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									                      RECRUITMENT AND
                    SELECTION PROCEDURE

    Originator:    Graham Curling
    Date:          05.03.97
    Approved by:   F&GP
    Type:          Procedure

    Revised:        May 2006

                                                       RECRUITMENT AND SELECTION PROCEDURE

1    Introduction                                                                         3

2.   Scope                                                                                3

3.   Advertising procedure                                                                3

4.   Use of recruitment agencies in advertising                                           5

5.   Panel composition                                                                    6

6.   Short listing                                                                        6

7.   Interviewing                                                                         7

8    Induction and probation periods                                                      9

9    Feedback following interview                                                        10

10   Expense claims                                                                      10

11   Equality and diversity                                                              10

APPENDIX 1: Vacancy requisition form                                                     11

APPENDIX 2: Application form                                                             13

APPENDIX 3: Equality and diversity form                                                  18

APPENDIX 4: Short listing form                                                           20

APPENDIX 5: Interview assessment form                                                    21

APPENDIX 6: Interview assessment summary form                                            22

APPENDIX 7: How to write job descriptions and person specifications                      23

APPENDIX 8: How to use assessment methods in recruitment                                 30

APPENDIX 9: How to interview successfully                                                35

APPENDIX 10: Recruitment of ex offenders                                                 41

APPENDIX 11: Leeds College of art job description proforma                               43

APPENDIX 12: Immigration, Asylum and Nationality List                                    47

APPENDIX 13: Checklist for Presentations                                                 50

APPENDIX 14: Brief Guide to the Legal Provisions                                         51


                                                          RECRUITMENT AND SELECTION PROCEDURE

1.   Introduction

     1.1   The effective recruitment and selection of staff is important for the College to achieve its
           Mission Statement of providing “a distinctive education in Art, Design and the Crafts, enabling
           our students to fulfil their personal ambitions and to progress to, and through successful
           careers.” The recruitment and selection procedures which follow aim to ensure that the
           College recruits and selects the best candidates by a fair and appropriate selection process.

     1.2   The College acknowledges that recruitment is a two way process. It is essential that all
           applicants have sufficient information about its jobs, are dealt with in a fair and courteous way
           and understand how our recruitment process works. Therefore, we set high standards in
           dealing with applications.

           Recruitment and selection must:

              meet the College‟s business needs;
              provide a quality service to job seekers;
              attract good recruits;
              help promote the image of the College as a good employer;
              support the College‟s commitment to diversity and inclusion;
              comply with the College‟s safeguarding responsibilities

2.   Scope

     2.1   To facilitate efficient and fair recruitment practices, this procedure applies for all vacancies with
           the exception of Senior Postholders and those vacancies where an existing employee has
           been formally recommended, and approved, for promotion by the Management Board.

3.   The Advertising Procedure

     3.1   Vacancies will only be filled after a request detailing the justification for the vacancy has been
           approved by the Principal. This applies to both permanent and temporary vacancies, new
           posts, temporary cover and replacing a leaving member of the establishment. Appendix 1
           should be used for this purpose.

           As part of this process the Line Manager (with support from a representative from Human
           Resources if required) will draft a job description, which includes the responsibilities of the
           position. Appendix 7 provides guidance on how to write a job description. Any suggested
           wording for an advert should be included on the requisition and a selection panel identified,
           and which must always include a member of HR.

           All staff concerned with recruitment will ensure they comply fully with the College‟s Equality &
           Diversity Policy, and Child Protection/Safeguarding responsibilities.

           If the Principal approves the release of a vacancy, Human Resources will liaise with the line
           manager before deciding:

              timing for advertisements
              closing date for applications
              dates for shortlisting – to take place as soon as possible after the closing date
              dates for interviewing – aiming to give candidates two weeks‟ notice of interviews unless
               the interview date is included in the advert, and


                                                         RECRUITMENT AND SELECTION PROCEDURE

             publications to be advertised in
             This process will take place within 5 working days of the vacancy being authorised for
              advertisement by the Principal.

          If the post is to be advertised externally, Human Resources will draft an advertisement and
          place it in the appropriate publications, to ensure diversity of applicants. The minimum
          information required on the advertisement is as follows:

             Job Title & Post Reference
             Salary details
             How to apply
             Website address
             Brief description of the job and essential criteria
             Closing date
             Criminal Records Bureau or ISA Registration statement (if required)
             Equality Statement

          Human Resources will ensure that advertisements are not in breach of relevant employment
          legislation. Where staffing statistics show that there is under-representation of particular
          groups, such as ethnic minorities, women or disabled people, Human Resources will consider
          the use of positive action statements.

          All vacancies will be placed on both the College internet site and identified on the College
          Announcements area of the intranet to inform existing staff that they are welcome to apply.
          With some vacancies, there may be sufficient people on a waiting list not to be advertised
          externally. In these cases, recruitment will still follow the same process. The decision not to
          advertise externally may only be taken by the Principal or the Human Resources Manager.

          Employment packs to be sent to applicants will include as a minimum:

             application form
             equality and diversity form (this will be removed by HR prior to shortlisting)
             job description
             details of the College
             closing date for the position

          These details will also be held on the College internet site for candidates who choose to
          directly access vacancy details rather than contacting Human Resources.

          Unless specified otherwise in the advertisement, and in most cases, applicants who send in
          curriculum vitae will be asked to complete an application form.

          All completed application forms must be returned to Human Resources and should not be
          given direct to the line manager or any other panel member.


                                                         RECRUITMENT AND SELECTION PROCEDURE

           For each recruitment process Human Resources will maintain a recruitment file, containing the
           authorised vacancy requisition, the advertisement, job description, employee specification and
           shortlisting forms and shortlisting grid. Copies of application forms will be added to this file,
           though the front sheets of application forms and Equality Monitoring Information will be
           retained in the Human Resources Section when the recruitment file is with the panel for
           shortlisting and interviewing.

           At the interview stage interview assessment forms and an overall assessment grid will be
           added to the file. Once recruitment has taken place, the Chair‟s formal record of the panel‟s
           analysis of each candidate against the employee specification must be kept on file using the
           shortlisting and interview assessment grids and agreed set of interview assessment sheets
           and should be used as the basis for feedback if requested.

           Upon receipt in the HR Section, the HR Administrator will stamp application forms with the
           date of receipt and print out those received via email. It is normal practice to allow until first
           post on the working day following the closing date, unless a specific time has been stated in
           the advertisement for the close of applications. All applicants‟ names should be recorded on
           the shortlisting grid and the Frontier HR system. Normally no applications should be accepted
           after the closing date. However at the discretion of the HR Manager, in certain circumstances,
           late applications may be accepted provided the rule is applied equally to all.

           As noted above the HR Section will separate the equal opportunities monitoring information on
           receipt of the application form, and input the data into the Frontier HR system. The information
           supplied by the applicants for monitoring purposes should not be made available to any panel
           members (including the Chair) at any stage of the recruitment process. If an application is
           returned without the equal opportunities monitoring information, the application must still be

           The recruitment file must be kept in a secure place in the Human Resources Section for a
           period of twelve months. After this time, the file must be destroyed to comply with data
           protection legislation and associated codes of practice, unless the successful candidate has a
           certificate of sponsorship. In the case of the latter, the recruitment details will be retained
           throughout the employment of the successful candidate, as required by UK Border Agency.

4.   Use of Recruitment Agencies in advertising

     4.1   It is not normal College policy to use Recruitment Agencies to recruit for permanent or
           temporary vacancies. However, where there has been a demonstrable difficulty in filling a post
           of a particular nature, it may be that an agency would be the most cost effective and efficient
           means of providing a pool of candidates, e.g. computing, accountancy or other specialist
           posts. Such use of recruitment agencies can only be authorised by the Principal.

     4.2   In these circumstances, a HR representative will agree with the manager a framework for the
           recruitment of the particular posts(s). Under normal circumstances, liaison with agencies will
           be undertaken by Human Resources. Agencies will be required to demonstrate compliance
           with the College‟s normal recruitment and selection procedures and equal opportunities policy.


                                                           RECRUITMENT AND SELECTION PROCEDURE

5.   Panel Composition

     5.1   For all posts a minimum of two panel members is required, though 3 members are preferred.
           One panel member must always be a representative of the College HR function. If a panel
           member is ill or unavailable for other good reason at the interview stage, a replacement should
           be sought, to ensure there are a minimum of three panel members.

     5.2   All members of staff involved in the recruitment process must maintain complete confidentiality
           at all times during and after the process. Where a member of staff is considering applying, or
           has applied, for a post he/she should not be involved in either the administrative or
           subsequent selection process.

     5.3   Panel members must declare an interest and / or withdraw from the process if a family
           member or close friend applies. They should also do this if they feel there is a conflict of
           interest due to prior involvement which could be seen to affect their objectivity, e.g., handling
           disciplinary or grievance matters, and HR advice should be sought if there is any doubt.

     5.4   At least one panel member will have completed the Safer Recruitment Training, in accordance
           with Safeguarding Guidance.

6.   Shortlisting

     6.1   A representative from HR should arrange shortlisting and interview meetings with the Panel,
           allowing a reasonable time between the closing, shortlisting and interview date. The
           shortlisting date should be arranged so that shortlisted candidates can be invited to interview
           within 4 weeks of the closing date. The panel should be convened in accordance with section
           5 of this policy.

           At the shortlisting meeting, members of the panel will have a shortlisting pack which will

               a shortlisting form (Appendix 4) to be completed
               a copy of each application form
               the job description with essential and desirable criteria
               the advertisement
               shortlisting grid

     6.2   The purpose of the shortlisting is to produce a manageable number of candidates who meet
           the criteria to progress to the next stage. The meeting should be arranged to enable all panel
           members to attend. However, in exceptional circumstances, the shortlisting may be conducted
           by the HR Rep plus one other panel member. During the shortlisting meeting, the following
           should be considered:

           a)   Only those who meet the essential criteria discerned from the application form can be
          b)    Each member of the panel is expected to come to an independent view about who to
                shortlist, with a collective agreement
          c)    Each member of the panel assesses each candidate according to the employee
                specification criteria which were issued to applicants.
          d)    The Chair works through an alphabetical list of the candidates, establishing individual
                panel member opinions.
          e)    Differences of opinion are resolved with reference to:

                                                           RECRUITMENT AND SELECTION PROCEDURE

                 •      the evidence that appears on the application form
                 •      agreement among panel members that criteria have been applied consistently for
                        all candidates
           f) The final decision is collective and is noted and agreed by the chair.

     6.3   The evidence on which the decisions are based is recorded on the master Shortlisting grid,
           with reference to the employee specification, which will form the basis for feedback if this is
           requested at a later date.

     6.4   At the end of the shortlisting meeting, the panel will decide on the format of interviews, and
           areas of questioning. All application forms will be returned to the Human Resources
           Representative to ensure confidentiality is maintained

7.   Interviewing

     7.1   Shortlisted applicants will be invited for an interview and an outline of the day/interview
           including personnel involved. To allow candidates sufficient notice to attend, the interview date
           will usually not be sooner than 7 working days after the shortlisting has been completed,
           unless the interview date was stipulated in the original advert. If candidates are unable to
           attend on the invited day and it is difficult to arrange an alternative date/time for the panel, their
           application will be held and another day arranged only where there are no suitable candidates
           at the first round of interview.

     7.2   In the invitation to interview letter, each candidate will have been asked to bring with them a
           document or documents from the Immigration, Asylum and Nationality list of approved
           documents to demonstrate their eligibility to work in the UK. The HR representative should
           ensure that arrangements are in place for these documents to be checked and photocopied on
           the day of the interview (see Appendix 12 for full details of the checking and copying
           requirements). All lecturing staff will be required to give a presentation on a topic decided by
           the panel as part of the interview process. Details of the presentation will be stipulated in the
           invitation to interview.

     7.3   Applicants who are not invited for an interview will be informed in writing by Human Resources
           as soon as possible after the closing date.

