advertised post must be
            retained for at least 6 years following the termination of the successful
            candidate. After this time they can be destroyed.

           The application form, interview notes and references for the successful
            candidate should also be retained for 6 years following termination of
            employment. After this time they can be destroyed.

           The applications forms, interview notes and references for the unsuccessful
            candidates should be retained for 8 months from the time the vacancy was
            filled. Managers must screen records prior to destruction.

       The timescales detailed above must be adhered to except where the documents
       are the subject of a legal challenge or there is a legitimate business reason to
       retain the information. Relevant information will be transferred to the successful
       candidate’s employment record, either to form the basis of the individual’s personal
       file or to be added to an existing one. It is recognised that they may be needed to
       justify an appointment decision in the event of a dispute or be requested as part of
       a subject access request under the Data Protection legislation.

       All personnel involved in handling any part of the application form, must be made
       aware of the need to treat the information with the strictest of confidence.
       Application forms and the proceedings of interviews and other selection methods
       are strictly confidential. Application forms must not be left lying around and must
       only be read by the shortlisting / interviewing panel. Committee Agendas
       containing application forms should not be circulated beyond the appointments
       panel.

       Unauthorised disclosure of any personal information on the application form will be
       considered a disciplinary matter, and could be considered gross misconduct.

1.11 Monitoring

       The Council’s application forms contain an equal opportunities monitoring form.
       This information will be used for monitoring purposes and compiling performance
       information for the Council including monitoring the application of the Code of
       Practice.



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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
1.12   Unsolicited Applications

       Any unsolicited applications, which are typically made by sending a speculative
       letter or e-mail should be acknowledged and the individual advised of where they
       can access the Council’s vacancies.


1.13   Who is responsible for following the Code?

       Everyone involved at any stage of the recruitment procedure is personally
       responsible for following the Code of Practice and acting within the Equal
       Opportunities Policy. Only those employees who have received the appropriate
       training are authorised to participate in recruitment.

       Any person applying for a job has a right to take up a complaint of discrimination
       against the Council. You may be asked to justify and explain your recruitment
       decisions at an Employment Tribunal. Unlimited compensation awards can be
       made to people who have been unfairly discriminated against.




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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
2.    Decision Making

      Responsibility for the shortlisting and appointment of employees of the Council is in
      accordance with the Council’s Constitution as follows:-

2.1   Appointments

      (i)     Full Council

              The Council will approve the appointment of the Chief Executive (Head of
              Paid Service) following the recommendation of the Council’s Personnel
              Committee.

      (ii)    Personnel Committee

              Personnel Committee will appoint all Chief Officers and Deputy Chief
              Officers of the Local Authority in accordance with Section 8 Part 4 of the
              Council’s Constitution.

      (iii)   Chief Officers

              Shortlisting and appointment to all posts not covered by the above will be
              subject to the following:-

              (a)   all such appointments can be financed from within current Directorate
                    estimates; and

              (b)   all such posts graded above SCP 11 or equivalent being contained
                    within the official Directorate establishment, as maintained by the
                    Assistant Chief Executive (Organisation Development).

2.2   Delegation

      Chief Officers may delegate responsibility for recruitment and selection to various
      categories of post to authorised, trained employees in accordance with the
      relevant Directorate delegation scheme.




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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
                                          3. The Recruitment Process

                             New Post                Vacancy                        Resignation


                                                                                    Exit Questionnaire/Discussion See
                                                   Job Analysis
                                                                                                  Section 4
                                                   See Section 5



                                                Design Job Description
                                                     See Section 6




                                 Determine Person Specification and Selection Methods
                                                See Sections 7 and 12



                                        Design Application Pack See Section 8



                      Clarify who is responsible for advertising and co-ordinating the recruitment and selection
                      process – See Section 10

                      Confirm shortlisting and interviewing panel other expertise e.g. occupational testing



                           Agree advertising, closing date, dates for shortlisting, occupational testing, interview
                                                           See Sections 9 and 10




                                                      Advertise



                                                     Assessment
                                                    See Section 11




                                                     Shortlisting                            Seek references
                                                    See Section 13                            See Section 17


                                                   Selection events
                                                 -testing
                                                 -interviews
                                                See Sections 14 and 15


                                                      Decision                                          Failure to select a
                                                    See Section 16                                      candidate


       Selected candidate – check references, pre-employment health screening. Other checks if relevant e.g. disclosure
                                                       See Section 19


                                                                                          Induction
Inform unsuccessful candidates
                                                         Appointment                   See Section 20
        See Section 18



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January 2004 Rev (3) July 2007(LC)                         Recruitment and Selection
4.    Receiving an Employee’s Resignation

      When an employee resigns it is helpful to find out why he or she is leaving. These
      reasons may give us valuable information about the Organisation and lead to a
      review and improvement of our policies and practices. As a first step the employee
      should complete an exit questionnaire (See Appendix 1). This should be followed
      up with an exit interview with an appropriate manager, if the employee is agreeable
      to this. This will normally be the Line Manager, unless there is a reason why this
      would be inappropriate. All employees who resign from their post should be asked
      to complete an exit questionnaire, including those employees who are staying with
      the Council but maybe moving to another Service or Directorate.

           1.     To discover the person’s true reasons for leaving the job with a view to
                  taking any required action to prevent others leaving for the same
                  reasons.

           2.     To secure the employee’s goodwill, to retain the Council’s reputation
                  and wish the employee well for the future.

      Planning for the Exit Discussion
            1. Decide with the individual who is the best person to carry out the
                 discussion.

           2.     Check employee’s employment records to ensure that you have all
                  essential information that you need.

           3.     Book a room for the interview ensuring that the meeting is conducted
                  in privacy with no interruptions.

           4.     Let the person know the purpose of the discussion.

           5.     Plan your questions.

      The Discussion Itself

      A sympathetic and sensitive interviewer may be able to obtain a great deal of useful
      information. The following areas should be covered:

           1.      Training and development opportunities.

           2.      The management and supervision of the employee.

           3.      Working relationships within the team.

           4.      The environment in which the work is carried out.


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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
           5.     The way in which the work is organised.

           6.     Salary and grade.

           7.     What opportunities the new position gives the employee that were not
                  available within their current job.

           8.     Any other areas that have affected the employee at work which they
                  would wish to talk about e.g. personal needs and circumstances.

          Remember that the exit discussion is an ideal opportunity to thank the
          employee for their contribution and to wish them well for the future.




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January 2004 Rev (3) July 2007(LC)      Recruitment and Selection
5.    Job Analysis

      When a vacancy occurs resist the temptation to rush out and fill the vacancy. The
      post should be examined carefully.

      A study of the post will need to be carried out by the person responsible for filling
      the post, usually the line manager, in consultation with:

       1.      The supervisor directly responsible for the post.

       2.      The person leaving (use the information from the exit discussion).

       3.      Other employees in similar posts (may be helpful).

      Consider the Following

        *      Need the vacancy be filled?

       *       Can the job be combined with others or tasks re-allocated to make
                     the best use of employees?

        *      Is the grading still appropriate?

        *      Is the designation appropriate?

        *      Have the duties/responsibilities changed?

       *      Have changing work patterns, organisational needs or technology
              produced a different job.

        *      Has the relationship with other posts changed.

        *      Can the job be done on a part-time or job share basis.

        *      Does the job have a high staff turnover - can anything be done about this?

       *      Does the job involve working with children or vulnerable adults and require
              a Disclosure.




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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
6.    The Job Description

      Every job must have a Job Description. The purpose of the job description is to
      describe the main tasks and duties of the job.

      If a vacancy arises the Job Description must be reviewed to ensure that it is
      accurate and up-to-date.

6.1   Why have a Job Description?

      1.    Job holders know what is expected of them.

      2.    It is used as a basis for assessing what knowledge and skills are needed for
            the job.

      3.    Job applicants have a clear idea of the job.

6.2   What should be in the Job Description (See Appendix 2).

      1.    An accurate Job Title and Grade.

      2.    Location of work.

      3.    Directorate and Service.

      4.    Who the post holder is responsible to and for.

      5.    The purpose of the job.

                   * A short statement which states what the job is intended to achieve.

      6.    The principal responsibilities of the job.

                   * This should cover only the key areas.

      7.    The main duties of the job.

                    * The tasks and activities that the jobholder will need to carry out to
                      achieve the purpose of the job.

      8.    The need to adhere to the Council’s Policies and specifically the Equal
            Opportunities Policy, Health and Safety Policy and the Code of Conduct.

      9.    The need to comply with the Freedom of Information Act 2000 in relation to
            the management of Council records and information.


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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
      10.   The need to comply with the Data Protection Act 1998 and the principles
            enshrined within it in respect of personal information held by the Council.

      11.   Certain posts will require specific reference to be made to particular policies
            for example where a post has financial responsibilities the job description
            should specifically refer to the Financial Procedure Rules/Contract
            Procedure Rules.

      12.   The following statements must be included in all job descriptions: -

                  “The postholder must carry out his or her duties with full regard to the
                   Council’s Equal Opportunities Policy”.

                  “The postholder must act in compliance with data protection principles
                   in
                    respecting the privacy of personal information held by the Council”.

                  “The postholder must comply with the principles of the Freedom of
                   Information Act 2000 in relation to the management of Council
                   records and information”.

                   * This is designed to make it clear to every employee that this is a
                     condition of service and must accompany all job descriptions.

      13.   Specific reference should also be made to the need to ensure compliance
            with the Council’s Health and Safety Policy rules, regulations and legislation,
            both on an individual and collective basis.

      14.   The date that the Job Description was drawn up, and the name of the
            Author.

6.3   How else can Job Descriptions further the Council’s Equal Opportunities
      Policy?

      1.    For every managerial or supervisory post the job description should specify
            that the Equal Opportunities Policy should be adhered to in their teams.

      2.    Job descriptions for Chief Officers’ and senior managers’ posts should
            specifically state the postholder’s responsibility for the implementation of the
            Equal Opportunities Policy in employment and service delivery.

      3.    Where contact with the public is involved, the job description should spell out
            that all members of the public are to be treated with equal respect.

      4.    Particular care needs to be taken when drawing up a job description to
            ensure it does not lead to unfavourable treatment of disabled candidates or
            potential candidates.

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      5.    A disabled person does not need to have applied for a post in order to bring
            a case of discrimination in relation to a job description. It is important to
            ensure that a distinction can be made between essential tasks (essential for
            holders of the particular job) and those, which are minor or marginal (and are
            therefore open to adjustment if necessary), in the event that adjustments
            need to be considered.

      6.    The aim is to make the job description an accurate picture of the duties of
            the job, in which each essential element can be justified by reference to the
            purpose of the job. Wherever possible the job description should specify the
            outputs required from the post holder, rather than the method to be adopted.
            A disabled person may be able to produce the outputs using alternative
            methods.




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7.    The Person Specification

7.1   What is a Person Specification? (See Appendix 3).

      It is a list of the essential skills, knowledge, experience, qualifications etc., which a
      person must have in order to do the job. It is used to assess the candidates, so for
      each individual essential requirement there is a specified method of assessment,
      for example application form, psychometric test, work test.

7.2   When is it drawn up?

      The person specification must be drawn up after the job description is agreed and
      prior to the advert being written.

      If a person specification already exists, it should be reviewed.

7.3   Who draws it up?

      The immediate supervisor or the line manager must be involved in drawing up the
      person specification. If they have not been involved in drawing up the person
      specification all members of the shortlisting / interviewing panel should be briefed
      on the contents of the person specification as well as the job description prior to the
      interview. Unless all the panel know what is on the person specification,
      understand it and agree with it, individual panel members are all likely to use
      different criteria for assessing candidates.

7.4   Essential Requirements.

      Any criterion contained in the person specification must be strictly relevant to the
      job.

      The Council’s pro-forma Person Specification (Appendix 3) allows only for
      Essential Requirements, i.e. if a person was appointed to the job and did not satisfy
      one of the requirements, they would not be able to do the job.

      This is especially important when looking at qualifications and experience. When
      stating a particular qualification as an essential requirement it is worth asking –

      “Is it true that nobody could do this job unless they have this particular
      qualification?”

      The answer may well be no.
      It is then worth asking:-

      “What would a person without this qualification need to have in order to do the job?
      Particular skills? Certain experience?”

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      Over-emphasis on qualifications and experience can seriously mislead a selection
      panel to place greater importance on these instead of on the skills and abilities,
      which, though more difficult to assess, are the prime requirements.

      Restrictive requirements are not only contrary to the Council’s equal opportunities
      policy - they may also be indirectly discriminatory and therefore unlawful.

      All of the requirements on a person specification should be measurable. It should
      be possible to determine whether a candidate does or does not meet the
      requirement. Vague statements such as “good attitude towards the public” should
      be avoided. Panel members should decide what “good attitude” means. Does it
      mean it is essential that the postholder should demonstrate “a clear understanding
      of the needs of local residents?”

      It is completely acceptable for a person specification to state as a minimum
      requirement one of a series of alternatives:

      “a person would need this, or this or this” in order to be able to do the job.

