Sample Selection and Recruitment Budget by wvd40564

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University of London


July 2005
                                                                                                                             Page No.

1.0   Introduction ....................................................................................................................... 4

2.0   Equal Opportunities .......................................................................................................... 5

3.0   Addressing Conflicts of Interest ........................................................................................ 5

4.0   Recruitment Procedure ..................................................................................................... 5

      4.1 Step 1:           Analyse the Job ......................................................................................... 5

             4.1.1          Job Analysis .............................................................................................. 5
             4.1.2          Job Design ................................................................................................ 6
             4.1.3          Job Titles ................................................................................................... 6
             4.1.4          Job Descriptions ........................................................................................ 6
             4.1.5          Person Specification .................................................................................. 7

      4.2 Step 2:           Obtain Authorisation to Recruit .................................................................. 8

      4.3 Step 3:           Advertising the Post ................................................................................... 8

             4.3.1          Do we need to advertise? .......................................................................... 8
             4.3.2          Composing the Advertisement ................................................................... 9
             4.3.3          Advertisement Process .............................................................................. 9
             4.3.4          Where to advertise .................................................................................... 9
             4.3.5          Cost of Advertising .................................................................................. 10
             4.3.6          Information Required of Applicants .......................................................... 10

      4.4 Step 4:           Composition of the Selection Panel ......................................................... 10

      4.5 Step 5:           Select Candidates for Interview & Identify any Tests or Presentations
                            required ................................................................................................... 11

             4.5.1          Shortlisting the Applicants ....................................................................... 11
             4.5.2          Shortlisting Paperwork ............................................................................. 12
             4.5.3          Selection Tests and Presentations .......................................................... 12
             4.5.4          Invitation to Interview Letters ................................................................... 12
             4.5.5          Travel and Accommodation Expenses ..................................................... 13
             4.5.6          References .............................................................................................. 13

      4.6 Step 6:           The Selection Interview ........................................................................... 13

             4.6.1          Preparation .............................................................................................. 13
             4.6.2          The Venue ............................................................................................... 14
             4.6.3          Welcoming the Candidate........................................................................ 14
             4.6.4          The Interview Questions .......................................................................... 15
             4.6.5          Question Types ....................................................................................... 15
             4.6.6          Taking Notes ........................................................................................... 17
             4.6.7          Candidates that Require Permission (Work Permit) to Work in the UK.... 17
             4.6.8          Avoiding Discrimination............................................................................ 19
      4.7 Step 7:          Appoint the Successful Candidate ........................................................... 19

             4.7.1         Making a Selection Decision .................................................................... 19
             4.7.2         Making an Offer ....................................................................................... 19
             4.7.3         Probation Periods .................................................................................... 20
             4.7.4         Completing the Interview Record and Offer Details Forms ...................... 20

      4.8 Step 8:          Notify Unsuccessful Candidates .............................................................. 21

             4.8.1         Unsuccessful Candidates ........................................................................ 21
             4.8.2         Feedback ................................................................................................. 21

      4.9 Step 9:          Returning Recruitment Documentation .................................................... 21

      4.10 Step 10: Inducting the New Employee ................................................................... 22

5.0   Appointing to Posts not Funded by the College .............................................................. 22

6.0   Temporary Employees (excluding Sessional Lecturers) ................................................. 22


A     Recruitment Procedure Flow Chart ................................................................................. 24
B     Job Description (sample) ................................................................................................ 25
C     Person Specification (sample) ........................................................................................ 29
D     Advertisement (sample) .................................................................................................. 30
E     Shortlist Memo ................................................................................................................ 31
F     Shortlist Form ................................................................................................................. 33
G     Question Bank – Example Questions ............................................................................. 34
H     Interview Panel Memo .................................................................................................... 37
J     Interview Record & Offer Details (sample) ...................................................................... 38
K     Payment Instruction Form – for Temporary Casual Staff ................................................ 41
L     Code of Practice on Disability in Employment ................................................................. 42
M     Agency Staff Request Form ............................................................................................ 46
1.0      Introduction

1.1      Purpose of the Guide

         This guide supplements the College's "Recruitment Policy" and provides further
         information and practical advice for those involved in all aspects of recruitment and
         selection. Recruitment and selection is a very important process and it is important to
         select the best candidates for the College. This guide sets out best practice
         guidelines to assist you in making this process as effective as possible. In addition,
         our Human Resources Team is very willing to support you and give further advice
         should you require it.

1.2      Contents

         The guide sets out to:
          encourage good practice and adopt an equal opportunities approach throughout
          explain the College‟s policy, procedures and link with the legal obligations laid out
           in the relevant legislation in a pragmatic way
          specify what information is required from schools and departments at each stage
          indicate what the Human Resources Team will do in response at each stage
          provides working examples of the documentation using a sample post
          assists schools and departments in recruiting the best people for each job in a fair
           and efficient way.

1.3      Improving the Guide

         This guide has been recently updated to comply with amendments to employment
         law, and to improve the guidance and best practice examples given. We would
         greatly appreciate any comments on this guide and the recruitment process
         generally, and the information and advice provided. Please contact either myself, or
         one of my colleagues in the Human Resources Team with any suggestions.
         Amendments will be made periodically and the most up-to-date copies will be
         available on the Web at

1.4      Training

         All those involved on a regular basis, or who may be required to assist with, the
         recruitment and selection of staff should attend the appropriate College workshop
         (see for more information).
         These workshops provide detailed guidance on the legal framework and equal
         opportunities issues throughout the process, as well as the more practical skills
         involved in interviewing. From 1 October 2004, attendance at the Recruitment and
         Selection workshop is mandatory for those involved in recruitment, in accordance
         with the College's Human Resources Strategy (see

1.5      Documentation

         All the standard forms and documents that are used in the recruitment process are
         available on the Human Resources intranet site,, or from the
         Human Resources Team.

Director of Human Resources

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                        4
2.0      Equal Opportunities

         Birkbeck is committed to equality of opportunity and fair treatment of both current and
         potential employees. Equal opportunities and anti-discrimination measures are
         promoted throughout the whole recruitment and selection process. Guidance on how
         to ensure you are complying with this commitment is set out in this document.
         However, please refer to, and ensure you are familiar with the College‟s Equal
         Opportunities Policy. The College's "Code of Practice on Disability in Employment"
         is also included at Annex L for your information.

         In addition to the ethical and effective business case reasons that support an equal
         opportunities approach, we are also open to legal challenge. It is therefore vital that
         our selection and interviewing processes are fair and objective. If an applicant
         makes a claim against the College to an Employment Tribunal, on the grounds of
         alleged unlawful discrimination, the College will be required to demonstrate that:

         a)      the person(s) appointed most closely matched the selection criteria and had
                 greater relevant experience and/or skills than other candidates;

         b)      the complainant was not unlawfully discriminated against.

         There is a considerable volume of employment legislation that is relevant in the
         recruitment and selection process; please refer to the Recruitment Policy for further
         details. Please do not hesitate to contact the Human Resources Team if you require
         further advice or assistance in this area.

3.0      Addressing Conflicts Of Interest

         Please refer to the College's Addressing Conflicts of Interest – Code of Conduct
         on Relationships at Work and the Recruitment Policy, which aim to ensure that no
         real or perceived unequal treatment, or conflict of interest occurs throughout the
         recruitment process or within working relationships.

4.0      Recruitment Procedure

         Please refer to Annex A for a flow chart of the whole recruitment and selection


4.1.1    Job Analysis

         If an employee leaves the College, it is likely that you will want to replace them.
         However, before getting approval to appoint and advertising the same post, you
         should take time to consider the role and decide if there are any changes required.
         Job analysis is the term given to this assessment of a role. Job analysis is a
         systematic procedure for obtaining detailed and objective information about the post,
         before it is advertised and filled, giving the opportunity to tailor it to what is currently

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                            5
         Questions to ask about the role:
          What tasks did the previous postholder carry out
          What level were these tasks
          Did they have supervisory responsibility or budgetary control
          Are the reporting lines still appropriate
          Are there any other tasks that would need to be added to this role (or taken away
           if the role is considered too large)
          Is the level at which the role holder is expected to undertake tasks still
           appropriate (note, if changes are made here, the role may need to be regraded;
           please contact your Human Resources Adviser for advice).
          Is the grade of the post accurate for a new person to come in and fill (this is
           especially important if the previous postholder was promoted during their time in
           the role (you should consult with Human Resources to determine the correct
          Are the hours of work still suitable (i.e. does it need to be made full-time or vice
          Is there still a requirement for this role at all

4.1.2    Job Design

         If you wish to create a new post, which is not replacing a leaver, or filling an
         established post, you will need to design the job. This involves considering the duties
         that the new post will cover, and the level these tasks will be (e.g. maintain, develop,
         manage, or assist etc.). You will need to decide how the post will fit in with the
         current organizational structure for your school/department/faculty, what the reporting
         lines will be, and if the post will be responsible for supervising or managing people in
         other posts.

4.1.3    Job Titles

         The job title should be an accurate reflection of the scope and nature of the role
         undertaken, including giving an indication of the seniority of the post. In view of this,
         and of the fact that job titles relate to other processes in the College, please give due
         consideration to the correct job title for the role. If you feel a current job title needs to
         be changed before being filled, and/or if you would like advice on selecting the most
         appropriate title, please contact your Human Resources Adviser.

4.1.4    Job Descriptions

         Once you have either analysed an existing role, or designed a new post, you will
         need to produce a job description. The job description should provide basic
         information about the role, including the title, whom the post reports to (job title of the
         postholder only, not their actual name), any other posts for which the job has
         responsibility, and the date it was created or updated.

         Please see Annex B for a sample Job Description and Further Particulars, using a
         standard Birkbeck template, which should be used for all jobs.

         The main purpose of the role should come next, followed by a breakdown of the
         specific duties. Whilst the description should be comprehensive, it must be concise;
         there is no need for every minor task to be quoted. The working relationships that the
         postholder must maintain should be outlined to illustrate the communications aspects
         of the role (e.g. relationships with students, members of the public, trade unions etc.).
         Finally, the dimensions of the job may be noted where applicable (e.g. size of budget
         managed, number of students supervised, number direct line reports etc.).

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                             6
         A good job description will enable candidates to apply effectively; it is a statement,
         which sets out:

         a) the roles and functions of the faculty, school or department
         b) the general purpose of the job
         c) an outline of the duties involved
         d) a full description of the main responsibilities of the post

         The more accurate and informative a job description is, the more likely it will be that
         the College will attract applicants who meet a school or department's needs. This
         often makes shortlisting and interviewing easier and less time-consuming for
         everyone involved. A well-written and laid out job description also helps to give
         potential applicants a positive first impression of the school or department and the
         College. Job descriptions should not contain any personalized information, such as
         the names of postholders as this can mean they become out of date very quickly.

