HRPOL11 Recruitment Selection Policy

HRPOL11

Recruitment & Selection Policy and Procedure

Version:

V5

Ratified by: Date ratified:

Staff Partnership Forum, People & Culture Committee 17th November 2021

Name/Department of Sponsor/author:

Human Resources

Equality Impact Assessed by: Target audience:

HR Business Partner All employees and workers of Provide

Distributed to

Electronically to All Departments via My Compliance HR POL 27 Workforce Solutions Staffing Bank Policy BSPOL01 Engagement of Contractors and Agency Workers Policy CSPOL01 Compliments and Complaints Policy EFPOL01 Anti-Crime Policy LDPOL02 Management of Corporate and Local Induction Policy HRPOL1 Freedom to Speak Up Policy HRPOL07 Recruitment of ExOffenders & DBS Policy HRPOL13 Professional Registration Policy HRPOL16 Flexible Working Policy HRPOL19 Organisational Change Policy HRPOL23 Equal Opportunities & Valuing Diversity Policy HRPOL25 Single Equality Scheme Policy HRPOL26 Psychological Wellbeing of Staff Policy HRPOL30 Dignity at Work Policy HRPOL33 Occupational Testing Policy HRPOL34 Probationary Policy HRPOL36 Personal Relationships at Work Policy HRPOL44 Fit & Proper Persons Policy Conflicts of Interest Policy HRPRO07 Work Experience Placements Policy NHS Job Evaluation Handbook NHS Agenda for Change National Terms and Condition of Service Code of Conduct for NHS Managers

Related procedural documents

2

HRPOL14 Provide Disciplinary Policy & Procedure 17 November 2024

Review date:

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Version Control Sheet Version v1 v2 v3 v4

V5

Date

Author

Status

Comment

Feb 2011

HR Manager

New

Approved

Revised

Approved

Revised

Ratified

Reviewed

Ratified

Reviewed

Ratified at Staff Partnership Forum, People & Culture Committee 17/11/21

May 2013 December 2015 January 2019

Aug 2021

HR Business Partner HR Business Partner HR Business Partner

HR Business Partner

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Contents 1

Introduction/Purpose ………………………………………..

4

2

Scope……………………………………………………………

6

3

Key Principles …………………………………………………. 7

4

Key Responsibilities ………………………………………….. 8

5

Procedure / Implementation ………………………………

6

Fraud & Bribery ……………………………………………….. 29

7.

Monitoring and Review …………………………………….. 31

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Appendices Appendix A: Equality Impact Assessment …………………

Appendix B: Recruitment flowchart …………………………..

Appendix C: Recruitment checklist …………………………..

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34 36 37

1

INTRODUCTION Provide aims to deliver high quality, safe services and recognises its commitment to ensuring the highest professional standards in its recruitment and selection practices. In fulfilment of its business objectives, Provide reflects best practice, in the development of positive policies to promote quality and safety in the work and conduct of all its employees.

Provide recognises and acknowledges the commitment and contribution its workforce makes to the delivery of high-quality integrated healthcare and social services and aims to ensure that we have a workforce that is committed to the vision and values of Provide, which is aligned to the recruiting for compassion agenda. We aim ultimately be a model employer.

Provide endeavours to be an equal opportunities employer and complies with the requirements of relevant UK legislation that applies to employment. All recruitment and selection practices will be applied fairly, equitably and consistently.

Provide recognises its legal obligations during the recruitment process and takes measures that ensure any opportunity for discrimination which could be directly or indirectly against an individual or group based on their age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage and civil partnership, pregnancy or maternity or previous convictions (except for posts exempt under the Rehabilitation of Offenders Act) are minimised.

The Equality Act 2010 provides additional protection in relation to discrimination, namely dual/multiple discrimination, associative discrimination and perceptive discrimination.

Dual/Multiple Discrimination Dual/Multiple discrimination is where an individual is treated less favourably than others because of a combination of protected characteristics discrimination can be both direct or indirect.

Associative Discrimination This applies to someone who is discriminated against because they are associated with a person with a protected characteristic such as disability, sexual orientation, gender identity etc.

Perceptive Discrimination This applies when an individual is discriminated against as they are believed to have a ‘protected characteristic’ e.g., disabled, gay, Sikh etc, even if the individual does not possess that protected characteristic Relevant legislation: • The Rehabilitation of Offenders Act 1974 (Exceptions Amendment) Order 1986

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•

The Equality Act 2010

Provide is aware of its responsibility to undertake safe recruitment to protect children and vulnerable adults and this policy incorporates the requirements of the Safer Recruitment recommendations. The policy aims to ensure that, when filing the vacant post, objective selection criteria are used, the decision-making process is recorded, and the person most suitable to the post is selected on merit. This principle will apply equally to internal promotions, secondments and acting up positions.

The NHS Employment Check Standards have been used as a best practice guidance document in the production of this policy and procedure. These standards are recognised to provide a high level of assurance and will be used when carrying out pre-employment checks for any vacancy in any service delivered by Provide.

Integral to this is the promotion of good employment practices through the development of HR policies and practices that comply with all relevant legislation. This recruitment and selection policy and procedure is consistent with this approach in ensuring recruitment of its workforce is responsive and appropriate to meet the diverse needs of the patient population.

The Recruitment and Selection policy will be compliant and ensure data collected is held in line with the Data Protection Act 2018 and the General Data Protection Regulations (GDPR) 2018. Information that is essential to the recruitment decision will be kept in accordance with the Act. 2

SCOPE The Recruitment Policy and Procedure outlines the principles and standards applicable to all recruitment and selection undertaken by the Provide Group.

This must be followed by all employees of Provide and its subsidiaries involved in the recruitment process either as recruiting managers or candidates for jobs, both internal and external applicants and is applied consistently and fairly. This policy also applies to those who may perform recruitment and selection activity on behalf of Provide. The full provisions of this policy must be followed for all recruitment of Provide employees or directly engaged workers.

For clarity this includes: •

permanent staff (full time, part time, annualised hours, term time)

•

those appointed on a Fixed Term contract

•

Zero hours, Workforce Solutions (Bank), “Flexi” or sessional workers

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Temporary Workers & Volunteers Agency Staff Managers wishing to engage a worker from an external agency or Nursing provider should follow the BSPOL01 Engagement of Contractors and Agency Workers Policy.

Provide Workforce Solutions Bank workers engaged through Provide Workforce Solutions (WFS), should be recruited and engaged in accordance with the Workforce Solutions Staffing Bank Policy, HRPOL27,

Consultants A consultant is an individual operating as a consultancy or sole trader engaged through a contract for services directly by Provide. Consultants should be engaged in accordance with the Engagement of Contractors and Agency Workers Policy, BSPOL01 Locums Locums may be engaged on a sessional basis either through an agency or through a contract for services. The manager should refer to BSPOL01, Engagement of Contractors and Agency Workers Policy.

Volunteers Those applying to be volunteers at Provide will be subject to the same range of preemployment checks. These are detailed in BSPOL03, Engaging Volunteers Policy.

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KEY PRINCIPLES

The purpose of this policy and procedure is to confirm Provide’s approach towards the recruitment and selection of staff, which is to be effective, transparent and ensure equality of opportunity and to provide guidelines that are in accordance with the Equality Act 2010. The aim of this policy and procedure is that no employee or potential candidate receives less favorable treatment, or is disadvantaged by conditions or requirements, which cannot be shown to be justifiable. It also aims to provide a means to employ the most suitable candidate for the job and thus enable the effective performance of Provide.

Provide recognises that the quality of its staff is key to the successful achievement of its business objectives. Provide will recruit the right staff and deploy them in the right place at the right time. They will be inducted, trained and developed in line with business objectives.

Provide will work in accordance with all relevant legislation and other organisational policies and will select staff in a fair, objective and transparent manner.

Employees engaged in undertaking the recruitment process as a manager will be appropriately trained to carry out this task. They will be aware of changing recruitment practices and the application of relevant employment legislation. All recruitment panels will be chaired by someone who has been trained in the principles of Safer Recruitment and at least one member of the panel should have completed training in Equality and 8

Diversity and Values Based Recruitment.

Provide uses the TRAC system to manage all applications, from the point the application is made through the pre-employment checking process to arranging a start date. The TRAC system is designed to safeguard Provide, by ensuring that all personal details are hidden during the shortlisting process thereby ensuring applications are shortlisted based on the information contained within them. The TRAC system also allows the HR Services Team to monitor the progress of each recruitment episode ensuring that it is progressing as quickly as possible. The Appointing Manager will receive regular e-mails detailing the progress of their post through the recruitment process, and prompting action such as reviewing references.