      A person specification is a key tool in the process of matching the right person to a
      vacant post and is an essential means of reducing subjectivity and bias in the
      selection process. However, when drawing up the person specification, care
      should be taken not to include requirements that would discriminate against
      disabled candidates unless they are strictly relevant to the essential tasks on the
      job description. Managers should familiarise themselves with the types of
      assistance available to disabled people e.g. specialist equipment, financial
      assistance for travel expenses. Sources of information and support are detailed in
      section 21.

      Example: An employer prefers all employees to have a certain level of educational
      qualification. A person with a learning disability, which has prevented her/him from
      obtaining the preferred qualification, is turned down for a job because she/he does
      not have that qualification. If the qualification is not necessary in order to do the job
      and she/he is otherwise the best candidate, then the employer will have
      discriminated unlawfully against her/him.

      Example: An employer prefers all employees to have “good verbal and written
      communication skills”. A person with a sensory disability, who uses signing,
      brailing or other facilities such as a sign language interpreter, would be unlawfully
      discriminated against if she/he could perform the task, which require good
      communication skills without speaking or handwriting. The specification should
      simply require “good communication skills”, unless the job cannot be carried out
      with the appropriate adaptations.

      Example: An employer specifies that candidates must be able to “work well under
      pressure and in stressful situations”. A person who has previously experienced
      mental illness could

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      be unlawfully discriminated against by being prevented from applying for the post.
      “Pressure” and “stress” are subjective terms and not readily testable at interview. If
      it is essential to the job, the person specification should include requirements such
      as “ability to work with competing deadlines”, or “ability to manage constant and
      often conflicting demands”, or “ability to deal sympathetically and patiently with
      customers/clients who may be distressed or impatient”.

      Example: An employer stipulates that employees must be “energetic” when in fact
      the job in question is largely sedentary in nature. This requirement could
      unjustifiably exclude some people whose disabilities result in them getting tired
      more easily than others or could also be potentially viewed as ageist.

      Example: An employer specifies that a driving licence is required for a job, which
      involves limited travelling. An applicant for the job has no driving licence because
      of the particular effects in her/his case of cerebral palsy. She/he is otherwise the
      best candidate for that job, she/he could easily and cheaply do the travelling
      involved other than by driving and it would be a reasonable adjustment for the
      employer to enable her/him to do so. It would be discriminatory to insist on the
      specification and reject her/his application solely because she/he had no driving
      licence. The specification should be “able to meet the travel requirements of the
      job”.


7.5   How Do We Draw It Up?


      STEP 1:       STUDY THE JOB DESCRIPTION

                    For each task on the job description considers the knowledge and
                    skills it requires to be performed well.

            KNOWLEDGE

             What would a person need to know in order to do the job? Do they need
             previous knowledge, or can they in fact find out rapidly through induction
             training on starting the job? If they can find out rapidly when they start, then
             that knowledge is not an essential requirement.

             Below are some examples of knowledge requirements:-

             -      Knowledge of how to organise large filing systems for easy access
             -      Knowledge of child protection legislation
             -      Knowledge of financial budgeting

             Knowledge is knowing the theory of how to do something, not necessarily
             having done it. Otherwise it’s experience not knowledge.



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            SKILLS

            What is involved in doing a particular task? What skills are needed? Manual
            skills, like driving, planting trees, operating a keyboard, operating complex
            machinery?
            Mental skills like stocktaking, making calculations, setting goals, solving
            problems, organising information?
            Communication skills, like listening to people, producing letters, leaflets,
            reports, giving clear instructions?
            Managerial skills, like determining priorities, developing staff, solving
            disputes, negotiating?
            In looking at skills, it is important to check out whether this is something the
            person must bring with them or whether it is something they can learn easily
            once they start work.


STEP 2:     COMPLETE THE SKILLS/KNOWLEDGE SECTION

            You should now be in a position to list the skills/knowledge required.
            Be careful not to just repeat the statements of the job description with “able
            to” in front. That isn’t a person specification.

            In listing each item, you need to think - how will I assess this? It should be
            possible to demonstrate each item, or test it during the selection process.


STEP 3:     COMPLETE THE EXPERIENCE/QUALIFICATION SECTION

            Criteria such as age must not be used to determine responsibility or
            “maturity”.

            This section can be used to specify the minimum entry requirement for:-

            1.     Technical/professional training.

            2.     Experience.

            Terms such as “relevant qualifications” are not to be used. If job-related
            qualifications are required the essential requirements must be specified.
            Equivalent alternative qualifications including overseas qualifications are to
            be accepted.

            In specifying experience, or a qualification, ask yourself, “what
            skills/knowledge does this experience or qualification give?”. Experience
            consists of practical examples of when a person has applied skills and
            knowledge.



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            If the job cannot be done without this experience or qualification it is an
            essential criterion for selection.

            Specifying particular experience, or qualifications is merely one way of
            testing for skills and knowledge.

            Great care must be taken before specifying actual qualifications rather than
            ability to do the job. It is important that we recognise and value the
            achievement of qualifications at all levels, but it is also important that we do
            not prevent talented people, who have not pursued academic qualifications,
            from applying for jobs with us. This is particularly important when
            considering our commitment to equal opportunities in recruitment. Although
            general, non-specific qualifications may not be included as minimum
            requirements, they can still be valued as evidence during the recruitment
            process. Candidates may choose to demonstrate their competence through
            academic achievement or through direct experience. Depending on the
            requirements for the job, both may be appropriate.

            “Experience” may include any previous similar work experience or any -
            unpaid experience or voluntary work which will indicate similar
            responsibilities. All members of shortlisting and interviewing panels should
            be able to value skills, which are similar to those of the job requirements but
            not strictly thought of as “vocational”. For example - the skills of managing a
            household are the equivalent of many Council jobs, which require
            “organisational” and management skills.


STEP 4:     COMPLETE THE WORK RELATED CIRCUMSTANCES SECTION

            What requirements does the job demand in terms of personal commitment?
            Examples are:-

            Willingness to work away from the job location in other locations around the
            City.

            The person specification should only state “willingness to work away from
            the job location, or work unsocial hours” if the requirement to do so is clearly
            stated in the job description. Completion of this section of the person
            specification does not mean that interviewers are permitted to question
            candidates about their personal or family circumstances or responsibilities.

            Within this section a personal commitment to Equal Opportunities should
            also be stated.

STEP 5:     COMPLETE THE METHOD OF ASSESSMENT SECTION

            Look at each item listed on the person specification.
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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
            Decide how that item can best be measured. You need to decide which
            items will be straightforward to judge from the application form (e.g.
            essential level of experience
             or qualifications), which items will not be possible to judge from the
             application form, and need to be answered in depth at interview, and
             whether some items can be assessed through a combination of methods?
             e.g. application forms and interview or test. (See Section 12 for further
             guidance). Using a number of different assessment methods greatly
             improves the predictive validity (reliability) of the process.

7.6   What to Guard Against in Completing The Person Specification

      (a)   Requirements which discriminate against people with disabilities:

            The possibility of over-emphasising the need for a particular skill can
            discriminate against disabled people. A physical disability does not mean
            that a disabled person cannot be considered for (say) a job, which requires
            manual dexterity. Disabled people often find their own ways of minimising
            the effect of their disability. It is also important to consider the special aids
            and grants, which are available to help a disabled person do a job. When
            evaluating applications you must consider any adjustment that could be
            made, as long as it is reasonable, to allow a person with disabilities to do the
            job. The Council has adopted a formal policy on the employment of people
            with disabilities (See Appendix 4).

      (b)   Failing to allow for applicants’ potential:

            You need to be very careful not to specify previous knowledge which only
            someone already in the organisation could have, but which someone from
            outside could in fact learn very quickly. If it is possible for someone to
            acquire certain skills with induction or on-the-job training, then it is
            unnecessarily restrictive to specify these skills as essential requirements.
            The essential requirement is the potential to acquire these skills.

      (c)   Assessing “attitude”:

            The Council’s agreed format for a person specification does not include a
            section for describing the “disposition” of a job holder. Instead you need to
            consider what skills, abilities or work related requirements are needed to do
            the job. For example an ability to work to deadlines, such an ability in an
            individual will be influenced by how they prefer to behave in a given situation
            which will be affected by their personality. Personality questionnaires used
            as part of the selection process, which are then interpreted by qualified
            testers, will be able to measure how likely or unlikely an individual is able to
            meet the requirement of the job given how they describe their natural
            tendency to behave in a particular way. Attempts by interviewers - who are
            not trained - to describe or measure personality traits or levels of stability are
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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
            a potential source of discrimination. The emphasis should be on skills and
            abilities, not disposition.

            Any skills needed for relationships with other people should be covered in
            the “skills/knowledge” section of the person specification.




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8.    Application Pack

8.1   Application Pack

      Any individual wishing to consider applying for the post should be sent an
      application pack in the Corporate format, which must contain the following
      information:-

      1.     Letter to applicants

      2.     The Job Description.

      3.     The Person Specification.

      4.     Application Form which includes information to applicants explaining the
             recruitment process, and Equal Opportunities Policy.
             (See Appendix 4)

      5.     Any other additional information, which is felt relevant to the job.

      6.    The dates for short-listing, interviews and any other selection events.

8.2   Talking to Potential Applicants

      “Informal chats” may be useful for potential applicants but it is easy to make
      subjective assumptions over the telephone.

      If “informal chats” are used, you should ensure that information is not given to
      potential applicants, which may put them at an advantage or disadvantage in
      applying for the job. Keep a written record of any informal discussions and keep
      this with the recruitment file.

8.3   Application Form (See Appendix 6)

      The following standard application forms (paper format or electronic) are used
      within the Council.

      a)     General
      b)     Posts involving work with children or vulnerable adults.
      c)     Teaching staff

      No other application forms may by used.

      Applications will only be considered if they are made using the Council’s application
      form. Curriculum Vitae (CV’s) will not be considered. Application forms must be
      submitted by hard copy, with a signature (except where applicants are covered by
      para 8.4). Electronic signatures are not currently acceptable.

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8.4   Alternative Formats

      For people with disabilities both the application pack and application form must be
      provided in an alternative format if requested e.g. on tape, disk and they should be
      allowed to submit the application in an alternative medium. For some of these
      methods, it will not be possible for the candidate to give a written signature. Other
      ways of ensuring that candidates confirm that the information they present is
      appropriate and can also be used for monitoring purposes.




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9.    Advertising

      The essential aim of job advertising is to attempt to attract the best possible
      candidates for the post. A good selection process is negated if selection is
      between poor candidates.

      Restricting jobs to internal candidates only should generally be avoided for all
      posts. Internal only advertising can be discriminatory by preventing
      underrepresented groups from joining the workforce. Additionally, external
      appointees can bring new ideas and approaches to the organisation.

      All Principal Officer posts, graded POG and above and equivalent analogous
      groups, must be automatically advertised both internally and externally
      simultaneously, as must “politically-restricted” posts. These are the most senior job
      appointments in the Council, therefore it is appropriate that they should
      automatically be subject to external competition.

      All other jobs in the Council will normally be advertised internally and externally
      simultaneously. Chief Officers, however, have discretion to determine whether or
      not to advertise a job internally in the first instance. Factors influencing this
      decision will include:-

      1.     The skills, aptitudes, knowledge and experience required to do the job.

      2.     The anticipated difficulty in making an appointment.

      3.     The anticipated level of competition for the job.

      4.     The need to provide career opportunities for existing employees.

      5.     The Council’s commitment to equality of opportunity in employment.

      Where a Chief Officer decides not to advertise externally, the reasons for this
      decision must be recorded in the recruitment file.

      In certain reorganisation situations, internal-only “ring-fenced” advertising may be
      allowed, as approved by the Personnel Committee or the Assistant Chief Executive
      (Organisation Development).

      Failure to advertise to internal employees causes resentment and reduces
      motivation.

9.1   Choice Of Medium




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      It is not permissible to use “word of mouth” advertising exclusively for any Council
      post. This can lead to allegations of nepotism and also discriminates against
      underrepresented groups.

      Advertising is often expensive therefore it should be cost effective. If an advert fails
      to attract any suitable candidates it will have been a total waste of time and money.
      If an advert attracts far too many applicants this may also be a sign of inefficiency
      in that the post may have been too widely advertised or the job and its
      requirements not appropriately described. Furthermore, attracting too many
      applicants incurs unnecessary costs in the processing of the applications. The aim
      should be to target the advert to attract the attention of the best candidates who
      may not even be actively seeking a new post without unlawfully discriminating
      against people.

      The choice of advertising medium currently is between the following:-

      Internet; Jobs Circular; Job Centre Plus; Connexions; National, Local and Specialist
      Press and TV and radio for particular roles.

      Evidence shows that hard copy, particularly newspapers, is still preferred to the
      internet as a means of searching for jobs. It is, however, forecast that the situation
      is soon likely to be reversed. Specialist advice about choice of media is available
      from the Council’s retained Advertising Agency via AskPersonnel.

