North London Partners in Health and Care Shared RECRUITMENT … · 2018-04-13 · North London Partners in Health and Care Shared RECRUITMENT AND SELECTION POLICY Starting at Camden

North London Partners in Health and Care Shared

RECRUITMENT AND SELECTION POLICY

Starting at Camden & Islington NHS foundation Trust:

How we recruit, select and welcome new colleagues

Document control summary

Title Recruitment and Selection Policy

Status Final

Version No. 8.0

Date 5th February 2018

Author(s) Peter Cocco, Senior Project Manager (Resourcing STP) Jodie Williams, Head of Resourcing and Temporary Staffing, UCLH

Approved by NCL Joint Committee

Circulated to All staff

Related policies Appraisal Policy (for all staff groups)

Apprenticeship Policy

Child Safeguarding Protection Policy

Disciplinary Policy and Procedure

Diversity Equality and Human Rights Policy

Flexible working policy

Health and Safety Policy

Management of Annual Leave Policy

Managing Organisational Change Policy and Procedure Mandatory Training Policy

Managing Performance Policy and Procedure

Safeguarding Adults Policy

Security Policy

Sickness Absence and Attendance Policy

Starting at NCL Handbook

Work Experience Policy

Volunteers Policy

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Next Review Date March 2020

VERSION CONTROL SUMARY

Version Date Summary

4 Dec 2013 Incorporate values based recruitment

5 Jul 2015 Routine review

6 Feb 2018 Introduction of NCL joint policy

CONTENTS

Section Page

1.0 Introduction 3

2.0 Scope 3

3.0 Aims 4

4.0 Principles 4

5.0 Key definitions of terms 4

6.0 Legislation 5

7.0 Responsibilities 7

8.0 The Recruitment Process STEP 1: Formally creating or requesting a post STEP 2: Advertising STEP 3: Longlisting STEP 4: Shortlisting STEP 5: Selection STEP 6: Post-selection

8 8 8 9 9 10 12

9.0 Staff moving within NCL Trusts 15

10.0 Acting up, secondment and fixed-term contracts 16

11.0 Induction 17

12.0 Probationary period 18

13.0 Clinical and managerial supervision 19

14.0 Records and confidentiality 19

15.0 Training 20

16.0 Monitoring and audit 20

17.0 Impact assessment 21

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18.0 Policy Review 21

Appendix A Key Performance Indicators (KPIs) 22

Appendix B Further information on employment checks 23

Appendix C On-going monitoring (post-employment) 25

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1.0 Introduction

The NCL vision is to drive the improvement of health of the local population by ensuring that NCL has a compelling and inclusive offer to attract, develop and retain a diverse, skilled and motivated workforce so that it becomes the place of choice to train, work and live healthy lives. The quality, diversity and potential of our staff are fundamental to this vision and the achievement of our strategic aims, and so we are committed to recruiting the best possible candidates and to be a champion of diversity, equality and human rights within the health and social care sector. In order to attract the wealth of diverse talent, skills and experiences in the labour market talent, Trusts across NCL are committed to creating an enjoyable, yet robust candidate experience. We recognise that job applicants are not just applicants; they are potential future patients, clients, reviewers and so presenting a positive customer experience across the NCL areas in support of the each Trusts employer brand - by delivering an efficient and respectful service throughout the candidate journey - is essential. Our recruitment and selection processes aim to deliver on this commitment. Professional, effective and innovative recruitment processes will play a key part in promoting our values and enable the most valuable contribution to the accomplishment of our objectives.

It is intended that the implementation of this common Recruitment and Selection Policy across NCL Trusts will be the foundation upon which Trusts will further collaborate to significantly enhance both the representation of NCL employers throughout the candidate experience and the portability of staff across the patch. Trusts will work towards enabling the mobility of their workforce in support of this objective and support the achievement of clinical objectives as set by the individual Trust Boards.

