INFORMATION FOR APPLICANTS

AREA MANAGER

August 2020

Pack includes:- advert; job description; person specification; guidance for candidates

The Probation Board for Northern Ireland is an Equal Opportunities Employerand welcomes applications from all sections of the community

Information for Applicants – Area Manager August 2020 1 | P a g e

PBNI – “Changing Lives for Safer Communities”

INDEX

1. Background

2. Conditions of service

3. Advert

4. Area Manager Profile

5. Guidance for candidates in relation to the PBNI interview and selection processes

Information for Applicants – Area Manager August 2020 2 | P a g e

BACKGROUND

The Probation Board for Northern Ireland (PBNI) is a Non-Departmental Public Body (NDPB) sponsored by the Department of Justice; its statutory responsibilities are set out in the Probation Board (NI) Order 1982.

The PBNI has almost 400 staff working across 25 sites throughout Northern Ireland.

The PBNI prepares in the region of 8300 court reports each year and at any one time supervises 4,100 offenders who are subject to court orders including probation, community service and custody probation orders. The PBNI places great importance on its relationship with the courts, its work with community partners, its contribution to public safety, and its commitment to serve all sections of the community.

The PBNI is engaged in changing the lives of offenders for safer communities. The work includes supervising offenders, delivering unpaid work through community service, preparing court reports and delivering behavioural change programmes. In addition, the PBNI works directly with the victims of crime. The fundamental goal and focus is helping create safer communities.

Further information on the work of the PBNI may be accessed through the website www.pbni.org.uk

Information for Applicants – Area Manager August 2020 3 | P a g e

CONDITIONS OF SERVICE

Salary

Point 99 £35,728 to point 112 £40,618 [NNC for Probation Service Band 5] for full-time hours (pro-rata for part-time hours), subject to review.

Pay on appointment will be to the minimum of the pay band.

Location

Locations throughout Northern Ireland.

A list will be established of suitable candidates for Area Manager posts throughout Northern Ireland. This will be valid for a 12 months’ period. This list may be used to fill temporary vacancies.

Whilst candidates will be appointed to initial base locations, as indicated above, Area Managers are required to work across the full geographical areas covered by the PBNI (ie Northern Ireland), hence Area Managers may be moved to other offices/teams, as operationally necessary, under the Transfer and Mobility Policy (see below).

Hours of Work

Area Managers: Full-time 148 hours in every four weeks (Subject to review). In general these hours are related to a 5 day week. Occasionally there are a limited number of part-time posts available.

Please note on occasions it may be necessary for you to work unsocial hours outside of normal office hours, including at the weekend.

Staff undertaking programme delivery work will work regular unsocial hours in the delivery of evening programmes.

Transfer & Mobility Policy

Probation Officers, Probation Service Officers and their managers working in prisons and intensive supervision roles will be considered for a change of location and/or type of work on average every 3-6 years. This will result in a chain of moves for staff in other teams that will also be handled in line with the Transfer and Mobility policy and procedure. This policy will apply to all Area Managers, Probation Officers and Probation Service Officers. Mobility moves will normally be considered on the basis of longest service in current role.

Learning & Development

The Board is committed to the continued development of employees.

Performance, Attendance and Conduct

Any issues in relation to performance, attendance or conduct will be dealt with under the appropriate PBNI policy and procedure. The PBNI reserves the right to dismiss an employee where there are sufficient grounds to do so.

Information for Applicants – Area Manager August 2020 4 | P a g e

Annual Leave

The annual leave year is from 1 April to 31 March. Entitlement is detailed below on the basis of full-time employment (pro-rata for part-time):

Annual Leave - Length of continuous service Annual LeaveOn appointment 251 year plus service 262 years’ plus 273 years’ plus 284 years’ plus 295 years’ plus 307 years’ plus 31

Official holidays - 12 days per annum in addition to annual leave (pro rata for part time).

Pension

You are automatically enrolled into the NILGOSC pension scheme but may opt out if you wish. (Eligibility to join the NILGOSC pension scheme is restricted to those employees with a minimum of a 3 month contract.) This is contributory pension scheme which currently draws a percentage of salary from the officer as detailed below. A further contribution may be made by the Board.

From 01/04/2020

Band Pensionable pay range Contribution rate 1 Up to £15,000 5.5%2 £15,001 - £22,900 5.8%3 £22,901 - £38,300 6.5%4 £38,301 - £46,400 6.8%5 £46,401 - £91,900 8.5%6 More than £91,900 10.5%

Vetting/Security Clearance

As this post involves working with children and adults in regulated activity successful candidates will be required to undergo an Enhanced Access NI disclosure, with check against the barred lists. PBNI will be required to submit, in a secure manner, copies of your Group 1 and Group 2 identify documents to Vetting NI, an independent third party, for the purposes of processing Access NI Enhanced disclosures. It will be decided whether any criminal record is materially relevant to the particular post.

Please note that the Access NI Code of Practice and Explanatory Guide may be accessed via the web AccessNI Code of Practice | nidirect or a hard copy will be made available upon request to the PBNI’s HR team – email recruitment@probation-ni.gov.uk.

During employment you may still be required to undergo further checks dependent on your role, e.g. candidates offered to work in a prison location must successfully undergo a Counter Terrorist Check.

Information for Applicants – Area Manager August 2020 5 | P a g e

Extra Mural Activities

To ensure that all applicants receive fair and equal treatment in respect of such matters the following procedures shall apply.

(i) Paid Employment

Where an applicant is considering accepting work outside the PBNI for payment or reward, or wishes to continue such work after appointment, details of the proposed arrangement shall be forwarded to the Head of Human Resources upon receipt of the conditional offer. This will then be considered as a request under the PBNI’s extra mural activity policy.

(ii) Professional Services Provided on a Voluntary Basis

Where an applicant providing professional services including direct delivery of service, training, education or consultancy, he/she shall follow the same procedures as for paid employment at (i) above.

Selection Process

Applicants will be subject to a selection process, if shortlisted. Interviews are likely to take place in Belfast and it is anticipated that these will take place during September 2020. Some variation may occur. Location will be confirmed in invite interview letter.

It is intended to appoint applicants as soon as possible after satisfactory qualifications (where applicable), references and security checks have been received; as well as driving licence and car insurance. Failure to meet requirements within the set timeframe may result in the offer of appointment being withdrawn.

Recruitment Policy

The PBNI Recruitment Policy may be accessed via the PBNI Website This policy should be read in conjunction with the PBNI Equal Opportunities Policy via the PBNI website

Data Protection

PBNI takes extremely seriously its obligations under data protection law to store and share your personal information securely and in line with legislation and our lawful purposes. The Privacy Notice for PBNI Staff and Board members may be accessed via the PBNI website.