9.2   Internal Jobs Circular

      All jobs must be advertised in the Internal Jobs Circular with a closing date of at
      least 2 weeks, unless there are particular circumstances, which make this
      impractical. The closing date on the internal circular should be the same as that for
      external advertisements.

9.3   Internet and Intranet

      The Jobs Circular is available on the Council’s (internal) intranet. It is updated
      each week and provides details of how to obtain the application pack for each
      vacancy, either by e-mail or telephone. A list of the Council’s current vacancies,
      which are available to external applicants, is available on the Council’s (external)
      internet web pages. The Council is exploring ways of enabling people to apply for
      vacancies online.

9.4   Job Centre Plus/Connexions

      All jobs should normally be advertised in the local Job Centres and with the
      Connexions Service. These services are free and are easily accessible to local
      people.




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9.5    peoplefirst

       The Council’s peoplefirst initiative provides a further means for the people of
       Sunderland to access the Council’s job vacancies. People will be able to go to
       special centres located in or near their own neighbourhoods where details of
       Council vacancies will be available. Additionally, it is anticipated that trained
       Council employees will be able to offer assistance in applying for Council posts.

9.6    Community Groups

       All of the Council’s vacancies which are available to external applicants should
       normally be advertised with recognised community groups. Some people may feel
       more comfortable accessing Council vacancies within their own community. Details
       of such groups can be obtained from Corporate Personnel Services Diversity Team
       by contacting Askpersonnel on extension 1755.

9.7    External Press

       In choosing between the various publications for external advertising, the target
       audience and the nature and number of positions to be filled should be considered.

       N.B. The general readership patterns of people are not necessarily the same as
       when they are looking for jobs.

9.8    The National Press

       The national press has a wide readership but is very costly. In considering the
       national press it should be questioned whether someone would be likely to relocate
       from a long distance away for the particular post. This will, of course, depend on
       the grade of the post, including whether it would attract relocation expenses.

9.9    The Trade Press

       The trade press has a specific target audience. It can be effective for recruiting
       people with specialist skills, qualifications or expertise.

9.10   The Local Press

       The majority of new workers recruited by the City Council have responded to
       advertisements in the local press. This is significantly cheaper than the national
       press and is most appropriate for posts where applicants are unlikely to re-locate or
       where it is likely that suitable candidates could be found in the local area.
       Duplication in placing adverts should, however, be avoided, e.g. adverts should be
       placed in either the Sunderland Echo or the Newcastle Evening Chronicle, but
       generally not both. The Chronicle has a very popular jobs section on Thursdays
       and the Echo, which is widely read in the local area, has a jobs section on
       Wednesdays.


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9.11   Deadline

       To advertise a vacancy the draft advertisement must be received by the Assistant
       Chief Executive (Organisation Development) by noon on Tuesday, in order to
       appear in the press during the following week, and in the internal jobs circular on
       the following Friday. The advertising request form (See Appendix 7) must be used.
       A Job Description and Person Specification should also be provided, for use by the
       Job Centres and Connexions Service.

9.12   Guidance For Writing Job Advertisements

       Content
       The advert should express clearly, briefly and attractively the nature of the job, its
       essential requirements and how to apply. Details should be accurate and up to
       date, e.g. the salary quoted should be current.

       The advert must be driven by an accurate person specification and job description.

       It should focus on the most important aspects of the job, i.e. pay, nature and
       location. It should not confuse the reader by stating grades of posts, which may be
       meaningless to external applicants. Potential applicants will want to know the main
       duties and responsibilities of the post. It should not be assumed that they would
       automatically know what the job involves from the job title, particularly if this is just
       “Clerk” or “Residential Worker” etc. Working arrangements such as flexible ways of
       working are increasingly important to potential applicants.

       The advert should be realistic, as overselling a job to attract candidates inevitably
       backfires. It must not mention optimistic prospects of regrading or permanent
       contracts if they are uncertain. For a variety of reasons these often fail to be
       delivered, creating feelings of injustice and leading to the employees wishing to
       leave.

       The advert should not try to convey too much information to potential applicants as
       the effect can be diminished, particularly if it is crammed into a small space to save
       on costs. Additional information can be included with the job application pack.

       If qualifications or previous experience are required these must be specified in the
       advert so that people without the necessary background or general level of ability
       will be discouraged from applying. Qualifications should be expressed in terms of
       the minimum requirements to successfully do the job and, wherever possible,
       should indicate that equivalent, alternatives are acceptable. (This is particularly
       important where applicants may have obtained comparable qualifications
       overseas).

       If advertising outside of the region, it should be considered whether some
       information about the Council and the area should be included. Some facts which
       could usefully be included are: size of the Council / Directorate, CPA rating,
       reputation, future plans, geographical description.

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January 2004 Rev (3) July 2007(LC)           Recruitment and Selection
      The advert must contain instructions on how application packs may be obtained,
      either by email, telephone enquiry or in writing, and must specify the closing date
      by which applications must be received. Consideration should be given as to
      whether or not to include a name and telephone number of an informal contact and,
      wherever possible, the dates for interviews and tests should be provided in
      advance.

      Although the advert is not strictly part of the contract of employment, it should be
      regarded as contributing to the eventual contract. Where there is a discrepancy
      between the advert and the offer letter, job description or statement of particulars,
      however, the terms of the latter predominate.

      Discriminatory Language
      The advertisement must not be gender specific. For example, the job titles
      “Foreman, Craftsman, Waitress, Handyman, Headmaster/Headmistress” etc. must
      not be used. It is unlawful if an advertisement indicates (or might reasonably be
      understood to indicate) an intention to discriminate on the grounds of age, sex or
      race except in the very limited circumstances where a Genuine Determining
      Qualification (GDQ) has been established. The Tribunals interpret GDQ’s very
      narrowly, therefore the advice of the Assistant Chief Executive (Organisation
      Development) must be sought if it is thought that a GDQ applies. (This must be
      decided at the job analysis stage of the process).

      If a job is known to have been carried out in the past exclusively by men or by
      women, then it would help to achieve a more equal gender balance if the advert
      stated that the post was open to both sexes.

      If a disabled person makes a complaint of having been refused or not offered a job,
      the tribunal hearing the case must take account of any advertisement, which
      indicates that the employer would discriminate. The onus will be on the employer
      to prove that discrimination has not taken place. For the purpose of the Act, any
      form of advertisement or notice of a vacancy counts, whether or not it is intended
      for the public and whether or not it was issued before or after their application.

      Advertisements must not indicate that an employer would be unwilling to make
      reasonable adjustments for a disabled person.

      Example: An employer puts in an advertisement for an office worker, “Sorry, but
      gaining access to our building can be difficult for some people.” A man, who as a
      result of an accident some years previously can only walk with the aid of crutches
      but can do office work, applies for the job and is turned down. He complains to an
      Employment Tribunal. Because of the wording of the advertisement, the tribunal
      would have to assume that he did not get the job for a reason relating to his
      disability unless the employer could prove otherwise.




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       Text

       The text should be personalised by “speaking” to the reader, e.g. “you will be
       required to….”, “you must have….” etc. This also has the effect of being non-
       discriminatory without breaking the flow of the advert through the use of terms such
       as “his/her”.

       The advert must not contain jargon, abbreviations or antiquated, bureaucratic
       wording.

       It should not state the obvious, such as “applications are invited”, “a vacancy has
       arisen” or state “owing to the retirement of the present postholder” etc. These
       phrases are superfluous, tend to stilt the style and are an unnecessary expense.

       Facts or words should not be repeated.

       Sentences should be kept short.

       Lists of duties or requirements etc., if they must be included, should be written in a
       linear style and broken up with semi-colons to make the text easier to read. This
       will also reduce the cost considerably. Advertising is charged by the centimetre,
       not by the amount of text included.

       On completion, the author should read through the text. If a detail is not going to
       attract attention, arouse interest or provide information on which a potential
       applicant can make a decision, it should not be used. Alternatively, as it is difficult
       to objectively appraise one’s own text, a colleague could be asked for an honest
       opinion.

9.13   Evaluation

       Directorates should routinely collect and analyse information regarding the
       effectiveness of their job advertisements. Information should be considered in
       terms of the numbers of replies received, ethnicity, gender and whether applicants
       have a disability, numbers shortlisted and, most importantly, successful appointees.

       Relevant factors to consider are: which means of advertising are producing the
       most shortlisted and/or successful candidates and the extent to which under-
       represented groups are being attracted by the Council’s advertisements.

9.14   Standard Items for Inclusion

       The following standard paragraphs will be automatically inserted into all
       advertisements:-

       “The City Council operates a No-Smoking Policy”



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January 2004 Rev (3) July 2007(LC)          Recruitment and Selection
       “We are an equal opportunities employer and welcome applications from all
       sections of the community”.

       The Council is a “Two Ticks Symbol” user identifying the Council as having a
       positive attitude towards employing disabled people. The symbol will be included
       with all advertisements (except for schools which do not hold the symbol at this
       time).

9.15   Further Advice

       Each Directorate now has available information and guidance relating to
       advertisements for jobs within their Services, together with examples, useful media
       and costs. For further information please contact Askpersonnel on extension 1755.




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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
10.    Planning Your Selection Event

10.1   Planning

       Key to the success of your selection event is the careful planning and timetabling of
       your event. Key dates for e.g. advertising, closing date, shortlisting and all
       selection events must be agreed in advance with all those involved. Responsibility
       for advertising and co-ordinating the process should also be allocated. It may be
       helpful to produce a schedule for your event (See Appendix 5 for an example).

10.2   Senior Posts

       For appointments to Chief Officer posts and posts graded in accordance with JNC
       for Chief Officers, members will be involved, therefore you will need to consider
       committee dates when timetabling your selection events.

10.3   Considerations

       It also worth taking a more longer term view when planning your recruitment if you
       know that within a fairly short period of time you will be recruiting to other very
       similar posts, e.g. clerical posts, within your Directorate. In such circumstances it
       may be more cost effective to recruit to such roles at the same time, thereby cutting
       the costs of advertising etc.




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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
11.      Assessing The Applicants

         Points to Note

11.1     To assess candidates effectively each individual applicant must be assessed
         against the person specification and not against each other.

11.2     The panel must look for relevant objective evidence not impressions on which to
         make a decision.

11.3     The only requirements, which should be taken into account, are those on the
         Person Specification.

11.4     Many people are not aware of their own stereotypes and personal bias. These are
         often a result of a lifetime’s influences. At the very simplest level, stereotyped
         attitudes can seriously affect a person’s ability to conduct an interview.

11.5     The stages of assessing the applicants includes:

         1.    Shortlisting (See Section 13).

         2.    Assessing all shortlisted candidates by a variety of methods, which may
               include occupational testing as well as an interview (See Section 10).

It is very important to deal with the returned Application Forms appropriately and
consistently. The Application Form contains two or three parts, depending on which form
is used, which must be separated when returned.

Part A

The first part contains details of the post, personal information, and equal opportunities
monitoring information. This information should not be seen by the recruitment panel
before or during the recruitment process. Part A of the form remains with the
individual / team responsible for administering the recruitment and selection process. This
process makes a clear statement to individuals that their personal information will not be
considered as part of the recruitment and selection process.

Part B

The second part of the form contains employment history, qualifications, space for the
candidate to demonstrate how they meet the essential criteria, names of referees etc.
This information should be given to the recruitment panel to be used for shortlisting.

Whilst it is appropriate for the selection panel to view this information it should be noted
that information such as; dates of attending schools, colleges, work history etc will also
give rise to the potential to identify an applicant’s age. Therefore whilst the information


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January 2004 Rev (3) July 2007(LC)          Recruitment and Selection
may be valid in relation to exploring the authenticity of an applicant’s history and
experience, recruitment decisions must always be based on objective criteria.

Part C (only on Form 2, the CRB Application Form)

Part C of the form contains information about the applicant’s previous convictions.
Part C must be removed from the form and not seen by any of the recruitment
panel.
It must be given to a nominated senior officer (a person who is a CRB counter signatory)
who will assess the information provided and inform the recruitment panel of any
convictions which may render the applicant unsuitable for the post.

Once the recruitment process is complete, parts A and B of the form can be reunited.




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12.    Assessment Methods

       A broad range of selection methods, over and above the traditional interview, helps
       to inform the selection process and maximise the level of objectivity brought to the
       final decision. It is crucial, however, that the methods used are appropriate in
       terms of design and application, and that they are administered and evaluated by
       people who are trained and competent to do so.

       The following list gives an indication of the types of selection methods available.
       Ideally a number of selection methods should be used to maximise the amount of
       information available to inform your decision-making.

12.1   The Interview

       The purpose of the interview is:

       a)     To provide the selection panel with relevant information - beyond that
              already contained in the application form - about a candidate’s ability to do
              the job.

       b)     To allow a candidate the opportunity to demonstrate their skills, knowledge
              and abilities against the person specification.

       c)     To provide the candidate with more information about the job and the
              service to help them to decide if the job is right for them.

12.2   Psychometric Testing

       Tests are available, appropriate to all levels and job types, and measure aspects of
       personality, cognitive ability/aptitude, and technical/engineering/IT aptitude. These
       tests, appropriately used, have a very high predictive value and are relatively easy
       to adapt to any job. These tests can only be interpreted by people who are
       qualified and registered with the British Psychological Society.