     7.4   Panel members will be given copies of each shortlisted application form 24 hours in advance
           of interviewing to allow them to prepare. Any areas which need exploring or clarifying should
           be noted. The application forms should not be removed from the premises and strict
           confidentiality will be maintained at all times

     7.5   Panel members will meet at least thirty minutes prior to the interviews to discuss topic areas
           and questions to cover at the interview. Each panel member will cover a different area, e.g.
           job knowledge, previous experience, equality and diversity. Questions will be designed to
           probe the applicants‟ knowledge, ability and attitude. Other questions will be aimed at a more
           general assessment of the applicant. Personal information or views which are irrelevant to the
           post will not be asked

     7.6   How will the interview work?

           A structured interview should form a core part of every selection process. For some jobs this
           will be sufficient and appropriate as the only method of assessment. Where other assessment
           methods are used the interview is usually the last stage.

                                                          RECRUITMENT AND SELECTION PROCEDURE

           Good interviews have a clear structure which helps keep the panel objective and focused
           throughout. However, this must allow flexibility and the necessary freedom for probing,
           supplementary and additional questions as required.

           The interview should cover:

              an introductory opening
              a schedule of questions that will be asked and by which panel members
              time for applicants to raise any issues or ask their own questions
              the close of the interview and an explanation of what will happen next

           This provides a framework for collecting examples and evidence against the job requirements.

           More advice and guidance on interviewing are provided in the Appendix 9 How to Guide –
           How to interview successfully.

     7.7   In some circumstances, other forms of selection may be used in conjunction with the interview
           process. Presentations may for example be made to the main interview panel, as part of the
           interview itself, or to a separate group of staff. In either case, the check-list for presentations
           (Appendix) should be used to record opinions by all those listening to the presentations to
           ensure objective assessment. In cases where presentations have been made to a separate
           group, feedback should be given to the main panel using a composite check-list which
           summarises the group‟s opinions. Details of other alternative assessment tools can be found
           in Appendix 8 - How to use assessment methods in recruitment.

     7.8   Throughout the interview process, the panel should focus on all the requirements being
           assessed. After each interview, panel members should consider all the evidence gathered
           from the applicant, referring to their notes as necessary. At the interview stage, a candidate‟s
           name is written on an individual copy of the Interview Assessment Form (Appendix 5) and a
           detailed assessment of his/her suitability is marked on the form against each item on the

           Panels should use a scoring guide, where appropriate, to assist them in identifying how well
           the applicant demonstrated they met the requirements. A scoring and rating guide can be
           found in the How to Guide – How to interview successfully (Appendix 9).

           When all the interviews are complete, along with the results of any additional evaluation
           methods used, the full panel should meet to discuss their assessments of the applicants. Any
           large discrepancies between different panel members should be fully discussed and resolved.

     7.9   As part of this process the assessment form should record evidence from the interview (and
           any tests/presentations) with reference to the employee specification, and a rating should be
           given for each criteria based on all evidence. It is not intended that these ratings should be
           added up. However, the evidence noted on the assessment form should enable the panel to
           determine each candidate‟s relative areas of strength and weakness against the criteria, and
           will form the basis for feedback if this is requested at a later date. This master form is the
           official record of the interview and may be requested by candidates under the Data Protection

     7.10 Candidates should be told during the course of the interview how and when the decision will
          be communicated to them. It is recommended that candidates are advised that they will be
          notified in writing within one week.

                                                         RECRUITMENT AND SELECTION PROCEDURE

     7.11 After each interview has been completed, panel members will discuss the applicants‟ answers
          and the Human Resources Representative will complete an interview selection form (see
          appendix 5) on behalf of the panel.

     7.12 When all interviews have been completed the panel should then identify which applicants are
          appointable, and have a score and rating for each applicant. All appointments should be made
          on merit. This means jobs must only be offered to appointable applicants. Once agreement
          has been reached on the successful candidate, the panel should consider whether or not a
          reserve candidate may be needed should the offer be refused.

     7.13 The HR Representative will seek approval from the College HR Manager and/or the Principal
          to offer the role to the successful candidate. Once this approval is granted they will arrange to
          inform the successful applicant of the job offer and that the appointment will be subject to
          satisfactory references, health checks and a CRB disclosure. The exception to this is where
          the appointment is of a short term or irregular nature which would not lead to the employee
          obtaining employment rights, in which case references may not be required. Where
          appropriate, confirmation of registration with the ISA may also be required. No employee
          should commence work in a role which requires ISA registration, until their registration is
          confirmed as part of the College‟s commitment to Recruitment and Safeguarding.

     7.14 Before starting working the successful candidate will be required to supply documentary
          evidence of their academic and vocational qualifications.

     7.15 External candidates should be notified in writing that they have not been successful, using the
          appropriate standard letter. Internal candidates should be notified immediately, by telephone
          where possible, and feedback offered as appropriate.

8.   Induction and Probationary Periods

     8.1   The College is committed to ensuring that appointees‟ training and development needs are
           met at induction and thereafter supported as fully as possible within the context of available
           resources. Human Resources will ensure that the Line Manager is fully briefed on the
           College‟s Induction Policy and Probationary Procedures and provide the necessary
           documentation to carry out this process. The Training and Development Adviser will be
           available to discuss any further immediate training needs which are identified during
           recruitment, on-the-job and during progress discussions.

     8.2   Appointments are made subject to satisfactory probationary periods. These are usually 6
           months for business support and resource staff and 9 months for lecturers.

     8.3   The probationary period may be extended as outlined in the Probationary Procedures in case
           of doubt over a new employee‟s suitability. Alternatively, in certain circumstances in may be
           necessary to waive the probationary period e.g. if a lecturer is not able to take up the post
           because of mortgage difficulties caused by the probation period. Decisions to waive the
           probationary period must be taken with regard to a person‟s previous experience in academic
           institutions and their likelihood to succeed in the new position and can only be taken by the


                                                         RECRUITMENT AND SELECTION PROCEDURE

9.   Feedback following interview

     9.1   Feedback is a very important part of good practice and can make a significant difference to the
           way applicants feel about the organisation, even if their application has been unsuccessful.
           Feedback should be given as quickly as possible.

     9.2   This includes an overview of the results of any tests and exercises as well as assessments
           from the interview. The feedback should be accurate, factual and helpful. It is important to
           provide a balance between those areas where the applicant did well or showed strength, and
           areas of weakness, where the applicant needs to improve for the future.

     9.3   If a request for feedback is received, the recruiting line manager should write using the
           appropriate standard feedback letter, in liaison with Human Resources. Copies of any
           feedback provided should be placed in the recruitment file. Feedback must not be given by
           telephone unless agreed by the HR Manager.

10   Expenses Claims

     External candidates are eligible to make a claim for expenses incurred while attending an interview
     at the College. Claims for unsuccessful candidates can be processed immediately following
     notification of the decision once they have been authorised by the HR Manager. Payment should be
     made in line with current financial regulations.

11   Equality and Diversity

     All appointments with the College are made on merit, and the College will act to ensure that its
     recruitment processes comply with the Equality Act 2010 , and do not discriminate against any
     applicant on the basis of a protect characteristic. Appendix 14 - A Brief Guide To Key Legal
     Provisions details the legal framework, and the steps that College will take to ensure that it complies
     with its commitments to Equality and Diversity.

     Where an applicant has declared a disability, the administrator should bring this to the attention of
     the Chair of the panel prior to the shortlisting meeting through completing the relevant column on the
     shortlisting grid (Appendix 4).

     In accordance with our commitment to Equality and Diversity, the College will ensure that an
     interview is guaranteed to any disabled applicant, providing the applicant meets the minimum
     essential criteria as discerned from the application form.


                                                                                       RECRUITMENT AND SELECTION PROCEDURE


                                            RECRUITMENT REQUISITION FORM
                            APPROVED BY THE PRINCIPAL

Job Title:                                                                 Line Manager:

Area:                                                                      Location:

(Please tick as appropriate)

New Position/Addition to Establishment

Please provide your reasons for this new post:
…………………………………………………………………………… ……………………………………………..
Direct Replacement for a Leaver                Leaving Date of Post Holder: …/…../….

Reason Post Holder Left                                        Resignation                       Promotion                    Transfer           YES
(Please tick as appropriate)
                                                               Dismissal                         Retirement                        Other

(Please tick as appropriate)
Perm Full    YES Perm Part                                                 Fixed Term                                  Fixed Term
Time                Time                                                   Fractional                                  Full Time

                               Timetable                                   Timetable
                               Attached                                    Attached

                               End Date                   …./…/… End Date                          …./…/…              End Date              …./…/…

The following must accompany the requisition form. Electronic copies must be forwarded to Graham
Curling, HR Manager. Only when this information is provided will the form be forwarded to
Management Board for approval.


                                                      RECRUITMENT AND SELECTION PROCEDURE

Revised job description:
(Copy of previous job description will be provided to you for reference)

Suggested wording for advert


Internal                External      Please detail any particular publications or websites:
(Including LCAD                       ………………………………………………………………………………
website)                              ………………………………………………………………………….

Please provide names of staff who will be on the ………………………………………………….........
panels.                                            ………………………………………………………..
N.B. At least two staff members. One member should …………………………………………………………
be from Human Resources.

Suggested Interview Arrangements

Suggested date for shortlisting

Suggested date for advertising

APPROVAL                       Name                         Signature      Date

Requested By:

Approved By:


Salary Details

Spine Point………….


                                                                                   RECRUITMENT AND SELECTION PROCEDURE


Please complete this form in black ink or typescript and return it to Human Resources at the following
address: Leeds College of Art, Blenheim Walk, Leeds LS2 9AQ or e-mail to:
APPLICATION FOR EMPLOYMENT AS:                                                                                        JOB REFERENCE:

LAST NAME                                                 FIRST NAME(S)

HOME ADDRESS                                                         ADDRESS FOR CORRESPONDENCE (if different)

POSTCODE:                   E-MAIL:                                  POSTCODE:
Tel No.                                                   National                                                  DFE
(day):                  (evening):                      Insurance No:          :   :   :   :                        No:

I am applying for Full Time/Part Time

If you are applying for part time or job share employment, please give details indicating the days and maximum number of
hours you are able to work.

Do you hold a current driving licence?         YES/NO         If „yes‟ is it       FULL

Do you need a work permit to work in the UK? YES            / NO
Do you contribute to a superannuation scheme? (If so give details)

Are you in receipt of a Public Service Pension? (If so give details)

Should you be selected for interview, are there any dates when it would be impossible for you to attend?

Please give details of any criminal convictions

N.B. Under the Rehabilitation of Offenders Act 1974 you are required to give details of any convictions which are not „spent‟. Failure to do so
may render you liable to summary dismissal.

Please give names, addresses and position of two referees to whom references may be made. One should be your present or
previous employer.
1.                                                             2.

POSTCODE:                                                        POSTCODE:
Referees will not be contacted unless a verbal offer of employment is made. Offers of employment will be subject to references
which are satisfactory to the college.
NOTE: This page to be retained in HR

                                                               RECRUITMENT AND SELECTION PROCEDURE

EDUCATION AND QUALIFICATIONS (Please list in chronological order starting with earliest first)

       DATE                                              Examinations taken or being studied for,           Exam
  (Month and Year)       School, College, University   courses attended, or any other qualifications        Result
 From          To       or Educational Establishment               or distinctions gained                  & Grade
                                                         (Please indicate whether full or part-time      (with dates)

      Date           Training Establishment                        Course Attended or Qualifications Gained

Name and Level of Membership                                                                           Date Gained

Professional registration                                                                  Number


                                                                    RECRUITMENT AND SELECTION PROCEDURE

Please give the name and address of your present or most recent employer:                        Dates employed:


Post Held                                                                                        Grade

                                                                                                 £                  per annum

                                                                                                 Notice Required:

Reasons for leaving or seeking alternative employment:

Please list other posts held, starting with the most recent
         DATE              EMPLOYER            POSITION HELD & BRIEF DESCRIPTION OF DUTIES                      REASONS FOR
                                                  (Please indicate whether full or part-time and, if teaching     LEAVING
                                                appointment sought, whether teaching or non-teaching posts

















                                                                                RECRUITMENT AND SELECTION PROCEDURE

Please use this portion of the application form to illustrate your abilities and experience against the essential and desirable criteria for the post.
These are listed at the back of the job description.
Try to give evidence and examples which demonstrate your skills/knowledge in each area. You may continue on separate sheets if necessary.
If submitting a postal application, these should be placed inside the folded application form (not stapled to it). If submitting an electronic
application, please attach a new page to the end of the document rather than expand the box.