It is Provide's practice that all vacancies in services commissioned by the NHS will be advertised on the NHS Jobs website (www.jobs.nhs.uk) and TRAC website. This will be open to internal and external candidates simultaneously. However, there will be situations where it is appropriate only to advertise opportunities to internal candidates, for example in times of organisational change and where there may be promotional opportunities for Provide staff, or where there is a justifiable reason to use a restricted pool of candidates.

Guidance should be sought from the HR Services Team regarding the internal vacancy bulletin and restricted pools.

Budget holders also have discretion to request adverts to be placed in relevant publications in addition to being posted on these websites.

Existing employees are to be encouraged to apply for vacant posts if they have the appropriate qualifications, experience and skills.

Provide aims at all times to recruit the person who is most suited to the particular job.

Recruitment will be based on the applicant's abilities and individual merit as measured against the criteria for the job. Qualifications, experience and skills will be assessed at the level that is relevant to the job role and the needs of the organisation.

During interview, candidates will also be assessed on their values and recruiting managers will assess whether these are a good fit with the values and vision of Provide.

Candidates that state they have a disability will be offered an interview if they meet the essential criteria for a post.

4 KEY RESPONSIBILITIES Staff members involved in selection interviews are responsible for informing their manager if any relationship exists between themselves and a candidate for appointment. Family members should not sit on interview panels, be involved in decisions to offer post or approve references.

All queries received from current or ex-employees and members of the public in regards to recruitment and selection process and procedures will be dealt with by the HR Services Team or recruiting line manager in a professional and confidential 9

manner.

Employees (including candidates) Employees are expected to comply promptly with requests for information during the recruitment and selection process.

Managers Managers are responsible for raising awareness of this policy within their own business units and will highlight changes to their teams at meetings.

Managers are responsible for reviewing the need for a post when it becomes vacant or a staff resigns, considering factors such as changing service needs and take advice from their HR Business Partner (HRBP) where appropriate If it is decided there is a need to recruit to the same post managers should commence the recruitment process as soon as a staff member has given their written notice of resignation. This will help reduce the recruitment lead time and temporary staffing costs.

What managers need to consider prior to initiating the recruitment process: •

Whether a secondment or internal transfer would be appropriate to fill the vacancy.

•

Whether the job is still required.

•

Whether the vacancy is suitable for flexible working e.g., part time, job share or annualised contract.

•

What sort of contract the position should be offered on e.g. fixed term covering maternity leave.

In addition, recruiting managers are expected: • •

• • •

•

To have attended the training provided by Provide regarding recruitment and selection and ensure that those who are involved in the recruitment process have received appropriate training relevant to this policy.

To actively implement the principles and procedures detailed in this document.

To ensure that any post advertised within an NHS commissioned service has been evaluated through the NHS Job Evaluation Scheme, and that any other posts have been appropriately evaluated.

To ensure that if a post is redesigned and there is significant change in duties and responsibilities, they should take advice from their HRBP about whether the post needs to be submitted for agenda for change clustering/matching To conduct the recruitment and selection process in a timely manner in accordance with Provide’s policies and procedures, employment practice and relevant employment legislation.

To complete the necessary information required in TRAC or the recruitment and selection procedure, including shortlisting, interview, appointment documents and confirming interview outcomes in TRAC, in a timely manner in order to ensure a positive recruitment experience for candidates.

To ensure all relevant documentation is signed as appropriate throughout the recruitment and selection process.

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• • • • • •

•

To communicate with the HR Team to complete the procedure effectively.

To ensure that new employees attend the Corporate Induction and complete a Local Induction in the work place (Please refer to LDPOL02 Management of Corporate and Local Induction Policy) To ensure that any recruitment is undertaken with consultation with the Finance Department and approved before commencement.

To ensure that any post which is not a direct replacement is approved by the Budget Holder (Assistant Director/Head of Service/Director) before advertisement.

Record their recruitment decisions accurately in TRAC, the information to the will be stored within the TRAC electronic recruitment system, in accordance with its storage and destruction policy.

Please note the Recruiting manager can also be the Appointing Manager/Lead Short lister/Lead interviewer. The Lead Short lister can only move candidates to the interview stage. The lead interviewer can is responsible for making the offer and moving the candidates to the offer stage.

The recruiting manager should contact the HR services team if they have different managers involved in the process Chief Officers All Chief officers are responsible for identifying and ensuring the development of documents relevant to their area of responsibility. The Chief Officer and Assistant Director are accountable to the Group Chief Executive and the Provide Board for ensuring this policy is implemented and associated documents become active documents within Provide.

The Chief officer will ensure that this policy is appropriately consulted upon and that all resource implications are highlighted and funding identified. They will ensure that their Senior Managers are informed of progress.

Group Chief Executive The Group Chief Executive has overall responsibility for the strategic and operational management of Provide which includes ensuring that this policy & associated documents comply with all legal and statutory requirements.

The Provide Board The Provide Board is responsible for setting the strategic context in which organisational documents are developed, and for ensuring the formal review and approval of documents takes place. Members of the Board and managers must not canvass selection panels for the appointment of candidates who are known personally or related to them either directly or indirectly (if they do, the selection panel shall disqualify the candidate from being appointed).

Canvassing is defined as soliciting or putting pressure on others for their appointment.

Board members and senior management should disclose to the Board any relationship between themselves and a candidate for appointment of which they are aware. In all cases, this policy must be adhered to.

HR services team The HR Services Team are to: 11

• • • •

•

• • • • • • • • 5

Provide a central service for the advertising of vacancies and the management of the TRAC recruitment system Provide advice on best practice in recruitment and selection techniques e.g., how to attract and select suitable candidates particularly in skill shortage areas, taking account of any relevant employment legislation.

Provide training, support and advice at each stage of the process e.g., preparation of job description and person specification, advertisement, short listing and selecting.

Comply with the timelines contained in the procedure ensuring compliance with NHS Employment Check Standards and the Healthcare Professionals Alert Notices Directions 2006, and the fit and proper person’s test in the case of Director and Non-Executive Director recruitment.

Forward the copy of advert to the advertising agency if post is advertised through other media. The HR Services team will forward the advertisement proof when received to the Recruiting Manager for approval of advert text and media cost and forward any changes made by the manager to the advertising agency.

Regularly check the number of responses to an advertisement, and when this has reached the prescribed number prior to the closing date, the HR Services team will contact the manager to see if they wish to close the post earlier.

Ensure actions are completed in line with Key Performance Indicator.

Monitor each recruitment advert for any errors, omissions, variations from this procedure and highlight to the relevant HR Business Partner to address with Recruiting Managers.

Manage access to the TRAC system and ensure appropriate training and advice is provided to recruiting managers.

Carry out all pre-employment checks in accordance with agreed procedures.

Ensure all documentation is completed and signed as appropriate throughout the recruitment and selection stages.

Notify HR Business Partners where advice and guidance on making reasonable adjustments to recruit and retain people with disabilities is needed.

Monitor Equal Opportunities and ensure that there is no anticipated detrimental impact on any equality group.

PROCEDURE/IMPLEMENTATION Analysing the Post When a post becomes vacant or a new post is proposed this provides an opportunity for managers to review the content of the impending vacancy and to consider the following: • Is the post necessary?

•

Does the post fit with our Vision and values and corporate objectives?

•

Should the work be changed or re-allocated?

•

Are the hours and the duties appropriate?

•

Are there any changes/consultations ahead which may affect the post?

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•

The Exit Interview results from the person leaving the post?

•

Discussions with other members of the team and supervisors.

When these points have been considered it may be necessary to: • • •

Analyse whether a direct replacement or a review of the required role is most appropriate.

Re-allocate or re-design work Alter the job description or person specification.

Fixed term contract When considering the Recruitment Requirements, it may be necessary to consider recruiting to a Fixed Term, rather than a Permanent Contract for example in the following scenarios: • • • •

To provide cover for maternity or other type of long-term absence.

To support a project or task with a defined end date.

When the post is funded on a non-recurrent basis.

Where it is a training post which will come to an end on completion of training or on a specific date.

The reasons for the fixed term contract, and the end date must be clearly documented on the vacancy request. It is the responsibility of the budget holder to authorise new positions. Please seek advice from HR Business Partner regarding the implications of Recruiting on a Fixed Term basis before raising a vacancy request for a Fixed Term Contract.