Information for Applicants – Area Manager August 2020 6 | P a g e

PROBATION BOARD FOR NORTHERN IRELAND

AREA MANAGERS

Locations throughout Northern Ireland including prisonsFull time and Part time

Permanent and Temporary posts

Point 99 £35,728 to point 112 £40,618 [NNC for Probation Service Band 5] for full-time hours (pro-rata for part-time hours), subject to review.

Essential Criteria

Applicants must by the closing date:

1. Hold a recognised professional qualification in Social Work and are registered as a Social Worker with the Northern Ireland Social Care Council (NISCC) on part one of the register.

2. Hold a full valid driving licence and have use of a car for official business or require reasonable adjustment in respect of disability to meet the travel requirements of the position.

3. Have a minimum of 3 years’ post qualified social work experience.

4. Be able to evidence sound and up to date professional knowledge and skills.

5. Be able to evidence a commitment to the delivery of high quality professional services.

6. Be able to demonstrate the ability / potential ability to function effectively in a management role.

Applications are particularly welcomed from members of the Protestant Community as this group is currently under represented at this grade.

The Probation Board for Northern Ireland is an Equal Opportunities Employer.

If a reserve list is established for the above posts this will be valid for a 12 month period.

Additional information and application form may be obtained by downloading from www.pbni.org.uk or emailing recruitment@probation-ni.gov.uk or writing to: Probation Board for Northern Ireland, Human Resources Department, 80-90 North St, Belfast, BT1 1LD.

Completed application forms may be emailed to recruitment@probation-ni.gov.uk or sent to Probation Board for Northern Ireland, Human Resources Department, 80-90 North St, Belfast, BT1 1LD.

Applications must be received no later than Noon on Monday 7th September 2020.

It is anticipated that interviews will take place in Belfast during September 2020. Some variation may occur.

Information for Applicants – Area Manager August 2020 7 | P a g e

Role Profile

Title: Area Manager

Grade: Area Manager Band 5

Purpose: Ensuring effective service delivery and accountability across a wide range of work provided by field teams, prison based teams and teams providing specialist services

Reporting to: Assistant Director

Staffing responsibilities:

Probation Officer/Probation Service Officer/Community Service Supervisor/Office Manager

Behavioural Competencies

The role holder is required to display the following competencies in performing their role:

Effective Communication

Communicates all needs, instructions and decisions clearly. Adapts the style of communication to meet the needs of the audience. Asks probing questions checking for understanding.

Maximizing Potential

Encourages others to learn and develop, giving them clear and direct guidance and feedback on their performance. Encourages and supports staff, making sure they are motivated to achieve results.

Problem Solving Gathers information from a range of sources to understand situations, making sure it is reliable and accurate. Analyzes information to identify important issues and problems. Identifies risks and considers alternative courses of action to make good decisions.

Customer Focus Provides a high level of service to customers. Maintains and improves service delivery. Earns the confidence of and builds a good understanding and relationship with customers/the community. Works out their needs and priorities and responds promptly and positively to their requirements.

Planning and Organising

Plans activities thoroughly for self and others. Builds milestones into plans, monitors progress and adjusts them as necessary in response to any changes. Provides clear direction and makes sure that staff know what is expected of them.

Respect for Diversity

Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural, and racial differences.

Information for Applicants – Area Manager August 2020 8 | P a g e

Behavioural Competencies (continued)

Strategic Perspective

Concentrates on issues that support the broad organizational strategy. Maintains a broad view, and understands and considers the interests and aims of other units or outside the organization.

Openness to Change

Supports, promotes and puts into practice change. Introduces new ways of doing things and encourages others to accept them. Overcomes barriers to change.

Personal Responsibility

Readily accepts responsibility for self and others. Takes responsibility for managing situations and problems. Leads by example, showing a commitment and a determination to succeed. Continues to learn and develop.

Negotiating and Influencing

Uses logic and reason to influence others. Persuades people by using powerful arguments. Identifies clear aims in negotiations and achieves satisfactory outcomes.

Resilience Shows reliability and resilience in difficult circumstances. Remains calm and confident, and responds logically and decisively in difficult situations.

Activities

The role holder is required to effectively deliver the following key requirements:

Supervise the work of teams and individuals Manage the performance of teams and

individuals Develop individuals and teams to enhance

performance Carry out, monitor and evaluate

performance reviews. Delegate work to others Work as part of a team Organize and maintain effective finance

controls and costs Deal with matters of disciplinary, grievance

and incapability Provide customer service Represent PBNI, developing and

maintaining networking arrangements with statutory, voluntary and community sectors

The provision of statistics and other data/information as required

Make best use of information technology Develop and promote effective

communication systems Promote, develop and monitor quality of

service provision within the organization Maintain standards of professional practice Contribute to policy formulation and

implementation Monitor the implementation of change plans Ensuring maintenance of accurate records Maintain standards for security and

confidentially of information Contribute to recruitment and selection

procedures Promote equality, diversity and Human

Rights in working practices Monitor compliance with Health and Safety

Legislation

Main Duties and ResponsibilitiesInformation for Applicants – Area Manager August 2020 9 | P a g e

1. Produce Team Business Plans aligned with Corporate Planning to ensure effective delivery of services at team level in line with service standards and requirements. Monitoring and reviewing team business plan and agreed projects.

2. Ensuring effective planning including the establishment, monitoring and adjusting of appropriate targets and objectives within his/her area of accountability.

3. Provide adequate consultation, supervision and support for staff in order to meet service objectives and standards.

4. Accountable for the day to day management of staff, and the planning, organizing and co-ordinating of work within a given team. Ensuring efficient and effective organization and development of resources to achieve required outcomes and provide a service to all PBNI customers and consumers.

5. Work in accordance with effective practice principles, adherence to national and service standards, and PBNI policy and procedures in all elements of work. Promotion and use of appropriate methods and models of work to ensure the delivery of a high quality service.

6. Managing and reviewing staff/team performance. Monitoring and evaluating performance on an ongoing basis and in accordance with agreed systems and procedures.

7. Promote a positive climate for staff development within the team in co-operation with the Learning and Development Unit. Assist in the identification of training needs and approve the participation of team members in appropriate forms of in-service training.

8. Maintaining and updating professional knowledge by identification of own training and development needs, updating practice and attending relevant training courses, as agreed with line manager.

9. Should demonstrate responsive and visible leadership and management for all involved in his/her area of work.

10. Ensure the effective use of information technology. Liaises with team members regarding new technology practices and procedures to ensure best practice.

11. Undertaking general administration duties requiring a breadth of managerial experience including interpersonal, communicative, analytical, and personnel management skills.