                                                                            RECRUITMENT AND SELECTION PROCEDURE


Leeds is a Multi-Racial city and many languages are spoken. There are times when a second language would be useful, e.g. in helping the
public with enquiries.

Do you speak any other languages in addition to English   NO If „yes‟, which?
NOTE: Signature of this Application Form indicates that applicants have read the Job Description and any other information issued relating to
the vacancy and can comply with its requirements. In addition it indicates that all information given by the applicant is accurate. Any false or
misleading statements may subsequently lead to dismissal of a successful applicant. If you are e-mailing the form, printing your name is
equivalent to signing the declaration. Proof of qualifications will be required.

Signature of Applicant         ………………………………………………………………………………………….. Date.

                                                    CANVASSING DISQUALIFIES

                                                                       RECRUITMENT AND SELECTION PROCEDURE


                                 EQUALITY MONITORING FORM
Please complete this form in black ink or typescript and return it together with the
Application form to:
Human Resources, Leeds College of Art, Blenheim Walk, Leeds LS2 9AQ

Family Name:                                                          First Name(s):
Title: Mr/Mrs/Miss/Ms/Dr/Other                                        Preferred Name:

Date of Birth: ____/____________/_________
               Day    Month        Year
Post you are applying for:

We are committed to pursuing equality of opportunity and welcome applications from candidates regardless of ethnic origin,
nationality, disability, sexual orientation, age of any other irrelevant factor.
To ensure the effectiveness of our policy and to assist in its development, we have decided amongst other things, to monitor all
applications for employment and promotion. You are required, therefore, to complete the section below which will be treated
as confidential and will be used for statistical purposes only.

Please tick the correct boxes below:

1. Gender:                 Male     □       Female     □        2. Date of Birth…………………………………..

3. Ethnic Origin. I would describe my ethnic origin as:
                                                      Please                                                        Please tick
                                                       tick                                                            here
11.       Bangladeshi                                            20.       White and Black African
12.       Indian                                                 21.       White and Black Caribbean
13.       Pakistani                                              22.       Other Mixed background
14.       Other Asian background.                                23.       White - British
15.       African                                                24.       White - Irish
16.       Caribbean                                              25.       Other White background
17.       Other Black background                                 26.       White – Other European
18.       Chinese                                                97.       Prefer not to say
19.       Mixed – White and Asian                                98.       Any other

4. Do you have a disability?
 Code    Description                                Please       Code      Description                              Please
                                                    tick here                                                       tick here
 1.       Yes – Rather not say                                   5.        Yes – mental health
 2.       Yes – physical impairment                              6.        Prefer not to say
 3.       No                                                     9.        Unknown
 4.       Yes – Learning difficulty


                                                                     RECRUITMENT AND SELECTION PROCEDURE

Any disclosure of disability will be used only to help us to ensure that we make any reasonable adaptations that would
support you in your application

         a)   If YES, are there any reasonable adjustments which you feel should be made to the recruitment process
                to assist you in your application for this post? Please describe………………………………………………..
              …………………………………………………………………………………………… (CONTINUED ON NEXT PAGE)

         b)   If YES, are there any reasonable adjustments which you feel should be made to the post itself which would
               enable you to carry out the duties successfully? Please describe………………………...……………...……

I would describe myself as follows:

Religious Identity or Belief                                        Sexual Orientation
   Atheist                   Muslim                                   Bi-Sexual
   Buddhist                  No religion                              Gay Man
   Christian                 Sikh                                     Heterosexual
   Hindu                     Prefer not to say                        Lesbian or gay woman
   Jewish                                                             Other
   Other (please specify)                                             Prefer not to say

6.   Where did you see this vacancy advertised? ……………………………………………………………..……..

Signed: __________________________                        Date: _____________________________

Official Use Only:                              Date input:                               Input by:


                                                                                                                                RECRUITMENT AND SELECTION PROCEDURE



                                                                          ESSENTIAL CRITERIA                                  DESIRABLE CRITERIA

                                                                  1   2        3        4         5          6   7        1         2          3

                                                                                                                                                               interview SEE KEY AT
                                                                                                                                                               Reason not chosen for

                                                                                                                                                               BOTTOM OF PAGE

                                                                                                                                                                                                                                    Time of Interview
                                                                                                                                                                                       Date of Interview

                                                                                                                                                                                                           Tour of Building

                                           Christian                                                                                               Interview
App No                           Surname   Name                                                                                                    YES/NO

Selection Test Details:
Documentation sent with
interview letter:eg prospectus
Example of work required at

Key for not selected for
                                           1. Did not meet required                2. Did no hold required           3. Insufficient information
                                           level of experience                     qualification                     given
                                                                                         RECRUITMENT AND SELECTION PROCEDURE


                                                       JOB INTERVIEW ASSESSMENT FORM
         Job Applied For:                                                                                                Date:
         Applicant‟s Name:
      Instructions: Rate the applicant by placing a tick in appropriate box as soon after the interview as
                                                               Agree    Agree  Neither        Disagree      Disagre
                                                               strongly        Agree or                     e
                                                                               Disagree                     strongly
      Is able to communicate answers effectively
      Is able to undertake the tasks/role as defined in job
      The applicant‟s aspirations and career plan are
      satisfied by this post.
      Is able to fit in with existing teams/College ethos.
      Where appropriate.
      Has good written communication skills
      Overall impression (enthusiasm ,attitude ,motivation)                    Can the College satisfy the
                                                                               applicant‟s salary aspirations?
          Unacceptably poor impression           Acceptable impression            Yes             No

          Favourable impression                  Excellent impression

                                                            Evidence to Support Decision Made

                                                       Suitability to be offered employment.
         Not suited to the                       Cannot                  Might do well.      Will do well.                                        Should be
      work. Not recommended                  recommend without                           Would recommend                                      excellent.
                                             reservations.                                                                                    Would

Successful Candidate: Yes/No

Signed ...................................................Print Name.......................................Date............................
                                                   RECRUITMENT AND SELECTION PROCEDURE


            Evidence to Support Decision reached at interview by Selection Panel

Position:                                           Interview Date:

Interview Panel:

Candidate                       Successful         Evidence









Signed:__________________________      Name:___________________________



                                                          RECRUITMENT AND SELECTION PROCEDURE


The ‘How To’ guides on recruitment are designed to provide Managers with practical advice on how to
recruit to posts within their teams in accordance with the Recruitment and Selection Policy. This particular
guide provides advice on how to successfully write job descriptions and person specifications for a post to
ensure that you get the best applicant for the job.

Core Requirements

Recruiting Managers must comply with the following:

Whether writing a new job description or person specification or updating an existing one, you must
adhere to the authorised formats (see attached).

Any changes must be agreed with HR. This would include circumstances where pay and grading issues
are affected, or whether new qualification, skills or working arrangements apply and would be a concern to
existing or prospective employees.

Best Practice Requirements

College Values

It is vital that the college‟s values statements are embedded in the workforce and support the drive for
excellence in service delivery. These values are:

      To develop a fully integrated learning community based around the arts, crafts and design in which
       students are treated according to their need, with parity of esteem irrespective of their background,
       race, gender, age, ambition, previous education and subject or level.
      Student needs are the first priority
      Integrity, commitment and fairness in everything we do
      Cherishing creativity
      Openness to new ideas

In addition consideration should be given how the Colleges “Themes” from the Strategic Plan fit into any
role. The themes are:

      „Exceeding students expectations‟,
      „Collaborating with others‟,
      „Valuing staff‟,
      „Consolidating the College‟s reputation as an influential art school‟,
      „Achieving optimal College performance in support areas‟,
      „Making the best use of funding available for the benefit of students‟,
      „Equality & Diversity‟.

How do you build in values and themes?

The College Value Statements and themes from the Strategic Plan underpin the way we do things. They
are not separate items but the basis of service excellence and should be embedded in the main duties of
the job, whether the service delivered is for internal or external customers. They inform the key behaviours
and performance standards required for successful performance of any job.


                                                            RECRUITMENT AND SELECTION PROCEDURE

Some examples of values incorporated into specific duties as the required standards of behaviour or
outputs for carrying out the duties, are given throughout this guide


Part 1 - The Job Description

A good job description should consist of a series of clear, crisp statements which express the main duties
in plain language.

Cutting the detail

The job description should not include every task a person may have to carry out under each main duty.
Precise detail of what is expected in the job should be part of the induction process.

For example:

"Assist in carrying out efficient financial administration for the team; following college systems and
financial regulations (training on in-house system will be given)."

Build in expected Performance Standards

The job description should detail not just what should be done but the standards of performance required
for doing it. In other words, the difference between just doing the job and doing it well.

Flexibility, responsiveness, being adaptable to change, customer care, concern for quality and equality,
are all core requirements for every employee in the College. Employees‟ attitudes and styles of behaviour
can be crucial to individual, service and organisational success.

For example, a Course Administrator may be required:

"To deal with all initial enquiries from students either face to face or by telephone".

This tells the applicant what they would have to do but says nothing about how they are expected do it.
Consider this alternative:

"To provide a courteous and responsive reception service for all students who contact the office by
telephone or in person".

Another example:

"To carry out photocopying"

A person may do photocopying but if this is done only at certain times regardless of priorities or urgent
need, the employee will not be supporting, as intended, the effectiveness and efficiency of the team in
delivering its area of service. A better form of wording might be:

"Meet all the photocopying needs of the team in an efficient and timely manner".


                                                             RECRUITMENT AND SELECTION PROCEDURE

We need to recruit motivated, flexible and committed employees who really want to make a
contribution and care about a job well done. Applicants who have these values and commitments
are more likely to be enthused if they can see the styles of behaviour and commitments they value
reflected as success factors in the job description.

Outputs - not just tasks

Today‟s organisation is very fluid - nothing is cast in tablets of stone. Job descriptions need to support this
organisational fluidity. To do this, focus on the outputs expected from a job rather than only the precise
tasks for achieving them. The exact methods used today may have changed tomorrow. Managers may
find it useful to refer to a posts competencies from the Progress Review forms and in particular the core
organisational competencies of:

       Customer/ Student focus
       Organisation/ performing your role effectively
       Communication
       Team Effectiveness
       Reflective practice and Continuous improvement

In addition all management job descriptions should reflect the management competencies of:

       Leadership
       Planning
       Developing people
       Managing successful delivery

For example:

A Course Leader may be required to:

"Develop initiatives to maximise the number of National and International contacts with the course area".

This statement is all that is needed in the job description about this area of responsibility. The duty will
remain important over some considerable time. It is output based and links closely to the college‟s aims
and objectives. It provides the basis for target setting, developing and reviewing the success of initiatives
and monitoring outcomes over time.

If the job description went on to detail all the ways this might be achieved, the effect would be to:

       limit the scope of what might be done to achieve the intended outputs
       fix activities to the way things are done now
       stifle innovation
       introduce unnecessary length into the job description

Be direct about what employees are expected to achieve. If it is a duty of the job to "develop and
deliver best quality services which are responsive to the needs of students", say so.

Do not build in introductory phrases, like "To ensure that..." If the duty will be the direct responsibility of the
employee. This turns the sentence from active to passive and seems to remove the responsibility from the
individual concerned.


                                                          RECRUITMENT AND SELECTION PROCEDURE

Employee Development

Organisational success depends on continuous improvement - continuously looking to do things better.
Job descriptions should make clear the need to continuously develop self and skills for the job.