Ring fencing The ring fencing of vacancies would normally only apply during a restructure and following a formal consultation process (see organisational change policy for more details) available on the Provide Community platform.

Approved vacancies will be reviewed against the Provide’s redeployment register, to provide at risk employees the opportunity to apply, before being advertised externally.

Job Description / Competency Framework and Role Specification On completion of the analysis of the post, a job description or competency framework and person or role specification needs to be written, if an existing one does not exist.

This should be concise, simple and realistic and must be in the Provide format which can be supplied by HR and should, where possible, be a generic job description that is not service specific. Where a competency framework and role specification are already in place, this should be used.

It is important to note that: •

The Job Description or Competency Framework is also used to measure performance, carry out appraisals and identify training plans. It is therefore essential that it is accurate and all encompassing.

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•

A person specification or role specification for all posts must be completed defining the essential and desirable requirements of the post.

This document is essential as it forms the basis of all selection decisions.

Job Description/Competency Framework and Person or Role Specifications for roles in an NHS commissioned service, must have been evaluated through the NHS Job Evaluation Scheme to ensure accurate pay banding. In cases where there is a need to advertise the post quickly because of a service need it is possible to advertise a post subject to pay banding being finally approved.

Recruiting Managers should contact the HR Services Team for approval in these instances.

The Job Description/Competency Framework and Person/Role Specification will be used by the HR Team as part of the Job pack that is displayed and available to candidates on the appropriate websites. Candidates can assess their suitability for the post using these documents.

The Recruiting Manager should ensure that those involved in the shortlisting and interviewing process refer to the person specification at each stage of the recruitment and selection process.

An applicant should only be shortlisted if they meet the minimum (i.e., essential) requirements of the person specification.

Job evaluation New roles and where a post have significantly changed; the post should be banded by a HR Business Partner responsible for coordinating the evaluation of the job description and person specification. Advice should be sought through the HR Services Team.

All vacancies will be branded (prior to the recruitment process) in accordance with AfC NHS Job Evaluation Scheme (except Medical Staffing and those working in non-NHS services).

Disclosure of Criminal Records Before advertising a post, the Recruiting Manager will need to carry out an assessment to establish if the post is eligible for a Disclosure & Barring Service check and whether this will be at Basic, Enhanced or Standard level.

Guidance can be found in HRPOL07 Recruitment of Ex-Offenders and Disclosure and Barring Policy. If the post is found to be eligible, this should be clearly stated in the advertisement.

Vacancy Authorisation Request In order to initiate a new requirement process, the Appointing/Recruiting Manager must request authorisation to recruit and complete the advert details including their advert content, job description, and person specification in TRAC. At the Vacancy Request Stage, the manager must also set their shortlisting criteria (based on the person specification), and weight each criteria as appropriate.

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Vacancies must be authorised before being advertised by: • • •

The Appointing Manager/ Budget holder Assistant Director Finance Business Partner

Failure to provide all the required information at this stage is likely to delay the process.

Please refer to the Recruitment flowchart in Appendix B. Vacancy approvals are valid for a period of three months from approval. Outside of this time period, confirmation from the accountant of funding availability is required.

Once a vacancy authorisation request has been submitted, Authorisers are sent an email asking them to review the vacancy request. Once a vacancy has been approved by all authorisers it appears in the "Granted" list.

A weekly reminder email is also sent to Authorisers which provides a list of all unauthorised vacancies that require their attention (the Appointing Manager for each vacancy that requires authorisation is also sent an email).

The recruiting manager must to ensure that all necessary approvals are gained prior to recruitment taking place. Contact the HR Service team if support is required.

Drafting the Advertisement The recruiting manager is responsible for drafting the recruitment advertisement and completed in Trac.

The advert should: • Follow the corporate style and guidelines set out in the Advert Templates available on the Provide Community platform.

•

Contain a brief outline of the post,

•

State the essential requirements needed to fulfil the role

•

The name and contact details of Recruiting Manager or another delegated manager who can take informal enquiries from applicants

•

The date of the interview, where possible

•

State whether the post is eligible for a criminal records check.

•

The period of time the post will be advertised e.g., 1 or 2 weeks

Further information to support with completing the advert can be found in the TRAC FAQs on the Provide Community platform.

Advertising a Job Vacancy External Advert

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All posts within health commissioned services are advertised on TRAC associated recruitment pages www.HealthJobsUk.com, NHS jobs website, Provide's website: https://www.provide.org.uk/working-for-us/ and other social media platforms.

Recruiting managers may choose to advertise vacancies in other publications other than the above or on specialist websites at their own cost. The HR Services Team will facilitate such adverts and obtain a quotation and inform the recruiting manager of the costs before proceeding.

The cost will need to be approved by the Budget Holder and the Finance Department.

The cost of the advertisement must be met from the recruiting department’s budget.

The recruiting manager should liaise with the Communications and Marketing Team to ensure that Provide’s social media and online accounts are utilised to advertise the vacancies.

Whilst most applications for vacant posts are made online, Offline applications will only be provided where a candidate’s disability prevents them from applying online, or at the recruiting manager’s discretion due to exceptional circumstances (Contact HR services team and HRBP).

The HR Services Team is responsible for responding to requests for application packs from candidates who cannot access the system and who may require the pack in a different format, due to a disability such as visual impairments.

The HR Services Team will record the names and addresses of people who have requested a job pack on the HR system for monitoring purposes.

The advertisement will be reviewed by the HR Services Team to ensure there are no issues regarding equality and diversity. In the event of issues arising, it is the recruiting managers responsibility to rewrite any advert prior to publication.

Internal Advertising Provide will support internal promotion in support of staff development. All internal roles will be advertised on TRAC. Expression of Interest is not accepted and all posts must be advertised internally where employees can apply via TRAC. Roles must be advertised to staff at risk in line with HRPOL19 Organisational Change Policy. (Contact the Human Resources Business Partner) Processing Applications All applications for advertised posts must be received via the TRAC recruitment system and their progress recorded on the TRAC system, and should be in the form of a completed application form.

Curriculum Vitae’s (CV’s) are not normally accepted in TRAC. CVs will only be considered in exceptional cases and must be accompanied by a standard application form. Selecting the CV only route will disable the shortlisting function (Contact the HR Services team).

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This applies to all applicants, including medical staff. In situations where there is an overwhelming response of applicants Provide reserves the right to close the advertisement early following discussion with the Recruiting Manager.

All applicants must complete an online application form for each post applied for. This ensures that information is up to date and accurate at the time of application. It also allows candidates with multiple skills to focus their additional information on the post applied for and enables Recruiting Managers to have ease of comparison against the person specification.

Managers may indicate on job advertisements whether they can offer informal conversations or visits to encourage candidates to find out more about the post, operation of the department and working conditions. Managers will not judge or assess candidates who do make informal enquiries as part of the selection process.

Interview Guarantee Scheme Provide is committed to the Employment Service ‘Positive about Disabled People’ standard (also known as ‘two ticks’).

Definitions of ‘Disability’ Disability is defined in the Equality Act (2010) as: “A physical or mental impairment which has a substantial and long-term adverse effect on a person’s ability to carry out normal day to day activities”. Sensory impairments such as sight or hearing are protected under this definition as are progressive conditions such as HIV, Multiple Sclerosis and Cancer.

A long-term effect is one which has lasted or is likely to last at least 12 months, or for the remainder of the individual’s lifetime. 'Normal day-to-day activities' include everyday things like reading a book, using public transport, walking and using a telephone. 'Substantial' is defined as more than minor or trivial.

A candidate stating that they have a disability will be guaranteed an interview if they meet the minimum essential criteria for the post regardless of the number of candidates for the post.

If a disabled person is selected for interview, the recruiting manager must consider the requirements of the Equality Act 2010 and ensure that they contact the candidate to establish if they require any reasonable adjustments to facilitate their needs during the interview process.

Those involved in the recruitment interview must ensure that they focus on the needs of the job and skills needed to perform it effectively and make notes throughout.

All panel members must make contemporaneous notes in order to support the decision-making process. It is recommended to score candidates against the role criteria in order to demonstrate a clear and measurable outcome for each candidate.

It must be noted that interview notes are disclosable if a candidate challenges any part of the recruitment process.

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Provide has made a Corporate Covenant (Armed Forces) commitment to offer guaranteed interviews to Veterans, young and old, if they meet the essential selection criteria laid out in a person specification.