         Job descriptions are working documents that will be used for other purposes
         following the selection process, such as for staff development discussions and job
         evaluation/promotions reviews.

4.1.5    Person Specification

         The person specification is one of the most important documents within the
         recruitment and selection process and so is an essential requirement for every post.
         The purpose of the Person Specification is to set out a list of the knowledge, skills,
         experience and level of qualifications that are required to carry out the role
         effectively, and should be developed from the job description. Consider the range
         and depth of duties to be undertaken, and assess what the postholder will need,
         under the headings above, to enable them to do the job.

         This specification then forms the objective criteria against which all candidates will be
         assessed throughout the selection process. These criteria must consist of the
         minimum standards considered essential for the effective performance of the job.
         Desirable criteria may be included, but these must be referred to only if candidates
         have met the essential criteria.

         Mention of selection tests, which form part of the recruitment process, should be
         made on the person specification form.

         The following key points will help you to develop your person specification:

             identify the key duties from the job description
             translate the duties into the skills and knowledge required to do the job
             separate the essential skills from the desirable ones; specify as far as possible in
              precise job-related terms
             identify any specific knowledge requirements for the job or the requirement of
              some evidence of the ability to learn
             indicate qualifications and level of education required for the job, if relevant
              (remembering to state "or equivalent" to cover all types of qualifications)
             identify what experience is required to carry out the job. This should be realistic
              and appropriate to the role

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                           7
         Reference to age, marital status or to dependents should not be included since these
         are unlawfully discriminatory. The main aim of the person specification is to set out
         the skills and abilities that a candidate would need in order to be able to carry out the
         role to a satisfactory standard. It is not a 'wish list'; setting the criteria too 'high' may
         result in a lack of suitable applicants. However, pitching them too low may mean you
         have a high volume of applicants who all meet your criteria. Please refer to Annex C
         for a sample person specification for the post of Lecturer in Psychology, which uses
         the standard template form.

         The job described and the level of skills/experience required must relate to an
         appropriate grade. Where necessary, the Human Resources Team will undertake job
         evaluation; any subsequent amendments to the job will have to be agreed before the
         post is advertised, to ensure the correct grade and salary.


         Before beginning the recruitment and selection process, you must obtain the
         appropriate authorization for your post. Please refer to the Recruitment Policy for
         further information, or alternatively seek advice from your Human Resources Adviser.

         You must inform Human Resources of any requests to recruit in order for us to
         advise on the correct grade for the post.


4.3.1    Do we need to advertise?

         All College-funded posts that are for 6 months or more, must be advertised in
         external media. This is in accordance with the College's Equal Opportunities Policy.
         Certain rare exceptions may apply, such as:

             temporary/fixed term posts of 6 months‟ duration or less
             externally funded research posts, where a named researcher has been identified
             when employees whose fixed-term contracts of employment are ending are
              offered a permanent post to avoid a redundancy situation (where the original
              appointment was made in accordance with the College‟s Recruitment and
              Selection Guidelines);
             where there is a risk of a redundancy situation within the College
             where an individual employee is being considered for re-deployment under
              another College policy

         Maternity cover posts are normally advertised if the vacancy is for 6 months duration
         or more. The advertisement will need to state that the post is available up to a certain
         date in the first instance, to allow for the possibility of the permanent postholder
         extending her maternity leave. If the permanent postholder decides not to return to
         her post then the permanent vacancy will be advertised.

         Please note that all advertisements must be placed via Human Resources; no
         post should be advertised without prior consultation with the Human
         Resources Team. Birkbeck has an account with a professional advertising agency,
         which has developed an agreed template and corporate style for our advertisements.
         This encourages consistency and ensures that the text is appropriate and free from
         bias or discrimination.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                             8
4.3.2    Composing the Advertisement

         There is a standard template for Birkbeck advertisements, and certain paragraphs
         need to be included. Please refer to Annex D for a sample advertisement for our post
         of Lecturer in Psychology, which includes these standard paragraphs in bold italics.
         These standard paragraphs contain important information and keep the look of
         Birkbeck‟s adverts consistent; they should not be changed without reference to your
         Human Resources Adviser.

         When composing the non-standard parts of your advert (normally no more than one
         or two paragraphs), you need to think about how you can attract the people that will
         meet the criteria for the role. It is therefore advisable to develop an informative
         paragraph about what the role involves, and include at least two of the main criteria
         that are essential to carry out the role (e.g. …"applicants must have experience of
         managing a team and have a working knowledge of database design…")

         You may wish to include the contact details of an individual to whom informal
         inquiries can be made.. However, it is better to include it with the information that
         goes out to those who actually respond to the advert. This allows them to read the
         details sent about the role, before deciding whether they still require further
         information from the contact.

         If you are including contact details for someone, please ensure that they are aware
         that they may be receiving some calls, and that they will be available for the period
         when the advert appears in the media (e.g. not on annual leave!).

4.3.3    Advertisement Process

         You should send your draft advertisement to your Human Resources Adviser, along
         with the Job Description, Person Specification, Further Particulars and Information on
         the post, and any other details that you would like to go to applicants. Please state in
         which publications you would like your advert to appear and when.

         This information should be sent via e-mail as an attachment, or if not possible, on a
         disk in Word for Windows format (no hardcopies please). Please note that deadlines
         are set by the advertising agency for receiving advertising copy, in order to place it in
         time in the appropriate media. These deadlines are at least a calendar week before
         the publication date, and in addition, your Human Resources Adviser will need time to
         process the advert and get it to the agency. For details of actual deadlines, please
         contact your Human Resources Adviser.

         Along with your draft advert, it is important to include a copy of the appropriate
         authorization for the post and ensure that the source of funding is highlighted.

         Each post is given a reference number by the Human Resources Team. The number
         relates to the Human Resources database post number and is quoted in the
         advertisement, the job description and other documents related to recruitment and to
         the post thereafter. This reference number should be used for this post for any
         further correspondence or actions.

4.3.4    Where to Advertise

         The Human Resources Team places all adverts on the UK‟s leading higher education
         recruitment website, „‟, which is accessible via the College website.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                         9
         In addition to these sources, please indicate in which, if any other publications you
         would like your advert to appear. The choice of publication will obviously depend on
         the nature of the role.

         Care must be taken to ensure that the advert will reach as diverse a range of the
         population as possible, to ensure indirect discrimination does not take place. For
         example, placing an advert, solely in "Ms London" magazine, which is aimed at
         women would be indirect discrimination as there is less chance of men seeing and
         therefore being able to apply for the post. Certain exceptions may be made in cases
         of targeted recruitment to reach under-represented groups. However, this would
         need to be justified and may still need to be placed in other publications. Human
         Resources may advise you where necessary.

4.3.5    Cost of Advertising

         The College‟s central recruitment advertising budget normally covers the cost for all
         agreed College funded posts to be placed in one publication. Your School or
         Department or the relevant Faculty will be required to meet the cost of
         advertisements placed in any additional requested publications.

         Recruitment costs for non-College funded posts are normally met by the funding
         body. Therefore it is advisable, when applying for a grant to an outside funding body
         (other than a Research Council) to include recruitment expenses in the calculation of
         the overhead spending money required, together with provision for the College‟s
         maternity and sickness absence leave (copies of these policies are available on the
         Web at or from the Human Resources Team).

4.3.6    Information Required of Applicants

         Appointees to all posts (College funded or not) must complete a College Application
         Form. This ensures that the College obtains all essential information regarding the
         employment status. Candidates are asked to provide Equal Opportunities data on a
         separate document. This information is retained permanently by the Human
         Resources Team on a database and it is used anonymously for statistical purposes
         in accordance with the HEFCE, HESA and the Race Relations Amendment Act 2000

         Applicants for academic posts may attach a C.V. and a list of publications to the
         application form. For some posts, Heads of Schools may wish to request that
         candidates send in a sample of work with their initial applications, e.g. a copy of a
         recent publication. Human Resources send any original documents received to the
         Head of School. After the interviews have been held, the publications should be
         returned to the candidate either by the School or by the Human Resources Team.


         At this stage (or earlier) the appointing manager (the panel Chair) should decide on
         the composition of your selection panel. To comply with best practice in equal
         opportunities and the College‟s Equal Opportunities Policy, panels should reflect an
         appropriate mix of gender and ethnicity. Please note that panels will be monitored in
         accordance with the College‟s Race Equality Policy. All panel members must be
         trained (see Section 1.4).

         The membership of the panel must be agreed upon by the closing date of the post.
         Please refer to section 7. “Panel Membership” of the Recruitment Policy for
         further information of the minimum requirements.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                         10
         The names of the panel members will be provided to shortlisted applicants in their
         invitation to interview letter.


         All applications received are held in the Human Resources Team until the closing
         date. On the first working day after the closing date, one set of all the application
         forms, together with a Shortlist Memo and Shortlist Form (see Annex E and F for
         examples) is sent to the Chair of the interview panel (or nominee) along with a list of
         the names of all applicants. Human Resources retain the other set.

4.5.1    Shortlisting the Applicants

         In order to ensure the best candidates are chosen for the role, and to promote an
         objective and non-discriminatory process, shortlisting should ideally be carried out by
         the interview panel, or at least by one member of the panel and another appropriate
         person. This ensures that a number of people assess a candidate and that individual
         opinions or prejudices do not dominate. Those involved in the shortlisting should
         meet to discuss their views on applications. If it is possible to gather the panel
         together, this makes an ideal opportunity to also plan for the interview itself.

         Each applicant should be assessed against the person specification to determine the
         extent to which they meet the criteria. Applicants should not be shortlisted if they do
         not meet the essential criteria as set out in the specification.

         If you have specified a particular qualification, or standard of education, you should
         note that many overseas qualifications are comparable and, in some cases superior
         to those awarded in the UK, and therefore may warrant the applicant being
         shortlisted. If you are uncertain of the status of such qualifications, please contact the
         Registry for further advice.

         Stereotyping should be avoided and assumptions must not be made whether or not
         someone will „fit in‟ because of their age, gender or disability, for example.
         Assumptions can be incorrect and the College could be wrongfully deprived of a
         potential asset. Such assumptions are also likely to be subjective and discriminatory,
         and therefore, may contravene the College's Equal Opportunities Policy.