All management jobs must include the duty to develop and motivate staff

For all staff: Make clear in simple terms the need to continuously develop self and skills for the job. For
an entry level job, for example, it would be enough to state:

"Contribute to ways that the team‟s services can be improved; or

"Take an active interest in your own development and take full advantage of training provided".


                                                           RECRUITMENT AND SELECTION PROCEDURE

Equality and Diversity

These are mainstream issues for all jobs and, again, relate to our values. Responsibilities relating to these
organisational priorities should be incorporated into the body of the job description. It‟s not enough to rely
on a standard equality statement at the end of job descriptions.

Revisit the Main Purpose of the Job

Having reviewed the main contents of the job description now reconsider the explanation given in the
Main Purpose section. This should be a clear and straightforward summary of the job purpose. Could this
now be improved or made clearer in any way?

Standard Statements

The following statement should be included at the end of the job description:

"Where the postholder is disabled, every effort will be made to supply all necessary aids, adaptations or
equipment to allow them to carry out all the duties of the job. If, however, a certain task proves to be
unachievable, job redesign will be given full consideration"

In addition each job description should make reference to the following requirements:

   1. To participate in staff development and training activities in line with the college‟s training and
      development policy.

   2. To adhere to and actively support the implementation of the College's Equal Opportunities policy.

   3. To adhere to the College‟s health and safety policy and procedures.

   4. To ensure that the College‟s Financial Rules and Procedures are adhered to.

   5. To undertake any other duties commensurate with the post

Part Two - The Person Specification

Incorporate not just hard skills, knowledge and abilities needed to do the job, but also the styles of
behaviour, personal commitments and values a person needs to bring to the job for effective
performance. These are listed under the heading: Personal Styles and Behaviours.


Follow the format shown in the example.

Head the document with the Job Title. The panel may feel it helpful to commence the list of criteria with a
simple explanation, such as "You will have:" In defining these, it may again be useful to reflect on the
competencies within the Appraisal Review which are required of the role.

The only other heading that should be included is for Personal Styles and Behaviours. Do not include
Methods of Assessment (MOA) in the Person Specification. Your aim is to simply tell applicants what the
criteria is and, therefore, what you are looking for from applicants.


                                                            RECRUITMENT AND SELECTION PROCEDURE

Length, style and contents

Person specifications are less than a side and a half of A4. One side will be sufficient for most jobs. If it is
much longer than one side, the requirements are definitely too detailed and need to be simplified.

It should be in plain language, free from jargon, buzz phrases, acronyms and management speak. When
you have drafted the person specification, consider your target market again. Is it appropriate, clear and
helpful for this pool of applicants? Try to read it from their point of view.

Key Considerations in producing the Person Specification

Go back to the Job Description

As a panel, ask: What makes a person able to do that task, deliver that output, and perform that role? This
involves translating the role and duties of the job into the various skills, knowledge, experience,
qualifications, styles of behaviour, commitments and values a person needs to bring to the job to perform
the role effectively. It is not the same as listing duties from the job description and adding the words “able
to" in front!

Measurable Criteria

Everything included in your person specification must be clear, valid, job related and measurable by an
objective method of assessment. Try to put yourself in the applicant‟s position and think through how they
could show that they fulfil the criteria.

Avoid excluding particular groups

Equality legislation requires that only requirements that are actually necessary for effective performance
are used to decide whether someone is appointable.

      Asking for a driving licence when the job can be done without driving will exclude a disabled
       person from applying who could do the job but is unable to drive
      Requiring in-depth knowledge of specific policies and procedures would exclude external

Think about the whole job

Many requirements may be relevant to a range of duties of the job and trying to deal with each separately
can be unhelpful and lead to an overly long list of criteria.

What to include

      Skills/ abilities/ aptitude When specifying skills, discuss the requirement, and develop shared
       understanding of what you are looking for. Pitch your criteria at the right level for the job.

      Essential skill, or aptitude to learn? Is the skill something an applicant has to possess before
       starting work, or is it something that can easily be learnt once in the job, through induction training?
       Particularly for jobs at entry level, panels should not be looking for recruits who can "hit the ground


                                                           RECRUITMENT AND SELECTION PROCEDURE

      Example: Part of a clerical job may involve using a computer to carry out word processing and
       data inputting. Therefore, the new recruit must be reasonably comfortable in using a computer and
       have some basic familiarity with using information technology.

       But they do not need prior experience of using the specific software packages used in the office,
       nor to have done this type of work before. This can be covered as part of a planned induction
       process. For assessing at interview, the panel might explore what the applicant has used at home,
       for study, for leisure or in a voluntary capacity, for example, programming the home video.

      Knowledge Include only knowledge which the new recruit has to bring to the job. Is it something
       that can easily be learned in the job without effecting performance within the necessary timescale?
       Do not require knowledge of internal systems, rules or regulations, though for a lecturing post,
       knowledge of a subject area may be essential.

      For many jobs which involve working with students, it may be best to require commitment to good
       customer service taking account of individual needs and circumstances. This will enable the panel
       to explore simple equality related issues as part of the interview.

      Alternatively, for entry level jobs elsewhere in the College it may be most appropriate to require
       an understanding of why equal opportunities is important.

      For higher level jobs it is more appropriate to require personal commitment to equality and an
       understanding of what this means in practice

      For management jobs you might require demonstrable commitment to equality in employment
       and service delivery.

      For senior management jobs applicants should be required to demonstrate achievements in
       promoting and integrating Equal Opportunities into all aspects of employment and service delivery

      Qualifications only include essential qualifications and never simply for the panel‟s own
       convenience, to save having to assess whether the person has skills and knowledge which it is
       assumed they will have if they possess the qualification. A qualification may be essential, for
       example, because it is a national requirement at that grade in that profession, or because the job is
       a traineeship and it is essential for entry to the relevant course.

       Supporting staff to attain qualifications may be important for improving professional standards
       across the College, so it is acceptable to require that applicants either:

              - have the qualification
              - are currently studying towards it, or are willing to study to attain the qualification

              may be sufficient to require willingness to undertake job related training. For many jobs it
              may be appropriate to require 'an active interest in own personal development'.

      Experience is it essential, and if so, which part of the job do applicants need to have experience in
       and what type of experience?

      Employee Development there are new standard requirements for assessing applicants to all
       management and supervisory positions, to ensure they have the skills, knowledge and
       commitment to effectively develop the staff they manage.


                                                           RECRUITMENT AND SELECTION PROCEDURE

       For supervisory / first stage managerial jobs applicants should be required to demonstrate
        understanding and commitment to staff development.

       For higher level management jobs applicants should be required to provide demonstrable
        evidence of having developed staff in the past.

       For all non-management staff the need to participate in their own development should also be an
        element of the person specification. For basic grade jobs it may be sufficient to require willingness
        to undertake job related training. For many jobs it may be appropriate to require „an active interest
        in own personal development‟.

Personal Styles and Behaviours

Think about the job again, its purpose, how it fits into the College, how it contributes to College goals and
relates to our values. Focus on underlying competencies such as commitments / values / styles of
behaviour / softer skills needed for success in the job. These underpin performance and make the
difference between simply doing the job and really effective / superior performance in the role.

Consider qualities like:

Styles of behaviour / values / personal attributes / commitments:
      -     Positive outlook, enthusiasm
      -     Personal motivation to achieve results
      -     Flexibility
      -     Adaptability to change
      -     Responsiveness
      -     Empathy (e.g. for students experiencing crisis or distress)
      -     Commitment to customer service
      -     Concern for people (essential for staff motivation, customer care, team building, all direct
            service jobs)
      -     Concern for relationships (essential for team working, partnership working, coalition
            building, jobs involving negotiation)
      -     Quality orientation (essential for service management, service planning, monitoring and
            internal or external)
      -     Commitment to equality and diversity
      -     Commitment to continuous improvement, of self, of staff, of service (see „Employee
            Development‟ section above)

       Underlying competencies / softer skills, for example:
       -    Creativity
        -   Emotional resilience under competing demands
       -    Interpersonal sensitivity
        -   Active listening skills

The above list is illustrative only, suggesting areas you may need to consider. However, any requirement
included must be strictly job relevant and clearly identified for effective performance from a proper analysis
of what is required in the job. It should be described in a way that is understandable to applicants, and the
panel must use objective methods for assessment (see also How to Guide - How to interview successfully
and How to Guide – How to use assessment methods in recruitment.


                                                          RECRUITMENT AND SELECTION PROCEDURE


The ‘How To’ guides on recruitment are designed to provide Managers with practical advice on how to
recruit to posts within their teams in accordance with the Recruitment and Selection Policy. This particular
guide provides advice on how to successfully recruit the right person for a post.

Specifically, the following guidelines aim to provide managers with handy hints and tips about
assessments that can be used during recruitment and selection including how to run the most effective
selection process.

For many jobs, a panel interview alone will be the most appropriate approach, however, using additional
selection tools can help make a better informed decision and manage the risks involved by reducing the
reliance on performance at interview alone. There are two main reasons for using additional selection
      Improve the quality and quantity of information on which to judge applicants
      Allow applicants to demonstrate how they meet requirements ( assessments are designed to give
        applicants more opportunities to demonstrate skills)

Assessment methods add costs and time to the selection process. Panels should carefully consider
whether, in addition to an interview, the use of other assessment methods would provide useful
information. Human Resources will advise on the use of assessment methods, costs and timescales.

Core Requirements

Recruiting Managers must comply with the following:

      You must only use assessment methods, other than a panel interview, with the prior agreement of
       Human Resources.
      Once you have agreement to use an alternative method of assessment, all tests must be
       administered by qualified people. Speak to Human Resources for more details
      All applicants must receive feedback following any form of assessment (please refer to feedback
       section in the main policy, particularly where feedback is to given in writing)
      All assessments must be linked to job requirements, in particular the essential or desirable criteria
       and must, therefore, be relevant to the role
      Before using any test or assessment exercise, always consult in advance with disabled applicants
       about adjustments they will need to the test arrangements, materials or equipment to ensure they
       get a fair assessment equal to other applicants. If it is not possible to make the required
       adjustments or supply necessary equipment / materials an alternative method must be used.

Best Practice Requirements

Types of assessment methods

If, following discussion with Human Resources, you decide that you wish to use an additional assessment
method in support of a panel interview some suggested recognised methods are given below:

     Ability tests
     Technical tests
     Job simulation (work sample) exercises, including:
          o presentations
          o data input exercises
          o written exercises
          o in-tray exercises

                                                             RECRUITMENT AND SELECTION PROCEDURE

             o   role-play exercises

Other Hints and Tips

When to use additional assessment methods

1.       To reduce a large pool of applicants. In such cases, the tests can be held at a separate date
         before the interviews are arranged as a way of producing a manageable shortlist for interview. For
         instance if there was a large response to a job which involved a lot of data inputting, short tests
         could be arranged to assess the ability level of applicants and establish a ranking order.

2.       Key posts at higher level where there is a need to check out competence in a particular area. This
         should be related to the job role, e.g., presentations or written reports.

More details about the assessment methods available:

Technical Tests

These tests assess an applicant‟s technical skills only, not his / her style or behavioural competencies.
These tests contain right and wrong answers and are scored out of a maximum available. Applicants can
be asked to write down the correct answer or choose from multiple choice options. Tests can either be
designed in-house or bought in and provided on-line or in hardcopy form.

        In-house tests

         It is possible to design and run your own tests. This is most suited for testing a fairly limited range
         of skills, e.g., numeracy, typing accuracy, etc. You must make sure that the test is relevant to the
         job and thought should be given to the quality of the instructions, time permitted, as well as how
         you will interpret the results.

        Bought in tests

         Bought in tests must only be sourced from reputable companies who can supply them in other
         formats and are recognised by the Equality and Human Rights Commission.