Longlisting Recruiting Managers may choose to filter applications at advertising stage, known as longlisting. This functionality allows the Appointing Manager to sort applications into virtual piles whilst the vacancy is still open. The manager cannot select who to interview from longlisting. All applicants who meet the essential criteria will need to be reviewed by the shortlisting panel based on overall evidence of meeting the person specification either wholly, mostly, or not at all.

Recruiting managers wishing to utilise this method must contact or notify the HR services team in the notes section when raising the vacancy request, to prevent the vacancy from being progressed to shortlisting automatically following the advert closing date.

Recruiting Manager who chooses to longlist, are responsible for maintaining accurate reasons for rejection, based on the person specification, either by entering a comment in TRAC to ensure that they have a suitable defense against any discrimination claim that may arise following a decision to reject a candidate.

Recruiting managers are strongly advice not to start sorting at this stage. It should be used as a last resort, when screening and filtering processes have not been successful in preventing inappropriately qualified or large numbers of applicants from applying.

The HR service team will move applicants to the shortlist stage after the recruiting manager completes the longlisting.

TRAC ensures that Recruiting Managers only have access to a candidate’s application for employment. No personal details are made available to ensure that decisions are based solely on the knowledge skills and experience that the candidates demonstrate via their application form.

Where the pool of suitable applicants allows, it is appropriate for Recruiting Managers to shortlist about 5 applicants for a post.

Shortlisting Methods The Recruiting Manager will decide on the most appropriate people to be involved in the recruitment process.

As soon as the advert is placed and applications are received, a fair and equitable shortlisting can begin in accordance with HRPOL23 Equal Opportunities & Valuing Diversity Employment Policy and the Shortlisting Guidance and FAQs for managers which can be found on the Provide’s Community platform.

The Lead Short Lister is responsible for assessing the applications against the key criteria for selection and deciding whether to progress the application to the interview stage.

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Applicants must meet all the essential key criteria to be shortlisted for interview. In the event of an unprecedented number of applicants meeting the essential criteria for a post, candidates should also be assessed on the desirable criteria to reduce the pool to be interviewed.

Internal applicants will be objectively assessed against the requirements of the post.

If an internal applicant has already been considered as part of the selection process and has been unsuccessful, they will not be eligible to reapply for the post when it is advertised externally.

Unsuccessful internal applicants should be offered feedback on the application by the member of the selection panel.

Seven Applicants are informed at the time of application that if they have not heard from Provide within 3 weeks of the closing date of the vacancy, they should assume that their application has been unsuccessful.

Candidates can request feedback under the General Data Protection Regulations (GDPR) relating to the shortlisting of their own application form. It is the responsibility of the short-listing manager to justify reasons as to why the candidate was not short listed.

Interview Stage When each application has been reviewed and a shortlist completed, the Recruiting manager/Lead Short Lister should move the candidates to the interview stage and to allow time for candidates to make arrangements to attend. Proposed interview dates should be included on the advert.

The Recruiting manager/Lead interviewer is responsible for arranging the interview panel as well as the date, time and location, ensuring that the chosen venue is conducive to a fair interview and is accessible to all those attending, especially if a candidate has declared a disability.

The Recruiting Manager/ Lead interviewer is responsible for verifying and taking copies of applicant’s original personal documents at interview. These documents will include: ▪ ▪ ▪

Documents to prove identity of the applicant Documents to prove an applicant’s right to work in the UK. Evidence of professional registration and qualifications

The recruiting manager/Lead interviewer should sign and date the copy and print on it that the copy is a true copy of the original document. The verified copies of the documents examined at interview should be uploaded on TRAC with the interview records.

Interview Questions

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Interview questions should asses the criteria outlined in the person specification, and should focus on the candidate’s ability to demonstrate appropriate skills knowledge, experience and where appropriate to the role, practical application of theory.

Recruiting managers conducting recruitment interviews will ensure that the questions they ask job applicants are not in any way discriminatory or unnecessarily intrusive.

Competency based interview techniques are recommended for this purpose and Recruiting managers are required to select suitable questions from a bank of Values Based questions (Found on the Provide Community platform).

Where the post involves working with children or vulnerable adults the panel must include safeguarding related questions.

A record of every recruitment interview, including questions and notes on responses, must be made on the Interview Recording Forms provided and uploaded in TRAC. Assessment Tests Recruiting Managers are encouraged to utilise a range of selection methods appropriate to the role, in order to thoroughly assess the candidate, such as; • • • • • • • • • •

Psychometric Testing Situational Judgement Tests Structured Interview Presentation Typing tests Knowledge Tests Data Input Tests Report Writing Scenario Tests Group Exercises

In addition to an interview, other selection methods as above can be used to measure criteria which would be more difficult to assess by interview.

If the applicants are to be asked to give a presentation or complete a test as part of the interview this should be made clear on the Interview Arrangements. The type of assessment should be detailed along with the skill from the Person Specification that the test aims to demonstrate (e.g., ability to touch type).

Any test used must have been validated in relation to the job, be free of any bias e.g., gender, racial, religious, age, and be administered and validated by a suitably trained person. If any applicant has declared disabilities the recruiter must consider any adaptations necessary to allow the test to be undertaken. If recruiting managers are intending to use a test, they should refer to HRPOL33 Occupational Testing Policy The Interview Panel The interview panel should consist of the line manager for the service area (referred to as the Recruiting Manager) and at least one further individual appropriate to the level of the post being recruited. Where specialist skills need to be assessed for the 20

post, external panel members may be invited to sit on the panel and will take an active role in advising the Recruiting Manager and in the selection decision.

Provide supports principles around diversity and inclusion and chairs are required to think about the diversity of the interview panel to ensure this is representative of the various groups of staff and public we support, for example, the gender of panel members and Ethnic Minority Network (EMN). Where recruitment is taking place for roles at Band 8 and above, we encourage chairs to ensure the interview panel includes EMN panel members. The EMN can provide trained representatives to support the process.

Provide encourages and expects the involvement of service users and/or carers in the recruitment of all staff. Service Users do not have to have had direct experience of the service which they are involved in recruiting for, however efforts should be made to ensure that they understand the role and remit of the post advertised and where possible interviewers should be chosen who have transferable experience of similar service settings e.g., someone with experience of the social care environment in recruiting staff for a Care home setting. The Recruiting manager may liaise with their HRBP to determine which service users or carers are involved in the recruitment he/she is carrying out.

Peers should not be on the interview panel, but it may be appropriate for them to sit on presentation panels, or meet with the candidates as part of the wider selection process.

Documentation for Interviews The interview pack for each interviewer can be downloaded from the TRAC Jobs website at https://admin.trac.jobs/login, including an interview schedule for the day.

Interview guidance and recording forms can be found on the TRAC user guide at https://admin.trac.jobs/userguide/132678464.html .

The panel chair is responsible for uploading the notes of the interview i.e., interview recording forms and then move to offer stage within TRAC. Interview documentation for unsuccessful applicants will be uploaded in TRAC. The documentation relating to the successful candidate will be stored electronically in their Personnel File.

Candidates are permitted to see the paperwork relating to their own interview on request.

Scoring System Recruiting managers are responsible for applying a fair scoring system to ensure suitability of appointment, and the highest scoring candidate should be offered the position. Recruiting Managers must seek advice from the Senior HR Advisor or HR Business Partner if there are any concerns about the outcome of the interview process or decision making prior to any job offer being made.

Informing Candidates of Outcomes

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The interview panel should provide interviewees with an outcome. This should normally be provided within 48 hours of interview using the method of contact agreed by the candidate.

Candidates must be promptly informed, by telephone wherever possible, of the outcome after the interview process by a member of the interview panel. This will subsequently be confirmed in writing by the panel if unable to contact a candidate by telephone. The Recruiting Manager must then confirm their decision within TRAC. Unsuccessful Candidates A member of the interview panel will provide verbal feedback to unsuccessful candidates upon request. Unsuccessful internal candidates will be routinely offered one to one feedback with a member of the panel.

It is essential to hold an accurate record of candidate’s performance at interview to safeguard Provide in the event of a claim against the manager or Provide.

Applicants who are appointable, but not successful should be offered a bank post with Workforce Solutions or a zero hours contract, if there is a business need for such a post, providing this is approved by Finance. (Contact Finance and Workforce solutions) If an applicant is unhappy with the outcome of their feedback, or any stage of the recruitment and selection process, they can address their concerns in writing, to the responsible senior manager.

