Template Recruitment Policy

8/12/2019 Template Recruitment Policy

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Templatefor Recruitment Policy including key procedures

INTRODUCTION

This document forms a template for organisations to compose a policy for Recruitment. The wording is largely standard but there isthe opportunity for organisations to personalise the policy.This document is divided into three columns

1. Heading: for each sub section of the policy2. Explanation: why the section is there and what it should contain. !ection content: contains the wording to be used in the policy which can be added to " ad#usted according to the needs and

practices within your organisation.

Instructions:$nce you have completed content in the third column %headed &!ection 'ontent()* you can delete this introduction andthe middle column %writing is in blue) leaving you with your policy. !ome organisations may prefer a different format %e.g. non tabular)*

in which case* the content can be cut and pasted as re+uired. The final policy will usually be approximately , sides of - in length .

Name of organisation:

HEDIN! E"P#NTION $ECTION CONTENT

ims of t%isPolicy

This introduction states the importance of a recruitment policy. /any ofthe principles come from the re+uirements of employment and e+ualitylegislation mainly from the E+uality -ct 2010

This section will also refer to the fact that the policy relates to all stages of

the recruitment process.

%nsert name of organisation)aims to recruit thebest possible candidates for posts and by adheringto this recruitment policy* we ensure that ourpractices reflect good practice and are free frombias and discrimination.

The $rganisationrecognises that it is unlawful foran employer to discriminate against a candidatefor a #ob because of their age* disability* race*religion or belief* sex* sexual orientation* genderreassignment* marriage or civil partnership*pregnancy or maternity in any part of therecruitment process.This policy relates to all stages of recruitment


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from identifying the need for a post to ta3ing upreferences of the successful candidate.

Identifyingt%e need This section will refer to the need to gain formal approval prior torecruitment. n voluntary organisations this approval could be provided bythe 4oard of Trustees* or the 'hief Executive $fficer of !enior/anagement Team. t is recommended that at this stage* the analysis ofthe recruitment need will include a review of the responsibilities of existingstaff and possibly clarifying their #ob content.

This section will also specify what else needs to be considered beforerecruitment begins. These may include some of the following:

Recruitment budget available %for advertising etc)

!taff budget available to support contractual hours re+uired

5hether the post can be part time" full time" #ob share 6ermanent or temporary contract

Timescales and 3ey dates* including closing date for applications*

and interview dates

-dvertising media to be used

-pplication format

nterview panel members and format of interview

'hec3s re+uired

-n analysis of the re+uirements of the role and theapproval of the process will be made by%insertname of decision ma3ing body or person)

6rior to any recruitment* decisions will be madeabout the following:%insert list of areas to consider)

Dra&ing up a

'o(descriptionand personspecification

t is general practice* even in small organisations* to draw up a #ob

description and person specification so that the duties of the post and the+ualities and s3ills needed are clear. This section will specify theinformation re+uired in these 3ey documents.The following list can be used as a basis for drawing up a #ob description.

name of organisation

position title

number of hours" full time" temporary or permanent etc

main purpose of #ob

%-dd or delete as appropriate to your organisation)

- #ob description will be drawn up which willinclude information on the following:%nsert list of areas covered in a #ob description)

- person specification will also be drawn up* whichwill detail essential and desirable:

abilities


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the responsibilities involved %including budgetary responsibilities)

level of decision ma3ing

wor3ing relationships with others

the location of the wor3place salary and benefits %include #ob grade if appropriate)

line manager(s name or position

The essential and desirable points included in the person specificationcan be used to create the shortlisting criteria %or chec3list) upon which thebest person for the role is selected. 7sing this ob#ective method shouldreduce indirect or direct discrimination and this is referred to in the policy.

+ualifications

experience preferred or re+uired for the

post

The essential and desirable criteria will then form achec3list against which applications can beob#ectively #udged in order to draw up a shortlist.