Types of test

The main types of test that you might consider using are;

        verbal - from testing spelling and grammar to more complex verbal reasoning
        numerical - from basic numeracy tests to critical reasoning tests and business simulations
        mechanical - presenting pictures or diagrams of mechanical problems to be solved
        diagrammatic - test of logical reasoning ability by asking the applicant to make sense of abstract
         shapes and patterns
        clerical - tests used to measure typing speed and accuracy, filing, etc.

Job Simulation Exercises

Job simulation exercises are tools which allow you to see the applicant „in action‟ carrying out a task (or
tasks) that reflect actual situations he / she would encounter in the job. They are also useful as they allow


                                                          RECRUITMENT AND SELECTION PROCEDURE

the applicant to demonstrate his or her skills and knowledge in practice. Job simulation exercises include
presentations, written exercises, role plays, In-tray exercises, manual exercises and group exercises.


Presentations can add value to the selection process as they are relatively simple to design and can be
incorporated into the interview itself. They should only be used where this level of formal communication
is relevant to the job. Presentations can give information on an applicant across four main areas;

      Oral communication

       Presentations can give an insight into an applicant‟s fluency, persuasiveness, confidence, ability to
       inspire and ability to explain often complex information / knowledge / concepts.

      Organisation / prioritisation skills

       Allows an assessment of how well an applicant structures his / her presentation. Presentations
       require the prioritisation of information giving, due to the time constraint, and thus can show how
       well organised the applicant is.

      Areas of knowledge

       If a presentation is on a particular area of knowledge, relevant to the job, this can give an insight
       into how much the applicant knows about the subject and allows the panel to assess the extent to
       which the applicant‟s knowledge in a particular area is up to date / the level required for the post.

      Depth of thinking / awareness

       The presentation may assess the extent to which the applicant thinks strategically and is able to
       come up with innovative solutions to problems. In addition, if it is relevant, applicants could be
       given the opportunity to display an awareness of business and educational context.

You must decide whether or not to give the topic of the presentation to the applicants in advance. This
decision should depend on what exactly you are wishing to test.

      Presentation topic in advance

       This will allow applicants to thoroughly prepare and rehearse a presentation. Giving the topic in
       advance allows an assessment the quality of the applicant‟s ability to research the topic, draw
       upon relevant information and present it as best as he / she can.

      Presentation topic given on the day

       This will demonstrate what an applicant is capable of delivering within a short timescale and under
       pressure. The topic area given in this instance should be relevant to a particular area of
       knowledge, awareness, understanding or expertise required for the job.

It is important that you set expectations at the outset. The applicant should be told in advance how long
his / her presentation should last, who he / she will be presenting to and what materials are available for
presenting, e.g., flip chart, PowerPoint, overhead projector, etc.


                                                           RECRUITMENT AND SELECTION PROCEDURE

Written Exercises

Written exercises can be a useful tool for assessing applicants against the requirements of the job. They
can be fairly simple to design, however, assessing them can be quite time consuming (depending on the
length of the exercise set). It is vital you develop clear scoring criteria before assessing them to ensure
transparent decision making. As with all assessments, written exercises should only be used if they
reflect what is needed in the job.

You must decide whether or not to give the written exercise to the applicant in advance. This decision
should depend on what exactly you are wishing to test.

      Written exercise given in advance

       This will allow applicants to thoroughly prepare a written piece of work. Giving the topic in advance
       allows an assessment of the quality of the applicant‟s ability to research the topic, draw upon
       relevant information and present it as best he / she can.

      Written exercise given on day

       This will demonstrate what an applicant is capable of delivering within a short timescale and under
       pressure. The exercise set in this instance should be relevant to a particular area of knowledge,
       awareness, understanding or expertise required for the job.

It is important you set expectations at the outset. Decide what materials to give applicants ,e.g., pencils,
pens, laptops, etc. For consistency, make sure applicants either all use laptops or all hand write their
responses (unless you agree with a disabled applicant that they will do something different as part of a
reasonable adjustment).

Role Plays

Role play exercises simulate real life situations and are used to assess applicants on how well they
communicate and interact with other people in a work setting. They can be useful for assessing skills and
behaviours such as persuasion, negotiation, ability to take the lead, handling difficult situations and
dealing with sensitive issues, etc.

The applicants need to be briefed on what is expected of them, what they are being asked to do and how
long they have to do it in. The panel need to be clear about what behaviours and skills they are assessing
and how they are going to score them. Similarly, thought must be given to any other parts or roles
required for the exercise as other employees may be needed to take part in these. A specific results form
should be designed for assessors to record their observations during the role play.

In-tray Exercises

In tray exercises are designed to see how an applicant performs under the kind of day to day issues likely
to be faced in the job. Applicants are presented with an in-tray of information, usually a mixture of emails,
letters, telephone messages, etc, which are relevant to the job. The exercise assesses applicants on how
they have prioritised the different pieces of information and what actions they see fit to take with them.

In–tray exercises can measure a number of skills and give an insight into how applicants prioritise
information and perform under pressure. They do not measure any softer skills such as face to face
communication, negotiation, etc. In–tray exercises can take some time to design but are fairly straight


                                                          RECRUITMENT AND SELECTION PROCEDURE

forward to link to the requirements of the job. Preparation is the key as you will need to organise the

      decide the criteria and a transparent scoring system
      develop the information needed (emails, briefing notes, memos, etc)
      book resources (desk space, laptops, etc.)
      write a clear brief which should explain the applicant‟s job title, contextual information, what tasks
       they will be asked to do, how long they have, etc.

Manual Exercises

Manual exercises are designed to see how an applicant carries out a particular task which they would be
required to perform in the job. An example of this is asking an applicant for a cleaning job to do some
cleaning. Such an approach allows the applicant to demonstrate skills relevant to the job. Some
preparation will be required and it is important to have a clear understanding of what will be judged as
successful upon completion of the task.

It is also very important to communicate to the applicant that they will be required to perform a task and to
provide them with the tools necessary to carry this out. Unless the task and success criteria are very
straight forward, a specifically designed results form should be used for the assessor to judge


                                                         RECRUITMENT AND SELECTION PROCEDURE


The ‘How To’ guides on Recruitment are designed to provide Managers with practical advice on how to
recruit to posts within their teams in accordance with the Recruitment and Selection Policy. This particular
guide provides advice on how to successfully interview applicants for a post and to ensure that you get the
best applicant for the job.

This Guide provides support to panels in planning and running effective interviews, either as the sole
method of assessment or as part of a wider evaluation process. This includes interview questioning

Specifically, the following guidelines aim to provide managers with handy hints and tips about interviewing
including how to conduct the most effective interview and how to ensure that you abide by the relevant

Core Requirements

Recruiting Managers must comply with the following:

      More than one person must be on the interview panel. This is compulsory. Good practice would
       suggest that three panel members is an ideal number to ensure transparency and objectivity.

      The questions asked must be non discriminatory. If you are inexperienced at interviewing or feel
       that you would benefit from a refresher, please speak to HR prior to writing the questions.

      Use the assessment and shortlisting form. This is essential as it enables you to explain, justify and
       demonstrate the decisions made by the panel following the shortlisting and interviews.

      All notes must be kept and confidentiality must be maintained at all times. You must not discuss
       the details of someone‟s interview with anyone outside of the panel unless it is a member of HR
       from who you are seeking advice.

      Your notes must be comprehensive and demonstrate how the applicants measured against the

      You must provide feedback to each applicant interviewed where requested – but see the main
       policy before providing feedback in writing

Best Practice Requirements

Managing the process

Quality selection processes are well planned and structured to ensure:

      everything runs smoothly on the day
      applicants feel as comfortable and relaxed as possible
      panels are able to fully concentrate on the assessment process
      a good impression of the College is created.


                                                          RECRUITMENT AND SELECTION PROCEDURE

Preparation should include:

      Allocate each applicant‟s arrival and departure time according to their travel distance and any
       disabled applicant‟s travel or access needs
      Issue travel expense forms
      Book appropriate venues and make sure they meet the access needs of any disabled applicants,
       and are as comfortable as possible in terms of heating and lighting.
      Where possible aim for an informal setting so that applicants do not feel inhibited, e.g., by
       removing barriers such as tables, and using comfortable chairs.
      Book equipment, e.g., laptop and projector or OHP for presentations; specialist equipment required
       by disabled applicants. Book lip speakers or sign language interpreters if required.
      Ensure that you will be free from interruption (transfer telephones, put notices on door, advise
       others / reception of interviews)
      Ensure all paperwork is ready for tests / exercises and that you have arranged for test
       administration and marking
      Ensure panel members have copies of recording sheets and scoring sheets
      Design interview structure, questions (see Questioning Techniques below) and panel member
      Decide how and when results and scores from other selection exercises will be received by the

Prior to the Interview

Panel members should have:

      the schedule of interviews
      the interview plan with list of prepared questions
      copies of application forms, job specification, person specification and any other information
       relevant to the vacancy
      agreement on how the interview will be ranked and scored
      agreed and appropriate note-taking stationery
      forms for individual and collective panel member assessments
      agreement on who will give feedback to unsuccessful applicants

Conducting the interviews

The Chair is responsible for making sure the interviews flow smoothly. You should introduce and close the
interview and co-ordinate the process throughout.

At the outset, try to put the applicant at ease. Structured interviews are fairly formal but try to present a
human face and develop a level of rapport with the applicant. This will help you gain better responses.
The following will help:
     Greet and welcome the applicant and introduce the panel
     Let them know what is going to happen and when they will be able to ask their own questions
     Explain the purpose of the interview and that the panel may take some notes
     If a test has been used prior to the interview explain how it fits into the selection process and thank
        them for doing it
     If you have asked for a presentation, after initial introductions, allow them time to set up and then
        get the presentation underway. Ask some follow-up questions and always thank them
     Allow space for applicant‟s questions and be prepared to answer in an open and helpful way
     At the end, thank the applicant, explain what will happen next and who will contact them.


                                                           RECRUITMENT AND SELECTION PROCEDURE


Interviewing Skills

Effective Interviewing

The interviewer‟s job is to make sure sufficient information is collected to assess the applicant against the
selection criteria.

The panel may have a different line of questions for one applicant from those for another based, for
example, on information supplied in the application which needs to be explored.

Never follow a line of questions mechanically about issues already covered by the applicant in previous
answers. However, all applicants must have an opportunity to answer questions on all the selection

Be prepared to follow up your initial questions with supplementary questions to establish what the
applicant is really saying. Remember, interview evidence is entirely reliant on self-report from the
applicant, so you need to judge when to probe, check facts, delve deeper on specific areas.

Questioning Techniques

Evidence from the past is a fairly reliable predictor of future behaviour. Ask questions which relate to
previous experiences, such as:

      Give an example of your involvement in...
      Why did you...
      Describe a time when...
      Tell me about...

Use appropriate questions, outlined below, to help make the process as meaningful and complete as
possible. Avoid making subjective judgements and gather sufficient information on which to base your

Closed Questions: use only when you require a yes or no answer. For example: "was this your own
work?", or for checking facts, e.g. "Do you supervise staff?".

Open Questions: use to get the applicant talking and to cover the topic in depth: "why do you think that
situation arose?", "how did you deal with it?", "what did you do next?" Open questions usually begin with
what, why, how and when.

Probing: A good plan is to start with an open question. Follow this with a more specific open probing
question to get more detail. Follow with further open probing as you explore the topic in more depth and
get further under the surface. Keep digging deeper until you are satisfied the topic and related issues have
been thoroughly explored.

This approach is helpful for exploring not only applicant‟s technical skills and knowledge, but also their
behavioural styles, e.g., concern for service quality, personal responsiveness, enthusiasm, proactivity,
innovation, how concerned they are with interpersonal relationships, how they respond to challenging
situations, etc. Ask closed questions to check facts and move between closed questions and open probing
questions as required. Finish with a final question to close the subject.


                                                            RECRUITMENT AND SELECTION PROCEDURE

Panel members need the flexibility to develop appropriate questions as the interview progresses and
depending on applicant responses. Sticking to a rigid script is not an effective way to run a good interview.
The example below helps to illustrate the process.