12.3   Work Sampling

       Work sampling can include actual work tests (skills based e.g. bricklaying, joinery,
       I.T. skills, filing, responding to letters etc). Representations of work
       samples/situations can be e.g. role-plays, case studies, in-tray exercises,
       leaderless group discussion as well as validated psychometric simulations.
       Whereas managers should be able to identify some appropriate work samples, it
       is important that these are used in a highly systematic fashion, with specific
       assessment criteria in order to fit the requirements of the Code of Practice
       generally and the quality assurance process.




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12.4   Advanced Interview Techniques

        A behavioural event interview focuses on searching for evidence of actual
        behaviours/ achievements. This can be used to supplement/validate the
        responses to a personality profile. Situational event interview (utilising a
        hypothetical situation and questioning the candidate around the issues and how
        they would approach it).

        The purpose of these techniques is to explore directly evidence of a candidate’s
        personal competence in terms of knowledge, skills, ability/aptitude and approach.
        In order to ensure integrity of the process, it is essential that interviewers
        understand fully the use of these techniques.

12.5    Presentations

        Presentations offer candidates opportunity to demonstrate their understanding of
        a particular relevant issue and, at the same time, their ability to get their point
        across in a presentation format. This method is unlikely to be appropriate, where
        the ability to communicate through presentation is not an integral part of the job
        (someone who is not confident in delivering presentations may not get their point
        over clearly – if presentation skills are not a requirement of the job, they may be
        unfairly disadvantaged).

        The crucial factor in using presentations, as part of a selection process, is to be
        very clear in advance of what it is you are looking to assess and to measure
        performance consistently against this, using the appropriate assessment form.

12.6    Leaderless Group Discussion

        A leaderless group discussion places candidates in an open situation to hold a
        discussion on any given topic. The purpose of this method is to assess how an
        individual communicates with others in a group situation. In addition, you can
        assess the candidate’s interpretation of the discussion, their performance and the
        performance of other candidates.

12.7    Quality Assurance Process

        The following quality assurance process is designed to ensure we get maximum
        benefit from selection processes, without unfairly discriminating. Go through this
        process and check that your chosen selection methods meet all of these
        principles:

        -     All selection methods should discriminate solely on the basis of suitability for
              the post and never in an unlawful way, or in contravention of the City
              Council’s Equal Opportunities Policy.

        -     All selection methods should have a direct, demonstrable and explicit link to
              the person specification for the post.
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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
        -    All selection methods should be chosen on the basis of their likelihood to
             predict an individual’s performance in the job.

        -   Anyone using alternative selection methods must have been trained in the
            application of the Code of Practice and the administration of the particular
            selection methods. Anyone administering and interpreting psychometric
            tests, must be appropriately qualified in accordance with the British
            Psychological Society’s standards.

        -   To ensure standardised compliance, they must also be approved by the
            Assistant Chief Executive (Organisation Development).

        -   Candidates should be made aware, in advance, of the methods to be used
            and have opportunity to advise of special needs, in relation to the particular
            method (this will help to guard against candidates being disadvantaged as a
            consequence of their disability, ethnic origin etc).

        -   Records of candidates’ performance must be taken consistently and kept, on
            a confidential basis, with other recruitment documentation.

        -   Candidates must always be offered feedback on their performance, which
            can be provided either in writing or face-to-face.

        -   Outcomes from all selection methods must be taken into account in
            measuring the candidate’s suitability to the requirements of the person
            specification.

For advice on assessment methods and to arrange psychometric testing, please contact
Corporate Personnel Services on 553 1755, or e-mail askpersonnel@sunderland.gov.uk




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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
13.    Shortlisting

13.1   How to Shortlist

       1.    Ideally the members of the interviewing panel should also be involved in
             shortlisting. If this is not possible then a separate shortlisting panel should be
             established consisting of at least 2 individuals. All panel members should be
             briefed to ensure that everyone is clear about the requirements of the job
             and the person specification

       2.     Every application form must be read and assessed against the Person
              Specification and the decision recorded on the shortlisting form (see
              Appendix 8).

       3.     All panel members should fill in a form individually and then discuss their
              results, challenging assumptions and discrepancies. The decision reached
              must be recorded on the form.

       4.     If there are too many applicants meeting the criteria for the job you may
              have to rank them against the criteria on the person specification and not
              against each other or against any other criteria. Agree the same ranking for
              all candidates i.e. 1 to 5 and ensure that each panel member uses the same
              ranking scale.

13.2 Shortlisting Candidates with Disabilities

       1.     All applicants who consider themselves disabled who meet the essential
              criteria for the job will be shortlisted.

       2.     The fact that the workplace in question is inaccessible to disabled people,
              does not mean that you can discriminate against people with disabilities.
              The Council is under a duty to make any reasonable adjustments to
              accommodate the disabled person.

13.3 Unsuccessful Candidates

       Unsuccessful candidates must receive as soon as practicable a letter advising
       them of the decision and thanking them for their interest, unless it was stated in the
       advertisement or application pack that only successful applicants would receive
       replies after the date for shortlisting.




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14.    Preparing for the Selection Events and Interview

14.1   Informing the Shortlisted Candidate

       1.     Give at least 5 working days notice before an event.

       2.     The candidates letter should include the following details:-

              * The date, time and approximate period of time that they will be required.

              * Explain the selection process.

              * The names and job titles of the selection panel.

              * The selection methods i.e. interview, tests, presentation etc. and any other
              relevant information e.g. test takers guides and where and when they will
              take place.

              * Whether they can claim expenses.

              * If they have any particular needs that require attention:-

                e.g. - additional access details - someone to meet them at the entrance of
                the building - a friend or relative to accompany them if they have a mental
                health problem or learning difficulty.

       The Council’s standard application form invites applicants to state whether they
       consider themselves to have a disability, gives a space for them to describe their
       disability and asks for information about adjustments to provide a fair selection
       interview. However, applicants may choose not to complete these sections at
       application stage, so it is worth repeating the following question in all letters to
       applicants invited to a selection event:-

       “Sunderland City Council is committed to equality in employment. If you feel that
       you would be unfairly disadvantaged by any aspect of the process please advise
       me, so that we can make any reasonable adjustment”.


       Example: A job applicant does not tell an employer (who has no knowledge of
       her/his disability) in advance that she/he uses a wheelchair. On arriving for the
       interview she/he discovers that the room is not accessible. The employer did not
       know of the disability and so could not have been expected to make arrangements
       in advance. However, it would still be a reasonable adjustment for the employer to
       hold the interview in an alternative accessible room, if a suitable one was easily
       available at the time with no, or only an acceptable level of, disruption or additional
       costs.

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      Example: A hearing impaired candidate has substantial difficulties with the
      interview arrangements. The interviewer may simply need to ensure he faces the
      applicant and speaks clearly or is prepared to repeat questions. The interviewer
      should make sure that his face is well lit when talking to someone with a hearing or
      visual impairment. It will almost always be reasonable for an employer to have to
      provide such help with communication support if the interviewee would otherwise
      be at a substantial disadvantage.

14.2 Administration for the Selection Event
(You may also like to include this information in your action plan see section 10)

      1.     Book accommodation.

      2.     Ensure that there are reception and waiting facilities.

      3.     Book refreshments.

      4.     Expense payments or forms are available.

      5.     Someone is available to show the workplace (if required).

             N.B. This person should not be a panel member and their opinions of
             candidates must not be sought or in any way considered.

      6.     Confirm availability of test administrator to administer any tests.

      7.     Reasonable adjustments have been made for a candidate requiring them.

      8.     There will be no interruptions.

      9.     The following are photocopied and available for the panel:

             Job Description (Appendix 2)
             The Person Specification (Appendix 3)
             Application pack
             Advert
             Application Forms (Appendix 6)
             Interview Notes Forms (Appendix 9)
             Candidate Assessments Forms (Appendix 11)
             Candidate Assessment Ranking Forms (Appendix 12)
             Other assessment forms as necessary e.g. for presentation (Appendix 10)




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14.3   Preparing the Questions For the Interview

       1.    You should already know which items on the person specification you
             expect to assess at interview. You might also wish to explore in more depth
             information, which has already been given on the application form, and any
             areas highlighted from the psychometric testing results.

              If you notice a high level of sickness absence recorded on the application,
              this needs to be questioned. If however the absence is as a result of a
              disability, then a reasonable adjustment may mean disregarding this
              information. Bear in mind that some people may be classed as disabled
              according to the Disability Discrimination Act, but not describe themselves
              as disabled. If you are unsure whether to make reasonable adjustment or
              not, take advice. Please contact Corporate Personnel Services on 553
              1755, or e-mail askpersonnel@sunderland.gov.uk

       2.    The panel now needs to decide:-

             a)     The relevant questions to explore and develop.

             b)     The panel’s agenda for conducting the interview.

             c)     The role of the individual panel members.

14.4   The Venue

       1.    The place of the interview must be private with no interruptions.

       2.    The venue must be accessible. This means that a disabled applicant should
             be able to gain entry to the venue, without assistance and be able to move
             around independently.

       3.    Temporary parking space may be needed near to the venue for disabled
             people.

       4.    Being interviewed for a job can be a nerve-wracking experience. Try to
             ensure that the environment is as comfortable and relaxing as possible with
             appropriate refreshments if necessary.

14.5   Specific Impairments

       Because there are many different types of impairment and the effects of the same
       medical condition may vary greatly from person to person, the disabled candidates
       themselves can give the best advice on special interview or working arrangements
       they may need. However, it may be useful to be aware of the following general
       guidelines.

             Mobility
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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
            Appropriate seating for people who use crutches or sticks and space to
            manoeuvre for wheelchair users.

            Hearing/Verbal Difficulties

            Candidates who lip-read will need to have their interviewers facing the light
            and clearly visible. An induction loop system may be helpful for interviewees
            who are hard of hearing. If a signer or interpreter is being used it may be
            useful for the panel to set time aside briefly before the interview to meet
            them. During the interview, addressing questions to the candidate rather
            than the interpreter, and looking at them when answers are being given is
            more likely to ensure that it is the candidate who is being assessed.

            Visually Impaired

            Candidates may appreciate being unobtrusively guided to their chair and
            having a clear exit upon leaving. It would also be helpful to tell them who the
            members of the interview panel are and where they are sitting in relation to
            the interviewee.

            Learning Disabilities

            Candidates with learning disabilities may interview more effectively if a friend
            or professional worker accompanies them. An informal interview approach,
            with straightforward, non-conceptual questions is also likely to be more
            effective.




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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
15.    The Interview
15.1   The Interview Structure

       Establish Rapport

       Why: i)       To establish a starting point for selection decision-making.

              ii)    To create mutual interest between applicant and interviewer.

       How: i)       Start promptly.

              ii)    Welcome applicant by name in a friendly manner.

              iii)   Introduce everyone on the panel.

              iv)    Explain the purpose and what will happen during the interview.

              v)     Give the applicant a chance to relax.

              vi)    Open the conversation gently.

              vii)   Start with a recent positive experience.


       Get Information

       How: i)       Use the agreed questions.

              ii)    Use the application form appropriately.

              iii)   Clarify.

              iv)    Probe – don’t be afraid to pursue a point.

              v)     Listen.

       Give Information

       About the job clarify points raised by the candidate.

       Summarise and Close

       i)     Confirm any details.

       ii)    Any further questions.
       iii)   Thank them for coming in.


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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
       iv)   Let them know when you will be reaching a decision.

15.2   Please note the following

       1.    ONE-TO-ONE INTERVIEWS ARE NOT PERMISSIBLE AT SUNDERLAND
             CITY COUNCIL

             One-to-one interviews are bad practice. They allow subjectivity to play its
             part and are open to misinterpretation, lack of professionalism and to any
             claims of discrimination, which cannot be defended.

             The best recruitment decision is an objective decision and this can best be
             reached with a minimum of 2 panel members who can openly discuss their
             conclusions and decisions.

       2.    Interviews are not a game where you play tricks on a candidate. A fair and
             open interview must be given to each candidate.

       3.    Standard structured questions prepared before the interview must be given
             to all candidates to ensure consistency and fairness.

15.3   Taking Notes in the Interview

       1.    Candidates must be informed that notes will be taken. Candidates should be
             allowed to take their own notes if they wish.

       2.    Appropriate notes must be made by all panel members and may only be
             made on the Interview Notes Form (which must be kept for 6 months). (See
             Appendix 9). Remember do not write anything about a candidate, which you
             would not want them to read. Panel members must use a Presentation
             Assessment form to keep notes of each presentation, where applicable.
             (See Appendix 10).

15.4   The following questions must not be asked:

       1.    Any questions of reference to a person’s personal circumstances e.g. marital
             status, childcare arrangements.

       2.    Any questions or reference to a person’s age, colour, religion or racial origin.
             Except where religion may be mentioned for teaching posts in voluntary
             aided schools or where a particular requirement of the post is to be of a
             particular religion; or a statutory age limit applies to a post e.g. licensed
             premises.