         In terms of the optimum number of applicants to shortlist, it is difficult to put a limit as
         each post is different and may attract a very different number of appropriate
         candidates. However, it is advisable to restrict the number of interviews that you carry
         out to five or six in any one day. If you wish to shortlist more than this, it is
         recommended that interviews be carried out over 2 days, and you may consider a
         two-stage selection process to reduce the number of candidates who reach a panel

         For academic posts, the Master has requested shortlists are limited to up to five
         applicants for any one post. If you wish to shortlist more than five applicants, you
         must make a case to the Master to do so, before the invitation to interview letters are
         sent out.

         It is possible to identify (usually up to two) applicants as reserves in case any of your
         first choice candidates do not attend. However you will need to be able to
         differentiate as to why they were not first choice candidates by the extent to which
         they met the criteria.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                          11
4.5.2    Shortlisting Paperwork

         The Shortlist Form (Annex F) is designed to give space for (brief) notes and reasons
         on why l candidates were or were not shortlisted. This is necessary in case of any
         potential dispute, or if applicants request feedback on why they did not get an
         interview. The reasons given must relate to the criteria set out in the person
         specification for the post. These notes will also be referred to if a work permit
         application is required for the successful candidate at a later stage.

         Once the Shortlist Form has been completed, you should fill in the Shortlist Memo
         form (Annex E), ensuring that all the necessary information required to set up the
         interviews is included and send it to your Human Resources Adviser. Please ensure
         that you allow sufficient time between getting the forms to Human Resources and the
         interview date. This is to allow the appropriate paperwork to be completed and to give
         the candidates time to arrange leave from work and prepare for the interview, (ideally
         a minimum of 10 working days).

4.5.3    Selection Tests and Presentations

         If your selection procedure requires candidates to deliver a presentation or undergo a
         test, they will be informed of this in their invitation letter. Please ensure that you
         include the relevant presentation topic or test instructions on the Shortlist Memo.

         Selection tests can be very useful tools in the selection process to help with
         assessing the suitability of candidates for the role. Any test you use must be fair,
         unbiased and directly relevant to the central requirements of the job. Ideally, they
         should take place in an environment similar to the job situation. For example, for
         some administrative jobs, a word-processing or written test may be useful. This could
         include drafting correspondence or setting up a simple spreadsheet, whereas
         candidates for a Lecturer role are likely to be asked to prepare a presentation to test
         their delivery skills and knowledge of a subject.

         Whilst the Human Resources Team is happy to provide advice about devising tests,
         the school or department should provide the material/content. This ensures that the
         test is relevant to the job in question. The tests should be held in the school or
         department concerned and there should be a member of that school or department
         available to monitor the candidates and to offer appropriate assistance if required.
         The appointing School/Department should arrange any equipment or rooms required
         for any presentations or tests.

4.5.4    Invitation to Interview Letters

         Once Human Resources receive the Shortlist Memo and Shortlist Form, they will
         invite the candidates to interview. The Human Resources Team will then (except for
         externally funded posts) send an interview pack to the Chair of the panel, which will

             A set of the application forms/CVs of those shortlisted
             A set of any references received (where applicable)
             A copy of the advertisement
             Job description & person specification
             Interview Record & Offer Details form and salary scales

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                      12
           In the invitation to interview letters, candidates are requested to report to the
           Reception Desk of the appropriate building, for directions to the interview room. The
           Human Resources Team will inform the attendant on duty at the Reception Desk of
           the interview arrangements so that they are prepared to welcome the candidates. If
           you wish to vary these reporting arrangements for any reason, please ensure that
           you inform Human Resources at the shortlisting stage.

           You should make arrangements for the interview papers to be copied to the
           members of your interview panel. If you wish to send the invitation to interview
           paperwork out yourself directly from your school/department, this is fine. However,
           you must use the template letters and documentation, which are available from your
           Human Resources Adviser.

4.5.5      Travel and Accommodation Expenses

           The details of expenses available are set out in the Recruitment Policy. However,
           please note that any interview travel expenses over and above the £1501 limit will be
           met by the recruiting School or Department and must therefore be agreed with the
           candidate beforehand. This is something to look out for if a candidate will need to
           travel from a distance/abroad.

4.5.6      References

           The Human Resources Team will request references at the time they invite
           candidates to interview. In each case, two references are sought, including one from
           the current/most recent employer who should not be a relation of the candidate. If a
           referee happens to be a panel member (for either shortlisting or interviewing) then
           the candidate will be asked to provide an alternative referee.

           Although the Human Resources Team does chase up outstanding references,
           sometimes these are not received before the interview panel meeting. Whilst it is
           advisable to see references before a candidate starts employment, if they have not
           been received, you should make the following statement (which will be added to their
           offer letter) when making the verbal offer to them, 'this offer is subject to the receipt
           of two references which the College finds satisfactory‟.


4.6.1      Preparation

           Preparation is a vital part of the recruitment and interviewing process. It is not
           sufficient for panel members to meet up 20 minutes before the start of the first
           interview. Time should be set aside at least a day or two in advance of the interview
           date for the panel to convene and decide on:

               the format of the interview and order of questions
               the questions to be asked of all candidates
               the specific questions to be asked of individual candidates
               who is going to ask which questions
               the optimum start date for the post
               any other details candidates may need about the role that were not sent at

    Correct as at July 2005
99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                          13
         As noted previously, the ideal time to do this is at the short-listing stage, as all
         members of the panel should ideally be convened already for this part of the
         exercise. You will be looking through applications forms against the criteria in the
         person specification, and so the generic and specific questions could be developed at
         this stage.

4.6.2    The Venue

         Where you hold the interviews is important. This should ideally be in a light and airy
         room, with sufficient space to hold the panel and interviewees, without being so large
         as to be intimidating. Obviously, if a presentation is required, the correct equipment
         must be booked.

         All potential distractions should be minimized, such as:

             Put a sign on the door to indicate interviews are taking place, and if necessary,
              redirections to visitors
             Forward any telephones to another office (ensure the occupants know this has
              been done!) or turn the volume right down
             Provide refreshments (particularly water) for the panel and the interviewee, and
              replenish regularly
             Where possible, ensure that the temperature in the room is comfortable
             Place the interviewee's chair facing away from any windows where appropriate to
              minimize any distractions to them

         Arrange the room and furniture in a format suitable to the particular interview you are
         doing. There are a number of possible options, dependent on the type of interview
         and number of panel members present. Some people think that having a desk
         between the panel and the interviewee is intimidating and presents a barrier, others
         prefer to have the use of a desk or table for the interview paperwork. An ideal layout
         is to have a round or square table around which the panel and the candidate can sit.

4.6.3    Welcoming the Candidate

         When organizing the interviews, it is best to allocate a person (not on the panel) who
         can meet the candidates as they arrive, complete some of the 'welcoming' tasks,
         such as taking their coats, giving them a drink etc, and the show them to the
         interview room. This means that the individual is settled when they get to the

         At the start of the interview, the Chair of the panel should introduce themselves and
         the other members, including names and job titles/roles. Next, outline the format of
         the interview so that the candidate is aware of what is going to happen. A typical
         format might be:

             Introductions to the Chair and panel members
             A brief introduction to the role/how it fits into the structure
             Inform candidate that you may be taking some written notes
             The candidate gives a presentation
             Panel questions to the candidate on their presentation
             Panel questions testing the criteria from the person specification
             Time for the candidate to ask questions
             Informing the candidate of the next step (i.e. they will be contacted either by
              phone or in writing of the outcome)
             Thank them for coming and ensure someone shows them out

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                         14
         Before starting the interview, it is useful to ask a few welcoming, friendly questions to
         put them at ease, such as asking them about their journey and so on. The interview
         should not be about putting the candidate under excessive pressure and making
         them feel uncomfortable; putting them at their ease and building a rapport will ensure
         you get the right information from them.

         It may be appropriate to include a visit to the relevant department or office as part of
         the interview so that candidates can see and get a feel for the work environment.

4.6.4    The Interview Questions

         As the interview is the main, and often the only method of selection used after sifting
         applications, it is important to get it right, and get the most out of it, so that you build
         up a true picture of the candidates' ability to do the job. Careful consideration of the
         questions will help ensure that the right information is gathered in order to make an
         informed decision. You should use the criteria that you set out in your person
         specification at the start of the recruitment process as the basis for question

         Start with the essential criteria, and design a question (or series of questions) to test
         for evidence of their abilities in each area. A few questions that would test some of
         the desirable criteria are useful as a tool to differentiate between suitable candidates.
         These questions should be asked of all candidates to ensure consistency, enable you
         to assess the level to which candidates match your criteria, and make an informed
         and fair recruitment decision. However, each interviewee will answer the questions in
         a slightly different way. Therefore, you will need to probe and ask specific questions
         of the individual candidates to explore their responses.

         You may like to ask some questions of certain candidates that are specific to their
         application, or individual circumstances. However, care must be taken to ensure that
         such questions do not breach our Equal Opportunities Policy, or any employment
         legislation (see Section 2. of the Recruitment Policy). For example, if you were
         interviewing four male candidates and one female, and you asked the female if she
         had any childcare commitments, but did not ask this of the male candidates,
         assuming that they would not have any responsibility, this would be discriminatory.
         Further advice in this area can be obtained from your Human Resources Adviser.

         To help you with your interview planning, a bank of sample interview questions is set
         out in Annex G.

4.6.5    Question Types

         There are a number of different question types, some of which should be used
         frequently, others that should be used sparingly/carefully, and some of which should
         be avoided altogether:

         Open - questions that start with, "what, when, how, who, why, please…" and illicit a
         fuller response than just „yes or no‟, for example:

              What experience do you have of managing a team?
              Why did you decide to move from working in finance to Human Resources?
              How do you keep up to date with the latest thinking/developments in your field?
              Whom did you report to in your previous role?

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                            15
         Behavioural - putting a question into a context and asking for examples of the
         interviewee's behaviour in the past. These questions are particularly effective as they
         provide 'evidence' of a candidate's experience/competence of a particular area or
         skill, for example;

              Please tell me about a time when you successfully handled a complaint from a
              Please give an example of a complex problem that you solved with minimum
               assistance from others
              Tell us about a time when you have had to use effective verbal communication

         Probing - to ensure that you get the most information out of candidates, and to follow
         up an answer you may have got from another question, you need to probe. This is
         also useful if you want to be sure that a candidate really understands what they have
         said to you and that they have not just used a 'stock' answer. Probing is an important
         but difficult skill that becomes easier the more you practice for example;

               Why do you think that project was so successful?
               How do you think you might have approached it differently if you could do it
               So, whom did you speak to about it?
               What other people were involved in that group?

         Closed - these are questions that only require a 'yes' or 'no' answer, or a very
         brief/specific response. These questions should be used sparingly as they do not
         encourage the candidate to open up and you will get very limited information, for

              Have you completed your TiLL course?
              Do you work well in a team?