This policy will be supported by a ‘Starting at Camden & Islington NHS foundation Trust Handbook’ that sets out a step-by-step guide for staff participating in the recruitment and selection process. The Trusts within NCL adopting this policy are:

Barnet, Enfield and Haringey Mental Health NHS Trust

Camden and Islington NHS Foundation Trust

Great Ormond Street Hospital

Moorfields Eye Hospital NHS Foundation Trust

North Middlesex University Hospital

Royal Free London NHS Foundation Trust

Royal National Orthopaedic Hospital NHS Trust

The Tavistock and Portman NHS Foundation Trust

University College London Hospitals NHS Foundation Trust

Whittington Health NHS Trust

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2.0 Scope

2.1 This policy applies to all staff employed by Trusts within the NCL area, including those with honorary contracts, observerships, and staff employed via the bank/agency (where a specific policy is not in place within the relevant Trust). However, it does not apply to volunteers (see relevant Trust Volunteers Policy); medical staff in the training grades; work experience, including traineeships (see relevant Trusts Work Experience Policy); and apprenticeships, which are recruited via national recruitment processes as agreed with apprentice training providers and other external stakeholders such as local authorities and Job Centre Plus (see relevant Trusts Apprenticeships Policy).

2.2 Any third party supplier of workers to Trusts across the NCL area must comply with the NHS employment check standards, as set out in this policy. This includes any contractors, agencies or service providers.

3.0 Aims

The aim of this policy is to:

enable the appointment of the best possible candidates for vacant posts within each Trust across the NCL area

set out a fair, transparent and efficient approach to recruitment and selection within each Trust across the NCL area that will focus on the candidate experience

confirm roles and responsibilities of those involved in the recruitment and selection process

enable the potential for greater efficiency in the portability of staff across organisations within NCL

promote the values of employers within NCL to enable a highly positive candidate experience; and

meet the operational requirements and strategic aims of Trusts across the NCL area.

4.0 Principles These aims will be achieved by embracing the following principles:

4.1 Merit: The best possible candidates will be short-listed and recruited to vacant

posts based solely on merit at assessments against objective criteria laid down in the person specification.

4.2 Equality: No prospective or existing member of staff will receive less

favourable treatment on the grounds of their protected characteristics, political opinion or status as a carer. Our recruitment procedures comply with anti-discrimination legislation and promote positive action (see table 2 below).

4.3 Valuing diversity: We value diversity and encourage applications from all

groups in society representing the communities we serve. The goal of Trusts across the NCL area is to create a staff profile that reflects the local population.

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Candidates with disabilities whose application meets the essential short-listing criteria will be automatically invited for an interview in line with the disability confident scheme (see section 8.4).

4.4 Respect: Applicants will be treated with respect and provided with sufficient

information to make informed decisions regarding their suitability for the role. 4.5 Collaboration: Further to the implementation of the common Recruitment and

Selection Policy, NCL Trusts will collaborate as efficiently and effectively as possible to significantly improve the portability of staff across NCL (see section 9.0).

5.0 Key definitions of terms

The following table provides a definition of the following terms within this document:

Table 1

Term Definition

Hard to recruit posts

Individual jobs or groups of jobs where labour market pressures make it difficult for employers to recruit and retain staff in sufficient numbers.

Honorary

Someone who will undertake work within the workplace but who is not directly employed by an NCL Trust.

Observer

Someone who attends and observes within the workplace, who is supervised at all times.

Volunteer

Someone who provides their time, for no payment, in order to enhance service delivery. They complement roles performed by paid staff, but do not replace them.

Work experience placement

Someone of school age (16+) who wants to obtain experience in a work setting. Usually organised through local schools and education providers.

Acting up A member of staff assumes a more senior role for a short period of time (no less than four weeks and up to a maximum period of six months) in the same area or division.

Secondment The detachment of a person from their regular role for a temporary assignment elsewhere, internally or to another organisation, for a specific purpose and time to the mutual benefit of both the staff member and NCL Trust usually for a minimum of three months to a maximum of twelve months.

Longlist A list of selected candidates from which a shortlist is to be compiled.

Shortlist A list of candidates who have been selected from the longlist of candidates who have evidenced that they meet the person specification for a vacant post through their application.

Job sharing A way of enabling two employees to cover one post. Each person has a permanent part-time post and split the hours, pay, holidays and benefits between them according to how many hours they each work.

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6.0 Legislation

The following table provides a summary of key legislation that underpins this policy:

Table 2

Legislation Summary

Equality Act 2010 The Equality Act 2010 provides a legal framework that protects individuals from unfair discrimination in the workplace and wider society. It applies to all aspects of employment, including recruitment and selection and defines nine protected characteristics:

age

disability

gender reassignment

marriage or civil partnership

maternity or pregnancy

race

religion or belief

sex; and sexual orientation.