       3.    If a person volunteers any of the above information it must be disregarded.

15.5   Interviewing People with Disabilities


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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
       When interviewing a person with a disability, you must, like all candidates, assess
       them against the Person Specification only. An important ‘rule’ is not to make
       assumptions about an individual’s ability to perform certain tasks. People with
       disabilities often develop innovative solutions to everyday tasks, with or without
       technical aids or personal support.

       The interview may be the first opportunity to discuss an applicant’s disability. The
       Disability Discrimination Act (DDA) does not prohibit an employer from seeking
       information about a disability but an employer must not use it to discriminate
       against the disabled person. Information should only be sought if it is or may be
       relevant to the person’s ability to do the job, and may be important in deciding what
       adjustments ought to be made to the work environment, work type, work amount,
       working conditions etc.

       Example: A reasonable question about whether any changes may need to be
       made to the workplace to accommodate the use of the wheelchair would probably
       not be discriminatory.

       The next opportunity to do this may be when making an offer of employment.

       You may find that, through discussion, a reasonable adjustment is identified. If so,
       now disregard the disability issue, and decide otherwise how the individual
       compares with the essential criteria.


15.6   Remploy Interwork

       The Council has made a formal commitment to working in partnership with
       Remploy Interwork. Remploy offers support and advice to disabled people who are
       applying for jobs. They can also offer advice and guidance to employers during
       recruitment, helping to identify reasonable adjustment and work out practical
       solutions to overcome workplace barriers.

       To take advantage of the help offered by Remploy, please see Section 21 for
       further sources of information and support.




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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
16.    Reaching a Decision

       1.     After all selection events including the interview have been completed each
              panel member must fill in the candidate assessment form WITHOUT
              discussion with other panel members. (See Appendix 11) recording their
              own decision.

       2.     The panel should then discuss their views and reach collective decisions,
              which are recorded in the final column of Appendix 11.

       3.     The decision about selection must not be made until all selection events
              have been completed and all of the information obtained through the
              selection process has been considered.

       4.     Once all selection events have been completed and the panel have made
              their own individual assessments they should jointly discuss their individual
              assessments and the evidence they have found and reach a decision. The
              decision should be recorded on the candidate assessment form along with
              reasons.

16.1   Candidates with Disabilities

       An employer is justified in giving a disabled candidate no further consideration if, in
       so far as reasonable adjustments can achieve this, the candidate has been treated
       equally with the other applicants and one of the following applies:-

       *      She/he has been found to be unsuitable because of the lack of essential
              ability, skills or experience as set out in the Person Specification.

       *      Another candidate has better or more suitable skills and experience.

       *      The candidate’s disability makes him or her substantially less suitable for the
              post, even if all reasonable adjustments were made by the employer to
              overcome the impact of the disability.

       16.2   Possible Difficulties

       1.     No appointable candidates.

              You may need to re-advertise. Before doing so, the panel should re-consider
              the job, the Person Specification and the advertisement.

       2.     Inability to reach a decision:-

              a)   As a first step you should continue to discuss your reasons, challenging
                   each other and asking for evidence for each panel member’s
                   assessment.

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January 2004 Rev (3) July 2007(LC)          Recruitment and Selection
            b)   It may be necessary to rank the appointable candidates against the
                 requirements of the Person Specification in order to identify an order of
                 preference using the Candidate Assessment Ranking Form (Appendix
                 12). A ranking of 1 to 5 should be used ,1 = just meets the
                 requirement, 5 = highly compliant with the requirement.

              c) It could be that insufficient evidence was gathered. You may need to
                 re- interview.

             d) Voting should only be used as a last resort. Before voting, the reason
                for the panel’s inability to reach a decision must be recorded and the
                reason why re-interviewing is not considered a useful option should
                also be recorded.

            N.B. The view of the most senior member of the panel must not be used as
            the final decision. The other panel members who would be working with the
            new member of staff may not be committed to the decision. The Senior
            Manager may just as well have interviewed on his/her own.




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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
17.    References

17.1   The Purpose of a Reference

       Is to gain factual information about a candidate to validate their employment
       record, including attendance levels.

17.2   When reading a reference consider that the referee:

       a)    May have very little knowledge about the applicant.

       b)    May have unjustifiably prejudiced or malicious views about the applicant.

       c)    May over-rate the applicant and give a glowing reference.

       d)    May not know the kind of work he or she is providing a reference for.

       e)    May be tempted to be untruthful about someone he/she does not want to
             lose.

       f)    May feel unaccountable for the opinions they express.

17.3   When asking for a reference you should therefore:

       a)    Use the standard letter shown at Appendix 13, and enclose copies of the
             Job Description and Person Specification.

       b)    Ask the referee to complete and return the standard form, Appendix 14 for
             former Employers or Appendix 15 for Educational establishments.

       c)    Ensure the present and previous employers are contacted.

       d)    Ignore personal references from people who have not known the applicant in
             a work or education context.

17.4   Telephone References

       Can be unhelpful for the following reasons:-

       1.    Referees tend to make personal comments, which are often subjective.

       2.    You cannot prove what a referee has said to you over the telephone, yet you
             may be asked to justify a decision based on this.

       Please treat them with caution.



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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
17.5   Using a Reference

       1.   References should be taken up once a shortlist of candidates has been
            established.

       2.   Check the candidate’s permission.

       3.   References should be held by your Directorate Personnel / HR Team. Once
            the panel has decided who they wish to appoint the reference can then be
            consulted for validation of factual information, before an offer of employment
            is made.

       4.   The current or last employer should usually be asked to provide a reference,
            providing the candidate has given permission.

       5.   If an unsatisfactory reference is received please seek advice from Corporate
            Personnel Services on 553 1755 or email
            Askpersonnel@sunderland.gov.uk.




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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
18.    Feedback

18.1   Responding to Requests for Feedback

       Unsuccessful candidates are entitled to know the reasons why they didn’t get the
       job, and increasingly applicants expect to get useful feedback. This should be
       easily available if the Code of Practice has been followed.

       In addition to their entitlement under the code of practice, under the Data Protection
       legislation an individual may make a “subject access request” for information held
       by the Council in relation to them. Copies of the information held for a recruitment
       process– which will include all documentation relating to that individual e.g.
       interview notes forms, candidate assessment forms, will have to be disclosed to the
       individual within 40 days of receiving the request. It is therefore, important that all
       documentation is appropriately completed at the time.

18.2   Why do some people want to know?

       They wish to know how they can improve for any further interviews or tests they
       may have.

       They feel the interview went well for them and so do not understand why they were
       not appointed.

       They feel they were treated unfairly.

18.3   Who should give the Information?

       All enquiries should be directed to the Chair of the panel.

       Chance remarks, given off the cuff, on the telephone by any member of the
       interviewing panel can be easily misunderstood and lead to problems.

18.4   What Information should be given?

       It should be quite simple to give any information asked for if the Code of Practice
       has been followed and each stage of the process appropriately documented. The
       panel Chair should be able to give fair and accurate answers to any questions.

       Information about the details of other candidates’ applications should not be given.

       Any questions asked by unsuccessful candidates must be answered after the
       Chairperson has given them careful thought. If the candidate wants a written reply
       covering any points raised this should be sent.

18.5   Psychometric Tests


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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
       Written feedback on psychometric tests is available by request. This should only be
       provided by British Psychological Society qualified personnel.

18.6   How should the Information be given?

       Unsuccessful Candidates

       Unsuccessful candidates should be informed in writing within a week of the
       selection event, unless they have been previously told that this will not happen.

       It is vital that any information given to unsuccessful candidates should be given
       sensitively and carefully. Candidates are often very disappointed because they
       didn’t get the job and it is important that they don’t receive information about their
       skills or their performance at interview that makes them feel worse. The aim is that
       any information given should be helpful.

       If the feedback is being given verbally then a written record should be kept of your
       conversation with the individual.




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January 2004 Rev (3) July 2007(LC)          Recruitment and Selection
19.    Making an offer of Employment

19.1   Once a successful candidate has been identified a verbal offer of employment to
       the successful candidate can be made. Such an offer, however, is one of the first
       elements of the contract of employment, the offer is made subject to certain
       conditions being satisfied, including receipt of satisfactory references, qualification
       certificate verification, health clearance for new employees to the Council,
       production of an official document as proof of eligibility to work in the UK, and if
       relevant, obtaining a satisfactory disclosure from the Criminal Records Bureau.

19.2   All potential employees, regardless of their nationality, must be checked for their
       eligibility to work within the UK as it is a criminal offence to employ someone who
       has no right to work in the UK or no right to do the work offered to them.

       The procedure for checking eligibility for work with effect from 1st May 2004 is
       attached at Appendix 16. This procedure must be followed in all cases. However, if
       the successful individual is already employed by the Council there is no
       requirement to follow the checking procedure.

       Successful applicants must not be employed until their eligibility to work has
       been verified.

19.3    Like any other candidate, a successful disabled person should be contacted as
       soon as possible after the interview. They may need time to consider the offer of
       the job and consider issues not faced by other workers, such as personal care and
       travel arrangements, before accepting the offer. Once the successful candidate
       has accepted the conditional offer, detailed discussions about any reasonable
       adjustments should be undertaken, if they have not been dealt with previously.
       Wherever possible the candidate should be invited to visit the workplace before
       starting work to go over any arrangements and adjustments.

19.4   Offers of employment are always made conditional upon various clearances,
       including medical clearance, for new employees to the Council and this includes
       disabled people.

19.5 Before an offer of employment can be confirmed any qualification certificates which
     were taken into account as part of the shortlisting or selection decisions must be
     verified by following the process detailed below.

          The successful candidate must supply certificates as evidence of their
           qualifications.
          The certificates should be photocopied, signed by the person who sighted the
           original certificates and placed onto the individuals personal file.

19.6 It is important that you make a written record of all discussions that take place with
     candidates for completeness and also in the event of a dispute. This is particularly


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January 2004 Rev (3) July 2007(LC)          Recruitment and Selection
       important if an offer of employment needs to be withdrawn for any reason. In such
       cases advice should always be sought from the Personnel Service.

19.7   Health Screening

       All prospective employees to the Council must complete a Pre-Employment Health
       Questionnaire (copy attached as Appendix 17) and return it to the Manager. The
       Manager must complete the Additional Information Form (copy attached as
       Appendix 18) with information about the nature, tasks and circumstances of the job.

       These two documents are then sent together to the Council’s Occupational Health
       Unit, and, if applicable, with any other information about the prospective
       employee’s disability.

       The Occupational Health Physician will then make an assessment, and if
       necessary examine the candidate, to determine whether:-

       (i)     the candidate is medically capable of the job with no adjustments required at
               this stage;

       (ii)    the candidate may be medically capable of the job if reasonable adjustments
               are made; or

       (iii)   the candidate is not medically capable of the job and should not be
               appointed.

       The manager will receive a report from the Occupational Health Physician
       confirming this advice. Managers may wish to seek further advice and assistance
       from the Personnel Service, the Occupational Health Physician, the Workline
       Agency in the Social Services Directorate the Disability Employment Advisers at
       Job Centre Plus.

       The Manager and the Occupational Health Physician must monitor and review the
       employee’s progress in post at regular intervals. This is intended as a supportive
       measure and will depend upon the particular circumstances.

       Example: A prospective employee has, through the pre-employment health
       screening procedure, been identified as having a disabling heart condition, which
       precludes her from the lifting and carrying duties of the proposed post. Under the
       Act, the Employer has a duty to consider whether it would be reasonable to make a
       change such as providing a mechanical means of lifting and/or carrying, or
       arranging for the lifting and carrying to be done by someone else, without
       compromising health and safety.

       Example: A employer requires all candidates for a certain job to be able to work
       for at least two years to complete a particular project. Medical evidence shows that
       a particular candidate is unlikely to be able to continue working for that long. It
       would be lawful to reject that candidate if the two-year requirement was justified in

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January 2004 Rev (3) July 2007(LC)          Recruitment and Selection
       terms of the work and it would not be reasonable for the employer to have to waive
       it in the particular circumstances.

       Managers should take professional advice (see Section 21) where they are in doubt
       about making adjustments to a job for an applicant.

19.8   Letter of Appointment

       The offer of employment should be confirmed in writing to the individual using a
       conditional letter of appointment and asking them to confirm their acceptance of
       the job. This stage of the process is usually administered by Directorates’
       HR/Personnel Teams and the letter will include the following information and make
       it clear that the offer of appointment is subject to certain conditions being satisfied:

       -     starting date (if known)
       -     whether the job is permanent, fixed term or temporary
       -     salary and pay scale
       -     the appropriate negotiating bodies for terms and conditions
       -     working hours
       -     location
       -     period of notice required to terminate employment
       -     annual leave entitlement
       -     probationary period (if applicable – see Local Conditions of Service).
       -      Data Protection

       Once all checks have been satisfactorily completed then the appointment can be
       confirmed. Individuals must not commence employment with the Council until all
       relevant checks have been satisfactorily completed. If there are issues arising from
       any of the information received e.g. references then this must be taken up with the
       candidate prior to the offer of employment being formally confirmed and prior to
       them starting work with the Council. Again any discussions that take place should
       be fully documented.