-ny criteria must be free from indirect or directdiscrimination. %ndirect discrimination is using are+uirement which will ma3e it difficult for peopleof a particular gender* culture or age to apply)

d)ertising This section will state where the organisation will consider placing anyadvertisements for posts and information to be contained.

8ou may want to state that adverts are circulated internally for a shortperiod before it is advertised externally and the wording is included in theright hand column. This will give existing staff an opportunity to apply forcareer progression* and could save on external advertising costs.

n the policy* it is a good idea to have a chec3list of the 3ey basicinformation to be contained in any advertisement. !uggestions to beincluded in the advert are:

name of organisation and post title

9ocation of post and type of contract a contact name and details to re+uest an application pac3"further

details

closing date for applications

unders of the post %if applicable0

Reference to the fact that the organisation respects and adheres

to E+ual $pportunities legislation* in particular the E+uality -ct2010

;enerally* adverts are circulated internally to giveopportunity to existing staff to apply for posts%$ptional delete if not appropriate)

n general* advertisements for posts at %insertname of organisation)will contain information onthe following:%insert list)

Externally advertised posts will be advertised inappropriate media and those considered willinclude:%insert relevant media which may be used)


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t is good practice to place the advert in a variety of media to attract awide range of applicants %and this lin3s with organisations( E+uality and


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9etter or note clarifying practical aspects such as what needs to

be included in the candidate(s application* whether postal "electronic applications are acceptable* closing dates* interview

dates* whether details of ac3nowledgement will be sent on receiptof applications* possibly also details of how candidates will beinformed about call for interview

@ob description

6erson specification

-pplication form %if used) or details about what to include in a

letter" '=. These are typicallyA personal details* education and+ualifications* previous wor3 experience* suitability for the role*names of referees %usually 2)%and maybe permission to contactpre interview)* absence record details* confirmation of eligibility towor3 in the 7?.

nformation about the organisation

unders of the post %if appropriate)

Reference to the fact that the organisation respects and adheres

to E+ual $pportunities legislation* the E+uality -ct 20120 inparticular

5ith regard to eligibility to wor3 in the 7?* candidates can refer to acomprehensive list of acceptable documents to bring and this list isavailable from: http:""www.bia.homeoffice.gov.u3"wor3ingintheu3"

Recei)ing

applications

This section sets out what happens to applications which are received*

and how they will be processed.- typical process is that applications received will be listed and securelystored until the deadline date. 'opies will be made for each member ofthe shortlisting group. $riginal copies will be retained securely and allpeople carrying out shortlisting are instructed to 3eep the informationsecure.

n some organisations* if a two part application form is used %the first partcontaining only personal information)* the parts of the form are coded and

$n receipt of applications* the organisation will

carry out the following process: %insert yourgeneral process)
http://www.bia.homeoffice.gov.uk/workingintheuk/http://www.bia.homeoffice.gov.uk/workingintheuk/


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separated and people conducting the shortlisting do not have sight of thepersonal details of applicants. f this is your system* clearly set it out inthis section

$%ortlistingand notifyingcandidates

This section sets out the process for shortlisiting candidates for interview.

-t its simplest* it involves reading through each application by members ofthe interview panel and coming to a consensus about which are mostsuitable for the post. n many organisations* the person specification isused as a chec3list against which candidates( achievements andexperienced are assessed. /any organisations turn the specification intoa grid and assign mar3s for each +uality* which bases the selection onmerit. The people completing the shortlisting scoring will usually be thosewho will be conducting the interviews.