For all groups of people with characteristics protected under the Equality Act to benefit equally in gaining employment, some groups may need more help or encouragement than others. This is because some groups are disadvantaged or under-represented, or have different needs from the population as a whole due to past or present discrimination or exclusion or particular experiences. The Equality Act allows service providers to take action that may involve treating one group more favourably where this is a proportionate way to help members of that group overcome a disadvantage or participate more fully, or in order to meet needs they have that are different from the population as a whole. This is called ‘positive action’.

Genuine Occupational Requirement (GOR)

Where in very limited circumstances the Equality Act allows a job to be restricted in favour of a particular protected characteristic.

The Safeguarding Vulnerable Groups Act 2006

Requires Trusts to check relevant staff for criminal convictions via enhanced Disclosure and Barring Service (DBS) checks formerly referred to as CRB checks.

The Disclosure and Barring Service (DBS)

The DBS is an executive non-departmental public body of the Home Office set up to help organisations make safer recruitment decisions and prevent unsuitable people from working with vulnerable groups, including children.

Children's and Adults' Barred Lists

Jobs that involve carrying out certain activities for children and adults may require an enhanced DBS check with a check of the barred lists. This will establish whether someone’s

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included in the two DBS ‘barred lists’ (previously called ISA barred lists) of individuals who are unsuitable for working with children and adults. People on the barred lists can’t do certain types of work. There are specific rules for working with children and vulnerable adults - known as working in a regulated activity.

It’s against the law for employers to employ someone or allow them to volunteer for this kind of work if they know they are on one of the barred lists. For guidance on what level of check is required for each role, please click here.

Rehabilitation of Offenders Act 1974 (Exceptions)Order 1975

The Rehabilitation of Offenders Act 1974 (c.53) of the UK Parliament enables some criminal convictions to be ignored after a rehabilitation period.

Immigration, Asylum and Nationality Act 2006

This legislation made it a criminal offence of law for an employer to employ someone who is not legally entitled to reside and work in the UK. British citizens and citizens from the European Economic Area (EEA) are not subject to the Act.

Certificate of Sponsorship

Any non-UK/EEA national seeking entry or permission to remain in the UK for the purpose of employment will normally require a certificate of sponsorship. Certificates of sponsorship are applied for by the employer from UK Visas and Immigration.

7.0 Responsibilities

The following provides a summary of responsibilities of those participating in the delivery of this policy:

Table 3

Role Responsibilities

Recruitment Team Champion and adhere to this policy, including the delivery of recruitment KPI’s (Appendix A), whilst providing an outstanding customer experience.

Human Resources Business Partners (HRBPs)

Support hiring managers with the implementation of this policy and the Starting at NCL Handbook’ and place particular emphasis to support managers to enable positive orientation for new starters who may need additional support in their first months in post.

Hiring managers / line managers

Must apply this policy and the processes detailed in the ‘Starting at Camden & Islington NHS foundation Trust Handbook’

Accountable director

The Director of HR/Workforce within each NCL employer is responsible for ensuring this policy is given sufficient resource to be implemented effectively and enable managers comply with the requirements of this policy.

Candidates Whether internal or external, candidates applying for a

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8.0 The Recruitment Process

8.1 STEP 1: Formally creating or requesting a post

8.1.1 All posts, including fixed-term contracts, should be approved through

our [establishment control process]. At this stage job descriptions and person specifications should be updated and revaluated, as appropriate. This ensures all posts are budgeted and are designed to best meet patient requirements before we seek candidates. In exceptional circumstances, where a Trust faces a highly urgent need, the Director of HR/Workforce or nominated deputy can agree a deviation from this process.

8.1.2 The hiring manager, alongside the Recruitment Team should

proactively plan the recruitment episode. The planning meeting will include:

review of the job description and person specification

review of the advert text

consideration of which assessments should be used to measure the competencies and key skills within the person specification

consideration of the stage of the process the agreed assessments will be made, that is, application stage, assessment stage and/or interview stage

the appropriate selection panel and assessors for the recruitment episode; and

dates for advert go live/closing, shortlisting, interviews, assessments, and associated arrangements.