       All Council employees must receive a written statement of employment particulars
       provided that their employment lasts for one month or more within 2 months of their
       start date.

       The document will cover:

       -     names
       -     whether the job is permanent, fixed term, temporary etc.
       -     job title
       -     date when the employment/and continuous service began
       -     place of work
       -     pay, rates and date
       -     hours of work
       -     annual leave entitlement
       -     sick pay
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January 2004 Rev (3) July 2007(LC)          Recruitment and Selection
      -     pension
      -     notice period
      -     disciplinary and grievance procedures
      -     maternity benefits
      -     collective agreements.

      Again the written statement will be prepared by your Directorate’s HR/Personnel
      Team using the Council’s standard documentation.




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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
20.    The Induction Process


20.1   Effective Induction

       The process of introducing a new starter to a job is a very important one. It is in the
       interest of the individual, their manager, and the organisation to help the individual
       settle in to their job, and new environment, as quickly as possible.

       Effective induction also makes good financial sense. A considerable amount of
       time and money will have been invested in the recruitment process. More money
       will be invested in the individual in the form of salary, overheads, training and
       development etc. A good induction process will help to gain a return on that
       investment quickly through the contribution the individual will make.

       Every new starter in the Council is entitled to an appropriate induction process.
       Start planning their induction as soon as you have a start date and use the
       induction checklist (See Appendix 16).

20.2   New Starters with a Disability

       There may be some specific issues, relating to a new starters disability that needs
       to be considered early in the person’s employment. A guide has been produced for
       managers giving advice on this. Please contact Corporate Personnel Services on
       553 1755, or e-mail askpersonnel@sunderland.gov.uk, for your copy of the
       Council’s Guide for Managers on Supporting Employees with Disability.

20.3   Preparation that may be required before the new disabled employee starts, could
       include:-

       *      People with hearing impairments people may require sign language
              interpreters while they settle into work, to ensure they pick up all of the
              relevant information the need.

       *      People with a speech impairment may need someone who understands their
              speech to assist with communication while co-workers become familiar with
              their way of speaking.

       *      People with visual impairments may need extra time and additional
              assistance until they become familiar with the layout of the workplace.

       *      People with learning difficulties might need a friend or relative to accompany
              them to work while they get used to the environment.

20.4 Particular attention may be needed to ensure any adjustments required have been
     made, that all arrangements are suitable and other employees are aware of the
     adjustments and the reasons they have been made.


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January 2004 Rev (3) July 2007(LC)          Recruitment and Selection
21.    Further Sources of Information and Support

21.1   Personnel Services

       Professional HR advice is available regarding application of the code and
       specifically occupational health, health and safety, training and development,
       employee relations, psychometric testing and equality issues.

       Please contact Corporate Personnel Services via:
       Telephone: Askpersonnel 553 1755
       Email: askpersonnel@sunderland.gov.uk

21.2   ‘Workline’, Social Services Directorate

       Workline exists to assist disabled residents of the City of Sunderland to find work,
       and can also provide employers with advice and information about employing
       people with disabilities.

       Telephone 553 7347

21.3   Employment Services

       The Employment Services offer help to disabled people in finding and retaining
       work or appropriate training. They also help and encourage employers to make
       work and training opportunities more accessible.

       The Employment Services is responsible for a national network of job centres
       which provide advice to all unemployed people. Mainstream client advisers can
       provide help to disabled people. However people who have a disability that affects
       the kind of work they can do they are eligible to join programmes that are usually
       only open to people who have been unemployed for a long time without having to
       wait for the qualifying period.

       Telephone 554 4800

21.4   Disability Employment Advisor

       Disability Employment Advisor (DEAs) can provide more specialist advice if the
       client adviser requires further resources to help disabled people find work. The
       Disability Employment Adviser is based at your local job centre and works as part
       of the local Placement Assessment Counselling Team. Further information can be
       obtained from the local Job Centre.

       John Street Job Centre             554 4800
       Pallion Job Centre                 554 3600
       Southwick Job Centre                     554 3535

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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
       Washington Job Centre            415 3255
       Houghton-le-Spring Job Centre    554 3000

21.5   Remploy

       The Council is working in partnership with Remploy who can provide free advice on
       all aspects of recruiting people with disabilities. For advice, please contact
       Remploy directly on 0845 845 2211.




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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
Appendix 1 - Sunderland City Council Exit Questionnaire

Name of Employee:                           Date of Discussion:
Directorate:
Starting Date:                              Leaving Date:
Position Held:                              Grade/Salary:
Letter of resignation received: YES/NO
Reason for Leaving


a)    Have you enjoyed working for the Directorate?


b)    Is there any area of the job that could be changed? How could this be improved?



c)    Is there a good team spirit within the team? How could this be improved?



d)    How did you relate within the team? Could this have been improved?



e)    Did you receive an induction? In your opinion, was this adequate? Suggestions for
      improvement



f)    What training/development did you receive?



g)    Were there enough training and development opportunities?


h)    Are that any other areas/aspects of work that could be improved?




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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
                               Exit Questionnaire Continued


i)     If you are leaving for alternative employment, is it for:

       (i)     higher wages
       (ii)    increased/decreased hours
       (iii)   better conditions (please state)
       (iv)    training opportunities

       other reasons (please state)
j)     Any other relevant information


Signature of Interviewer: (if applicable)                          Employee:

Print Name:
Date:                                                              Date:




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January 2004 Rev (3) July 2007(LC)           Recruitment and Selection
Appendix 2 – Sunderland City Council – Example Job Description

Job Title:          Administration Manager

Grade:              Scale 6

Job Location:       Civic Centre

Directorate:        Corporate Services Directorate

Responsible to:     Principal Support Services Manager

Responsible for:    Administrative Support Staff

1.    Purpose of Job:

1.1    To work within a team providing a wide range of administration services to support
       the Directorate.

2.    Principal Responsibilities

2.1   To manage the administrative support needs of the Directorate.

2.2   To manage the Directorate’s financial, monitoring and reporting systems.

3.    Main Duties

3.1   To supervise, develop and support the Administration Support Team.

3.2   To manage computerised financial, monitoring and reporting systems, to produce
      monthly reports for the Directorate.

3.3   To produce accurate correspondence, reports, agendas, etc. as and when needed.

3.4    The provision of administrative support to other Directorates and customers e.g.
       reception duty, telephone queries, etc.

3.5   To maintain and develop the Directorate’s filing systems.

3.6   To provide cover for other support services as required.

3.7    To carry out any other reasonable duties for the Principal Support Services Officer
       in accordance with the grade of the post.

3.8   You must carry out all your duties with full regard to the Council’s Equal
      Opportunities Policy, Health and Safety Policy, Code of Conduct and all other

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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
       Council policies. As a manager you are also responsible for implementing the
       above policies within your team

3.9    You must act in compliance with data protection principles in respecting the privacy
       of personal information held by the Council.

3.10   You must act in compliance with the principles of the Freedom of Information Act
       2000 in relation to the management of Council records and information, including
       information held in electronic systems.




Name of Author:
Date:




                                                                                       65
January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
Appendix 2 – Sunderland City Council – Example Person Specification

Directorate: Corporate Services

Person Specification for the Post of: Administration Manager

    Minimum Essential Requirements                       Method of Assessment

Skills/Knowledge

Ability to manage, motivate and develop         Application Form/Psychometric
staff                                           Test/Interview

Ability to produce accurate reports,            Application Form/Psychometric
correspondence, agendas etc.                    Test/Interview

Excellent interpersonal skills with customers Application Form/Psychometric
                                              Test/Interview

Ability to manage budgets accurately.           Application Form/Psychometric
                                                Test/Interview

Ability to prioritise and manage Support        Application Form/Psychometric
Team’s work                                     Test/Interview

Ability to use the Microsoft Office Package     Work Sample Test
to provide easily accessible computer
records and communication

Ability to apply practical and useful           Application Form/Workplace Test/Interview
solutions to everyday workplace challenges

An understanding of the issues relating to      Application Form/Psychometric
managing a diverse group of people              Test/Interview

Experience/Qualifications

Experience of working in an office              Application Form/Interview
environment, or qualification relating to
business administration




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January 2004 Rev (3) July 2007(LC)           Recruitment and Selection
                     Person Specification (Example) (Continued)


Work Related Circumstances

Willingness to undertake training and      Application Form/Interview
development in the post

Commitment to Equal Opportunities




Author:

Date:




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January 2004 Rev (3) July 2007(LC)      Recruitment and Selection
Appendix 3 – Sunderland City Council – Equal Opportunities in Employment Policy

Sunderland City Council recognises that, in our Society, there is discrimination against
groups and individuals. The aim of this employment policy is to ensure that the
recruitment, selection, training and promotion of individuals is based solely on criteria or
merit and ability, and therefore no individual will be discriminated against.

We aim to ensure that:-

(a)    When applying for employment, all job applicants are considered having regard to
       only their individual aptitudes and abilities in relation to the job as stated in the job
       description and person specification.

(b)    All persons who participate in shortlisting, interviewing and selection processes are
       trained in all aspects of recruitment and selection and in Equal Opportunities
       issues.

(c)    All employees will be given equal consideration for training, career development
       and promotion.

(d)    All employees will be issued with guidance covering issues of day-to-day
       management and all expectations of the employer/employee relationship.

(e)    A rolling programme is established to make all of the Council’s premises accessible
       and suitable for people with disabilities.

(f)    Measures are adopted to promote a more balanced workforce at all levels of the
       organisation.

(g)    Any breaches of our equal opportunities statement by staff will not be tolerated.

(h)    Advice is available to anyone who feels that they have been the victims of
       discrimination and that suitable avenues for comment and complaint are made
       available to them.




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January 2004 Rev (3) July 2007(LC)           Recruitment and Selection
Appendix 4 - Planning your Selection Event – Action Plan (Example)
                        HR Manager– Appointment –March 2003
                                    Action Plan

Task                                            Who          Complete/Progress

1.Advert                                                     
Place in Newcastle Evening Chronicle/           Jane
Teesside Gazette, internal jobs circular
Consider: CIPD mailshot

Agree closing Date                                           21.3.03
2.Application Pack
To include:                                     Jane/Janet
JD/PS
Application Form
Structure Chart                                              
Terms and Conditions
Equal Opps Policies
Background information: Business Plan info –
Roles & responsibilities, Performance Plan

3. Shortlisting/Interview Panel                              
Agree panels                                    Janet
                                                             Shortlistng panel:
                                                             Janet/Bob/Fred

                                                             Interview panel:
                                                             Janet/ Bob/ Fred
4. Shortlisting/interviewing Dates
Agree dates                                     Janet
                                                             Shortlisting to be
Review no. of applications finalise selection                completed by: 28.3.03:
process                                                      Interview date 9.3.03 from
                                                             12.30pm
5. Selection Methods
GMA Verbal & Abstract                           Janet/panel Jack to administer
16PF or OPQ?                                                psychometric testing: GMA
                                                            V&A, & 16PF

                                                             7.4.03 - 10.00am Cttee
Interview Questions                                          Room 6, Jack to administer

6. Venue
Venue:                                          Jane         Cttee Room 6 for testing
Booking confirmed:
                                                             Interviews: Meeting Room

                                                                                    69
January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
Refreshments:

7. Documentation                                               Copy application forms&
Copy application forms                            Jane         Produce: shortlist form by
Produce: shortlist form
Interview notes form                                           Interview forms by 19.9.02
Candidate assessment forms (as per Code)
                                                  Janet

8. Letters to shortlisted candidates by
28.3.03                                           Jane
to include:
test takers guides
map
9. Letters to unsuccessful Candidates             Janet/Jane

10. Timetable for selection event                              Finalise
Produce timetable                                 Jane

11. Reference Requests                            Janet/Jane
Seek references for shortlisted candidates
12. Advise Successful Candidate
                                                  Janet
offer letter
confirm start date
medical clearance


13. Advise Unsuccessful candidates                Janet

14. Feedback to Candidates                                     Jack –testing
Re: psychmetric testing                           Jack/Janet   Janet- whole process
    Whole process
15. Induction                                     Janet




                                                                                      70
January 2004 Rev (3) July 2007(LC)           Recruitment and Selection
Appendix 5 – Sunderland City Council - Standard Application Form




                                                                   71
January 2004 Rev (3) July 2007(LC)   Recruitment and Selection
Appendix 6- Sunderland City Council - CRB Application Form




                                                                 72
January 2004 Rev (3) July 2007(LC)   Recruitment and Selection
Appendix 7 – Request for Advertising
                                  Sunderland City Council
                                  Request for Advertising

Directorate:

Service/Division/Establishment:

(Please state if fixed term,
Post Title: temporary,
permanent)
(Please state if full time,
Hours: part time or variable
hours)
Grade and Earnings:

Text of Advertisement: Please attach, on plain paper.