Panel members need to consider the degree to which probing helps gain understanding of the applicant.
Probing does not mean applicants are necessarily unaware of issues and need coaxing. Instead some
applicants may be nervous or unable to immediately understand issues, especially if they have less direct

Open: Introduce Subject

      What was the project you were involved in?

Open Probe: Dig Deeper

      What was your particular role in the project team?
      What aspects did you enjoy most?
      What aspect did you find the most challenging?
      How did these difficulties impact on inter-team relationships?
      What did you personally do to help resolve this?
      What do you think would have made the team more effective?
      What difference has the project made to service quality?

Closed: Check Facts

      Was the deadline met?
      Was the final report your own work?

Close Subject

      Is there anything else you would like to tell us?

A line of questioning like that above is likely to gain a lot of information for an attentive panel about, for
example, the applicant‟s enthusiasm, their approach to relationship and team working, their concern for
quality and how proactive they are. The questioner needs to be ready to pick up on particular issues of
relevance to the job requirements and pursue further as required.

Use silence after a question

Use silence after a question to give the applicants time to think and again after the initial answer to
encourage them to say more.


If in answering a question the applicant digresses or talks in more detail than necessary, gently stop them
and summarise back the main point(s) of their response.

Move on

Move on if, having been given sufficient opportunity, the applicant does not demonstrate the required
depth of knowledge or competence on a particular question or range of questions.


                                                           RECRUITMENT AND SELECTION PROCEDURE

Reflective Techniques

These can be useful if the issue is sensitive or emotionally charged. For example, if in the course of
probing you discover that the person left a previous job because of what she / he describes as bullying,
avoid saying "it sounds like you were treated badly". Rather, reflect their statement back to them: "So you
feel that you were not treated fairly."

Questions to avoid

Hypothetical questions

Asking applicant‟s how they would deal with a certain situation will tell you more about how well they can
„think on their feet‟ and how good they are at judging the kinds of response you are seeking, than the way
they actually behave at work. They also tend to help people who are good at remembering theory, but do
not have actual experience. The answers will be how they think they will act in a situation, rather than how
they actually handle it.

Multiple Questions

These are usually long, complex questions with several parts and show the interviewer has not thought
about exactly what she / he wants to ask, for example "when did you do the project, how long did it take
and what was your personal contribution to achieving its goals?". In response, the applicant may focus on
only one part of the question, or talk about the project in vague and general terms, or give a very long and
complicated response. Avoid confusion, keep questions simple and be clear what it is you are trying to
find out.

Leading Questions

These prompt the interviewee with the expected response. For example, "You enjoy working with budgets,
don‟t you?" or, "You get on well in a team don‟t you?"

Evaluative Questions

These ask the applicant to make a general assessment of their abilities and will tell you little or nothing
about their real capabilities. For example, "How good are you at problem solving?" will probably get a
result like "quite good" or "Yes, I do a lot of problem solving in my current job and this is something I
enjoy". You are none the wiser.

Personal questions

Avoid asking personal questions unless this is strictly relevant to the job, for example, whether the
applicant can move to take up warden accommodation.

Questions about the nature of a person‟s disability or how they would overcome impairment cannot form
any part of the interview. Disabled applicants should be assessed against the requirements of the person
specification only. Exploring how reasonable adjustments can be made to remove disabling barriers
should be done only after the decision, based on merit, has been reached.


                                                          RECRUITMENT AND SELECTION PROCEDURE


Panels must agree how feedback will be given to all interviewed applicants. It is a very important part of
good practice and can make a significant difference to the way applicants feel about the organisation,
even if their application has been unsuccessful. Feedback should be given as quickly as possible.

This includes an overview of the results of any tests and exercises as well as assessments from the
interview. The feedback should be accurate, factual and helpful. It is important to provide a balance
between those areas where the applicant did well or showed strength, and areas of weakness, where the
applicant needs to improve for the future. Where it is necessary to resolve issues such as potential
grievances or complaints written feedback should be given where requested by the applicant. However,
before feedback is given in writing check with HR first to ensure this is not discriminatory.


                                                           RECRUITMENT AND SELECTION PROCEDURE


1.   Policy

     As an organisation using the Criminal Records Bureau (CRB) Disclosure service to assess
     applicants' suitability for positions of trust, the College complies fully with the CRB Code of Practice
     and undertakes to treat all applicants for positions fairly. It undertakes not to discriminate unfairly
     against any subject of a Disclosure on the basis of conviction or other information revealed.

     The College is committed to the fair treatment of its staff, potential staff or users of its services,
     regardless of protected or offending background.

2.   Procedure

        The policy on the recruitment of ex-offenders is made available to all Disclosure applicants at the
         outset of the recruitment process.

        We actively promote equality of opportunity for all with the right mix of talent, skills and potential
         and welcome applications from a wide range of candidates, including those with criminal

        We select all candidates for interview based on their skills, qualifications and experience.

        A Disclosure is only requested if one is both proportionate and relevant to the position
         concerned. For those positions where a Disclosure is required, recruitment packs will contain a
         statement that a Disclosure will be requested in the event of the individual being offered the

        Where a Disclosure is to form part of the recruitment process, we encourage all applicants called
         for interview to provide details of their criminal record at an early stage in the application
         process. We request that this information is sent under separate, confidential cover, to the HR
         Manager and we guarantee that this information is only seen by those who need to see it as part
         of the recruitment process.

        Unless the nature of the position allows the College to ask questions about your entire criminal
         record we only ask about "unspent" convictions as defined in the Rehabilitation of Offenders Act

        We ensure that all interview panels have a member of Human Resources who has been suitably
         trained to identify and assess the relevance and circumstances of offences. We also ensure that
         they have received appropriate guidance and training in the relevant legislation relating to the
         employment of ex-offenders, e.g. the Rehabilitation of Offenders Act 1974 and are able to advise
         the panel on the same.

        At interview, or in a separate discussion, we ensure that an open and measured discussion
         takes place on the subject of any offences or other matter that might be relevant to the position.
         Failure to reveal information that is directly relevant to the position sought could lead to
         withdrawal of an offer of employment.

        We make every subject of a CRB Disclosure aware of the existence of the CRB Code of Practice
         and make a copy available on request.


                                                        RECRUITMENT AND SELECTION PROCEDURE

        We undertake to discuss any matter revealed in a Disclosure with the person seeking the
         position before withdrawing a conditional offer of employment.

        We undertake that having a criminal record will not necessarily bar any person from working with
         the College, unless they are barred from working with a protected group under the Safeguarding
         Vulnerable Groups Act 2006. This will depend on the nature of the position and the
         circumstances and background of the offences.


                                                       RECRUITMENT AND SELECTION PROCEDURE


Faculty                                                   Section/Course

Post Title                                                      GRADE

Reports to:

Post(s) for which directly responsible

Purpose of job


Where the postholder is disabled, every effort will be made to supply all necessary aids, adaptations or
equipment to allow them to carry out all the duties of the job. If, however, a certain task proves to be
unachievable, job redesign will be given full consideration.



                                                          RECRUITMENT AND SELECTION PROCEDURE

Physical Conditions

The post is currently based at

has access by stairs and lift and is accessible by disabled persons to the ground floor .
The College operates a non-smoking policy.

 Economic conditions

 Grade:                      *
 Annual Leave:               * days per annum, plus statutory holidays, pro rata for part time working.
 Hours:                       hours per week


Whilst there is no automatic progression to any more senior posts, opportunities do exist for advancement
and promotion, dependent upon normal staff movements and on the capabilities of the individual post

The College encourages training and development both “in-house” and external to meet the needs of the
individual and of the College.


Job Description Prepared / Reviewed by:                                              Date:

Job Description Approved by:


                                                               RECRUITMENT AND SELECTION PROCEDURE

Detailed below are the types of skills, experience and knowledge that are required of applicants
applying for the post. The „Essential Requirements‟ indicate the minimum requirements, and
applicants lacking these attributes will not be considered for the post. The points detailed under
„Desirable Requirements‟ are additional attributes to enable the applicant to perform the position
more effectively or with little or no training. They are not essential, but may be used to distinguish
between acceptable applicants.

                                          SKILLS                                                 Ess    Des    MOA

                           KNOWLEDGE/QUALIFICATIONS                                               Ess    Des    MOA

                                      EXPERIENCE                                                  Ess    Des    MOA

           BEHAVIOURAL AND OTHER RELATED CHARACTERISTICS                                          Ess    Des    MOA

Willing to abide by the College’s Equal Opportunities Policy in the duties of the post, and as     *                 I

an employee of the College.

Willing to carry out all duties having regard to an employee’s responsibility under the
                                                                                                   *                 I
College’s Health and Safety Policies

                                                                                 A        =       Application Form
                                                                                 T        =       Test
                                                                                 I        =       Interview
                                                                                 C        =       Certificate


                                                          RECRUITMENT AND SELECTION PROCEDURE

APPENDIX 12 – Immigration, Asylum and Nationality Check List

                            Asylum, Immigration and Nationality Act (2006)

Approved Documents

The requirements of the Asylum, Immigration and Nationality Act (2006) include that at the time of
recruitment an employer must be able to demonstrate that the person appointed has permission to work in
this country.

For this reason, as advised in the letter inviting you to interview, all external candidates for a post in the
College must produce any one of the documents, or combination of documents described in List A or List

List A

Documents which provide the defence if produced alone
1. A passport showing that the holder, or a person named in the passport as the child of the holder, is a
British citizen, or a citizen of the United Kingdom and Colonies having the right of abode in the United
Kingdom; or

2. A passport or national identity card showing that the holder, or a person named in the passport as the
child of the holder, is a national of a European Economic Area country or Switzerland; or

3. A residence permit, registration certificate or document certifying or indicating permanent residence
issued by the Home Office or the Border and Immigration Agency to a national of a European Economic
Area country or Switzerland; or

4. A permanent residence card issued by the Home Office or the Border and Immigration Agency to the
family member of a national of a European Economic Area country or Switzerland; or

5.A Biometric Immigration Document issued by the Border and Immigration Agency to the
holder which indicates that the person named in it is allowed to stay indefinitely in the United Kingdom, or
has no time limit on their stay in the United Kingdom; or

6. A passport or other travel document endorsed to show that the holder is exempt from immigration
control, is allowed to stay indefinitely in the United Kingdom, has the right of abode in the United Kingdom,
or has no time limit on their stay in the United Kingdom; or

7. An Immigration Status Document issued by the Home Office or the Border and Immigration
Agency to the holder with an endorsement indicating that the person named in it is allowed to stay
indefinitely in the United Kingdom, or has no time limit on their stay in the United Kingdom, when
produced in combination with an official document giving the person‟s permanent National Insurance
Number and their name issued by a Government agency or a previous employer (e.g. P45, P60, National
Insurance Card); or

8. A full birth certificate issued in the United Kingdom which includes the name(s) of at least one of the
holder‟s parents, when produced in combination with an official document giving the person‟s
permanent National Insurance Number and their name issued by a Government agency or a previous
employer (e.g. P45, P60, National Insurance Card); or


                                                          RECRUITMENT AND SELECTION PROCEDURE

9. A full adoption certificate issued in the United Kingdom which includes the name(s) of at least one of the
holder‟s adoptive parents, when produced in combination with an official document giving the person‟s
permanent National Insurance Number and their name issued by a Government agency or a previous
employer (e.g. P45, P60, National Insurance Card);

10. A birth certificate issued in the Channel Islands, the Isle of Man, or Ireland, when produced in
combination with an official document giving the person‟s permanent National Insurance Number and
their name issued by a Government agency or a previous employer (e.g. P45, P60, National Insurance
Card); or

11. An adoption certificate issued in the Channel Islands, the Isle of Man, or Ireland, when produced in
combination with an official document giving the person‟s permanent National Insurance Number and
their name issued by a Government agency or a previous employer (e.g. P45, P60, National Insurance
Card); or

12. A certificate of registration or naturalisation as a British Citizen, when produced in combination with
an official document giving the person‟s permanent National Insurance Number and their name issued by
a Government agency or a previous employer (e.g. P45, P60, National Insurance Card); or

13. A letter issued by the Home Office or the Border and Immigration Agency to the holder which indicates
that the person named in it is allowed to stay indefinitely in the United Kingdom, or has no time limit on
their stay, when produced in combination with an official document giving the person‟s permanent
National Insurance Number and their name issued by a Government agency or a previous employer (e.g.
P45, P60, National Insurance Card).