         However, closed questions can be useful for checking facts, or focusing a very
         talkative candidate, for example;

            How many years experience have you had in finance?
            So, have you actually created a database before?

        Multiple - a common mistake that interviewers make is to ask two or more questions
        in one. This can be very confusing for the candidate, and often results in the
        interviewer being asked to repeat the question, for example:

              Have you ever done a presentation to a large group of people before, and what
               was the presentation about?
              Tell me about a time when you led a research project, how did you go about it,
               and what were the main outcomes?

        These questions are fine, if they are broken down and asked separately.

        Hypothetical - the candidate is given a scenario (either fictitious of real) and asked
        how they would react/deal with the situation. These questions can be useful to test
        someone's reaction under 'pressure' or assess their initiative. However, they should
        be used sparingly as it is usually better to seek evidence of what someone has
        actually done or how they have behaved in the past ('behavioural' questions), e.g.,

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                         16
               You are in the office alone. You are dealing with a student who has a query
                about their coursework, which has gone missing. You have some papers that
                need copying for a meeting, which starts in half an hour, and then the phone
                rings. How do you manage these tasks?

               A member of your team has been an hour late for work for the last three days
                without explanation. There is an important meeting in the morning that you need
                them to attend. How would you deal with this issue?

          Checking/Reflective - used to clarify a point made by the candidate, and to check
          that you have understood what they meant, for example:

               You say that you felt frustrated at the time, why was this?
               So, you actually spoke to the student?
               It seems that you felt you coped very well with the situation, is that right?

           Leading/Loaded - these questions should be avoided as you are giving the
           candidate a limited possible response; they are likely to answer based on what they
           think you want to hear rather than what they actually think. Trying to ascertain
           'political' answers is not helpful in seeing whether they have the ability to do the job,
           and in some cases could be seen as discriminatory, for example:

               This is a very stressful environment; I presume you cope well under pressure?
               Do you think it is better to own up if you have made a mistake, or attempt to
                cover it up and risk the consequences?

4.6.6    Taking Notes

         Most people like to take notes during an interview to assist with making recruitment
         decisions. It is good practice to let the candidate know that this will happen so they
         do not get alarmed when someone starts scribbling after their first answer! It is quite
         difficult to make notes and listen actively to responses at the same time. Therefore, a
         good tip is to take it in turns to make notes so that when one person is asking
         questions another panel member makes some notes.

         It is important to remember that any notes made must be appropriate and non-
         discriminatory. Under the Data Protection Act 1998, individuals have the right to see
         any documentation held about them, this includes any formal and casual notes kept
         after the interviews. Therefore, if you wouldn't want the candidate to read it, do not to
         write it!

4.6.7    Candidates that Require Permission (Work Permit) to Work in the UK

         Before an employee can start work at the College, it is necessary to ascertain their
         eligibility to work in the UK. All candidates are asked to make a declaration of their
         status on their application form. The successful candidate will be asked to provide
         documentary evidence of their status to Human Resources on appointment (see
         Section 11. in the Recruitment Policy).

         The law and rules around employment of Non-EU Nationals is complex and so this
         section is not designed to represent a definitive guide to this issue. It is best to
         consult with your Human Resources Adviser to ensure compliance, or if you have any
         queries about a candidate‟s eligibility, prior to making an offer.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                          17
           The basic principle under The Asylum and Immigration Act 1996 is that it is illegal to
           employ an individual who is not a British Citizen or an EU National, without prior
           permission, either through obtaining a work permit, or if their individual circumstances
           allow it. The main exclusions to this rule are set out below, together with the current
           list of EU countries.

           Work permits are not required for the following Nationalities:

                    Austria                              Liechtenstein
                    Belgium                              Lithuania*
                    Cyrus                                Luxembourg
                    Czech Republic*                      Malta
                    Denmark                              Netherlands
                    Estonia*                             Norway
                    Finland                              Poland*
                    France                               Portugal
                    Germany                              Slovakia*
                    Greece                               Slovenia*
                    Hungary*                             Spain
                    Iceland                              Sweden
                    Ireland                              Switzerland
                    Italy                                United Kingdom
                    Latvia*

           *Nationals of these countries coming to work in the UK are subject to the „Workers
           Registration Scheme‟ (see for more details or ask your Human Resources

           Circumstances that may not require a work permit:

               The spouse of an EU National
               The spouse or family member of a Non-EU National who holds a valid work
               A Student who holds a valid entry Visa, authorizing them to take up work. They
                must not be employed for more than 20 hours per week during term-time.
               An individual with a Working Holiday Visa (restrictions will apply).

           If you select a candidate who requires a work permit, the work permit application
           requires evidence of why the other EU National candidates could not perform the
           role. Therefore, if for example there are two candidates who are suitable for the role
           and one requires a work permit and the other does not, you are obliged by the
           legislation to select the individual who does not require a permit. It is important not to
           make assumptions about a person‟s right to work based on their nationality, as this
           may be direct discrimination under the Race Discrimination Act. You should get
           advice from Human Resources before making any offer in this situation.

           Please note that the roles and professions for which the Home Office will issue work
           permits are limited and are usually those that are considered to be 'shortage
           occupations', or very highly specialized. Work permits are highly unlikely to be
           approved for any posts other than academic or research roles, and will not be
           approved for any clerical, administrative, or manual posts. Again, it is strongly
           recommended that you seek advice from Human Resources if you are in any doubt
           as to a posts' eligibility.

    Details correct as at date of publication
99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                             18
4.6.8    Avoiding Discrimination

         It is important to distinguish between complying with the legislation in this area, and
         being discriminatory. Assumptions should not be made about a persons eligibility to
         work based on their appearance, accents or names, for example. All candidates are
         required to declare their eligibility to work on the application form, sign to say the
         information they give is correct and then bring evidence to the interview. Therefore it
         would not be appropriate to ask certain candidates to confirm their eligibility at
         interview because they are an ethnic minority, or have a 'non-western' sounding
         name as this could constitute discrimination and is based on prejudice and


4.7.1    Making a Selection Decision

         Once you have seen all of the candidates, you will need to assess the extent to which
         each one met your selection criteria, based on evidence they gave from the
         questioning and any tests or exercises. It is very tempting to start comparing the
         candidates against one another; however, it is best practice (and minimizes the risk
         of discrimination) to try to stick to looking at how they each meet the person
         specification and selecting the individual who best fits this profile.

         Some panels like to construct a scoring system. This could be something fairly
         simple such as looking at each area of criteria and assigning, 'Fully met', Partially
         met' or Not met' to each one. You will need to decide on what constitutes evidence
         for each category before you start the process. It is not essential to follow this sort of
         system. However, it can be useful in justifying decisions and making them as
         objective as possible.

         The most important thing to remember is that you will need to be able to justify your
         decision, and you must complete the Interview Record & Offer Details Forms for
         each candidate, stating brief reasons why they were successful or unsuccessful (see
         Annex J for examples). Many interview panels have a second choice candidate who
         is a suitable appointee, if the first candidate declines the offer. This should be marked
         clearly on the Interview Record and Offer Details Form.

4.7.2    Making an Offer

         Once the panel has made their decision, the Chair of the panel should verbally offer
         the position to the successful candidate (please refer to section 9. 'Selection Code'
         of the Recruitment Policy for further details). If the Chair is unable to make the
         offer, the Human Resources Adviser for your area may do so on your behalf. Please
         keep your Human Resources Adviser informed of when an offer has been made so
         that they can ensure that the candidate is contacted promptly and that the correct
         documentation is sent out as soon as possible.

         When a verbal offer of employment is made, all the relevant information from the
         Interview Record & Offer Details form should be covered; the key points are:

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                          19
            The salary scale and the increment that the candidate is to be appointed to,
             including London Allowance

            The start date and hours/pattern of work

            The offer is subject to receipt of two satisfactory references

            For some senior and all manual and catering posts, posts which involve dealing
             with animals, and any appointment where there is concern about the ability of the
             appointee to fulfill the requirements of the job (and adjustments may need to be
             made), a satisfactory medical report from the College Health Centre (CIHS) will be

            Verification of certain qualifications where appropriate

            Verification of the individual‟s right to work in the UK, and where required, receipt
             of a valid work permit issued to the College by the Home Office

            There is a probationary period of six months for support staff, or up to three years
             for academic staff.

4.7.3    Probation Periods

         New appointees to academic posts are subject to a probationary period of up to three
         years, dependant on their experience and qualifications. Please indicate on the
         Interview Record and Offer Details Form if the probation is to be less than three
         years. New appointees to all other professional, research and support posts are
         subject to a six months probation period. Please refer to the Probationary Policy,
         which is available on the web, or from the Human Resources Team before making
         the offer to the successful candidate. The probationary period should be discussed at
         the interview.

         Please note that existing Birkbeck employees whom have already completed their
         probationary period will not be required to complete another period of probation if
         they are successful in obtaining an internal appointment. They should, however, have
         some form of induction into their new role, where they receive the appropriate
         support and training.

4.7.4    Completing the Interview Record and Offer Details Forms

         The Chair of the panel must complete an Interview Record and Offer Details form for
         each candidate, even if they did not attend, and return them to the Human Resources
         Team immediately so that a contract can be sent to the successful candidate, and
         the unsuccessful candidates can be notified of the decision.

         If the successful candidate wishes to consider the offer of employment for a few days
         it is recommended that a deadline (of not more than 5 working days) be agreed by
         which time the candidate will communicate his/her decision to the Chair. In such
         circumstances the Interview Record and Offer Details forms should still be returned
         to the Human Resources Team immediately after the offer has been made with a
         covering note stating the situation. If there is another appointable candidate this
         should be clearly noted and he/she will be sent a holding letter. Once the Chair has
         been notified of the candidate‟s decision he/she should inform the Human Resources
         Team in writing.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                         20
         A copy of the appointment letter is sent to the Head of School and to the Dean of
         Faculty/Administrative Section Head. Candidates are welcome to contact the Human
         Resources Team if there are any questions. Please note that due to their legal
         status, written offers of employment should only be sent by Human Resources, and
         not directly by Schools/Departments.


4.8.1    Unsuccessful Candidates

         Unsuccessful candidates are normally informed in writing of the outcome of their
         interview as soon as the successful candidate has accepted an offer of employment.
         However, if the panel had decided that a candidate is not appointable to a post
         (regardless of whether the first or second choice accepts) then they will be written to
         as soon as possible.

         Once an acceptance is received from the first choice candidate, a final rejection letter
         is sent to any second choice candidates as required. If the first choice candidate
         does not accept then the Chair of the panel is informed and a decision is made about
         offering the job to another candidate or re-advertising.