Successful Candidates The successful candidate will be given a conditional verbal offer of employment by the Lead interviewer. When making the verbal offer it is imperative that the candidate is told that the offer of employment is conditional subject to satisfactory per-employment checks and on Provide timely receiving: •

Verification of identity checks

•

Satisfactory references which should include their current or most recent employer, covering the last 3 years

•

Confirmation by the Occupational Health Department and notification of any adjustments to be made.

•

A satisfactory Disclosure regarding criminal records verification of any qualifications and membership of professional bodies essential for the post

•

Documentary evidence proving valid permission to live and work in the UK. All documents must be 'valid'. For instance: they must show the name the applicant currently use, addresses they currently live at and, if they contain an expiry date, must not be expired.

Standard link for right to work document: Check the documentation acceptable 22

Where more than one candidate meets the selection criteria, the panel may decide to list second and third choice candidates. Where the first-choice candidate is unavailable to take up employment, for any reason, the second candidate may be offered the position and so on.

Reserves may be held for a period of 3 months and if there is a requirement to fill the post during that period the reserve candidate may be offered the position without having to repeat the recruitment process.

Making Reasonable Adjustments If a disabled candidate is selected for appointment, the need for reasonable adjustments to the role will need to be discussed with the individual concerned.

Where it is agreed that reasonable adjustments need to be made, this must be discussed with Occupational Health and the HR Representative involved in the recruitment process.

Starting Salaries for Successful Candidates Candidates in NHS commissioned services, should be offered an Agenda for change (AFC) starting salary commensurate with the Starting Salary Information guidance which is available on the Provide Community platform.

For candidates in non-NHS commissioned services, if there are any queries over the salary to be offered, or the salary to be offered is not in line with the guidelines advice should be sought from a Senior HR Advisor or HR Business Partner prior to the offer being made.

All new employees must be appointed at the minimum salary point in the relevant band. The following exception applies: • •

Newly appointed employees must be appointed at the first salary point which matches or exceeds the governments national living wage rate.

In exceptional circumstances the Budget Holder with financial approval can authorise a successful candidate to be appointed further up the pay scale. This decision must be discussed with Human Resources.

Only in exceptional circumstances will a starting salary be near the top of a Band. This would normally be where the post is of such a specialist nature that the higher salary is necessary to secure the best candidate for the post. Such cases must be discussed with Finance and Human Resources representatives prior to the salary offer being made.

When an internal candidate is offered a job that is at a higher pay band than their current post, pay must be set at the minimum of the new pay band. However, if this would result in no increase, either because the individual is receiving a bonus or recruitment and retention premium or because they are at the top of the band, the individual would go on to the first pay point in the band which would result in an increase in pay.

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When an internal candidate is offered a job that is at the same pay band as their current role, they would normally move across on the same pay point and retain their current increment date. Where an employee has been in receipt of a bonus payment in their current role, this may be consolidated and a higher pay point offered. However, this will be no higher than the top point of the relevant pay band and no protection will be payable.

The incremental date for new employees will normally be the anniversary of their start date.

When an internal candidate is appointed and they move up only one pay point, their incremental date will remain the same.

Where they move up two or more pay points, their incremental date will become the anniversary of the date of change.

Written Conditional Offer of Employment The Lead interviewer will move the successful candidate to the offer stage and complete a Confirmation of Offer in TRAC. The HR Services Team who will prepare and send this in writing on behalf of Provide.

Start dates must not be agreed until pre-employment checks have been received and deemed satisfactory.

Pre-Employment Checks All appointed candidates will be required to visit the HR Services Team after being offered the post conditionally, to ensure all pre-employment check information has been completed and to enable any queries to be answered.

It is essential that the following pre-employment checks are completed prior to the commencement of employment. The checks required may vary dependent on the post to be undertaken and this includes all executive and director level appointments and all employees including those individuals moving from an NHS organisation to Provide and employees that retire and return to work.

The HR services team will also have a photo taken for an ID card.

Agency staff working in temporary capacity will be subjected to pre-employment checks as detailed in the policy. (CCPOL01 Engagement of Temporary Workers Policy) Verification of identity Verification of identity is the most fundamental of all pre-employment checks and the Recruiting Manager is responsible for checking basic documentation at the interview stage. Verification of Identity is one of the checks performed and an application will not progress until satisfaction of a person’s identity is proven in line with the NHS Employment Check Standard of Verification of identity checks.

The process is overseen by trained individuals within the HR Services Team and this involves checking two elements of a person’s identity.

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•

Attributed identity: the evidence of a person’s identity that they are given at birth including their name, place of birth, parents’ names and addresses

•

Biographical identity: a person’s personal history including registration of birth, education and qualifications, electoral register information, details of taxes and benefits paid by or to the person, employment history, interactions with banks and utilities providers.

The verification of identity does not cover the requirements to check an individual’s legal right to work in the UK. Once Provide is satisfied that a prospective employee is the person they say they are, a right to work check is also carried out in line with Right to work checks which form part of the NHS Employment Check Standards.

Right to Work Checks Immigration Act 2016 amends the existing offence of employing an illegal worker under Section 21 of the Immigration, Asylum and Nationality Act 2006.

EU, EEA or Swiss citizens - From 1st July 2021, EU, EEA or Swiss citizens, will have to prove their right to work in the UK by evidencing that they have settled or pre-settled status under the EU Settlement Scheme.

These candidates will share details of the right to work in the UK, including: • •

The types of job they are allowed to do How long they can work in the UK for

There are steps employers are to go through to confirm a prospective employee has the right to work in the UK: • • • •

Request right to work documents Request a share code to prove immigration status from EU, EEA or Swiss citizens, Validate the documents Copy and store

This is inclusive of any internal moves and for staff who retire and return The eligibility of an individual’s right to work in the UK is determined by verifying specified documentation from lists A and B in line with the NHS Employment Check Standard Right to Work checks and are carried out in conjunction with Verification of identity checks document of the NHS Employment Check Standards. In conjunction with counter fraud checks all passports will be validated by use of a scanner.

Assumptions must not be made about a person’s right to work or immigration status based on their color, race, nationality, ethnic or national origins, or the length of time they have been in the UK. To avoid discrimination all job applicants are treated in the same way at each stage of the recruitment process.

Copies of the original documents must be taken and certified as seen. They will be 25

retained on the employee’s personnel file.

Sponsor Certificate Candidates who do not have permission to work in the UK, will need to get permission to work with a visa under the points-based immigration system. Individuals may require a Sponsor certificate and advice should be sought from the HR Services Team as only certain categories of staff are eligible and evidence needs to be provided in the application of a sponsor certificate.

Candidates who require a sponsor certificate may not commence work until the sponsor certificate is received.

Limited leave to remain Employees with limited leave to remain in the UK, will need to have their passport and other immigration documents checked before the expiry date. Monthly reports will be run by HR Services to identify when these checks are required. If an employee’s right to work lapses, they may be dismissed by Provide, by following the Disciplinary Policy and Procedure. (HRPOL14 Provide Disciplinary Policy & Procedure) Where an individual is unable to provide evidence of right to work in the UK, they will be informed by the HR Services team or their line manager that Provide will be unable to pursue their application.

References The employment history and the suitability of referees should be checked at interview by the Recruiting Manager and any gaps in employment history or discrepancies should be explored then. The HR Services Team will crosscheck on individual’s previous employment history with the application form and referees recorded.

The HR Services Team will ensure that the candidate has given permission in line with the GDPR regulations for referees to be contacted and apply in writing to the candidate’s employment referees asking them to complete an employment reference for the candidate using the Reference Request Form in TRAC. In line with NHS Employment Check Standards for all new appointments, Provide will validate a minimum period of three years continuous employment and/or training history by obtaining references. The number of references may differ for each applicant, depending on how may episodes of employment or training they may have had.

References will be requested at the time of the offer letter being generated. Once the references are received back these will be viewed in TRAC for Recruiting manager’s approval.

Any unsatisfactory references should be brought to the attention of the relevant HR Business Partner so that appropriate advice can be given to the Recruiting Manager.

Where a reference reveals negative information, and / or high levels of absence the manager is advised to speak to the referee providing the information, and also to the

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individual concerned, as appropriate, to establish any potential underlying issues and / or mitigating circumstances The Manager should then consider whether the evidence provided indicates a likelihood of poor performance / unacceptable absence in the new role.

The manager should also consider any measures that may be put in place to prevent future poor performance, or absence such as reasonable adjustments (if applicable) and / or additional training, and may wish to seek HR advice before making a final decision.