12. Ensure that staff maintain appropriate, accurate and up-to-date records. Keep a systematic record of the work of the team as a whole, with the use of agreed statistics and other information as required. Maintain standards for security and confidentially of information.

13. Organize and maintain financial controls on unit costs for which he/she is accountable.

14. Deal with all matters concerning discipline, grievance and incapability in accordance with agreed procedures and practice.

15. Develop and maintain high standards in, and ensure compliance with, matters of health and safety. To undertake such duties in respect of health and safety as are allocated under Board policy and to contribute to the achievement of a “best practice” culture across PBNI.

16. Promote good communication within the team and other units within the organization. He/she will pay particular attention to developing effective communication with other Area Managers.

Main Duties and Responsibilities (continued)Information for Applicants – Area Manager August 2020 10 | P a g e

17. Responding appropriately, professionally and specifically to customer needs. Developing and maintaining effective networking arrangements with local groups working with offenders and to make the best possible use of services provided by statutory and voluntary organizations.

18. Chair and effectively participate in meetings and seminars, representing the PBNI internally and externally as required.

19. To plan, in conjunction with the Learning and Development Unit, suitable placements within the team for the supervision of social work students.

20. Contribute to recruitment and selection processes as required.

21. Contribute to the formulation and implementation of Board policy.

22. Direct and monitor the implementation of change initiatives within the team.

23. Monitoring compliance with PBNI policies and procedures in respect Finance systems, Accommodation and Supplies systems, Human Resources, IT Services and Information Management systems.

24. To maintain the security of premises/equipment for which he/she is accountable.

25. Any other duties commensurate with the grade and as required by the nature of the role. The nature and balance of duties may vary between teams.

Other features of the Job

Area Managers are required to hold a professional qualification in social work and have professional registration in line with the requirements of the NI Social Care Council (NISCC).

Area Managers are designated as essential car users and as such it is essential they have a driving licence and use of a car although consideration will be given to reasonable adjustment in respect of disability.

Under the Board’s mobility policy staff may expect to change location and/or type of work on average every 3 to 5 years eg field team to specialist team or an urban to a rural setting. In some cases “moves” will involve a change of function within the same team.

In the course of his/her career an Area Manager may be required to work at any location in Northern Ireland but due consideration will be given to individual circumstances. It is the Board’s view that this policy makes an important contribution to the quality of service provided to the community and to the career development and job satisfaction of individual staff.

The PBNI is committed to the provision of a comprehensive and responsive service to the community and staff will be required to meet flexible patterns of work which will include evening and weekend working which may involve a contribution to residential programmes.

(The above reflects the main elements associated with this position. It is not intended to be exclusive or exhaustive).

Information for Applicants – Area Manager August 2020 11 | P a g e

Positive and Negative Indicators

Title: Area ManagerGrade: Area Manager

Behavioural Competencies

1. Effective Communication

2. Maximizing Potential

3. Problem Solving

4. Customer Focus

5. Planning and Organising

6. Respect for Diversity

7. Strategic Perspective

8. Openness to Change

9. Personal Responsibility

10. Negotiating and Influencing

11. Resilience

Information for Applicants – Area Manager August 2020 12 | P a g e

1. Effective CommunicationCommunicates all needs, instructions, and decisions clearly. Adapts the style of communication to meet the needs of the audience. Asks probing questions checking for understanding.

Positive Indicators:

o Deals with issues directly.

o Clearly communicates needs, instructions.

o Clearly explains management decisions and policy, and the reasons behind them.

o Communicates face to face wherever possible and if it is appropriate.

o Speaks with authority and confidence and is comfortable dealing with people at all levels within and outside the organization.

o Changes style of communication to meet the needs of the audience.

o Explains self clearly and ensures that the listener has a full understanding of what is meant and why, particularly in a crisis situation.

o Demonstrates the capacity to actively listen as well as talk; probes and asks questions to establish/clarify people’s needs and their priorities.

o Can think on his/her feet and provide a coherent response/advice at short notice, in uncertain situations or with limited information.

o Supports arguments and recommendations effectively in writing. Produces well structured written work which summarizes and identifies the key points.

o Makes effective and confident presentations when required.

o Manages group discussions effectively. Acknowledges others’ contributions and discusses these constructively.

o Is prepared to challenge constructively and is able to say ‘no’ without causing offence.

o Goes to meetings prepared with all available facts and information.

o Follows the PBNI’s policies on security and confidentiality, disclosing information only to authorized

people.

Negative Indicators:

o Is hesitant, nervous and uncertain when speaking or speaks in a rambling way.

o Speaks without first thinking through what to say.

o Uses inappropriate language or jargon.

o Appears uncomfortable dealing with people in the organization or from other agencies.

o Is unable to provide clear guidance or explanation, particularly during a crisis situation or under pressure. Assumes others understand what has been said without actually checking.

o Does not consider the target audience.

o Avoids answering difficult questions

o Does not give full information without being questioned.

o Writes in an unstructured way. Is unable to present salient points logically or clearly. Uses poor spelling, punctuation and grammar.

o Does not listen, and interrupts at inappropriate times.

o Attends meetings ill-prepared and without all available facts and information.

o Does not actively participate in meetings or manage group discussions effectively. Is not able to challenge views/opinions constructively.

Information for Applicants – Area Manager August 2020 13 | P a g e

Information for Applicants – Area Manager August 2020 14 | P a g e

2. Maximizing PotentialEncourages others to learn and develop, giving them clear and direct guidance and feedback on their performance. Encourages and supports staff, making sure they are motivated to achieve results.

Positive Indicators:

o Understands the needs, talents, capabilities and interests of staff, and matches these to development opportunities.

o Is aware of staff strengths and weaknesses. Creates opportunities for staff to learn and develop, giving advice where necessary.

o Addresses the training needs of their staff.

o Sets clear and reasonable performance standards for staff and makes it clear what is expected of them, both as a team and as individuals.

o Accurately assesses performance, giving specific, fair and developmental feedback.

o Recognizes and rewards good performance and effort by others.

o Helps staff to see that they can achieve their aims.

o Involves staff in management problems and decisions so that they can develop.

o Maintains responsibility for and interest in tasks given to staff to do

o Helps staff to develop their skills through encouragement, motivation and support.

o Takes early and firm action to deal with team members who do not perform and/or other issues preventing effective team working. Provides constructive support when honest mistakes are made.

o Is approachable and makes time for staff even when under pressure. Shows patience and understanding when staff are facing difficulties.

o Deals with diversity issues and gives positive practical support to staff who may feel vulnerable.

o Motivates staff by showing confidence and decisiveness.

o Aware of the impact of their own behaviour on morale and performance of staff.