         As with other stages of the process, Schools/Departments are welcome to send out
         the letters to unsuccessful candidates directly, however, the standard template
         letters, which are available from Human Resources must be used.

4.8.2    Feedback

         Some unsuccessful candidates may ask for reasons why they were not shortlisted or
         selected for a post. If the applicant has specific grounds for concern, the Human
         Resources Team will liaise with the school or department concerned to give
         Well thought out and constructive feedback can be very useful for candidates and
         gives a good impression of the College. However, it is recognized that managers may
         feel wary of giving feedback for a number of reasons, and in such cases, you are
         encouraged to discuss this with your Human Resources Adviser before responding to
         the candidate.


         After the interviews have taken place all copies of application forms and supporting
         documents, and notes from all the panel members should be returned to Human
         Resources, as soon as possible by the school or department concerned, as they
         contain personal and confidential information, which should not be held in duplicate
         outside of Human Resources.

         The successful employee‟s original application form, CV, and associated paperwork
         will be retained in their staff file and their details entered on the Human Resources IT
         System. However, the appointing manager may also keep a copy of the application
         form and documents of the appointed candidate for the purposes of managing that
         employee. Such records must be kept securely and in accordance with the Data
         Protection Act 1998.

         The Human Resources Team will keep a set of all the other application forms and
         recruitment information (including panel notes) for a period of one year in case a
         candidate makes an application to an Employment Tribunal claiming discrimination.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                        21

         All newly appointed staff:-

               Will have an induction mentor nominated by their line manager

               Must attend the College‟s „Introduction to Birkbeck for New Staff‟ Day

               Must complete the Induction Checklist (supplied with the offer letter and on the

               Must report to the Human Resources Office with the relevant documentation on
                their first day of employment (they will be advised of what to bring in their offer

         For further information and advice on planning an induction programme, please
         contact the Staff Development Team or your Human Resources Adviser.

5.0      Appointing To Posts Not Funded By The College

         All Lecturer, Senior Lecturer, Reader and Professor posts will need to be externally
         advertised, irrespective of funding.

         Posts that are not funded by the College (e.g. fixed term Research posts) may not
         have to be advertised if, for example, the grant is obtained by providing the name and
         CV of a candidate for the research post in question. Such candidates are also
         required to complete a College application form as this provides essential
         information, which may not be included in the CV. There is also a requirement for
         applicants to sign to verify that the information they have provided is accurate. If the
         post is for a Research Leave Fellowship replacement then it needs the approval of
         the Staffing Committee before recruitment can take place. However, candidates for
         such posts should be interviewed before a job offer is made.

         In such cases, the information required from the Head of School or Dean of Faculty
         for the Human Resources Team to prepare an offer letter is as follows:

               authorization to recruit
               name of candidate
               start and end date of appointment
               proposed grade and starting point salary
               details of the probation period
               source of funding (including funding code or grant reference number)
               completed application form and equal opportunities monitoring form
               job description and person specification

         The Human Resources Team will issue an offer of employment, once all of the above
         information is received, along with confirmation of approval from Research Grants
         and Contracts.

6.0      Temporary Employees (Excluding Sessional Lecturers)

         When recruitment has been authorized for a permanent post, and after any
         outstanding annual leave owing to the previous postholder has expired, a temporary
         member of staff may be recruited until a permanent postholder takes up the post.
         The salary for this temporary employee will be funded by the same source of funding
         as that of the permanent postholder.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                         22
         If a school or department wishes to recruit someone temporarily and there is no
         vacancy then the school or department has to provide funding for the post.

         To recruit a temporary member of staff for employment for a period of up to a
         maximum of six months, the Human Resources Team requires the following in

              authority to recruit
              start and end date of appointment
              source of funding and cost centre code (savings, vacancy)
              hours/days to be worked
              job description and person specification
              reporting instructions for the first day.

         If a suitable individual has not been found, or if an agency worker is required, you
         should complete the Agency Staff Request Form at Annex M and return it to Human
         Resources. Human Resources will then contact a temporary recruitment agency, to
         source a suitable individual.

         It is strongly recommended that every candidate for employment by or within
         the College be interviewed before a job offer is made. This includes externally
         funded posts. The relevant forms should be completed before the new
         employee arrives at Birkbeck.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                    23
                                                                                             ANNEX A
                           RECRUITMENT PROCEDURE FLOW CHART
                                                   Identify a Vacancy
                                               Assess role – Job Analysis           
          New                                     New or Replacement?                    Replacement
                                                                                            

                                           Seek authority to recruit or replace          Update job
Draft job description &                                                                   description &
  person specification                                                                    person spec
                                                                                              
  Staffing Committee                                        Dean                           Research
 (All Academic Posts –                      (All posts within clerical allocation)           Grants
New & Replacement –                                          Or                            (Research
except maternity cover)                          College Secretary/Master                funded posts)
                                        (All non-academic College funded posts)
                                          Send draft advert, advertising details,
                                         Job Description, & Person Specification
                                               by email to Human Resources
                                            Job Advert/Description Finalised &
                                                  Advert Appears in Media
                                         Day after closing date, applications are
                                           sent/collected by Human Resources
                                            Shortlist candidates & send form to
                                                     Human Resources
                                           Interview letters sent out (references
                                             requested) by Human Resources
                                          Interviews/presentations/tests held (at
                                         least 10 days after shortlist returned to
                                                     Human Resources)
                                         Interview Record & Offer Details forms
                                        returned to Human Resources (Contract
                                               issued/Turndown letters sent)

                                            Employee Takes up Appointment

                                             Employee undergoes induction

 99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                          24
                                                                                                ANNEX B

                       JOB DESCRIPTION [SAMPLE ONLY]

JOB TITLE:                             Lecturer in [Psychology]

                                       [Faculty of Science – Centre for Psychosocial Studies]

REPORTS TO: (Job Title)                [Head of School of Psychology]

SUPERVISES: (Job Title)                A number of students as required

JOB REFERENCE:                         APS100

GRADE:                                 LECA                             DATE:   June 2004

Birkbeck is a world-class research institution, a vibrant centre of academic engagement and
excellence and the UK's leading provider of part-time, evening education for mature

There are nearly 19,000 students studying for short courses, certificates, diplomas, first
degrees, postgraduate taught and postgraduate research degrees. Birkbeck provides
Londoners with the unique opportunity to fit study around their busy lives.

Founded in 1823 as the London Mechanics' Institute Birkbeck was incorporated into the
University of London in 1920.

Purpose of the Job

This post is based in the [Centre for Psychosocial Studies, School of Psychology]. It
involves the Course Tutorship of the Diploma/MSc in the Psychodynamics of Human
Development and the Course Tutorship of the MSc in Group Analysis, plus a small amount
of dissertation supervision on the MSc in Family and Couple Psychotherapy.

Main Duties of the Jobholder

The following is an extract from the standard academic contract and should be adapted as
required to suit the particular role

The range of duties of a member of the academic staff is wide and will be expected to include:

1. The provision of teaching services including lectures, seminars and classes and advisory
   services for the employing institution and for students in other institutions of the University;
2. The examination of students including inter-collegiate examination of students from other
   institutions of the University;
3. The supervision of students;
4. The conduct of research, or other original work, and subsequent dissemination of its
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5. Involvement in the continuing education activities of the institution and the University;
6. The assessment, guidance and assistance of more junior colleagues and support staff
    (where applicable);
7. To undertake administrative and managerial duties at an appropriate level;
8. To develop and maintain collegiate and inter-collegiate relationships in research and other
    academic activities including attendance at meetings of collegiate and University bodies;
9. To assist in enhancing resources to support research and other activities within the College
    where appropriate;
10. Any other duties as the Dean of Faculty, acting on behalf of and subject to the directions of
    the Governors, may from time to time determine.

Working Relationships and Contacts

Relationships with Students in order to teach curriculum and one-to-one supervision where
Intercollegiate relationships with academic and research staff at other institutions to liaise on
research and other academic activities
Liaise with Programme Co-ordinator and Head of School on curriculum, and student and
staff supervision issues
Work closely with the School Administrator to ensure effective administration of programme
and student assessment etc

Dimensions (where applicable)

Typically lecturing 40 students, and giving personal supervision to up to 15 students.

General Responsibilities

These are standard to all Birkbeck Job Descriptions:

   To adhere to the College‟s Equal Opportunities policy in all activities, and to actively
    promote equality of opportunity wherever possible
   To be responsible for your own health and safety and that of your colleagues, in
    accordance with the Health and Safety at Work Act (1974) and relevant EC directives.
   To work in accordance with the Data Protection Act and to ensure that all new systems
    are reported to your Data Protection Controller.
   To undertake such other duties as may be reasonably expected.
   To provide a healthy and comfortable working environment, smoking is prohibited
    throughout the College, except in specially designated areas.


JOB TITLE:                           Lecturer in [Psychology]

POST REFERENCE:                      APS100
                                     £22,954 rising to £26,327 per annum on Lecturer Grade A of
                                     the salary scales for Academic staff, plus £2,376 London
                                     Allowance per annum. The initial salary award will be
                                     dependent on the skills and experience of the successful
                                     applicant; however it will normally be at the lower end of the
                                     salary scale.
                                     The appointment may be subject to a probationary period,
                                     which will be specified at appointment stage

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DURATION OF POST:                    The post is permanent and full-time

HOURS:                               There are no fixed hours for members of the academic staff.
                                     25 days per annum (pro-rata), plus an additional 6 days when
ANNUAL LEAVE                         the College is closed over Christmas and Easter. This is in
ENTITLEMENT:                         addition to public holidays. Academic staff must take their 25-
                                     day annual leave entitlement during College vacations.
                                     The normal retirement age for all staff is 65. The post is
                                     superannuable under the USS (Universities Superannuation
                                     Scheme), or SAUL (Superannuation Arrangements for the
                                     University of London). This is a final salary scheme, and is
                                     often substantially more beneficial to the employee than a
                                     "money-purchase" scheme.
START DATE:                          1 October 2004

CLOSING DATE:                        4 July 2004
                                     The completed application form, plus a copy, are to be
                                     returned (quoting the reference no) to:

                                     Human Resources
                                     Birkbeck College
                                     Malet Street
                                     London WC1E 7HX

                                     Alternatively a single copy of the application may be emailed
INTERVIEW DATE:                      31 July 2004 (to be confirmed)

ENCLOSED:                           Organisational Diagram

Informal enquiries can be made to: Professor Smith, Centre for Psychosocial Studies,
School of Psychology, Birkbeck, Malet Street, London WC1E 7HX. (tel: 020 7000 0000, e-
mail: School web page:

An application form is attached or is available from:

Please complete the application form entitled Academic Job Application Pack

The forms are (WORD) or Portable Document Format (PDF) files (to view and print PDF
files the free Adobe Acrobat Reader is required. It is available from

If you have difficulty downloading details, please contact Human Resources: tel: 020 7631
6533 or fax: 020 7631 6521 or email:


The present academic personnel of the School consist of eight Professors, four Readers,
seven Senior Lecturers and six Lecturers. The research interests of current members of
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staff are listed on an attached sheet. Academic staff are supported by a team of
technicians, computer officer and secretaries. There are also a number of research staff
employed under external research grants and contracts.