5hen notifying shortlisted candidates of interview* the followinginformation could be provided " re+uested:

The date* time and location of interview

The format of the interview %e.g. interview +uestions* presentation*

or test)

Re+uest for information about any special re+uirements

The process for shortlisting candidates forinterview is as follows: %insert process)

!hortlisted candidates will be informed of: %insertdetails to be provided)

T%e inter)ie& -n interview is a twoway process > for the organisation to test thesuitability of the candidate* and for the candidate to decide whether therole and organisation is attractive to them. This section explains the

general points considered by the organisation in preparation forconducting interviews. Typically* preparation will involve:

!election and briefing of interview panel and agreeing roles


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appropriate and forming into an interview mar3ing grid

'onducting interviews e+uitably


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contract.The usual process is for the successful candidate to be verbally offeredthe post by one of the interview panel sub#ect to satisfactory references. -

start date is agreed and the offer will be confirmed in writing %againsub#ect to satisfactory references if not yet received). The candidate willbe as3ed to sign a copy as acceptance of the post and return.

This section should also outline the process for informing unsuccessfulcandidates. The usual process is to inform them once the successfulapplicant has accepted the position. eedbac3 can be offered on theirinterview performance.

The process for informing unsuccessful candidatesis as follows: %insert process)

Referencesand c%ecks

t is important that chec3s and references are ta3en up so that acandidate(s suitability for the role can be confirmed. This section will state

when references and other chec3s such as 'R4 " eligibility to wor3 in the7?" chec3s for specific +ualifications will be ta3en up.

6ractice varies between organisationsA some ta3e up references of onlythe successful candidate after selection while others ta3e up references ofall shortlisted candidates pre interview %specific permission is re+uired forthis pre interview reference)./ost organisations which re+uire a 'R4 chec3 will also do this prior tota3e up of post but some wait until the candidate is in post.

This section also contains details of the information to be provided by

referees. Typically* this will include information on absence over the past years* confirmation that the person has wor3ed there " 3nown to themand for how long* absence record* honesty* capability* suitability for thenew role.

f an unsatisfactory reference is received* then the organisation will haveto consider withdrawing the #ob offer. -s a #ob offer is considered asentering a legal contract* professional HR advice may need to be sought.

References will be ta3en up %insert timescale e.g.prior to starting in post)

Referees will be as3ed to respond to provideinformation on:%insert list of prompts)

$ther chec3s* if re+uired* may include %insertchec3s). These will be ta3en up %insert timescalee.g. prior to starting in post)

f there are any concerns about the references"chec3s that are received* the situation will beconsidered by %insert name of person" group and

possibly add f necessary* professional HumanResources advice will be sought)


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Retention ofpaper&ork

This section specifies the best practice re+uirement to retain all interviewdocumentation* in the event that an unsuccessful candidate maychallenge the decision of the interview panel.

-ll documentation relating to the recruitment process should be retainedfor a minimum of B months* which is best practice This is so that evidenceis available if an unsuccessful candidate wishes to challenge the decisionof the interview panel.

-ll documentation relating to the recruitmentprocess will be retained for a minimum period of%insert number e.g. B) months. The documentation

will be retained by* then confidentially disposed ofby %insert name of person or #ob title such as linemanager).

*onitoringandre)ie&ing t%epolicy

-fter the recruitment of a member of staff* it is good practice to loo3 bac3at the process used and consider if any improvements are needed. Thiswill usually be done by those involved in the process e.g. trustees"managers. t does not need to be a formal debrief* but the following areascould be considered:

'ontent and placement of the advert Effectiveness of the scoring grid in aiding shortlisting

-ppropriateness of candidate testing %i.e. did the interview format

draw out candidate(s s3ills and experienceC)

-nalysis of the personal information to see if candidates from a

range of ethnic bac3grounds are attracted to positions.

n addition* this section refers to the need to formally review the policy %i.e.read through it and chec3 that it complies with the law* best practice andreflects what happens in your organisation). t is recommended that thisformal review ta3es place annually.

-fter each recruitment* the %insert name of group"individual)will reflect on the process used and itseffectiveness in attracting good +uality candidates*analysing the following aspects:%insert list of aspects to be considered)

n addition* this policy and the practices of theorganisation will be formally reviewed every %insertnumber)years to ensure it remains up to date andcompliant with the law and best practice.

Documents

Template Recruitment Policy