Negative Indicators:

o Does not help staff learn by sharing knowledge with them.

o Gives the impression of being too busy to be available for staff.

o Sets unrealistic standards/objectives for individual staff and team.

o Does not review staff’s work or progress.

o Tends to do all the jobs themselves, rather than using them to develop staff.

o Does not encourage staff to see the development opportunities in everyday activities.

o Shows little interest in teaching/coaching others or providing opportunities to stimulate staff involvement/initiative.

o Avoids dealing with issues and/or does not take early action to deal with individual poor performance or obstacles to effective team working.

o Lacks patience and understanding when staff have encountered problems or difficulties.

o Gives unhelpful criticism, and does not use praise to motivate people.

o Is not aware of or shows little interest in the good work done by staff.

o Gives negative feedback rather than focusing on ways to improve.

o Creates a climate of blame when mistakes are made.

Information for Applicants – Area Manager August 2020 15 | P a g e

Information for Applicants – Area Manager August 2020 16 | P a g e

3. Problem Solving

Gathers information from a range of sources to understand situations, making sure it is reliable and accurate. Analyzes information to identify important issues and problems. Identifies risks and considers alternative courses of action to make good decisions.

Positive Indicators:

o Has the ability to solve problems, generate new ideas and solutions.

o Accurately identifies appropriate information requirements and purpose. Takes in and assimilates information quickly and accurately.

o Takes an in-depth and considered approach drawing upon all the relevant supporting material; gathers different versions of events to build up a picture of a situation.

o Carries out research to identify relevant facts that are not immediately available. Gets to the core of the issue and separates the essential from the non-essential.

o Analyzes information carefully to make sure it cannot be misunderstood. Structures the information logically to meet customer/organizational needs.

o Identifies and checks for in accuracies, inconsistencies and/or inadequacies in information and takes appropriate remedial action.

o Makes sure that decisions are made using as much reliable information as possible. Refers to procedures and precedents, as necessary, before making decisions.

o Does not always accept an issue at face value; is able to look beyond the immediate to wider factors and considerations. Identifies and links causes and effects.

o Considers the views and motives of everyone involved when drawing conclusions.

o Assesses and takes account of risk when making decisions; thinks through the possible implications of information and advice provided to managers or colleagues.

o Uses information to support decisions, influence and gain the commitment of others.

o Consistently takes all necessary action required to effectively resolve situations.

Negative Indicators:

o Does not deal with or solve problems and does not identify underlying issues.

o Does not gather enough information before coming to conclusions.

o Does not consult other people who may have extra information.

o Does not research background.

o Does not refer to procedures and precedents, as necessary, before making decisions.

o Shows no interest in gathering or using intelligence.

o Does not gather or analyze evidence; does not generate new ideas or solutions.

o Makes assumptions about the facts of a situation.

o Reacts without considering all the angles. Does not assess or think through risk factors/implications when making decisions or providing advice/information. Is unable to identify or link causes and effects.

o Does not notice problems until they have become significant issues.

o Gets stuck in the detail of complex situations and cannot see the main issues.

o Becomes distracted by minor issues.

o Leaves others to solve problems and does not see it as part of the role or is afraid to take

unpopular decisions.

Information for Applicants – Area Manager August 2020 17 | P a g e

Information for Applicants – Area Manager August 2020 18 | P a g e

4. Customer FocusProvides a high level of service to customers. Maintains and improves service delivery. Earns the confidence of and builds a good understanding and relationship with customers/the community. Works out their needs and priorities and responds promptly and positively to their requirements.

Positive Indicators:

o Presents an appropriate image to the public and other organizations, and actively promotes the interests of the organization to the public.

o Builds good relationships with people in community organizations and groups.

o Interacts personally with customers to help understand and respond to their needs.

o Identifies and takes action to deal with customer’s issues/needs as quickly as possible.

o Accepts personal accountability for the actions of the organization. Apologizes for mistakes and sorts them out as quickly as possible.

o Balances customer needs with organizational needs.

o Notes factors which may cause operations to be disrupted or are obstacles for improvement and takes appropriate measures to minimize the effects.

o Makes sure that customers are satisfied with the service they receive; monitors the quality of service delivered and acts on findings.

o Knows the limitations of what can be delivered and manages customer expectations.

o Keeps customers updated on progress.

o Demonstrates a commitment to meeting standards and strives to deliver a consistently high quality

of service.

o Contributes ideas for quality improvements, making suggestions on different ways of working which could improve efficiency.

o Seeks suggestions and ideas from staff which are acted upon and feedback given.

o Acknowledges and understands a broad range of social and cultural customs and beliefs.

Negative Indicators:

o Is not customer focused – does not consider individual needs.

o Does not tell customers what is going on.

o Presents an unprofessional image to customers.

o Only sees a situation from their own view, not from the customer’s view.

o Shows little interest in the customer – only deals with the immediate problem.

o Focuses on the organizational issues rather than customer needs.

o Does not manage customer expectations appropriately; is unaware of limitations of what can be

delivered.

o Fails to check that customers’ needs have been met.

o Does not make the most of opportunities to talk to people in the community or build good working

relationships.

o Does not actively promote the PBNI’s interests to the public.

o Does not demonstrate respect for or sensitivity to customer needs.

o Does not demonstrate a commitment to meeting standards to deliver a high quality of service.

o Does not contribute to quality improvements or different ways of working.

Information for Applicants – Area Manager August 2020 19 | P a g e

o Shows little consideration for diversity issues, social and cultural customs and beliefs.

Information for Applicants – Area Manager August 2020 20 | P a g e

5. Planning and OrganisingPlans activities thoroughly for self and others. Builds milestones into plans, monitors progress and adjusts them as necessary in response to any changes. Provides clear direction and makes sure that staff know what is expected of them.

Positive Indicators:

o Sets clear longer-term objectives for self and staff and provides staff with sense of direction.

o Identifies important activities and milestones, establishing importance and urgency.

o Is realistic about what can be achieved within organizational constraints and recognizes potential sensitivities and problems.

o Plans alternatives and contingency plans; takes timely corrective action – does not let things drift

o Makes sure people know what a task or responsibility involves, and have the necessary abilities to

carry it out.

o Defines, clarifies and assigns roles and responsibilities.

o Makes sure people have a workload that is manageable and fair, as well as being challenging.

o Manages resources well, correctly identifying the most appropriate response to situations.

o Where possible, takes account of the views of staff before taking decisions.

o Carefully checks everything is in place before starting a major initiative.

o Assesses new information and reorganizes the workload to meet new demands.

o Makes linkages across different pieces of work and takes wider considerations into account.

o Organizes action around who is available, their skills, and other resources.

o Constantly monitors and assesses progress, making sure people work to decisions, plans and

policies.

o Concentrates on detail while being aware of the overall objectives.

o Is able to work on a number of things at the same time. Copes under pressure: maintains a sense of humour and perspective.