The School was rated 5 (the second highest banding) in the most recent Research
Assessment Exercise, reflecting the standing and success of the academic staff. It has a
range of modern research facilities supporting the major research groupings in the
department. The School houses the Centre for Psychosocial Studies, the Centre for Brain
and Cognitive Development, and the Institute for the Study of Children, Families and Social

Birkbeck is located in Bloomsbury, at the heart of the University of London. Nearby are
University College, with the Institute of Cognitive Neuroscience (to which several members
of staff belong), the Wellcome Functional Imaging Laboratory, and the Institute of Child

The School offers a well-established four-year part-time evening course leading to the
University of London BSc in Psychology, on which about 300 students are currently enrolled.
The numerous graduate programmes run by the Centre for Psychosocial Studies (some of
them in collaboration with other institutions) are listed below. The School received an
Excellent rating in the most recent Teaching Quality Assurance inspection.

The Centre for Psychosocial Studies

The Centre for Psychosocial Studies was formed in 2000 to reflect the research and
teaching interests of a substantial group of academic staff within the School of Psychology.
The principles directing its activities are:

   Concern with the human subject as a social entity.
   Interest in the emergence of subjectivity in the social domain.
   Methodological pluralism, including an active assertion of the value of qualitative and
     theoretical research as well as more traditional quantitative research.
   Theoretical pluralism, including interest in discourses traditionally marginalized in
     academic psychology (for instance, psychoanalysis, systems theory, feminist theory,
   Interest in critique, defined as a concern with ideological issues in psychology.
   Interest in inter- and trans-disciplinary approaches to psychological theory and research.
   Interest in personal and social change, including psychotherapy.

Members of the Centre are highly research active and also run a large number of part time
graduate programmes. These are:

Diploma/MSc in the Psychodynamics of Human Development (with the British
Association of Psychotherapists)
MSc in Group Analysis (with the Institute of Group Analysis)
MSc in Psychodynamic Counselling/PG Dip Psychodynamic Perspectives
MSc in Psychodynamic Counselling with Children and Adolescents
MA/MSc in Gender, Culture and Society

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                                                       PERSON SPECIFICATION (sample only)                                                                              ANNEX C
      Job Title:            Lecturer in Psychology                                                      Post Reference:     APS100
      Faculty/Dept/School:             Centre for Psychosocial Studies – Faculty of Science

                   ATTRIBUTES                                                  ESSENTIAL                                         DESIRABLE
                                                                                                                                                                 METHOD OF
Knowledge                                                   knowledge of contemporary developments in social             knowledge of the application
This relates to the level and breadth of knowledge                                                                                                            Application Form
                                                             psychology and/or psychotherapy                               of social psychological
required to do the job, e.g. an understanding of a                                                                         methodologies to areas of          Panel interview
defined system, practice, method or procedure.                                                                             clinical and/or                    Presentation at
                                                                                                                           psychotherapeutic relevance         interview stage
                                                                                                                           is desirable.
Technical/Work-based Skills
                                                                                                                                                              Application Form
This relates to the skills specific to the job, e.g.        ability to lecture effectively and to conduct seminars
language fluency, typing skills, etc.                                                                                                                         Panel interview
                                                                                                                                                              Presentation at
                                                                                                                                                               interview stage
General Skills/Attributes                                   effective oral and written communication skills;
                                                                                                                                                              Application Form
This relates to more general characteristics required       ability to relate well to students, particularly mature
to do the job effectively, e.g., effective written           students with varying educational backgrounds;                                                   Panel Interview
communication skills, ability to delegate, motivation
                                                            capacity to organise and give appropriate attention
or commitment, etc.
                                                             to course and School administration;
                                                            interest in and willingness to participate in course
This is the proven record of experience and                                                                                                                   Application Form
achievement in a field, profession or specialism.                                                                         teaching experience at degree
This could include a minimum period of experience                                                                          level is desirable.
in a defined area of work (take care to ensure period
stated is appropriate and not unnecessarily
Qualifications                                              PhD, or its equivalent in research
Please state the level of education and professional         experience/publications, in Psychology,                                                          Application Form
qualifications and/or specific occupational training         Psychotherapy, or related areas.

      99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                                                                                                    29
                                                                                      ANNEX D

                                  ADVERTISEMENT (sample only)
The standard paragraphs are shown in bold italics.

Founded in 1823 and based in Bloomsbury,
Birkbeck extends educational opportunities
while achieving world-class research results

                                  CENTRE FOR PSYCHOSOCIAL STUDIES
                                         FACULTY OF SCIENCE

                                           Lecturer in Psychology

Based in the innovative Centre for Psychosocial Studies within the School of Psychology, you will
contribute to the research culture of the Centre and teach on one or more of our graduate
programmes of study. An interest in social or clinical psychology, or in applications related to
psychological therapies would be particularly welcome.

Applicants should have a PhD, or equivalent, in Psychology or a related area and a proven
research and publications record. Knowledge of contemporary developments in social psychology
and/or psychotherapy, and effective communications skills are essential for the role. Experience of
qualitative research methods and teaching at degree-level would be desirable.

Salary range: £25,238 to £28,611 pa inc London weighting, according to skills and experience

Closing date: 4 July 2004

For application forms and further details please see or send an A4
sae (quoting Ref: APS110), to the Human Resources Team, Birkbeck, Malet Street,
Bloomsbury, London, WC1E 7HX or e-mail

Birkbeck is an Equal Opportunities Employer

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                                                                                        ANNEX E

                                           SHORTLIST MEMO
FROM:              Human Resources                       TO: Prof Meyer
                   ( x 6666)                                  ( x 3331)

DATE:              7 July 2004

RE:                Lecturer in Psychology APS100

I enclose one copy of each application received to date for the above-mentioned post.
Please provide Human Resources with the following details:

   Shortlist Memo and Form – to be completed and returned to Human Resources as soon
    as possible. This is to allow time to prepare interview letters, apply for references, and
    compile Panel papers.

   Travel Expenses – Up to £150 will be borne centrally; costs above this must by met by the
    School/Department. The School/Department is responsible for discussing travel expenses over
    and above the £150 limit with candidates prior to the formal invitation to interview. Please quote
    the cost centre or code to which additional expenses should be charged:

     Cost Centre Number: 20000

Once a shortlist has been drawn up, please contact the candidates informally by
telephone or email to determine that they are still interested in the post/can make the
interview date, and to arrange a mutually convenient time (taking into account the
distance candidates may be traveling on the day).

Title      First Name                             Last Name                 Time      Confirmed
Dr         Raymond                                Black                     10.00     Yes
Dr         Wun                                    Chung                     11.00     Yes
Dr         Vanessa                                Singh                     12.00     Yes

   Interview Arrangements and Details

Date                                       Room                      Start Time
31 July 2004                               271                       10.00am

         (1)       Refreshments/catering arrangements (state what arrangements you have
                   made, etc)
                   We have booked tea coffee and water for panel and candidates……………………

         (2)       Reception arrangements (where candidates should report/who to ask for, etc)
                   Main Reception (Malet Street) contact Paul Scannell (Centre Administrator) on
                   extension 3333 and he will collect them from reception and show them to the

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   Presentation/Tour or Visit Arrangements
    Please confirm details for inclusion in invitation letters (if required/applicable):

     Please ask candidates to prepare and deliver a 10-minute presentation on the following topic:
          "There has been a move to a more pluralistic approach to research in the social
          and psychological sciences; discuss the pros and cons of qualitative and
          theoretical research methods against more traditional "scientific" quantitative
          approaches in this field".

    There will then be an additional 5 minutes to allow for questions from the interview panel.

    We have booked a laptop and data projector and an OHP for the presentations

 Panel Membership
Please confirm the Interview Panel Members below

SHORTLISTING PANEL                                    INTERVIEW PANEL (if different)
Prof Meyer        (CHAIR)  x 33331                                             (CHAIR)  x
Dr Reed                                               As for shortlist
Dr Nash

   Interview Letters/References
    Letters to candidates and requests for references will be sent from Human Resources

If you have any queries or need any further assistance, please do not hesitate to ring me.
Following the interviews, please arrange for applications to be shredded, or return them to this
office as soon as possible.

Encs: Job Description
      Job Advertisement

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                                                                                                                                             ANNEX F

                                                                  SHORTLIST FORM
Job Title:             Lecturer in Psychology                                                    Job Reference:     APS100
Dept/School:           Centre for Psychosocial Studies – Faculty of Science

Please give brief notes for each applicant where practicable. One agreed copy of this form must be forwarded to Human Resources.

NAME                                          -BASED SKILLS           ATTRIBUTES                                                             NO  YES 
Raymond Black           Yes - knowledge       Yes                     Evidence of all            Has 2 years            PhD in Psychology           
                        demonstrated                                  appropriate skills from    experience as          related field
                                                                      form                       Lecturer
Wun Chung               Yes - knowledge       Some evidence of        Evidence of all            Originally trained     PhD in very                 
                        demonstrated          lecturing ability       appropriate skills from    and worked as          relevant subject
                                                                      form                       teacher - no degree-
                                                                                                 level exp
Marie Romanov           Insufficient          Yes                     Yes on                     1 year experience of   PhD in Social
                        evidence of                                   communication, no          sessional lecturing    Science subject
                        knowledge in either                           evidence of                on Social Studies      area only half        X
                        social psychology                             organisational skills or   course                 complete
                        or psychotherapy                              acknowledgement of
                                                                      course dev
Vanessa Singh           Yes - excellent       Yes                     Evidence of all            2.5 years experience   PhD in very                 
                        knowledge                                     appropriate skills from    as lecturer            relevant subject
                        demonstrated                                  form
Jim Smith               Yes - knowledge       No evidence of          Evidence of all            No experience of       MSc level only (in    X
                        demonstrated          lecturing ability       appropriate skills from    lecturing              Social Psychology)

Signed:                                                     (Panel Chair)   Print Name:                                           Date:

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                                                                                   ANNEX G
Question Bank – Example Questions
Here are some examples of questions that you might wish to use in your interviews to help
get you started. Please note that this is not an exhaustive list, and the questions should not
be picked at random, rather you should use your person specification to select the most
appropriate; the questions are grouped into criteria areas to assist with this. Finally, please
feel free to amend them to suit your particular role and specialism.