If a reference is considered to be unsatisfactory by Provide, an offer of employment can be withdrawn at this stage.

The Recruiting Manager should speak with at least one referee to clarify the contents of the written references and be satisfied that the reference is genuine.

References may be used by an interview panel as part of the selection process. If a Recruiting manager wishes to take up references prior to interview arrangements should be made with the HR Services Team.

Only references requested for the successful candidate will be actively chased by the HR Services Team. HR Recruitment will routinely chase outstanding reference requests and discuss non-compliance with the Recruiting Manager.

Occupational Health Screening All Provide staff must have a pre-appointment health check to assess whether an employee has a health condition or disability that requires adjustments in the workplace to enable them to undertake the post offered or has a health condition or disability that requires restrictions to their role.

All work health assessments must adhere to equal opportunities legislation and good occupational health practice. Occupational Health checks are only made once a conditional job offer is made and are always pending successful completion of the preemployment checks in line with NHS Employment Check Standards and the Equality Act 2010.

A health questionnaire will be enclosed with the candidate’s conditional offer letter and must be returned to Occupational Health separately. If Occupational Health clearance has been received by the organisation for a similar post within the previous six-month period, a decision will be taken as to whether it is necessary to obtain further Occupational Health screening. Human Resources advice should always be taken in these instances.

The Occupational Health Department will inform the HR Team of the result of the preappointment health check and whether any recommendations are to be made.

Registration and Qualification Checks

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The purpose of registration/qualification checks is to ensure that a prospective employee is recognised by the appropriate regulatory body and that they have the right qualifications in order to do the job in line with the NHS Employment Check Standard regarding Professional Registration and qualification checks and/or to undertake certain professional roles.

Professional registration checking is undertaken by trained members within the HR Services Team. Evidence provided by the individual when they attend an interview is verified by checking on the appropriate professional registration website. It is the responsibility of employees to register or renew their registration with relevant professional bodies.

Qualification checks are conducted to cross reference qualification certificates provided by the prospective employee at interview stage with the information about educational or professional qualifications on the application form. Recruiting managers need to view, and take copies of, original qualification certificates for any qualification that is stated as essential on the Person or Role Specification for the job.

Managers should also refer to HRPOL13 Professional Registrations Policy.

Should it be suspected that an individual has provided false qualifications to obtain employment with Provide, then the matter will be reported to the Counter Fraud team for investigation, as appropriate. The relevant regulatory body may also be contacted, where appropriate.

Recruitment of those with or who have had substance misuse problems SCODA guidance on Enhancing Drug Services refers to the fact that ex-drug users should be drug free for at least 2 years before being employed in a therapeutic capacity and refers to the need for training. This will form part of the Occupational Health Screening Questionnaire and criminal record screening process (if appropriate).

Where applicable, appropriate evidence will be obtained to ensure professional registration status is up to date. If this is not the case, the offer may be withdrawn.

Disclosure & Barring Service (DBS) Check The Recruiting Manager should assess whether the role requires a DBS check. If the role meets the criteria the applicant will be required to undertake a DBS check.

Standard or Enhanced criminal record checks are mandatory for all Provide staff who as part of their employment, will have regular contact with people defined as vulnerable adults or children by the DBS in their normal course of duties.

If appropriate for the post, a DBS check with be carried out by the HR service team in accordance with the Recruitment of Ex-Offenders and Disclosure and Barring Policy (HRPOL7).

IM&T Security and Confidentiality The conditional offer will enclose Provide IM&T Security & Confidentiality documentation and the successful applicant will be asked to sign the Confidentiality agreement and return it to Provide to enable an IT account to be created for them prior to their start date.

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Alert check NHS bodies are required to implement and manage the alert scheme in accordance with the Healthcare Professionals Alert Notices Directions 2006, which came into force on 6 December 2006. These requirements are mandatory for NHS bodies covered by the Directions.

An alert notice is a way of notifying NHS bodies, or other organisations providing services to NHS bodies, about registered health professionals whose performance or conduct could pose a significant risk of harm to patients, staff or the public. Employers must check their alert notice files prior to recruiting an individual. If an individual is subject to an alert notice, then employers must check whether they are suitable to be employed into the position being offered.

On 1 April 2013, the operation of the alert notice system (including considering, issuing and revoking alerts) became the responsibility of the National Clinical Assessment Service (NCAS) which is part of the NHS Litigation Authority.

Further guidance on what to do when an applicant is the subject of an alert notice can be found on the NHS Employers website.

Failure to meet NHS employment check standards/Unsatisfactory Checks The pre-employment checking process may reveal information about a candidate that a Recruiting Manager deems unsatisfactory. Examples of unsatisfactory information may include, but are not limited to, unsatisfactory references, and a criminal history as detailed on a DBS disclosure.

If a successful applicant does not meet the required level for any of the above preemployment checks, their conditional offer of employment will be withdrawn after careful consideration. The grounds for withdrawal must be clear. Recruiting Managers must seek advice from the HR Business Partners before any offer is withdrawn.

Offers of employment may be withdrawn if a candidate is dishonest or fails to disclose any cautions, warnings, reprimands or convictions.

Where an unsatisfactory or ambiguous reference is returned, the recruiting manager should contact the referee to discuss the information provided.

If it is found that the candidate’s conduct in their previous role was unsatisfactory (e.g., sickness levels) or there is a cause for concern about performance (e.g., clinical practice), the recruiting manager may consider the retraction of the offer in conjunction with the HR Business Partner.

It is the recruiting manager’s responsibility to inform the candidate that Provide will no longer be able to pursue their application. The HR Services Team will follow this up in writing clearly stating the reasons for the offer being withdrawn.

On the rare occasion that an individual has commenced employment on a conditional basis subject to the completion of pre-employment checks, the manager will be notified and the appropriate action taken to terminate the employee’s employment with the 29

appropriate notice.

Job offers to internal candidates are deemed a ‘transfer’; therefore, if the offer is subsequently withdrawn, the employee will remain in their current role.

Commencement of employment prior to completion of employment checks In exceptional circumstances, it may be possible for a recruiting manager to commence a candidate without all employment checks being completed. This can only take place following agreement with a Senior HR Advisor or HR Business Partner, and on receipt of written authorisation from the Assistant Director /Chief officer, and following completion of a risk assessment action plan, the completion of which, including the following up on any outstanding checks, is the responsibility of the recruiting manager.

Failure to ensure appropriate pre-employment processes have been undertaken could lead to action under HRPOL14 Disciplinary Policy.

False or Misleading Information during Application Process Should it be suspected that a candidate has provided false or misleading information, or documentation, or where it is suspected that an individual has knowingly withheld information to obtain employment during the recruitment process, the matter will be reported to the Local Counter Fraud Specialists for potential criminal investigation, which may lead to criminal and/or disciplinary action.

Provide reserves the right to withdraw any offer of employment in this circumstance.

Should a candidate have commenced employment, any proven false or misleading information provided by applicant will be dealt with under HRPOL14 Disciplinary Policy and could also result in pay being recovered, withheld or withdrawn’ and the employee dismissed.

6. FRAUD & BRIBERY Definitions Fraud is where any person who dishonestly makes a false representation to make a gain for himself or another or dishonestly fails to disclose to another person, information which he is under a legal duty to disclose, or commits fraud by abuse of position, including any offence as defined in the Fraud Act 2006.

Bribery is the giving or receiving a financial or other advantage in connection with the ‘improper performance’ of trust or a function that is expected to be performed impartially or in good faith. Where the Provide Group is engaged in commercial activity it could be considered guilty of a corporate bribery offence if an employee, agent, subsidiary or any other person acting on its behalf bribes another person intending to obtain or retain business or an advantage in the conduct of business for the Provide Group and it cannot demonstrate that it has adequate procedures in place to prevent such. The adequate procedures that the Provide Group is required to have in place to prevent bribery being committed on their behalf are performed by six principles – proportionate procedures, top-level commitment, risk assessment, communication (including training), monitoring and review. The Provide Group does not tolerate any 30

bribery on its behalf, even if this might result in a loss of business for it. Criminal liability must be prevented at all times.

Counter Fraud If any member of staff has good reason to suspect a colleague, patient or other person of fraud, bribery and / or corruption, involving the Provide Group, they should report their genuine concerns to the LCFS or Executive Finance Director immediately. The LCFS will then decide on the next course of action and advise the member of staff accordingly. All calls are dealt with in the strictest of confidence and callers may remain anonymous.