For hard to recruit posts, the Recruitment Team will advise on appropriate attraction methods and support the hiring manager to develop and deliver a bespoke campaign.

8.1.3 Consultant recruitment will be conducted in line with The National Health

Service (Appointment of Consultants) Regulations Good Practice Guidance. The recruitment of apprentices will be conducted in accordance with the Apprenticeship Policy.

8.2 STEP 2: Advertising

vacancy at Trusts within the NCL area are expected to comply with the requirements of this policy.

External suppliers of staff e.g. bank, agency

External suppliers must adhere to same standards of employment screening and equality legislation as set out in this policy and provide assurance to Trusts across the NCL area of their processes and participate in audits as required.

Occupational Health Services

Shall ensure compliance with NHS employment standards in relation to occupational health clearances.

Workforce information Shall provide relevant information to enable compliance with this policy and shall support the Health Professionals Alert Notice (HPAN) process by logging alerts onto a central database, checking alerts against Electronic Staff Record (ESR) establishment data and sharing information with the bank suppliers within NCL

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8.2.1 Job advertisements are an opportunity to attract the right candidates

and to promote the Trust in the NCL area to prospective employees. 8.2.2 All vacant job roles, will be advertised for a minimum of five calendar

days and maximum of ten calendar days (see Appendix A) whether internal only or external. Exceptions may be agreed by the Director of HR/Workforce or nominated deputy. (Where a Certificate of Sponsorship maybe required, the post must be advertised for 29 days externally on NHS Jobs and Job Centre Plus Universal Job Match, as well as meet the resident labour market test (RLMT)).

8.2.3 Consideration should be given to advertising posts internally in the first

instance, unless otherwise agreed by the nominated lead and the Recruitment Team.

8.2.4 Each role should be advertised with a job description and person

specification. Some roles require additional risk assessment as part of the employment process, that is, roles that come into contact with children, vulnerable adults or their families. This should be stated explicitly in the advert. Interview dates should also be included in the advert.

8.2.5 Vacancies should be advertised on the NCL area Trust’s websites as a

minimum. Exceptions may be agreed by the Director of HR/Workforce or nominated deputy. The use of agencies and head hunters should be discussed with the Recruitment Team. Any fees agreed with the agency will be paid by the hiring manager’s departmental budget.

8.2.6 When advertising for a partner for an existing employee to job share,

the post should be advertised specifically as a job share. If a complete post is vacant but open to possible job share, the post should be advertised as full-time with the following statement included: ‘Applications are welcome from people wishing to job share, either with or without a job share partner.’

8.3 STEP 3: Longlisting

For posts with a high volume of applicants, the hiring manager may long list initially using some or all of the essential criteria to create a pool of candidates to be short-listed. Notes must be made on each applicant record of the reasons why they are not to be shortlisted.

8.4 STEP 4: Shortlisting 8.4.1 Shortlisting must be completed within three working days upon receipt

from the Recruitment Team. 8.4.2 The person specification should be the basis for the shortlisting criteria.

The criteria must be compiled, recorded and applied consistently for all

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candidates. When short-listing, individuals must only use the information contained in the application form. A candidate’s personal information will be anonymous at short-listing to ensure fairness and consistency.

8.4.3 NCL Trusts are disability confident employers. If an applicant declares

on their application form that they have a disability and they meet the minimum criteria for the position, then they will be guaranteed an interview.

8.4.4 Candidates who are partners or relatives are not permitted to work in a

line management relationship and must state the relationship clearly on their application form enabling this to be observed prior to short/long-listing.

8.4.5 Candidates who are not short-listed will be notified that they have been

unsuccessful.

8.5 STEP 5: Selection Interviews 8.5.1 Interviews should take place no more than seven calendar days after

shortlisting. Panels should include a minimum of two people in more senior roles at least one of whom should have taken part in shortlisting and have attended recruitment and selection training (and safeguarding where required).

8.5.2 The hiring manager / chair person is responsible for confirming the final

panel members. Consideration should be given by the hiring manager to the participation and diversity of the members of the panel. It is best practice for one panel member to be from another department for internal recruitment processes to ensure fairness and equality of opportunity. The participation of service users and staff representatives is encouraged in general and also required for specific roles, for example, mental health roles.