List B

1. A passport or travel document endorsed to show that the holder is allowed to stay in the United
Kingdom and is allowed to do the type of work in question, provided that it does not require the issue of a
work permit; or

2. A Biometric Immigration Document issued by the Border and Immigration Agency to the holder which
indicates that the person named in it can stay in the United Kingdom and is allowed to do the work in
question; or

3. A work permit or other approval to take employment issued by the Home Office or the Border and
Immigration Agency when produced in combination with either a passport or another travel document
endorsed to show the holder is allowed to stay in the United Kingdom and is allowed to do the work in
question, or a letter issued by the Home Office or the Border and Immigration Agency to the holder or the
employer or prospective employer confirming the same; or

4. A certificate of application issued by the Home Office or the Border and Immigration Agency to or for a
family member of a national of a European Economic Area country or Switzerland stating that the holder is
permitted to take employment which is less than 6 months old when produced in combination with
evidence of verification by the Border and Immigration Agency Employer Checking Service; or

5. A residence card or document issued by the Home Office or the Border and Immigration Agency to a
family member of a national of a European Economic Area country or Switzerland; or

6. An Application Registration Card (ARC) issued by the Home Office or the Border and Immigration
Agency stating that the holder is permitted to take employment, when produced in combination with
evidence of 26 verification by the Border and Immigration Agency Employer Checking Service; or

                                                         RECRUITMENT AND SELECTION PROCEDURE

7. An Immigration Status Document issued by the Home Office or the Border and Immigration Agency to
the holder with an endorsement indicating that the person named in it can stay in the United Kingdom, and
is allowed to do the type of work in question, when produced in combination with an official document
giving the person‟s permanent National Insurance Number and their name issued by a Government
agency or a previous employer (e.g. P45, P60, National Insurance Card); or

8. A letter issued by the Home Office or the Border and Immigration Agency to the holder or the employer
or prospective employer, which indicates that the person named in it can stay in the United Kingdom and
is allowed to do the work in question when produced in combination with an official document giving
the person‟s permanent National Insurance Number and their name issued by a Government agency or a
previous employer (e.g. P45, P60, National Insurance Card).

All applicants from one of the eight new EU member states (Czech Republic, Estonia, Hungary, Latvia,
Lithuania, Poland, Slovakia or Slovenia) must register with the Worker Registration Scheme within one
month of starting employment. The College will re-imburse the £90 fee on receipt of the certificate. Failure
to obtain a certificate may result in termination of employment. Bulgarian and Romanian Nationals must,
except when they are exempt from the requirement, obtain an Accession Worker Card before they
commence employment in the United Kingdom.
Further information can be found at:


                                                               RECRUITMENT AND SELECTION PROCEDURE

APPENDIX 13: Checklist for presentations

                                  PRESENTATION REVIEW CHECKLIST





                                  Script familiarity
                                  Knowledge of Subject

                                  Appropriateness to
                                   audience Interest,
Content                            clarity and
                                  Depth of material
                                  Achievement of aim
                                  Suitable Introduction
Structure                         Logical Development
                                  Effectiveness of Closure
                                  Audibility. Tone. Pace,
Delivery                          Fluency
                                  Vocabulary and
                                  expression
                                  Within allocated time
Timing                            Balance of content

                                  Clarity
Visual Aid                        Appropriateness
                                  Impact
                                  Recap major issues,

                                  Relevance
Response to Questions             Succinct: „Fielding‟



                                                           RECRUITMENT AND SELECTION PROCEDURE

APPENDIX 14 - A Brief Guide to Key Legal Provisions

This guide provides advice on the employment legislation that covers recruitment and selection.

Anyone involved in the recruitment and selection of staff for the council should be aware of their
responsibilities under the relevant legislation. The following provides a summary of the core legislation that
is relevant to the recruitment and selection process. Further advice is available on the HR area of the
College intranet.

Discrimination - Types of Discrimination

      Direct discrimination

      Direct Discrimination occurs when a person is treated worse than others would be in the same or
      similar circumstances on the grounds of a protected characteristic.

      Indirect discrimination

      Indirect Discrimination occurs when a requirement or condition is used which applies equally to all
      applicants / employees, but has a disproportionately adverse effect on a group of people due to their
      protected characteristic. The fact that a person may not have intended to discriminate against
      someone would not be a defence. Examples of indirect discrimination may include:

           Applying criteria which may not be essential to the job, e.g., asking for the ability to read and
            write in English for a cleaning job, might disadvantage groups of people born in another
            country. Although the individual will need to follow instructions, these could be given verbally.

           Insistence on British qualifications without consideration of equivalents may disadvantage
            those born in another country.

           Stating that only people with ten years continuous employment / service will be appointed may
            exclude more women than men due to women taking time away from work to raise a family.


      Victimisation occurs when someone is discriminated against because they have brought
      discrimination proceedings or alleging that discrimination has occurred or given evidence in
      discrimination proceedings. For example, refusing to appoint someone because they have
      successfully brought an Employment Tribunal claim against the employing organisation would be


      Harassment occurs when, for a reason which relates to a person's protected characteristic, another
      person engages in unwanted conduct which has the purpose or effect of violating the person's
      dignity or creates an intimidating, hostile, degrading, humiliating or offensive environment for that


                                                         RECRUITMENT AND SELECTION PROCEDURE

Equality Act 2010

Under the terms of the Equality Act it is unlawful to discriminate (directly or indirectly) in employment,
including recruitment, training and promotion, on the grounds of a protected characteristic. The protected
characteristics are:

      age
      disability
      gender reassignment
      marriage and civil partnership
      pregnancy and maternity
      race
      religion or belief
      sex
      sexual orientation
Examples of Direct Discrimination

      Choosing not to offer a position to a woman because she may, in the future, choose to have a
      Requiring applicants to have been born in the UK or requiring applicants to be of a certain religion
       or faith
      Only allowing applicants from the Christian faith
      Requiring applicants to be heterosexual
      Requiring applicants to be over the age of 30 without a statutory or occupational requirement.

Examples of Indirect Discrimination

      Requiring applicants to have 10 years unbroken service will disadvantage women more than men
       due to many women taking time away from work to raise a family.
      Requiring applicants to be from a certain area of the city may exclude areas with a high population
       of Muslims, for example, and therefore, this could be indirectly discriminating against this group.
      Requiring the wearing of a uniform (other than for safety reasons) may indirectly discriminate
       against certain groups due to the traditional dress of some religions.
      Requiring the employee to work overtime on a Saturday could discriminate against some religious
       groups, unless it could be justified.
      Not recognising civil partnerships in the provision of any employee benefits.
      Requiring applicants to have 10 years‟ experience. This will greatly disadvantage younger people
       and it is questionable how much more will be gained from 10 years‟ experience as opposed to 5
       years‟ experience. It is also the case that the use of occupational testing (How to Guide – How to
       use Assessment Methods in recruitment) is a far more effective method of testing someone's skills
       and knowledge than experience.
      Advertising positions in Universities and Colleges only, could disadvantage older people due to
       them being unable to access the information.


                                                            RECRUITMENT AND SELECTION PROCEDURE

Situations where equality law is different

Sometimes there are situations where equality law applies differently. This guide refers to these as

There are several exceptions which relate to recruitment and which apply to all employers. .
In addition to these exceptions, equality law allows you to:

     Treat disabled people better than non-disabled people.

     Use voluntary positive action. You can read more about positive action during recruitment later in
      this guide.


Age is different from other protected characteristics. If you can show that it is objectively justified, you
can make a decision based on someone‟s age, even if this would otherwise be direct discrimination.
However, it is very unusual to be able to objectively justify direct age discrimination of this kind. Be
careful not to use stereotypes about a person‟s age to make a judgement about their fitness or ability to
do a job. Advice should always be sought from the College HR Manager if this is being considered

Occupational requirements

If you can show that a particular protected characteristic is central to a particular job, you can insist that
only someone who has that particular protected characteristic is suitable for the job. This would be an
„occupational requirement‟.

Obeying another law

You can take into account a protected characteristic where not doing this would mean you broke another

A non College example would be:
    A driving school must reject a 19 year old who applies for a job as a driving instructor because to
    offer them a job – even if they are otherwise the best candidate – would involve breaking the law
    because a driving instructor must be aged at least 21.

Recruiting disabled people
In addition, to make sure that disabled people have the same access, as far as is reasonable, to
everything that is involved in getting and doing a job as a non-disabled person, you must make
reasonable adjustments.

If an applicant asks for information about the job and the application form in an alternative format which
they require because they are a disabled person then the College must provide this, so long as it is a
reasonable adjustment – and it is likely to be.

If an applicant needs reasonable adjustments to participate in any interview or assessment process, then
the College must make them. When you assess an applicant‟s suitability for the job you must take account
of how reasonable adjustments could enable them to do the job. If, after taking reasonable adjustments
into account, they would not be the best person for the job, you do not have to offer it to them.

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But if they would be the best person with the reasonable adjustments in place, you must offer them the
job. In any event, it would make sense for you to do this, as you want the best person for the job.

If an applicant asks for information about the job and the application form to be given to them in an
alternative format which they require because they are a disabled person then you must provide this, so
long as it is a reasonable adjustment – and it is likely to be. This could be information in large print,
electronically or as an audio file. Within the College this will be arranged by HR.

   A person applies for a job and asks for information in large print format because they have a visual
   impairment. An administrator dealing with this does not understand what they are being asked to do
   and is not aware of their own or their employer‟s duty to avoid discriminating against disabled
   people. She ignores their request and the applicant is unable to apply for the vacancy. This is a
   failure to comply with the duty to make reasonable adjustments.

If it is a reasonable adjustment to do so, you must be prepared to accept an application in an alternative
format. However, the applicant will probably want to submit an application in a format which suits you as
the employer. For example, they may usually use Braille to read and type but could send their application
to you as a word processed document electronically.

Asking about health or disability

This includes asking such a question as part of the application process or during an interview. Questions
relating to previous sickness absence count as questions that relate to health or disability. The rationale of
the legislation is stop employers asking questions about health or disability is to make sure that all job
applicants are looked at properly to see if they can do the job in question, and not ruled out just because
of issues related to or arising from their health or disability, such as sickness absence, which may well say
nothing about whether they can do the job now.

You can ask questions once you have made a job offer or included someone in a group of successful
candidates. At that stage, you could make sure that someone‟s health or disability would not prevent them
from doing the job. But you must consider whether there are reasonable adjustments that would enable
them to do the job.
You can read more about making reasonable adjustments to remove barriers for disabled

One of the exceptions to this rule is that you can ask a question to find out if a disabled person needs a
reasonable adjustment during the recruitment process itself. This will be dealt with by HR as part of the
inviting of candidates to interview.

If a job applicant does not ask for adjustments in advance but turns out to need them, you must still make
them, although what is reasonable in these circumstances may be different from what would be
reasonable with more notice. You must not hold the fact that you have to make last minute adjustments
against the applicant.


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For example:
    A job applicant does not tell an employer in advance that they use a wheelchair and the employer
    does not know about this. On arriving for the interview the applicant discovers that the room is not
    accessible. Although the employer could not have been expected to make the necessary changes in
    advance, it would be a reasonable adjustment to hold the interview in an alternative, accessible
    room if one was available without too much disruption or cost. Alternatively, it might be a reasonable
    adjustment to reschedule the interview if this was practicable.