Suspicions of fraud, bribery or corruption should be reported to the Local Counter Fraud Specialists on telephone 0845 300 3333, Provide’s Chief Executive Officer or NHS Counter Fraud Authority (NHSCFA) via an online reporting form: https://cfa.nhs.uk/reportfraud: or NHSCFA Freephone: 0800 028 4060. Further details including email addresses for those responsible can be found on Provide Community platform.

Individuals suspected of committing an offence of fraud, bribery or corruption may be subject to criminal and/or disciplinary investigation, which could result in criminal and/or disciplinary action being taken, including prosecution and/or dismissal. For more information, please refer to the Local Anti-Fraud, Bribery and Corruption Policy or to Provide’s Counter Fraud Community platform pages.

Unconditional Offer of Employment Recruiting managers will be alerted by the HR Team to any concerns/issues during the offer process so that these can be dealt with immediately. When all necessary pre-employment checks have been carried out and are found to be satisfactory, HR Recruitment will provide the Recruiting Manager with a Final Offer Memo and the preemployment checks obtained can be viewed in Trac.

The Recruiting Manager should then arrange an appropriate start date with the successful candidate providing that they are satisfied with the references and other pre-employment checks.

Recruiting managers should confirm and book the successful candidate onto the corporate induction programme with the Learning and Development Service. The start date should, ideally, coincide with the first day of the next Corporate Induction.

Upon receipt of the completed Final Offer Memo, HR will write to the candidate confirming that the pre-employment checks have been found to be satisfactory.

Enclosed with the confirmation of offer of employment will be the: •

Contract of Employment

•

Pension scheme information

•

Staff Appointment Form and P46

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Candidates will be informed that their employment is subject to a probationary period and Recruiting Managers will be responsible for implementing the requirements of the Probation Policy.

Commencing Employment Provide policies and procedures will be discussed with the successful candidate during Corporate and Local Induction.

Recruiting managers will be responsible for ensuring all management processes are carried out on commencement of employment as detailed in the local induction checklist.

All documentation of the successful candidate will form part of their personal file.

NHS Registration Authority Smart Cards Some new employees will be required to use Smartcards in their new post. They will be required to provide original documents for this process before or during their corporate induction.

• •

If applicable, the line manager will be required to raise an IT Ticket via ServiceDesk to the IT department and computer access should be arranged Managers will ensure (if required) that new employees have a computer, phone and any other equipment required for their role

Retention of Records Once a start date has been confirmed the HR Services Team will download and save a copy on the individual’s personal file and retained within the HR department.

Appointing Managers should upload all interview notes and scoring sheets to the Trac Recruitment system. These will be attached to the post and stored on TRAC, should the outcome of any recruitment exercise be questioned.

Unsuccessful applications are stored within the TRAC system for a period of thirteen months.

7. MONITORING AND REVIEW This policy will be reviewed at least every 3 years in line with the Policy for the Management of Procedural Documents, or more frequently in line with any requirements relating from legislative changes.

Review will be undertaken by a CIPD registered member of the HR Department and monitoring will be conducted in respect of policy outcomes. The need for improvement or clarification may be identified as lessons learnt, through using the process and where appropriate amendments will be made.

An annual Equality Report will analyse the number of applicants, those shortlisted and those appointed by protected characteristics.

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Provide undertakes random checks to establish that correct processes have been applied during the recruitment process. This includes ensuring the correct preemployment checks processes have been undertaken or that assurance has been obtained from the recruitment agency that they have undertaken pre-employment checks on the temporary worker used by Provide.

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EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage One: ‘Screening’ Name of project/policy/strategy (hereafter referred to as “initiative”): RECRUITMENT & SELECTION POLICY & PROCEDURE Provide a brief summary (bullet points) of the aims of the initiative and main activities: To outline Provide’s approach to recruitment and selection, including legislative requirements and minimum employment checks Project/Policy Manager:

HR BUSINESS PARTNER

Date: 14.10.2021

This stage establishes whether a proposed initiative will have an impact from an equality perspective on any particular group of people or community – i.e., on the grounds of race (incl. religion/faith), gender (incl. sexual orientation), age, disability, or whether it is “equality neutral” (i.e., have no effect either positive or negative). In the case of gender, consider whether men and women are affected differently.

Q1. Who will benefit from this initiative? Is there likely to be a positive impact on specific groups/communities (whether or not they are the intended beneficiaries), and if so, how?

Or is it clear at this stage that it will be equality “neutral”? i.e., will have no effect on any group.

NEUTRAL

Q2. Is there likely to be an adverse impact on one or more minority/under-represented or community groups as a result of this initiative? If so, who may be affected and why?

Or is it clear at this stage that it will be equality “neutral”?

NEUTRAL Q3. Is the impact of the initiative – whether positive or negative - significant enough to warrant a more detailed assessment (Stage 2 – see guidance)? If not, will there be monitoring and review to assess the impact over a period time? Briefly (bullet points) give reasons for your answer and any steps you are taking to address particular issues, including any consultation with staff or external groups/agencies.

N/A

Guidelines: Things to consider • Equality impact assessments at Provide take account of relevant equality legislation and include age, (i.e., young and old,); race and ethnicity, gender, disability, religion and faith, and sexual orientation.

• The initiative may have a positive, negative or neutral impact, i.e., have no effect on the group/community.

• Where a negative (i.e., adverse) impact is identified, it may be appropriate to make a more detailed EIA (see Stage 2), or, as important, take early action to redress this – e.g., by abandoning or modifying the initiative. NB: If the initiative contravenes equality legislation, it must be abandoned or modified.

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• Where an initiative has a positive impact on groups/community relations, the EIA should make this explicit, to enable the outcomes to be monitored over its lifespan.

• Where there is a positive impact on particular groups does this mean there could be an adverse impact on others, and if so, can this be justified? - e.g., are there other existing or planned initiatives which redress this?

• It may not be possible to provide detailed answers to some of these questions at the start of the initiative. The EIA may identify a lack of relevant data, and that data-gathering is a specific action required to inform the initiative as it develops, and to form part of a continuing evaluation and review process.

• It is envisaged that it will be relatively rare for full impact assessments to be carried out at Provide. Usually, where there are problems identified in the screening stage, it is envisaged that the approach will be amended at this stage, and/or setting up a monitoring/evaluation system to review a policy’s impact over time.

Guidelines: Things to consider • An initiative may have a positive impact on some sectors of the community but leave others excluded or feeling they are excluded. Consideration should be given to how this can be tackled or minimised.

• It is important to ensure that relevant groups/communities are identified who should be consulted. This may require taking positive action to engage with those groups who are traditionally less likely to respond to consultations, and could form a specific part of the initiative.

• The consultation process should form a meaningful part of the initiative as it develops, and help inform any future action.

• If the EIA shows an adverse impact, is this because it contravenes any equality legislation? If so, the initiative must be modified or abandoned. There may be another way to meet the objective(s) of the initiative.

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Appendix B

Identify the need to recruit

• Ensure that the finance team are supportive of the need to recruit • Check the Job Description Library on the Provide Community platform for all evaluated job descriptions • Check if Agenda for Change banding or re-banding is necessary.

• Any amendments to Job description must be approved by the HRBP.

(Recruiting Manager)

• Attach the Job Evaluated Job Description & Person Specification • Draft advertisement • Create a single advert for all vacant hours within the same role, including all WTE on the one vacancy.

• Complete Pre placement assessment form or Hazard form to add to Functional requirement in Trac Prepare to recruit • Complete Enhanced or standard DBS form if appropriate to the role (Recruiting Manager) • Once advert has been drafted, insert the wording taken from the TRAC FAQs regarding "Working for the organisation". (copy can be found on the Provide Community platform)

• Complete a Vacancy Authorisation Request (VAR) in TRAC • Three authorisers are required to be completed in the Authorisation section: • Recruiting Manager/Budget holder • Assistant Director • Finance Business Partner - If the vacancy is not authorised due to cost pressures it would place on the budget it will be referred to the appropriate Chief Officer Prepare to recruit for consideration. The Chief Officer will either authorise or reject the request.

(Recruiting Manager) • Rejected vacancies will be archived on TRAC by the HR Services Team.

• Once authorised, vacancy is made live and advert appears on Health Jobs, NHS Jobs and Provide website unless otherwise indicated.

Advertising stage (Recruiting Manager)

• Agree advert, media, advertising date, closing date, interview date.

• External publications as per specific deadlines. Managers are required to approve costs and raise a Purchase Order number for them.