Negative Indicators:

o Takes an unsystematic approach to tasks.

o Sets unrealistic timescales/deadlines for completion of tasks.

o Deals with tasks as they arrive, without considering priorities. Cannot work on a number of priorities at the same time.

o Waits until problems arise. Is easily thrown off balance by the unexpected; does not have contingency plans and unable to take corrective action.

o Cannot work effectively in difficult circumstances or cope under pressure.

o Does not differentiate between the levels of importance of tasks.

o Leaves role and responsibilities unclear. Does not give clear sense of direction.

o Does not check for or spot mistakes or inconsistencies.

o Consistently fails to meet deadlines due to poor planning.

o Tries to achieve everything personally or takes inappropriate short cuts.

o Disregards staff’s views or suggestions on priorities, workload or deadlines.

o Takes a fixed approach – does not monitor and re-assess plans.

o Does not consider costs when planning activities.

Information for Applicants – Area Manager August 2020 21 | P a g e

Information for Applicants – Area Manager August 2020 22 | P a g e

6. Respect for DiversityUnderstands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural, and racial differences.

Positive Indicators:

o Sees issues from other people’s viewpoints.

o Is polite, tolerant and patient when dealing with people, treating everyone with respect and dignity.

o Respects the needs of everyone involved when sorting out disagreements.

o Shows understanding and sensitivity to people’s problems and vulnerabilities.

o Deals with diversity issues and gives positive support to staff who may feel vulnerable.

o Listens to and values other’s views and opinions.

o Uses language in an appropriate way and is sensitive to the way it may affect people.

o Acknowledges and respects a broad range of social and cultural customs, beliefs and values within the

law.

o Understands what offends others and adapts own actions accordingly.

o Respects and maintains confidentiality, wherever appropriate.

o Delivers difficult messages sensitively.

o Challenges inappropriate attitudes, language and behaviour that is abusive, aggressive or

discriminatory.

o Takes into account other’s personal needs and interests.

o Supports minority groups both inside and outside the organization.

Negative Indicators:

o Does not consider other people’s feelings.

o Does not encourage people to talk about personal issues.

o Criticizes people without considering their feelings and motivation.

o Makes situations worse with inappropriate remarks, language or behaviour.

o Is thoughtless and tactless when dealing with people.

o Is dismissive and impatient with people.

o Does not respect confidentiality.

o Unnecessarily emphasizes power and control in situations where it is not appropriate.

o Intimidates others in an aggressive and overpowering way.

o Uses humour inappropriately.

o Shows bias and prejudice when dealing with people.

Information for Applicants – Area Manager August 2020 23 | P a g e

Information for Applicants – Area Manager August 2020 24 | P a g e

7. Strategic Perspective

Concentrates on issues that support the broad organizational strategy. Maintains a broad view, and understands and considers the interests and aims of other units or outside the organization.

Positive Indicators:

o Makes sure own team’s ways of working are in line with the strategic direction of the organization.

o Analyzes issues, identifies factors and linkages and provides key information to assist in drawing up of the strategy/policy.

o Provides practical and well thought through ideas that meet the needs of senior

managers/colleagues.

o Raises awareness of strategic issues; assists staff to understand the strategy and gains their commitment to take action.

o Provides advice and guidance to staff on the effects of policy and changes in their work.

o Concentrates on issues which support organizational strategy.

o Thinks strategically beyond own role. Thinks across functional and unit boundaries, understanding how their actions will affect other people.

o Finds ways of exposing people to ways of working outside the service.

o Tries to influence organizational strategy, culture and direction.

o Predicts the effects of complex problems and issues and takes appropriate action.

o Considers the longer term and broader view, even when having to respond quickly.

o Predicts the effect of legislation on the organization and prepares for it.

Negative Indicators:

o Is not aware of organizational strategy.

o Does not recognize the links between related activities and functions.

o Is not interested in what is going on outside own area.

o Does not see the possible damaging effects of actions or decisions on other parts of the

organization.

o Criticizes or does not support organizational policies.

o Is not willing to accept or co-operate with organizational policy.

o Does not help staff understand or provide advice on strategy to gain their commitment.

o Focuses on short-term issues, ignoring long term effects.

o Does not think through ideas, analyze issues or provide key information to assist in policy/strategy

formulation.

o Is not aware of the effect of own actions on other agencies.

o Does not see the wider picture.

o Is not aware of political issues.

o Does not predict and prepare for problems.

Information for Applicants – Area Manager August 2020 25 | P a g e

8. Openness to Change

Supports, promotes and puts into practice change. Introduces new ways of doing things and encourages others to accept them. Overcomes barriers to change.

Positive Indicators:

o Develops new systems and procedures.

o Encourages staff to be flexible and to think of totally new approaches or solutions to problems. Generates new ideas and breaks away from established ways of thinking.

o Encourages others to recognize the need for change and helps them to adapt to it.

o Actively promotes change and manages resistance to it.

o Shows understanding of others people’s fear of change.

o Plays a positive and constructive role in the introduction of change. Keeps staff informed and

addresses concerns.

o Encourages people to think of improvements and to take these forward.

o Actively supports and promotes change in the organizational culture.

o Uses the skills of people who can take change forward.

o Changes things in a controlled way.

o Develops innovative approaches within own professional field.

o Always looks to improve performance and encourages effective working practices.

Negative Indicators:

o Sticks to the job description so strictly that they cannot be flexible.

o Finds it difficult to cope with change.

o Resists change.

o Wants to keep things the way they are.

o Does not understand the need for change.

o Prefers routines and tried and tested ways of working.

o Is quick to say that change is not working.

o Does not listen to the reasons for change.

o Does not want to be part of any changes that are being introduced.

o Discourages people from questioning traditional approaches.

o Ignores or talks down suggestions for change made by others.

o Does not promote change to staff.

Information for Applicants – Area Manager August 2020 26 | P a g e

Information for Applicants – Area Manager August 2020 27 | P a g e

9. Personal ResponsibilityReadily accepts responsibility for self and others. Takes responsibility for managing situations and problems. Leads by example, showing a commitment and a determination to succeed. Continues to learn and develop.