Generic/Opening questions:

   Please tell us why you would like to work at Birkbeck.
   What interests you most about this role?
   Please give us a brief overview of your career within the [Higher Education Sector]
   What experience do you have in HE/Finance/Registry etc.?
   Please explain how your career has progressed since University
   How did you come to choose to specialize in ** profession or subject?
   Tell us about your current role/Describe a typical day in your current role
   What are your reasons for moving on from your present role?

Knowledge and Technical/Work-based Skills

Organization Skills
 Please describe how you organize your day/workload
 If you have a number of tasks to complete, and your manager gives you a further task,
   stating it is urgent, how would you manage this situation?
 What processes or systems have you put in place in your current or previous roles to
   organize your work?
 Why do you think effective organizational skills are essential for this role?

Management Skills
 What skills do you possess that make you an effective people manager?
 Please tell us about a time where you have had to discipline a member of your staff,
       o How did you approach it?
                 What would you do differently/the same if the situation arose again?
 What do you feel are the differences between a leader and a manager?
 What system of appraisal/performance review have you used with your staff in the past?
       o How effective was it?
 How would you describe your management style?
 Describe your current role as 'course leader',
       o How does it differ from being solely a Lecturer?
 How do you manage the budget within your Department/School?

Project Management
  Describe a project you have led/managed,
           o What processes, tools, and skills did you use to manage the project
                    What was the outcome?
  Describe the differences between being a project team member and actually managing
     the project.
  What experience of leading a high-profile research project do you have?
           o What were your findings?
                    How did you manage the research team?

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Information Technology Skills
   Please tell us which IT packages you are familiar with,
           o What is the extent of your knowledge/expertise in each?
   Which functions of [Microsoft Word] are you competent in?
   What experience do you have of using [SPSS (Statistics Package for Social Sciences)]
     to record and analyse your research data?
           o What other packages have you used?
   Please tell us how you would create a pie chart from a data set in [Microsoft Excel].

Teaching & Learning
 What lecturing experience do you have?
 What attributes do you feel make an effective lecturer?
        o To what extent do you possess these qualities?
 Describe a recent lesson plan that you have developed and delivered,
        o What were the learning aims for your students?
                How did you/will you evaluate the transfer of learning?
 What experience do you have as a personal tutor?
        o What do you find most rewarding about this role?
 To what extent are you involved in curriculum development in your area?
 Birkbeck is unique in terms of its' mature student population and prevalence of part-time
   courses. How does this affect how you might carry out your role as a lecturer?
        o What challenges/issues might this raise for you in terms of your teaching?

Secretarial Skills
 What is your current typing speed?
 What experience of using shorthand do you have?
 Please tell us about your experience of: - servicing meetings/audio-typing/diary
   management/filing systems etc.

Personal Skills

  How do you communicate effectively?
  What does 'active listening' mean to you?
  Give an example of a time when you have had to communicate in a difficult situation.
         o How did you manage this?
  What evidence can you give us of your effective written communication skills?
  Please give us examples of the different modes of communication you use at work
         o Which are the most effective?
                 Why is this?
  Please describe the advantages and disadvantages of using e-mail as a mode of

Team Work
 Describe a work team of which you have been a member.
        o What role did you have in that team?
                What made that team effective?
                       How could the team have worked better together?
 What experience of leading a team do you have?
 What are the advantages and disadvantages of working in a team as opposed to working

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 Please describe a situation where you have had to work on your own initiative to solve a
    problem/complete a task.

 How do you remain motivated in your work?
 How do you motivate your team to keep progressing with their goals/objectives?

Qualifications/Career Development

     What teacher-training qualifications do you hold/have you completed the TILL
      (Teaching in Life-long Learning) course?
     How do you keep up-to-date with the latest thinking/news/research in your area?
     Please give us an overview of your CPD (continuous professional development) plan.
     Please tell us about your [MSc in Human Resource Management],
            o What did the curriculum cover?
            o How were you assessed?
            o What was your dissertation about?
            o What were your main findings?
     What are your short/long-term development goals?
            o How will you progress these objectives?
     What work-based training & development activities have you undertaken in the last
            o What were the main learning points from these activities?

Practical/Manual Skills & Health & Safety

     You are asked to help with an office move and need to transfer a filing cabinet from the
      office to another room on the next floor up. How would you carry out this task safely?
      Please list all the actions and checks you would make.
     What experience of manual lifting do you have?
     Please tell us what COSHH stands for.
             o Explain the main considerations of COSHH that would apply in this role.
     What experience of driving minibuses do you have?
             o Do you hold a current, valid driving license?

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                                                                                ANNEX H

                                  INTERVIEW PANEL MEMO
FROM:              [Jenny Adams] Human Resources
                   e-mail: extension: 0000

TO:                Interview panel members

DATE:              22 December 2004

RE:                LECTURER IN PSYCHOLOGY - APS100

I am writing to confirm the details for the above interviews;

1.       Interviews will take place on: 31 July 2004

2.       Venue: Room 271 Malet Street

3.       Interview letters were sent to the candidates on 16 July 2004 confirming their
         interview arrangements, including the requirement for a presentation. Candidates
         have been asked to report to Main Reception, Malet Street, [10] minutes before their
         interview time.

4.       Interview schedule:

          Candidate Name                              Interview Time
          Raymond Black                               10.00am
          Wun Chung                                   11.00am
          Vanessa Singh                               12.00pm

Please contact me if you have any queries.

Enc:               Application Forms
                   Job Description
                   Person Specification
                   References received to date
                   Interview Record and Offer Details form (Chair only)
                   Salary scales (Chair only)

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(Return to Human Resources Department as soon as possible after interview)
DATE: 31 July 2004

JOB TITLE: Lecturer in Psychology                                                          REF NO: APS100

SCHOOL/SECTION: Centre for Psychosocial Studies, Faculty of Science

CANDIDATES NAME:                                                       INTERVIEW TIME:
Raymond Black                                                          10.00am
Confirmed Attendance:                                                 Attended:   
1. June Cole                               Received               2. Kenneth Wood            Received 

(Current Employer)
Permission to contact before               Given:                 Comments: (Employer reference is always
                                                                   required prior to start date - Panel Chair please
interview                                  Not Given:             seek permission to take up when offer accepted)

DECISION:                Offer:                  Hold:                   Turndown: 
Please give specific reasons for this decision - with reference to the person specification & job

Gave good presentation, demonstrated effective oral communication skills and ability to lecture. Sound
knowledge of subject area. Showed an understanding of Birkbeck culture (i.e. mature students).

Additional Notes & First Day instructions:
Second choice candidate.

Human Resources to write or telephone unsuccessful candidate                      (please tick if required)
Start Date:                                        Verbal Offer made:          Offer accepted: 
Initial Salary:          £                         + London Allowance = £2,284 pa
                                                   or £2,412 pa for Technical Staff
Grade:                   Point:
Probation:               Yes  No                 i) 6 months standard for Acad-Related/ Research/ Clerical/
                                                   Manual/Technical appointments)
Period:                                            ii) Up to 3-years maximum for Academic appointments - period is
                                                   dependent upon prior experience - to be determined by the Chair of
                                                   the Panel
Completion of TILL       Yes  No                 If Till course not required: Member of HE Academy?
Course required:                                   Yes  No  (where ‘No’ is ticked, refer to Probation
                                                   Adviser to develop PDP for membership of HEA)
Medical                  Yes  No                 (Standard requirement for manual/attendants posts or those
Examination:                                       subject to COSHH requirements)
Work permit required?  Comments:

SIGNATURE OF CHAIR OF PANEL:                                   Date: 31 July 2004
Prof Meyer
Grant Ref:
(For Research Grant Funded Posts an authorized signature is required before contract can be issued)
Signature:                                             Date:

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                                           38
(Return to Human Resources Department as soon as possible after interview)
DATE: 31 July 2004

JOB TITLE: Lecturer in Psychology                                                          REF NO: APS100

SCHOOL/SECTION: Centre for Psychosocial Studies, Faculty of Science

CANDIDATES NAME:                                                       INTERVIEW TIME:
Wun Chung                                                              11.00am
Confirmed Attendance:                                                 Attended:   
1. Bob Noble                               Received                2. Sue Lee                 Received 

(Current Employer)
Permission to contact before               Given:                  Comments: (Employer reference is always
                                                                    required prior to start date - Panel Chair please
interview                                  Not Given:              seek permission to take up when offer accepted)

DECISION:                Offer:                  Hold:                   Turndown: 
Please give specific reasons for this decision - with reference to the person specification & job

Good on organizational skills, but presentation was poor – did not thoroughly address the brief
(focused on qualitative approaches instead of comparisons of all methods). Did not answer all panel
questions. Did not demonstrate an understanding of the difference between teaching (i.e. young
children/teenagers) and lecturing at degree level.

Additional Notes & First Day instructions:

Human Resources to write or telephone unsuccessful candidate                        (please tick if required)

Start Date:                                        Verbal Offer made:          Offer accepted: 
Initial Salary:          £                         + London Allowance = £2,284 pa
                                                   or £2,412 pa for Technical Staff
Grade:                   Point:
Probation:               Yes  No                 i) 6 months standard for Acad-Related/ Research/ Clerical/
                                                   Manual/Technical appointments)
Period:                                            ii) Up to 3-years maximum for Academic appointments - period is
                                                   dependent upon prior experience - to be determined by the Chair of
                                                   the Panel
Completion of TILL       Yes  No                 If Till course not required: Member of HE Academy?
Course required:                                   Yes  No  (where ‘No’ is ticked, refer to Probation
                                                   Adviser to develop PDP for membership of HEA)
Medical                  Yes  No                 (Standard requirement for manual/attendants posts or those
Examination:                                       subject to COSHH requirements)
Work permit required  Comments:

SIGNATURE OF CHAIR OF PANEL:                                   Date: 31 July 2004
Prof Meyer
Grant Ref:
(For Research Grant Funded Posts an authorized signature is required before contract can be issued)
Signature:                                             Date:

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                                            39
(Return to Human Resources Department as soon as possible after interview)
DATE: 31 July 2004
JOB TITLE: Lecturer in Psychology                                                          REF NO: APS100

SCHOOL/SECTION: Centre for Psychosocial Studies, Faculty of Science

CANDIDATES NAME:                                                       INTERVIEW TIME:
Vanessa Singh                                                          12.00 noon
Confirmed Attendance:                                                 Attended:   
1. Carmel Davies                           Received               2. Donald McKinley             Received 

(Current Employer)
Permission to contact before               Given:                 Comments: (Employer reference is always
                                                                   required prior to start date - Panel Chair please
interview                                  Not Given:             seek permission to take up when offer accepted)

DECISION:                Offer:                  Hold:                   Turndown: 
Please give specific reasons for this decision - with reference to the person specification & job

Excellent Presentation – addressed the brief thoroughly and with interesting points. Effective verbal
communication in delivery. Showed an in-depth understanding of the subject area. Good on
organizational skills.