• Agree selection method e.g. interview, psychometric assessment, • HR services team make an external advert live for two weeks or 1 week for internal adverts.

• One shortlister or preferably two shortlisters to complete this stage ensuring fairness • Start shortlisting once the vacancy closes and has moved to the shortlisting stage.

• Use the shortlisting criteria to assess the suitability of each candidate • Please make notes, either on the TRAC system or send the HR Services team a copy of any notes to be added to the vacancy Shortlisting stage (Recruiting Manager) • Inform the HR Services team which candidates will be invited to interview

Interview stage

• Must be at least 2 interviewers (must have completed Safer recruitment and Values Based training to chair the interview meeting) • Complete interview scoring sheet and make notes to review and justify any decision • Ensure an assessment centre takes place for any Band 8a and above • Inform the HR Services team of successful candidates and provide copies of all interview notes

(Recruting manager)

Offer stage (Recruiting manager)

Pre-Employment (HR Services)

Start date/Induction

• Agree a suitable candidate and make a conditional offer subject to satisfactory checks (Verbal) • Complete Offer details for successful candidates and ensure interview outcomes are recorded on TRAC, including successful,unsuccessful, reserves and DNA candidate(s) • Move Vacany to offer • HR services issues conditional offer letter to the successful candidate • Salary assessment completed if required

• Successful candidate asked to present original documents.

• Verification of identity check • Right to work • Certificate of Sponsorships (CoS) are obtained as required • DBS (if applicable) • Risk assessment completed (if applicable) • Occupational Health check • Employment History • Professional registration and qualification checks (if applicable) • "Employment checks OK" email sent to Manager • Manager agrees start date with candidate and completes Final Memo, Induction course, Recruitment Evaluation survey • HR Services informs L&D of new starter for Induction • HR Services issues Contract and Payroll forms, and completes Employee onboarding on Service Desk • Manager completes equipment, Smart card request.

• New starter picks up IT equipment/ID Badge • Starts induction (L&D contacts New starter) • New starter is added to Payroll and will be issued Employee Number after first payrun.

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Appendix C Task

Recruitment checklist Responsibility Recruiting/Appointing manager

Identify the vacancy: All vacancies will be advertised via Trac.

HR services team

Timescale

HRBP On receipt of resignation

Prior to initiating the recruitment process the Appointing Manager should consider: • Whether a secondment or internal transfer would be appropriate to fill the vacancy.

• Whether the job is still required.

• Is the job description and person specification an accurate reflection of the required role and, if required, has it been through the Agenda for Change Banding process?

• Whether the vacancy is suitable for flexible working e.g., part time, job share or annualised contract.

• What sort of contract the position should be offered on e.g., fixed term covering maternity leave.

• If a new post needs to advertise outside of TRAC, do contact the HR services team.

• Ensure that the relevant finance team are supportive of the need to recruit • Whether external advertisement is required (Seek approval and raise a Purchase Order) • Assess whether recruitment /banding or re-banding is necessary. Any amendments must seek approval by their HRBP. (Contact HRBP for support) • Check the Job Description Library on the for all evaluated job descriptions.

• Please contact the HR Services Team for support using the Trac system

A Manager’s Report is provided on Monday mornings.

As at when arise

Progress can be viewed online on TRAC at any time.

Any issues with employment checks are resolved in discussion between the Recruiting Manager and the HR services team Prepare to recruit in TRAC: Complete a Vacancy Authorisation Request (VAR)

Recruiting manager

Three authorisers are required to be completed in the Authorisation section: •

Recruiting Manager/Budget holder

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Prior to advertisement of vacancy

• •

Assistant Director Finance Business Partner

Recruiting managers should regularly review who has authorised their vacancy in TRAC. If for any reason one of the authorisers is away from work and therefore unable to authorise the vacancy, please contact the HR Services team.

• Prepare job description Person Specification • Draft advertisement • Do not create a vacancy for each WTE. Add all WTE to the one vacancy.

• Pre-placement assessment form or Hazard form to add to Functional requirement •

Enhanced or standard DBS form (nonclinical) • Ensure to use the wording taken from the FAQ regarding working for the organisation.

Advertising stage: Agree advert, media, advertising date, closing date, interview date.

•

Agree selection method

•

Advertised on TRAC jobs open to both internal and external applicants.

External publications as per specific deadlines. Managers are required to approve costs and assist in obtaining a Purchase Order number for the costs.

Where low recruitment response, HR services and recruiting manager discuss other options.

Recruiting Manager

Within 1 day of confirmation from HR services team to proceed to advert

Recruiting Manager

HR Services Team

Recruiting Manager

HR Services Team

Recruiting Manager

HR Services Team

Staff “At risk” will be considered first prior to advertising a post on TRAC jobs Handling recruitment response: Application packs sent out where no access to TRAC jobs Informal visits to department and telephone enquiries regarding role Shortlisting Stage:

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HRBP

Adverts are processed and posted on TRAC, Health Jobs, NHS Jobs, provide website and social media platforms unless otherwise indicated)

Packs sent out within 1 working day of enquiry

Two Short listers would be best practice to ensure fairness and should be used wherever this is practical.

Start shortlisting once the vacancy closes and moves to shortlisting stage.

• Initial list of application on TRAC jobs for recruiting manager to shortlist.

• Use the shortlisting criteria to assess the suitability of each candidate • Make notes, either on the TRAC system or send the HR Services team a copy of any notes to be added to the vacancy • Inform the HR services team which candidates will be invited to interview

Within a day of vacancy expiry date

Recruiting Manager/Short listers

1st day of a vacancy being in the shortlisting stage.

Recruiting Manager

Recruiting Manager Recruiting Manager Recruiting Manager Recruiting manager/ Lead interviewer

Within 2 working

The HR services will remind managers to shortlist Candidates short-listed are invited to interview with details of interviews and other assessments

HR Services

Recruiting administrator discuss with recruiting manager if any suitable disabled applicants are shortlisted.

Shortlisting is completed online on TRAC and Recruitment is informed of the interview details.

Within 3 days of receipt of shortlisting link Within 1 day of receipt of shortlisting and interview details

Shortlisted candidates are invited for an interview via TRAC Interviewing stage: Candidates are chased as necessary for interview attendance confirmations

HR Services Team HR Services Team

Contact those shortlisted for interview

Recruiting manager

Every 24 hours until 2 days before the interview On receipt of email of short-listed applicants from manager

Invite the candidates via MS teams.

Recruiting manager Must be at least 2 interviewers Panel packs are available on the system to managers at any point after the interview invites have been sent out. A final panel pack is also emailed to interviewers on the working day before the interviews take place.

Recruiting manager/Lead Interviewer Recruiting manager

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At least 24 hours before interview.

Complete interview scoring sheet and make notes to allow the review and justification of any decision

Recruiting manager/Lead interviewer

Ensure an assessment centre takes place for relevant roles Upload copies of all interview notes Pre- employment checks: Successful candidate asked to present original documents.

• Verify identity check • Right to work • Certificate of Sponsorships (CoS) are obtained as required • DBS (if applicable) If manager wishes the candidate to start pending DBS outcome, they are required to complete a Risk Assessment Form • Risk assessment completed (if applicable) • Occupational Health check • Employment History • Professional registration and qualification checks (if applicable

HR Services Team

Only carry out checks after there has been a conditional offer

Outcome of checks recorded on ESR

All references completed and satisfactory Arrangements made for ID and Smartcards.

New starter entered onto ESR and sent to payroll

HR Service Team/IT team

Induction: Carried out in line with Provides Induction policy Induction checklist completed and returned Probation (6 months) Probation meetings with employee

Within 2 weeks of the date of conditional offer of employment

Provide Team L&D Team

Within 2 working days

2-3 days induction

Line manager 4 weeks 12 weeks 26 weeks

All paperwork to be returned to the HR Services Team

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Useful Websites www.equalityhumanrights.com Website for new Equality agencywww.employersforum.co.uk – Employers forum on disability www.disabilitynow.org.uk – online disability related newspaper www.womenandequalityunit.gov.uk – Gender issues in more depth www.opportunitynow.org.uk - Employer member organisation (gender) www.efa.org.uk – Employers forum on age www.agepositive.gov.uk – Age issues in more depth Disclosure and Barring Service (DBS) checks (previously CRB checks)- GOV.UK Immigration, Asylum and Nationality Act 2006 General Data Protection Regulation (GDPR) 2018 Safeguarding Vulnerable Groups Act 2006 © MDA 2007

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