Positive Indicators:

o Is self-motivated; sets personal goals and monitors own achievement against these, constantly

seeking to improve personal performance. Is excited by the job challenge.

o Accepts responsibility for resolving issues both within, and where necessary outside, their normal

remit.

o Communicates their desire for the organization or team to succeed.

o Takes charge and deals with issues and situations objectively, regardless of own personal feelings

and opinions.

o Continually reflects on own actions, acknowledging mistakes and learning from them.

o Takes an energetic and committed approach to the job and demonstrates a positive attitude to

work.

o Shows moral courage by challenging other’s decisions or actions when they are inappropriate; willing to constructively challenge and not acquiesce.

o Seeks and acts on feedback and criticism of own performance and management approach.

o Sets and communicates high standards of behaviour for themselves and others, and acts

consistently with these.

o Is open and honest with people.

o Confronts and deals with ethical difficulties.

o Confronts performance issues with members of staff.

o Concentrates and shows patience during long activities; can cope with ‘bureaucracy’ and long

timescales.

o Is assertive, independent and unbiased; willing to assert own position/prepared to voice an opinion.

o Can stand back, take a balance view and apply risk management.

Negative Indicators:

o Passes responsibility upwards inappropriately.

o Is not concerned about letting others down.

o Will not deal with issues, just hopes that they will go away.

o Blames others rather than admitting to mistakes or looking for help.

o Is unwilling to take on responsibility.

o Puts in the minimum effort that is needed to get by.

o Shows a negative and disruptive attitude.

o Show little energy or enthusiasm for the work.

o Expresses a cynical attitude to the organization and their job.

o Gives up easily when faced with problems and challenges.

o Fails to recognize personal weaknesses and development needs.

o Makes little or no attempt to develop self or keep up to date.

Information for Applicants – Area Manager August 2020 28 | P a g e

o Demonstrates an unhelpful and ineffective attitude during times of change.

o Is not assertive; does not ‘get involved’ or contribute ideas/suggestions.

10. Negotiating and Influencing

Uses logic and reason to influence others. Persuades people by using powerful arguments. Identifies clear aims in negotiations and achieves satisfactory outcomes.

Positive Indicators:

o Sells the benefits of a decision or situation to others.

o States own position clearly; backs up arguments with facts.

o Uses logic and reason to persuade and influence others.

o Presents powerful arguments.

o Handles objections by acknowledging issues and suggesting alternatives.

o Projects confidence and is assertive: can handle criticism and hostility without taking it personally.

o Involves people who have positive attitudes to get commitment from others.

o Sets clear negotiating aims and outcomes.

o Understands the negotiating position of others and considers them.

o Makes sure that everyone involved is satisfied with agreements that have been reached.

o Deals confidently and tactfully with staff from different organizations with different organizational cultures and expectations.

Negative Indicators:

o Gives views without any real belief.

o Cannot explain or justify decisions.

o Gives views without any logic or reasoning.

o Is not willing to compromise to achieve a solution that everyone accepts.

o Tries to force views on others without discussion.

o Does not focus on the important points of complicated issues and objections that might be raised.

o Ignores points raised by others.

o Tries to get proposals approved without getting support beforehand.

o Is not self-assured and takes criticism personally.

o Does not deal with different organizations diplomatically and is not sensitive to different

organizational cultures.

Information for Applicants – Area Manager August 2020 29 | P a g e

Information for Applicants – Area Manager August 2020 30 | P a g e

11. ResilienceShows reliability and resilience in difficult circumstances. Remains calm and confident, and responds logically and decisively in difficult situations.

Positive Indicators:

o Is reliable in a crisis, remains calm and thinks clearly.

o Sorts out conflict and deals with hostility and provocation in a calm and restrained way.

o Responds to challenges rationally, avoiding in appropriate emotion.

o Deals with difficult emotional issues and then moves on.

o Manages conflicting pressures and tensions.

o Maintains professional ethics when confronted with pressure from others.

o Copes with ambiguity and deals with uncertainty and frustration.

o Resists pressure to make quick decisions where full consideration is needed.

o Remains focused and in control of situations.

o Makes and carries through decisions, even if they are unpopular, difficult or controversial.

o Stands firmly by a position when it is right to do so.

o Defends their staff from excessive criticism from outside the team.

Negative Indicators:

o Gets easily upset, frustrated and annoyed.

o Panics and becomes agitated when problems arise.

o Walks away from confrontation when it would be more appropriate to get involved.

o Needs constant reassurance, support and supervision.

o Uses inappropriate physical force.

o Gets too emotionally involved in situations.

o Reacts inappropriately when faced with rude and abusive people.

o Deals with situations aggressively.

o Complains and whinges about problems rather than dealing with them.

o Gives in inappropriately when under pressure.

o Worries about making mistakes and avoids difficult situations wherever possible.

The above reflects the main elements associated with this position. It is not intended to be exclusive or exhaustive.

Information for Applicants – Area Manager August 2020 31 | P a g e

Guidance for candidatesPBNI interview and selection processes

Section 1 – The Application Form

Section 2 – The Selection Process

Section 3 - Interview Guidance for Applicants

Section 4 - Appointment Process

Section 5 - Appeals Procedure

Please ensure that you carefully read this information before making your application and before coming for interview

Information for Applicants – Area Manager August 2020 32 | P a g e

Section 1 – The Application Form

1.1 Making your ApplicationThe Probation Board for Northern Ireland (PBNI) uses standard applications forms. These forms are designed to afford applicants the ability to provide the necessary information to enable us to determine how you meet the competition requirements and shortlisting criteria.

1.2 Guidance on the Application Form The space available on the application form is the same for all applicants and must not be altered or reformatted. PBNI will not consider applications in the following circumstances: Applications will not be accepted if not completed on the agreed PBNI

application form Reformatted applications will not be accepted. Typescript must remain

unchanged with font size 12 or legible handwritten block capitals using black ink.

CVs, letters, additional sheets or supplementary material will not be accepted Applications will not be accepted if the Declaration of Convictions form is not

completed and returned Applications will not be accepted if the Equal Opportunities Monitoring form

has not been returned Applications will not be accepted if the Disability discrimination form (DDA1)

has not been completed and returned Applications received with a shortfall in postage will not be accepted Applications not received by the stated closing date and time on the

advertisement will not be accepted Part-completed applications will not be accepted

Please note this includes DDA1 form and Declaration of Convictions form as part of the application form.

1.3 Do not use acronyms or highly complex technical detail where this is not appropriate for the role. Write for the reader who may not know your employer, or your job. Write down clearly your personal involvement in any experience you quote. Write “I” statements e.g. I planned meetings, I managed a budget, I prepared a presentation. It is how you actually carried out a piece of work that the panel will be interested in.

1.4 The examples you provide should be relevant to the question/criteria. The shortlisting panel will make a decision whether to interview based solely on the information that you supply at each question therefore it is in your interests to give comprehensive examples of your skills, knowledge and or experience. It is your unique role the panel is interested in, not that of your team.