Application Form, Person                                     N.B. Attach copies for Job
Specification                                                Centre
and Job Description available
from:
Cost Code:                         Do you require an estimate of costs before publication
                                         YES/NO
Author/Contact Officer:

Publication Format *See Below                                To be completed by Corporate
(Full Display, Semi-Display, Linage) *Delete as              Personnel
appropriate                                                             Date:
Job Centre                                YES/N0
Careers Service                           YES/N0
Jobs Circular                             YES/N0
Restricted to Internal                    YES/N0
Applicants?
External (Please list)            Order No.



Closing Date:
Date Processed:                    Date Paid:
Costs:                             Discounts Received




                                                                                       73
January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
Appendix 8 – Short Listing Form
                               Sunderland City Council
                                 Short Listing Form

This form is to be used by each panel member when shortlisting using application forms.
The criteria should be taken from the Person Specification. Each individual applicant
must be assessed against the Person Specification not against each other.

Post:

Panel Member:

Date:

Applicant’s      Numbered Items from Person Specification          Individual  Final
Reference                     (see below)                          Member’s    Panel
Number         1   2   3    4    5    6   7   8     9    10          View     Decision




        Items from Person Specification to be assessed from Application Form

1.                                                 6.

2.                                                 7.

3.                                                 8.

4.                                                 9.

5.                                                10.
                N.B. It is not expected there will always be 10 items.




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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
Appendix 9 – Interview Notes Form
                            Sunderland City Council

                              Interview Notes Form
Name of Candidate:

Post Applied for:

Name of Panel
Member:

Date of Interview:

Notes:




                                                                 75
January 2004 Rev (3) July 2007(LC)   Recruitment and Selection
Appendix 10 – Presentation Assessment (Example)
                                   Sunderland City Council
                            Presentation Assessment (Example)


Post Title:
Name of Candidate:
Name of Panel Member:

                Criteria                     Meets               Comments
                                          Requirement
                                            Yes/No
1.    Established rapport with Audience
2.    Content:
      Demonstrated understanding of
      the Question
3.    Content:
      Easily Understood
4.    Content:
      Appropriateness of Language
      used
5.    Content:
      Level of detail
6.    Body Language:
      Tone of voice
7.    Body Language:
      Speed of Presentation
8.    Body Language:
      Audibility of Voice
9.    Body Language:
      Eye Contact
10.   Body Language:
      Gestures
11.   Use of Visual Aids
12.   Time Limited to <<x>> Minutes




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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
Appendix 11 – Candidate Assessment Form
                              Sunderland City Council
                             Candidate Assessment Form

This form should be used to assess all candidates attending the selection events to record
the outcomes. Each panel member should complete one of these forms for each
candidate.


Name of
Candidate
Post Applied For
Panel Member
Date of Interview


                                                    Panel
                              Meets                 Decision                   Final
Requirements Method of        Requirements                         Ranking     Panel
(from person Assessment                                                        Decision
                                                                   (If Used)   after
specification)                   Yes         No       Yes/No                   Ranking
1
2
3
4
5
6
7
8
9
10
Make notes of any unanswered questions or issues
………………………………………………………………………………………………………..
………………………………………………………………………………………………………..
Final Decision- Appointed / Not appointed (delete as appropriate)
Reason:………………………………………………………………………………………………
………..



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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
Appendix 12 – Candidate Assessment Ranking Form
                             Sunderland City Council
                       Candidate Assessment Ranking Form

Only to be used when there are more appointable applicants than vacancies and where
ranking is the appropriate action.


Name of Candidate
Post Applied For
Panel Member
Date of Interview
                                           Note
-     Ranking must not be applied to requirements on the person specification related to
      length of experience or qualifications.
-     The panel should agree on which requirements are to be ranked. Each applicant
      should be ranked against the person specification not against each other.
-     Rank each item by assessing each candidate against each criteria
      1 = just meets the requirement, 5 = highly compliant with the requirement
       Requirements (from the person specification)                Panel Member Score




                                                Individual Total
                             Sum of all panel member’s scores




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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
Appendix 13 – Request for Reference - Letter



Dear (Referee)




Request for Reference for (name of Applicant)

The above named person has applied for the job of <<job title>> with Sunderland City
Council. A job description and person specification for the post are attached. They have
given your name as a person from whom I may request a reference.

Rather than ask you to write a reference yourself, I have enclosed a form with specific
questions for you to answer. This is all the information that we require from you.

I should be grateful if you could fill in this form and return it to me in the enclosed
envelope.

Thank you for taking the time to complete this form.

Yours sincerely,




                                                                                          79
January 2004 Rev (3) July 2007(LC)           Recruitment and Selection
Appendix 14 – Reference Request Form
                                Sunderland City Council
                                Reference Request Form
Name of Applicant:

Post Applied For:

Your name (Referee):

Position:

Name of Company

How do you know the applicant

Please complete the below questions based on the time they were employed with
you …

Date of starting with you:

Date of leaving:

Position/s held:

Salary at leaving:

Brief outline of duties:

Disciplinary Record:

General Timekeeping:

Number of days sickness absence in each year of employment and details of any
significant re-occurring health problems.

Any conduct or performance issues:

Would you employ this person again if the opportunity arose?

Any Other Comments?

Signed:

Dated:




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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
Appendix 15 – Education Reference
                                Sunderland City Council

                               Education Reference Form

Name of Applicant:

Post Applied for:

Your name (Referee)

Position:

Establishment:

Please complete the below questions based on the time they were educated by you.

Date of starting education with you:

Date of leaving:

Brief outline of course/s:



Disciplinary Record:


General timekeeping:


Number of days sickness absence in each year:

Any conduct or education performance issues:



Any other comments:



Signed:

Dated:




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January 2004 Rev (3) July 2007(LC)      Recruitment and Selection
Appendix 16 - Procedure for Preventing Illegal Working

This procedure must be followed in all cases with the only exception being if the
successful candidate is currently employed by the Council.

A potential employees proof of eligibility to work in the UK must be checked by production
of an official document. The only documents that may be used for this purpose are either
one of the original documents from List 1 or a combination of two of the original
documents from List 2.

The relevant original documents must be checked and a photocopy must be taken. You
must sign the copy to prove that you have sighted the original document. The photocopy
must then remain of the individual’s personal file, if they are appointed following all
necessary checks.

The process of sighting, photocopying and retaining the appropriate documents forms part
of the process to establish a statutory defence in the event of employment of an illegal
worker.

List 1

        A passport showing that the holder is a British citizen, or has a right of abode in the
         United Kingdom.

        A document showing that the holder is a national of a European Economic Area
         country* or Switzerland. This must be a national passport or national identity card.

        A residence permit issued by the Home Office to a national from a European
         Economic Area country or Switzerland.

        A passport or other document issued by the Home Office which has an
         endorsement stating that the holder has a current right of residence in the United
         Kingdom as the family member of a national from a European Economic Area
         country or Switzerland who is resident in the United Kingdom.

        A passport or other travel document endorsed to show that the holder can stay
         indefinitely in the United Kingdom, or has no time limit on their stay.

        A passport or other travel document endorsed to show that the holder can stay in
         the United Kingdom; and that this endorsement allows the holder to do the type of
         work you are offering if they do not have a work permit.

        An Application Registration Card issued by the Home Office to an asylum seeker
         stating that the holder is permitted to take employment.

Once you have checked one of these documents there is no needs to ask for any further
documents contained in List 2.

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January 2004 Rev (3) July 2007(LC)            Recruitment and Selection
*The following counties are part of the EEA:

Austria                                Belgium
Denmark                                Finland
France                                                Germany
Greece                                                Iceland
Ireland                                               Italy
Liechtenstein                          Luxembourg
Netherlands                            Norway
Portugal                               Spain
Sweden                                 United Kingdom


List 2

List 2 covers the combinations of documents which will provide you with the statutory
defence.

Combination 1

A        A document giving the person’s permanent National Insurance Number and name.
         This could be a: P45, P60, National Insurance card, or a letter from a Government
         agency.

Along with checking and copying a document giving the person’s National
insurance Number, you must also check and copy only one of the following
documents listed in sections B-H.

B        a full birth certificate issued in the United Kingdom, which includes the names of the
         holder’s parents; OR

C        a birth certificate issued in the Channel Islands the Isle of Man or Ireland; OR

D        a certificate of registration or naturalisation stating that the holder is a British
         citizen; OR

E        a letter issued by the Home Officer to the holder which indicates that the person
         named in it can stay indefinitely in the United Kingdom, or has no time limit on their
         stay; OR

F        an Immigration Status Document issued by the Home Office to the holder with an
         endorsement indicating that the person named in it can stay indefinitely in the
         United Kingdom, or has no time limit on their stay; OR

G        a letter issued by the Home Office to the holder which indicates that the person
         named in it can stay in the United Kingdom, and this allows them to do the type of
         work you are offering; OR
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H       an Immigration Status Document issued by the Home Office to the holder with an
        endorsement indicating that the person named in it can stay in the United Kingdom,
        and this allows then to do the type of work you are offering.

Combination 2

A       A work permit or other approval to take employment that has been issued by Work
        Permits UK.

Along with a document issued by Work Permits UK, you should also check and
copy one of the following documents listed at B-C.

B       a passport or other travel document endorsed to show that the holder is able to
        stay in the United Kingdom and can take the work permit employment in question;
        OR

C       a letter issued by the Home Office to the holder confirming that the person named
        in it is able to stay in the United Kingdom and can take the work permit employment
        in question.

Once you have checked the documents detailed in either Combination 1 or Combination 2
of List 2, you do not need to ask for any further documents contained in List 1.


The Process to Establish a Statutory Defence

You should follow steps 1-3 for every new potential employee who you may be
considering employing from 1 May 2004 onwards. This process will ensure that the
recruitment process complies with the new requirements for establishing a defence. The
defence will prevent the Authority from being convicted of employing a person illegally.

Steps 1-3 must be carried out before a person begins working for you.

Step 1

You should ask all potential employees to provide:

       one of the original documents included in List 1; OR

       two of the original documents in the combinations given in List 2.

There is no need for the potential employee to provide documents from both List 1 and
List 2.

Step 2



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You must be satisfied that the potential employee is the rightful holder of the documents
they present and that these documents allow them to do the type of work offered to them.

The following reasonable steps must be carried out when checking all of the documents
presented by the potential employee:

      check any photographs, where available, to ensure that you are satisfied they are
       consistent with the appearance of the potential employee;

      check the dates of birth listed so that you are satisfied these are consistent with the
       appearance of the potential employee;

      check that the expiry dates have not been passed;

      check any United Kingdom Government stamps or endorsements to see if the
       potential employee is able to do the type of work offered;

      if the potential employee provides you with a document from List 1 which has a
       different name from that which they used during the recruitment process a further
       document is required to explain the reason for this. If the potential employee
       provides two documents from List 2 which have different names, you should again
       ask them for a further document. The further document could be a marriage
       certificate, divorce document, deed poll, adoption certificate or statutory
       declaration.

Step 3

Finally, ensure that a photocopy or a scan (using only the Write Once Read Many/WORM
software package) is taken of the following parts of all documents shown to you:

      the front cover and all of the pages which give the potential employee’s personal
       details. In particular, a copy of the page with the photograph and a copy of the
       page with his or hers signature should be taken; AND

      any page containing a United Kingdom Government stamp or endorsement which
       allows the potential employee to do the type of work offered.

A record of every photocopy must be kept and each photocopy should be signed as proof
that the original document has been sighted. This will ensure that the Immigration Service
can examine the right to the statutory defence if they detect anyone working illegally for
the Authority.


The Worker Registration Scheme

A successful employee who is a national of the Czech Republic, Estonia, Hungary, Latvia,
Lithuania, Poland, Slovakia or Slovenia must be registered, upon starting work, with the

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Home Office unless they are exempt from doing so. The Worker Registration Scheme has
been set up by the Government to monitor the participation in the UK labour market of
workers from the eight countries listed above.

If the Authority wishes to employ a worker from one of the eight countries listed above the
following process must be complied with:

Step 1

Carry out an initial check of the potential employee’s original identity documentation.

Step 2

As soon as the worker being work they must apply to register immediately with the Home
Office. In order for the employee to do this they must be supplied with proof of their
employment this could be either their letter of appointment or statement of particulars. You
must then take a copy of the completed application before the employee sends this to the
Home Office. This copy should be kept until you receive notification from the Home Office
that the employee has been registered.

Step 3

Once the employee has been successfully registered, the Home Office will send a copy of
the registration certificate confirming this. This copy should be retained on the employee
personal file.

If further advice is required on the procedure for preventing the employment of illegal
workers contact Personnel Services.

Successful applicants must not be employed until their eligibility to work has been
verified.




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Appendix 17 - Induction Checklist for Managers/Supervisors of New Employees

     Care should be taken not to give the new recruit too much information at one time.
               Information should be given throughout the induction period.

Induction Record

Name of New Employee ……………………………. Date of Commencement
………………….

                                                  Induction to be        Signature and date
                                                  undertaken by:          on completion of
                                                                               action
1.     Reception                                 e.g. Supervisor or
                                                         Manager
       New employee received by:

       Employment history discussed and
       recorded

       PAYE Slip taken

       Copy of official document
       providing National Insurance
       Number.