Reasonable Adjustments

To establish whether there is a need to make reasonable adjustments

The question you need to ask yourself is whether:

    the way you do things

    any physical feature of your workplace

    the absence of an auxiliary aid or service

puts a disabled worker or job applicant at a substantial disadvantage compared with a person who is not
disabled. Anything that is more than minor or trivial is a substantial disadvantage. If a substantial
disadvantage does exist, then you must make reasonable adjustments. The aim of the adjustments you
make is to remove or reduce the substantial disadvantage. But you only have to make adjustments that
are reasonable for you to make.

The duty take Reasonable Adjustments contains three requirements that apply in situations where a
disabled person would otherwise be placed at a substantial disadvantage compared with people who
are not disabled.

    The first requirement involves changing the way things are done (equality law calls
     this a provision, criterion or practice).

     For example:
        An employer has a policy that designated car parking spaces are only offered
        to senior managers. A worker who is not a manager, but has mobility impairment and needs to
        park very close to the office, is given a designated car parking space. This is likely to be a
        reasonable adjustment to the employer‟s car parking policy.

    The second requirement involves making changes to overcome barriers created by
     the physical features of your workplace.

     For example:
        Clear glass doors at the end of a corridor in a particular workplace present a hazard for a
        visually impaired worker. Adding stick-on signs or other indicators to the doors so that they
        become more visible is likely to be a reasonable adjustment for the employer to make.


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   The third requirement involves providing extra equipment (which equality law calls an auxiliary aid)
    or getting someone to do something to assist the disabled person (which equality law calls an
    auxiliary service).

    For example:
       An employer provides specialist software for a member of staff who develops a visual
       impairment and whose job involves using a computer.

It may be that several adjustments are required in order to remove or reduce a range of disadvantages
and sometimes these will not be obvious to you. So you should work, as much as possible, with the
disabled person to identify the kind of disadvantages or problems that they face and also the potential
solutions in terms of adjustments. But even if the disabled person does not know what to suggest, you
must still consider what adjustments may be needed.

What is meant by ‘reasonable’ ?

The law states that the College only has to do what is reasonable. Various factors influence whether a
particular adjustment is considered reasonable and the responsibility for making the decision about
reasonableness rests with the employer.

When deciding whether an adjustment is reasonable you can consider:

   how effective the change will be in avoiding the disadvantage the disabled person would otherwise

   its practicality

   the cost

   the organisation‟s resources and size

   the availability of financial support.

The overall aim should be, as far as possible, to remove or reduce any disadvantage faced by a disabled
worker or job applicant.

Issues to consider:

   You can treat disabled people better or „more favourably‟ than non-disabled people and sometimes
    this may be part of the solution.

   The adjustment must be effective in helping to remove or reduce any disadvantage the disabled
    person is facing. If it doesn‟t have any impact then there is no point.

   In reality it may take several different adjustments to deal with that disadvantage but each change
    must contribute towards this.


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   You can consider whether an adjustment is practical. The easier an adjustment is, the more likely it is
    to be reasonable. However, just because something is difficult doesn‟t mean it can‟t also be
    reasonable. You need to balance this against other factors.

   If an adjustment costs little or nothing and is not disruptive, it would be reasonable unless some other
    factor (such as impracticality or lack of effectiveness) made it unreasonable.

   Your size and resources are another factor. If an adjustment costs a significant amount, it is more
    likely to be reasonable for you to make it if you have substantial financial resources. Your resources
    must be looked at across your whole organisation, not just for the branch or section where the
    disabled person is or would be working. This is an issue which you have to balance against the other

   In changing policies, criteria or practices, you do not have to change the basic nature of the job,
    where this would go beyond what is reasonable.

   What is reasonable in one situation may be different from what is reasonable in another situation,
    such as where someone is already working for you and faces losing their job without an adjustment,
    or where someone is a job applicant. Where someone is already working for you, or about to start a
    long-term job with you, you would probably be expected to make more permanent changes (and, if
    necessary, spend more money) than you would to make adjustments for someone who is attending a
    job interview for an hour.

   If you are a larger rather than a smaller employer you are also more likely to have to make certain
    adjustments such as redeployment or flexible working patterns which may be easier for an
    organisation with more staff.

   If advice or support is available, for example, from Access to Work or from another organisation
    (sometimes charities will help with costs of adjustments), then this is more likely to make the
    adjustment reasonable.

   If making a particular adjustment would increase the risks to the health and safety of anybody,
    including the disabled person concerned, then you can consider this when making a decision about
    whether that particular adjustment or solution is reasonable. But your decision must be based on a
    proper assessment of the potential health and safety risks.

If, having taken all of the relevant issues into account, you decide that an adjustment is reasonable then
you must make it happen.

If there is a disagreement about whether an adjustment is reasonable or not, in the end, only an
Employment Tribunal can decide this.

Who pays for reasonable adjustments?

If something is a reasonable adjustment, you must pay for it as the employer or prospective employer. The
cost of an adjustment can be taken into account in deciding if it is reasonable or not.

However, there is a government scheme called Access to Work which can help a person whose health or
disability affects their work by giving them advice and support. Access to Work can help with extra costs
which would not be reasonable for an employer or prospective employer to pay.

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For example, Access to Work might pay towards the cost of getting to work if the disabled person cannot
use public transport, or for assistance with communication at job interviews. A person may be able to get
advice and support from Access to Work if they are:

     in a paid job, or

     unemployed and about to start a job, or

     unemployed and about to start a Work Trial, or

     self-employed


     their disability or health condition stops them from being able to do parts of their job.

Make sure your worker or job applicant knows about Access to Work. Although the advice and support are
given to the worker or job applicant themselves, you will obviously benefit too.

What mustn’t I ask an applicant?

You must not ask questions about someone‟s protected characteristics unless these are very clearly
related to the job (for example, because one of the exceptions applies). This is because it matters how
you use the answers to the questions:

     If you decide not to employ someone just because of a protected characteristic, unless it comes within
      the exceptions, this would be direct discrimination.

Don‟t ask questions which may suggest that you have already decided they are the wrong person
for the job because of their protected characteristics. For example, saying „Don‟t you think you‟re
a bit young for this job?‟

Do not ask for personal details which you will not use to make a decision and which could allow for
discrimination to take place – or may just make someone think that you‟re asking for it so you can
discriminate, which puts you at risk of a tribunal. For example don‟t ask questions about marital status or
childcare arrangements.

It is a myth that equality law says you must ask everyone exactly the same questions. There is no reason
for you not to ask about things that are different for a particular candidate, or follow up an applicant‟s
answers with questions that relate to what they have just said. However, you should be focusing on the
same broad subject areas with each applicant. This is because otherwise you may be applying different
standards to different applicants based on their protected characteristics, and this might lead to
unlawful discrimination.

Q. What happens if a job applicant mentions something that relates to a protected characteristic, for
   example, asking about flexibility or telling me how they would do the job if they have a disability and
   need reasonable adjustments?

A. Job applicants may feel that they should explain how they can do the job flexibly or with reasonable
    adjustments. Provided you have asked the right question – in other words, one that is designed to test

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    their ability to do what the job requires, not one that might make the applicant think you will
    discriminate against them – it does not matter if their answer gives you information you did not ask
    for. You should, however, be careful not to use the information to rule them out of consideration, but
    instead consider them objectively against all the other candidates to decide if they are the best person
    for the job. If they ask you a question, then you can, of course, answer it.

Recruiting women who are pregnant or on maternity leave

You must not refuse to employ a woman because she is pregnant, on maternity leave or because she has
(or has had) an illness related to her pregnancy. Equality law does not say that a woman applying for a job
with you has to tell you that she is pregnant. This is because you must not base your decision about
whether or not to employ her on whether she is pregnant but on whether she has the skills to do the job.
If a woman does not tell you that she is pregnant and you give her the job, you must not dismiss her when
she tells you about her pregnancy.
For example:
  A woman applies for a job as a training adviser. On the basis of her application form and her
  interview, the employer decides she is the best person for the job and offers the job to her. She has
  just discovered she is pregnant and tells the employer this when she accepts the job offer. If the
  employer changes their mind and withdraws the job offer, this would be direct discrimination
  because of pregnancy and cannot be justified.

What is ‘positive action’?

„Positive action‟ means the steps that you can take as an employer to encourage people from groups with
different needs or with a past track record of disadvantage or low participation to apply for jobs.
In recruitment, equality law allows positive action before or at the application stage. At this stage, the
steps could include encouraging particular groups to apply, or helping people with particular protected
characteristics to perform to the best of their ability (for example, by giving them training or support not
available to other applicants).

An example of when an employer might decide to take positive action is if they find that the makeup of
their workforce is different to the makeup of the local population, so they decide to encourage people who
share particular under-represented protected characteristics to apply for vacancies.

This is not the same as „positive discrimination‟ or „affirmative action‟ which equality law does not

Other Employment Legislation

Rehabilitation of Offenders Act 1974

The Rehabilitation of Offenders Act 1974 concerns the employment of people with a criminal record. If a
person has been convicted of an offence, provided they have not been re-convicted for a further offence
during a specified period, his / her conviction becomes spent (should be treated as though it had never
existed) for the purpose of employment. A prison sentence of more than 30 months can never become
spent, therefore, the person will always be required to disclose it, if asked by an employer.

There are a number of areas of employment to which the terms of the Act do not apply. This means that
those with a criminal record must disclose the details of all their convictions including those which are

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The employment, occupation and professions which are exempt fall into the following areas:- Work
involving matters of national security, e.g., some civil service posts, work that brings the person into
contact with vulnerable groups, e.g., the disabled, the elderly, mentally ill and young people under 18
years of age and certain professions with legal protection, e.g., lawyers and accountants.

Data Protection Act 1998

The Data Protection Act 1998 applies to personal data held in a structured way in any format (paper,
computer, microfiche, tape, etc). To comply with the Act, information must be collected and used fairly,
stored safely and not disclosed to anyone unlawfully. The College adheres to the eight Data Protection
principles set out in the Act. In summary, these state that personal data shall be:

      processed fairly and lawfully;
      obtained and processed for specified purposes;
      adequate, relevant and not excessive;
      accurate and up to date;
      held for no longer than necessary;
      processed in accordance with subject rights;
      kept secure; and
      not transferred outside the European Economic Area - unless equivalent levels of protection for
       personal data exist.

The Employment Practices Data Protection Code Part 1: Recruitment and Selection

This Code is intended to assist employers in complying with the Act and to establish good practice for
handling personal data in the workplace. The benchmarks develop and apply the Act in the context of
recruitment practices and are the Information Commissioner's recommendations as to how the legal
requirements of the Act can be met.

The code covers the following key areas: -

      Managing Data Protection
      Advertising
      Applications
      Verification
      Short-listing
      Interviews
      Pre-employment Vetting
      Retention of Recruitment Records

The Code states that there is no general exemption from the Act's subject access rights in respect of
notes or references about applicants. This means that when an individual makes a request for access to
the notes about them, or their references, it must be granted. There is, however, a special exemption from
the right of access to a confidential reference when in the hands of the organisation which gave it. This
exemption does not apply once the reference is in the hands of the person or organisation to which the
reference has been given. The recipient is, though, entitled to take steps to withhold information that
reveals the identity of other individuals such as the author of the reference or other third parties. The Code
also states that employers should only carry out pre-employment vetting on an applicant (e.g. references)
at an appropriate point in the recruitment process, and comprehensive vetting should only be conducted
on a successful applicant.


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Asylum and Immigration Act 1996

Under the Asylum and Immigration Act 1996 the College could be guilty of a criminal offence if we employ
someone who does not have permission to work in the UK. The Act applies to all temporary, permanent
and casual appointments.

Safer recruitment

The Safeguarding Vulnerable Groups Act 2006 provides the legal framework for a new Independent
Safeguarding Authority, (ISA).

The overriding aim of the new scheme will be to help avoid harm, or risk of harm, to children and
vulnerable adults. It aims to do this by preventing those who are deemed unsuitable to work with children
and vulnerable adults from gaining access to them through their work.



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