Information for Applicants – Area Manager August 2020 33 | P a g e

1.5 Application Form SubmissionApplications will be accepted by email to recruitment@probation-ni.gov.uk orApplications will be accepted by post, or hand delivery to the Human Resources Department, PBNI Headquarters, 80-90 North Street, Belfast BT1 1LD

You are encouraged to submit applications by email wherever possible. It is your responsibility to ensure that your application is received by PBNI before the closing date. Please be mindful that not all emails are transmitted instantaneously and that you should leave sufficient time to ensure that arrives well before the deadline. We advise that you keep proof of the date and time of sending in case there is a technical problem that affects the time we receive your form. All requests for hard copy application packs are welcomed and all applications will be treated equally regardless of whether they are hard copy or electronic.

1.6 Incomplete Application FormAs indicated in 1.2 above PBNI will not accept incomplete application forms; applications received after the closing deadline or application forms that have been substantially reformatted. Applicants using Royal Mail should note that 1st class mail does not guarantee next day delivery. It is the responsibility of the applicant to ensure that sufficient postage has been paid to return the application form to PBNI. We will not accept any application where we are asked to pay any shortfall in postage.

1.7 Disability RequirementsPBNI will ask you to declare if you require any reasonable adjustments, due to disability. Details of any disability are only used for this purpose and do not form any part of the selection process. If you wish to discuss your disability requirements further, please contact Human Resources at recruitment@probation-ni.gov.uk

1.8 Equal Opportunity Monitoring The Probation Board for Northern Ireland, in pursuance of our obligations under the Fair Employment and Treatment Order 1998 and section 75 of the Northern Ireland Act 1998 are required to send an equality monitoring form to all applicants for employment. This form requires applicants to give information about their:

Community Background Gender Disability Ethnicity Political Opinion Marital Status Sexual Orientation Age Whether you have Dependants.

Failure to return an Equal Opportunity Monitoring form will result in your application being rejected. The information that you provide is held in confidence and will not be shared with shortlisting or selection panels. Your information will be used to assess how fair our recruitment processes are and if appointed this information will also be used to assess how fair our internal transfers and promotions are etc.

Any concerns about how to complete this information should be addressed to the: Information for Applicants – Area Manager August 2020 34 | P a g e

Human Resources Manager PBNIHuman Resources Department 80-90 North Street BelfastBT1 1LD.

1.9 Nationality Requirements

PBNI must ensure that you are legally entitled to work in the United Kingdom. Applicants must be one of the following either:

i. A UK national

ii. A Commonwealth citizen

iii. A British Protected Person

iv. A person from the European Economic Area (EEA) or Swiss national

v. A person who is not an EEA or Swiss national, but is a family member of an EEA national who has moved to the UK from another EEA Member State for an approved purpose.

In addition to ensuring that appointees to PBNI satisfy nationality requirements, there is a broader requirement to ensure that those appointed do not contravene immigration legislation.

Whilst applicants from the Commonwealth Countries may satisfy Nationality requirements for appointment, they may also require a work permit or sponsorship licence to legally work in the UK. PBNI will check the applicant’s passport etc to confirm he/she can legally work in the UK and/or has a work permit.

For further guidance on nationality requirements please see the Home Office website, www.ind.homeoffice.gov.uk

1.10 Vetting ProceduresAll positions with PBNI require that candidates are vetted to the required standard. No confirmed job offer will be made to candidates until these pre-employment checks have been satisfactorily completed. PBNI will be required to submit, in a secure manner, copies of your Group 1 and Group 2 identify documents to Vetting NI, an independent third party, for the purposes of processing Access NI Enhanced disclosures.

Subject to the requirement of the post applicants may be required to undergo a criminal record check at Access NI Basic, Standard, Enhanced or Enhanced with check against the vetting and barred lists. Counter Terrorist Checks (CTC) will be carried out for those staff working in prisons

1.11 Declaration of Conviction(s)Candidates completing a Declaration of Convictions form should note that answering ‘YES’ to any questions on the Convictions Declaration does not necessarily bar a candidate from appointment. Each case will be considered on its merits.

Information for Applicants – Area Manager August 2020 35 | P a g e

Section 2 – The Selection Process

2.1 Screening of application formsFormal screening will be carried out the by the Human Resources Department and this consists of a check to determine that the: Application has been received by the closing date and time There is no shortfall in postage from applicant Applications are completed on the agreed PBNI application form (CVs, letters,

additional sheets or supplementary material will not be accepted) Applications have not been reformatted. (Typescript must remain unchanged

with font size 12 or legible handwritten block capitals using black ink). Applications are not part-completed Declaration of Convictions form has been completed and returned Equal Opportunities Monitoring form has been returned Disability discrimination form (DDA1) has been completed and returned

2.2 Applications which do not pass the above formal screening will not be progressed further and the relevant applicants will be informed that their application is invalid.

2.3 ShortlistingPBNI may decide to interview/progress only those applicants who appear, from the information available, to be most suitable in terms of relevant experience and ability. The process by which the best candidates are identified for interview/progression is called shortlisting.

2.4 You should ensure that you provide evidence of your experience on your application form, giving length of experience, examples of work, personal role and dates as appropriate. Carefully read the essential and/or desired criteria on the application form and ensure that you fully answer each one. (See also section 1.3 and 1.4).

It is not sufficient to simply list your job titles.

PBNI will not make assumptions from the title of the applicant’s post or the nature of the organisation as to the skills and experience gained.

If you do not provide sufficient detail, including the appropriate dates needed to meet the eligibility criteria; you may fail to get through the shortlisting sift.

2.5 The application will be formatted to enable separation of the essential and desirable criteria sections, and these sections will normally only be provided to the selection panel for shortlisting purposes. Applications will be anonymised with a unique identification number.

2.6 Typical short-listing will consider the following sifting rules

Each question on the application form will be rated and categorised with A, B or C rating. In most cases candidates who have a B rating across the question areas will be put forward for interview. A panel on occasions may decide to interview only those who have supplied answers rated with an A rating. This is especially true when there are high numbers of applicants.

A Rating Information for Applicants – Area Manager August 2020 36 | P a g e

Strong evidence The answer is clear and directly and fully answers the questions

askedB Rating

Acceptable evidence The answer gives an indication that evidence is present, but is a little

vague. C Rating

Poor evidence / lack of evidence The answer does not relate to the question

2.7 Shortlisting may be a three stage process as follows:

Stage One

Where the essential criteria includes, for example, a requirement:

for specific qualifications membership of, or registration with a professional body to hold a valid driving licence and have use of a car

Human Resources will carry out an initial sift of applications to confirm if the criteria has been met.