       Introduction to Departmental
       Manager/ Supervisor/Training
       Officer and other staff the section
       in which employee is to
       commence work.

2.     Local Layout of Service and                e.g. Supervisor
       Directorate

       Tour of Department premises

       Cloakroom and toilet facilities

       First Aid Room

       Lockers

       Entrances and Exits to be used

       Canteen

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      Notice Boards

      Telephone Facilities
3.    The Directorate and Service               e.g. Supervisor or
                                                        Manager
      Departmental Function, how this
      relates to the rest of the Counci

      New entrants own job

      Supervision

      Colleagues

      Standard of work expected

4.    Conditions of Employment                  e.g. Supervisor or
      Explained                                      Manager

      Contract of Employment, hours of
      work including overtime, lunch and
      tea breaks, periods of notice,
      written statement of terms

      Reporting/clocking/flexible working
      procedures

      Wages/salary calculation/method,
      and time of payment. Pay
      Statement explained.

      Income Tax, National Insurance
      and other deductions.

      Holidays

      Sickness Leave, Medical
      Statements and rules e.g.
      absence/reporting arrangements

      Sick Pay

      Pension Scheme




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                                                   Induction to be        Signature and date
                                                   undertaken by:         on completion of
                                                                          action
5.    Education and Training                      e.g. Supervisor or
                                                       Manager
      Council Training Facilities

      Content and Duration

      Records and Progress Sheets

      Further education/training facilities

      Council

      Assistance with course fees
6.    Safety and First Aid                        e.g. Supervisor or
                                                       Manager
      Accident at work reporting
      procedure
       Section specific arrangements.
       Corporate Code of Practice –
         Incident Reporting Procedure.

       Violent Incident reporting
      procedure
       Section specific arrangements.
       Corporate Code of Practice –
          Incident Reporting Procedure.

       First Aid Arrangements
       Section specific
         arrangements.
       Corporate Code of Practice –
           First Aid Provision

       Fire Safety Arrangements
       Building and premises specific
          arrangements including:
           Sound of fire alarm
           How to raise alarm
           Designated escape routes
           Designated assembly
                     areas
           Position and type of fire
             fighting equipment

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January 2004 Rev (3) July 2007(LC)            Recruitment and Selection
            Nominated fire wardens


       Bomb Evacuation procedure
       Building and premises specific
         arrangements including:
          Evacuation routes
          Assembly areas
          Nominated bomb wardens
          Means of reporting
            suspicious
            packages/people

       Relevant generic general risk
      assessment
       Risk assessment conducted
          by employing directorate

       Site/operation specific general
      risk assessment
       Risk Assessments conducted
          by employing directorate

       Manual Handling risk assessment
       Risk Assessments conducted
         by employing directorate.
       Explanation and
         demonstration of systems of
         work and/or work equipment
         applied to reduce manual
         handling risks.

       Personal Protective Equipment
      risk assessment
       Risk Assessments conducted
          by employing directorate,
          specific to employees work.
       When to wear, how to fit and
           adjust, correct storage,
           inspection and reporting of
           damage or defects.

       Personal Protective Equipment
      issue
       As specified by PPE
      assessment.
       Employee PPE issue recorded

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January 2004 Rev (3) July 2007(LC)       Recruitment and Selection
         and signed for.

       Safe operation of relevant work
      equipment
       As specified by general risk
         assessment.

       Vehicle safety issues:
       Limitations of use
       Driver checks
       Drivers Licence check
       Class 1 business insurance (if
         applicable)
       MOT certificate (if applicable)
          Driver’s handbooks.
          Manufacturer’s
            specification.

      Display Screen Equipment
      requirements and user information
       Display screen equipment
         assessors within directorate to
         conduct workstation
         assessment.
       Issue of appendix from DSE
         Corporate Health and Safety
         Policy.

7.    Council and Personnel Policies           e.g. Supervisor or
                                                    Manager
      Policies: e.g. No-Smoking
                   Equal Opportunities
                   Code of Conduct
                   Whistleblowing
                   Attendance
                   Management
                   Anti Fraud and
                   Corruption (inductee
                   must sign a statement
                   that they have
                   received, read and
                   understood this
                   document)

      Data Protection Security /
      Confidentiality of Information


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January 2004 Rev (3) July 2007(LC)         Recruitment and Selection
      Grievance

      Discipline

      Internet/Intranet/Email




8.    Employee Involvement and             e.g. Supervisor or
      Communication                             Manager

      Trade Union Recognition

      Consultative arrangements

9.    The Council                          e.g. Supervisor or
                                                Manager
      Council Structure

      Future Developments
10.   Welfare and Employee Benefits/       e.g. Supervisor or
      Facilities                                Manager

      Protective clothing

      Medical Services

      Sports/Social Facilities

      Transport Arrangements




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Appendix 18 – Medical Questionnaire
                         IN STRICTEST MEDICAL CONFIDENCE
                                Sunderland City Council

                                  OCCUPATIONAL HEALTH UNIT
                                    HEALTH QUESTIONNAIRE

    PERSONAL DETAILS (NB PLEASE COMPLETE ALL ITEMS OR WE WILL NOT BE ABLE TO
                          PROCESS THIS QUESTIONNAIRE)
1    Surname
     Forename(s)
2    Address



     Telephone No.
3    Date of Birth
4    National Insurance No.
5    Male/Female (please delete)
6    Proposed Employment
     Directorate
     Employment at (base
     address)




Personnel Officer to whom fit
certificate should be returned:
                                                                      Telephone No:


EMPLOYMENT DETAILS

Your appointment to the post for which you have applied is subject to medical
fitness.

Please answer ALL of the following questions and put the completed and signed form in
the envelope provided, seal it and forward it directly to the Occupational Health Unit, 10
Stockton Road, Sunderland SR1 3NW. If a medical examination is considered to be
necessary, you will be notified by the Occupational Health Service.

Have you worked for City of Sunderland before?         YES       NO
Did you start this post after October 1994?            YES        NO

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GP Name:
Address:




CURRENT POST:-
 FROM   UNTIL             EMPLOYER              OCCUPATION               RISKS
                                                                     ASSOCIATED- EG
                                                                         NOISE



PLEASE LIST ALL OF YOUR PREVIOUS JOBS BELOW




                            MEDICAL DETAILS - LIFESTYLE
Family History
Is there any history of serious illness in your family? (Mother/Father/Sisters/Brothers)




What is your height?                                What is your weight?

Smoking
Do you smoke?                  NO           YES       AMOUNT PER DAY            NO. OF
                                                                                YEARS
Cigarettes
Cigar
Tobacco
Have you ever
smoked?
                           If yes, when did you stop?

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Alcohol Consumption
Do you drink alcohol?                                     YES    NO
If yes, how many units of alcohol do you normally drink
in a week?
      1 unit of alcohol =  Beer       ½ pint
                           Spirit     1 measure
                           Wine       1 small glass

If you are answering 'yes' to any of the following, please provide relevant details
including dates, treatments etc.
Medical History
Have you ever in your life -             NO YES            PROVIDE DETAILS
including childhood had any of the                         INCLUDING DATE
following?
Asthma
Bronchitis
Pneumonia
Pleurisy
Persistent cough or sputum
Tuberculosis
Heart disease or disorder
(including pain in the chest on
exertion)
 High blood pressure
Gastric disorder or stomach trouble
Re-occurring bowel trouble
Diabetes
 Jaundice
Kidney/bladder/other Genito Urinary
problems
Giddiness/fainting attacks
Epilepsy/ blackouts
Recurrent Headaches or migraine
Anxiety/depression
Any other psychiatric illness
Hernia, rupture
Arthritis (specify rheumatoid or osteo)
Musculoskeletal problems
(joint/muscle)
 Backache - State cause & whether
recurrent
Sciatica
Varicose Veins

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January 2004 Rev (3) July 2007(LC)        Recruitment and Selection
Any serious infectious disease
 Allergies
 Hayfever
Any skin disease
Any eye disease or disturbance of
vision
Any ear disease or hearing problems
including ear infections
Any other illness

Are you currently in good health?

Are you at present having any
medications prescribed by a Doctor?
Have you ever undergone an
operation?
If so, for what and when?
Have you been absent from work or
school in the past year?
Have you consulted a Doctor in the
past 5 years for anything other than
minor illnesses?
Do you wear glasses or contact
lenses?
When did you last visit your optician

Have you ever claimed a disability
pension or industrial injury benefit?
Do you consider yourself to have any
disability?


                                                 NO   YES   PROVIDE DETAILS
Have you any health problems which affect your
ability to:
     Drive
      Sit for long periods
     Stand
     Walk
     Climb Stairs
     Lift
     Use hands
     Work at heights/ladders/staging



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IF YOUR JOB ENTAILS FOOD HANDLING (IN ANY CAPACITY) PLEASE COMPLETE
THIS SECTION
                                             NO YES PROVIDE DETAILS
Have you suffered from sickness or diarrhoea
recently?
Have you been suffering from any infectious
conditions of the
    skin
    nose
    throat
    eyes
    ears
Have you had any flu like symptoms?
Have you been in contact with anyone who has
typhoid?
Have you been in contact with anyone who has
paratyphoid?
Have you been in contact with anyone who has
cholera?
IF YES Please complete section below

HAVE YOU BEEN ABROAD WITHIN THE LAST YEAR?
   COUNTRIES VISITED              DATE                           LENGTH OF STAY




I declare that all the answers given above are, to the best of my belief, true and
complete.
I consent to be medically examined if necessary.

Signed _________________________________Date
___________________________________

N.B.   ALL SECTIONS MUST BE ANSWERED FULLY, OTHERWISE IT MAY BE NECESSARY
       TO RETURN THE QUESTIONNAIRE TO YOU FOR COMPLETION. ON OCCASION,
       FURTHER INFORMATION MAY BE REQUIRED, AND IN THESE CIRCUMSTANCES A
       SUPPLEMENTARY QUESTIONNAIRE WILL BE SENT TO YOU.




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Appendix 19 – Pre Employment Health Screening

                            OCCUPATIONAL HEALTH UNIT
                 Pre-employment Health Screening - Additional Information

For completion by the employing department
Proposed Employment:                                                    No. of hours per week:
Full Name:                                             N.I. No.:                               Date:
Directorate:
Name and telephone number of officer to whom fitness certificate should be returned:



                                                               Telephone No.:


Description of proposed duties:                                                  Level of use/exposure
                                                                          High        Medium      Low    None
1.   Does the job involve:                         Standing
                                                   Sitting
                                                   Walking
                                                   Driving
2    Does it involve driving/operating:            Own Vehicle
                                                   L.A. Vehicle
                                                   State Type:
3.   Lifting:                                      General
                                                   Mechanical
4.   Climbing:                                     Stairs
                                                   Ladders
                                                   Staging
                                                   Working at heights
5. Exposure to noise (state likely source/level)
- see note 1
6. Exposure to specific substances - which? -
see note 2
7. Potential exposure to skin irritants - see
note 3(i)
8. Potential exposure to respiratory irritants -
see note 3(ii)
9. Potential exposure to blood/body fluids:
10. Does the job involve working indoors?
11. Does the job involve working outdoors?
12. Working with children
13. Does the job involve food handling?
14. Location                                       Ground floor
                                                   Other than ground
                                                   floor
                                                   Is the building
                                                   accessible?
15. Degree of contact with public                  Local Authority

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January 2004 Rev (3) July 2007(LC)                 Recruitment and Selection
                                                   Premises
                                                   Clients own
                                                   premises
                                                   Various locations
16.   Does the job involve working in isolation?
17.   Does the job involve night work?
18.   Level of Supervision received
19.   Responsibility for meeting deadlines         Managerial
                                                   Normal job
                                                   constraints
20. Working with moving machinery
21. Using any vibrating equipment/tools -
which? - see note 4
22. Use of display screen equipment - see note
5
23. Requirement to use any personal
protective equipment


Signature of Manager (making the referral):


Additional Comments:




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Guidance for managers

 This information is needed for each prospective employee and should reflect the
  specific nature/circumstances of the proposed employment.

 Examples are not exhaustive in respect of employment but are intended to assist
  managers in focusing on the information they should provide.

 All areas of the form should be completed. If a category does not apply then write N/A
  (i.e. not applicable).

  Note 1. Where individuals are likely to be exposed to continuous noise at 85dBA or
         above the likely source should be indicated along with any available information
         on noise level.
  Note 2. Copies of relevant COSHH assessments should be attached to the form.
  Note 3. Copies of specific risk assessments should be attached to the form.
          (i) examples are detergents, cleaning materials, solvents, mineral oils, alkaline
              substances, tar based etc.
          (ii) dusts and or fumes (including welding fumes), cleaning materials,
               pesticides, solvents, wood dusts etc.
  Note 4. Any vibrating hand held or operated tool or equipment e.g. drills, strimmers,
         floor buffers/cleaners.
  Note 5. Managers should refer to the Authority policy on Display Screen Equipment.

 Further support and information can be obtained from the Occupational Health Unit.




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