Additional Notes & First Day instructions:
Currently discussing TILL probationary requirements with course director – will confirm shortly

Please ask Vanessa to report to Gemma Frank, Senior Lecturer in room 732, Malet Street at 10.00am
on her first day (1.10.03).
Human Resources to write or telephone unsuccessful candidate                         (please tick if required)

Start Date:
                                                   Verbal Offer made:          Offer accepted:   
Initial Salary:         £26,000                    + London Allowance = £2,284 pa
                                                   or £2,412 pa for Technical Staff
Grade: Lec A            Point: 4
Probation:              Yes  No                  i) 6 months standard for Acad-Related/ Research/ Clerical/
                                                   Manual/Technical appointments)
Period:                 12 Months                  ii) Up to 3-years maximum for Academic appointments - period is
                                                   dependent upon prior experience - to be determined by the Chair of
                                                   the Panel
Completion of TILL      Yes  No                  If Till course not required: Member of HE Academy?
Course required:                                   Yes  No  (where ‘No’ is ticked, refer to Probation
                                                   Adviser to develop PDP for membership of HEA)
                         Yes  No                 (Standard requirement for manual/attendants posts or those
                                                   subject to COSHH requirements)
Work permit required?      Comments:
SIGNATURE OF CHAIR OF PANEL:                                   Date: 31 July 2004
Prof Meyer
Grant Ref:           ___________________________________
(For Research Grant Funded Posts an authorized signature is required before contract can be issued)
Signature:                                             Date:

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                                           40
                                                                                                                                                       ANNEX K

                                            PAYMENT INSTRUCTION FORM – FOR TEMPORARY CASUAL STAFF
                                                 FOR PERIOD 15/     (month) to 14/   (month) 200
Please complete and return this form by the 15 of each month at the latest to the Payroll Section, Finance Department (use only one form per person). Please retain
a copy for your own records.

NAME: «FirstName» «LastName»


PAYROLL NO: (will be added by Payroll Section)

 NO. OF HOURS                 HOURLY RATE                      PERIOD (Startdate/Enddate)                     ACCOUNT CODE TO BE CHARGED

Signature of Line Manager                                                    Signature of Head of School/ School Administrator/Administrative Section Head (or

Date:                                                                        Date:

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                                                                                          41
                                                                                         ANNEX L


The following sets out the College‟s policy in respect of disability in employment at the

1.       The Code of Practice

1.1      Unfortunately people with disabilities in society often do not obtain their full share of
         the jobs available, or the jobs in which their abilities can be best utilised. They also
         miss out on training and promotion. The reason for this is that many people confuse
         disability with inability.

1.2      This is not acceptable to the College for the following reasons:

         *         Most people with disabilities have skills and abilities to offer and are effective
                   as staff members without the need for any specific help.

         *         Many other people with disabilities have as much to offer as non-disabled
                   people given the use of appropriate help, which is readily available.

         *         When the abilities of employees with disabilities are overlooked, the College
                   will miss out on the contribution of potentially valuable employees.

         *         The College has an obligation to ensure that people with disabilities are
                   treated fairly and in line with its Equal Opportunities Policy.

1.3      As well as requirements relating to disability under the College's Equal Opportunities
         Policy there are also legal requirements placed upon employers relating to the
         employment of the disabled. These are as follows:

         The Disability Discrimination Act 1995

1.4      The Disability Discrimination Act 1995 defines a disabled person as anyone with a
         physical or mental impairment, which has a substantial and long-term adverse effect
         on his or her ability to carry out normal day-to-day activities. „Long-term‟ is defined
         as an effect of an impairment lasting for at least 12 months.

1.5      The Act has thus considerably widened the definition of disability beyond an obvious
         physical handicap such as blindness or partial paralysis. For example, a disabled
         person can mean someone who is dyslexic, has a hearing impairment, has learning
         difficulties or perhaps a severe disfigurement.

1.6      The Act makes it unlawful to discriminate against a person in the field of employment
         on two grounds:

         -         for a reason which relates to a disabled person‟s disability, the College treats
                   the disabled person less favourably than other people; and

         -         the College cannot show that this treatment is justified;

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                            42
2.       Implementing the Code of Practice


2.1      The College policy is that every effort will be made to accommodate disabled
         people‟s needs in employment at the College by making reasonable adjustments to
         the workplace and to working arrangements. This applies to all aspects of
         employment, including recruitment and selection, induction, probation, appraisal, staff
         development, promotion, redundancy, disciplinary or grievance procedures, etc. This
         will apply to job applicants or to current members of staff.

         For example, reasonable adjustments might include the following:-

         -         making adjustments to premises or the disabled person‟s workplace
                   (including, where necessary, the provision of special equipment);
         -         assigning a disabled person to a different location of work;
         -         allocating minor duties of the disabled person to another staff member;
         -         redeployment to a suitable alternative post (if no reasonable adjustment to
                   current working arrangements or premises is possible). This may involve
                   retraining the staff member;
         -         altering the disabled person‟s working hours (e.g. allowing the disabled
                   person to work flexible hours to enable additional breaks to overcome fatigue
                   arising from the disability or to accommodate their transport arrangements, or
                   changing the disabled person‟s hours to fit with the availability of a carer);
         -         allowing the person a reasonable amount of time off for remedial therapy and
                   assessment etc. in connection with their disability;
         -         training the disabled person to use special equipment;
         -         modifying instructions or reference manuals (the way instruction is normally
                   given may need to be revised when telling a disabled person how to do a task
                   (e.g. Braille) or instructions for people with learning disabilities may need to
                   be conveyed orally with individual demonstration);
         -         modifying selection tests (e.g. a person with restricted manual dexterity might
                   be disadvantaged by a written test, so the College might have to give that
                   person an oral test);
         -         providing a reader or interpreter (e.g. colleague reading mail to a person with
                   visual impairment);
         -         Providing help from a colleague for someone whose disability leads to
                   uncertainty or lack of confidence;

Recruitment and Selection

2.2      Shortlisting and selection decisions should be made on the basis of who is the best
         person for a job. If a candidate is disabled, a reasonable alteration to working
         arrangements can often accommodate his or her disability and he or she should then
         be considered on the same basis as anyone else.

2.3      It is unlawful to include requirements, which are not essential or are marginal to a
         particular post. For example:

         -         insisting on a particular level of educational qualification, even though it is not
                   necessary or significant for the job;

         -         inserting in job descriptions physical requirements (e.g. mobility) from
                   candidates when it is not necessary or significant for the job;

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                             43
2.4      It is therefore College Policy that job descriptions and person specifications will
         include only those criteria, which are entirely necessary for undertaking the duties
         and responsibilities of the job concerned.

2.5      To encourage applications, job descriptions will include the phrase “applications from
         disabled people are welcomed”.

Interview arrangements

2.6      In the recruitment materials sent out, applicants are asked if they have a disability
         and what sort of arrangements would be necessary for an interview. The College will
         make every reasonable effort to accommodate a candidate‟s requirements, including
         meeting the cost of travel expenses by taxi where this is necessary because of the
         candidate‟s disability.


2.7      It is not discriminatory to ask relevant questions at interview about the person‟s
         disability e.g. reasonable questions about any changes that may need to be made to
         the workplace.

2.8      The criteria used in interviews and selection tests should only relate to what will be
         required of the future postholder. Thus, for example, it would be inappropriate to
         require someone with learning difficulties to complete a numeracy test where the job
         entails very little numerical work and is not part of the person specification or the job

3.       Induction

3.1      Induction is a very important part of the recruitment process for all new employees
         but this may be more so for disabled people. The induction of disabled employees
         should take two forms:

         i)        Induction to the College - this will involve the staff member participating in the
                   College's staff induction session. It must be ensured that steps are taken to
                   facilitate access for all disabled participants. Where necessary, a special
                   induction session for a disabled staff member will be arranged.

         ii)       Induction to the Department - This should be an individual programme carried
                   out by the member of staff's line manager (or nominee) and should cover
                   such matters as introduction to the staff, briefing colleagues about the staff
                   member‟s needs (with the latter‟s involvement) the department, available
                   facilities etc. However, it should also provide the opportunity to discuss any
                   special arrangements, which will be needed in order for the person to settle
                   into his/her job smoothly. This part of induction might include taking early
                   steps to help visually impaired people to familiarize themselves with the
                   building, or perhaps arranging for people who may need to take medication
                   being given the opportunity to do so in private, and so forth.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                            44
4.       Disabled Staff with Chronic Ill-health

4.1      If the College takes the view that, for reasons of ill-health, it is no longer possible for
         a staff member to perform the main elements of his or her job, the Procedure for
         Dealing with Sickness Absence will be followed. The staff member concerned and
         also (if he or she wishes), their College trade union representative will be consulted
         by the Human Resources Team, in liaison with the line manager(s) concerned about
         the options, including redeployment.

4.2      Every reasonable effort will be made to transfer the staff member to a vacant post
         elsewhere, at a rate of pay appropriate to the responsibilities of that vacant post.
         Dismissal of the staff member on the grounds of ill-health will be appropriate only
         where the College regards such arrangements as not practicable or otherwise


5.       Individual Responsibility

5.1      All staff, irrespective of seniority, have responsibility for the fair and equal treatment
         of disabled people at work.

5.2      Senior members of the College have a special responsibility:

         -         To ensure that they are aware of the Code of Practice requirements and that
                   these are carried out;

         -         To ensure that all staff are made aware of the Code of Practice;

         -         To ensure that they themselves do not discriminate against disabled people;

5.3.     Please refer also to the College‟s Dignity at Work and Study Policy and the
         Procedure for Dealing with Sickness Absence.

99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                              45
                                                                                                                    ANNEX M


Requested by:                                                                                              Date:


Contact Person:                                                                                            Extension:

Start date:                                                               End Date:                        Hours/week:

Cost Centre:                                                                   Approval/Authorization needed:

                                                         Head of School/Dean
Approval:                                                     of Faculty:

          Human Resources to advise                       College Secretary:

Essential Skills:

Desirable S0kills


Name of Appointee:

Inform Reception:                                                    Y/N          Details:


Agency Details:
Contact Name & number:

              99bf20f2-1283-48ad-9bb2-4386816a6de9.doc                                                                   46

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