Stage Two

The selection panel will individually consider each application assessing against the remaining essential criteria.

Stage Three

It may be necessary on some occasions to further reduce the number of candidates selected for interview. In such circumstances the selection panel will individually consider each application assessing against some or all of the desirable criteria. This means that the panel will only interview those candidates who have both the essential and desirable criteria.

2.8 As indicated in 2.4 above it is vitally important that you read the questions on the application form and answer each question area fully.

Information for Applicants – Area Manager August 2020 37 | P a g e

Section 3 - Interview Guidance for Applicants

3.1 If this is your first experience of competence-based questions, you should pay careful attention to the following information as this guidance will give you clear information on what you can be expected to answer in an interview with a PBNI selection panel. A competence-based interview requires you to:

focus exclusively on the competences required for effective performance in the role; and provide specific examples of your experience in relation to the required competence areas.

3.2 In some instances the interview may include situational/scenario based questions and/or questions related to a specific specialism.

Situational /Scenario questions will include situations or scenarios the interview panel member will provide to you to see how you would respond to that situation. This allows you to provide a hypothetical response even if you do not have the experience in the field and will enable you to demonstrate potential going forward.

Competitions with a specialist element, for example, accountancy/ financial or technical posts, may include specialist questions to enable you to demonstrate your level of knowledge and expertise in a specific area.

3.3 The letter inviting you to interview will indicate what competency areas you will be asked to cover at interview and it will also advise if any situational/scenario or specialist questions will be asked. If an alternative selection process is to be used this will be advised to you in the invite to attend letter.

3.4 In preparation for the interview you may wish to think about having a clear structure for each of your examples, such as:

Context – Outline the situation

Challenge – What was your objective? What were you trying to achieve?

Action – What did you actually do? What was your unique contribution?

Result – What happened? What was the outcome? What did you learn?

3.5 It is strongly recommended that you familiarise yourself with the competencies required for the advertised role. These competencies are included in the Role Profile. The interview panel will ask you to provide specific examples from your past experience in relation to each of the competences. You should therefore come to the interview prepared to discuss in detail a range of examples that best illustrate your skills and abilities in each competence area. You may draw examples from any area of your work/life experiences eg higher education or a voluntary capacity.

Information for Applicants – Area Manager August 2020 38 | P a g e

Section 4 - Appointment Process

4.1 The Merit PrincipleIn accordance with PBNI’s Recruitment Policy all appointments to PBNI are made under the ‘merit principle’. Only in exceptional cases will people be appointed out of merit order and this will be in exceptional and justifiable cases, for example where we need a certain set of skills or qualifications.

4.2 Order of MeritThe selection panel will assess candidates against an agreed interview criteria. A candidate who meets the required standard(s) and pass mark will be deemed suitable for appointment. The selection panel will then list those suitable for appointment in order of merit with the highest scoring applicant ranked first. Human Resources will allocate a candidate to a vacancy in the order listed. The order of merit/reserve list will be drawn up and held normally for 12 months.

4.3 If a candidate turns an offer of employment down, it will be offered to the other appointable candidates in merit order. Candidates who decline an initial offer of employment will remain on the order of merit/reserve list, in their original positon, and may be subsequently offered a second posting if available within the operating period of the order of merit/reserve list. If the candidate declines the second offer of employment they will move to the bottom of the order of merit/reserve list.

4.4 Further Appointments from this CompetitionWhere a further position in PBNI is identified which is considered broadly similar to that outlined in our job advertisement, consideration will be given to filling the new position from an existing recruitment.

4.5 FeedbackThe Probation Board for Northern Ireland is committed to ensuring that the processes used to recruit and select staff are fair and in accordance with the recruitment policy. We are consequently committed to providing feedback in respect of decisions taken in determining eligibility/shortlisting as well as at interview. Requests for feedback should be in writing to Human Resources - e-mailing - recruitment@probation-ni.gov.uk is acceptable.

4.6 References References will automatically be sought for all successful candidates once he/she has confirmed their intention to take up the conditional offer. Reference checks may also be carried out in all or a selected number of suitable candidates if a number of posts are available or anticipated.

4.6 QualificationsAll candidates will be required to produce the original relevant qualifications, photocopies will not be accepted; if this information is not supplied it will result in the candidate being rejected from the competition. HR allows two weeks for this information to be supplied by the candidate.

4.7 DisabilitiesCandidates with declared disabilities who have been successful in the selection process will be contacted by Human Resources where appropriate to establish whether the individual requires any reasonable adjustments to the workplace prior to appointment.

Information for Applicants – Area Manager August 2020 39 | P a g e

Section 5 – Appeals Procedure

5.1 A candidate can use the appeals procedure if he/she can provide grounds that:

the process used by the PBNI is flawed or he/she has been treated less favourably than another candidate in the same

process.

The appeal must be received by the PBNI within 10 working days of the alleged incident taking place. (Explanatory note: This is taken to be 10 days from the date of the letter or email notifying you of the outcome of your application.)

5.2 The stages in the appeals process are:

a) The candidate must write to the Head of Human Resources, PBNI, 80-90 North Street, Belfast BT1 1LD, outlining the reasons and providing evidence why he/she believes there are grounds for appeal.

b) A written receipt of acknowledgement will be issued within 5 working days.

c) The Head of Human Resources will convene an appropriate panel (not previously involved in the recruitment) to consider if there are grounds for appeal.

d) Prior to considering an appeal, the Head of Human Resources will provide the panel with all relevant information.

e) It may be necessary in some instances to seek clarification from the original panel members and/or Human Resources.

5.3 The appeals panel can decide to uphold an appeal (in full or in part) or not to uphold the appeal. The outcome of the appeal will normally be conveyed to the appellant within 20 working days of receipt of the appeal.

5.4 If the panel does not uphold the appeal, then the candidate will be informed of his/her further right to appeal to a Director of Probation (or above if applicable).

a) The further appeal to the Director must be received within 10 working days of the original appeal decision. (Explanatory Note: This is taken to be 10 days from the date of the letter notifying you of the outcome of the appeal. The further appeal must be in writing to the address as stated in 5.2 a).

b) The Director will consider the evidence/reasons provided to him/her on the grounds outlined.

c) The outcome of the further appeal will normally be conveyed to the appellant within 20 working days of receipt.

d) The Director can decide to uphold an appeal (in full or in part) or not to uphold the appeal.

e) If the appeal is successful, the appellant will be informed of any appropriate action to be taken.

f) The decision of the Director is final and will conclude the appeals process.Information for Applicants – Area Manager August 2020 40 | P a g e