8.5.3 The interview will focus upon satisfying demonstration of local Trust

values/behavioural competencies and the other criteria outlined in the person specification in determining whether a candidate is considered to possess the capacity and requisite competencies to perform the role effectively.

8.5.4 Hiring managers must not shortlist or assess relatives, partners, ex-

partners or friends, and must declare to the Recruitment Team any potential conflict of interest at either the shortlisting or interview process.

8.5.5 Candidates applying as a job share must be interviewed individually in

order to determine their suitability for the post. Any proficiency tests

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(e.g. typing, word processing, numeracy etc.) which are essential for the fulfilment of the role will need to be taken by both partners individually.

Assessments 8.5.6 Assessments are designed to ensure candidates suitability for the role

and to provide candidates with a realistic overview of the role. In order to ensure that there is evidence that areas of the person specification that are particularly critical to success in the post are assessed, candidates will be required to undertake job-related selection assessments. All recruitment to vacancies should ideally include a 1

st

stage assessment centre as part of the recruitment process. 8.5.7 All candidates will be provided with the same information regarding the

selection process and undertake assessments under the same conditions, except where reasonable adjustments are made for candidates who have declared a disability on their application. Please see ‘Starting at Camden & Islington NHS foundation Trust Handbook’ for further guidance on reasonable adjustments.

8.5.8 Assessment briefs are designed in conjunction with the hiring manager

by the Recruitment Team. 8.5.9 While not exhaustive, table 4 below provides guidance on tests and

exercises that may be appropriate when considering suitable selection methods by post-type:

Table 4

Post-type Assessments

Clinical/managerial/professional Presentation (seen or unseen)

Role play

Group discussion exercises

Personality Questionnaires (e.g. OPQ)

Ability/aptitude tests (e.g. verbal, numerical)

Work sampling (e.g. in-tray)

Administrative/secretarial Group discussion exercises

In-tray exercises

Typing tests

Ability/aptitude tests (e.g. clerical checking, verbal, numerical)

Work sampling (e.g. in-tray)

Manual/technical Work sampling (e.g. in-tray)

Group discussion exercises

Ability/aptitude tests (e.g. clerical checking, verbal, numerical)

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8.5.10 The final decision regarding the candidate to be appointed will incorporate the outcome of both the assessment centre scores and their performance at interview.

8.5.11 Where an assessment, such as a role play or ability/aptitude test, incurs

a direct cost for the purchase of the assessment or services related to running such an assessment, this cost will be funded by the hiring manager’s departmental budget. Full details of the costs of assessments may be obtained from the Recruitment Team. For some roles a centralised assessment process will be mandatory. Hiring managers will be advised by the Recruitment Team or HRBP if this is the case.

For further guidance on developing and conducting assessments, please consult the Recruitment Team and also see guidance within the ‘Starting at Camden & Islington NHS foundation Trust Handbook.’

8.6 STEP 6: Post-selection

8.6.1 Managers must communicate the outcome of the interviews to the

successful and unsuccessful candidates and confirm to the Recruitment Team via the recruitment system within one working day (see Appendix A). Candidates should be given the opportunity to receive feedback. Managers should maintain good communication with candidates throughout the post-interview period. The Recruitment Team will issue a conditional offer of employment which is subject to satisfactory pre-employment checks (see below).

Talent Pool

8.6.2 Hiring managers should also identify other candidates who are appointable, however were not successful for that recruitment episode, known as ‘silver’ (second) and ‘bronze’ (third) reserve candidates. The details of these candidates will be stored in a talent pool maintained by each individual Trusts Recruitment Teams. These candidates will be passed to hiring managers who have similar vacancies that arise to see if they are suitable to offer prior to initiating the recruitment process.

If within three months of a recruitment process being completed (six months for ‘hard to recruit’ roles) an additional vacancy becomes available, hiring managers can appoint to the additional position using the existing pool of candidates providing the following contract details are the same:

tenure of contract

grade

post hours; and

location.

Pre-employment checks

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8.6.3 The employment check process has been designed to ensure the safety of our staff and patients. The checks are conducted by the Recruitment Team and honorary contracts team and follow NHS Employment Checks standards, which include:

Verification of Identity Checks

Right to work check

Professional Registration and Qualification check

Employment History and Reference Checks

Criminal Records and Barring check

Work Health Assessments; and

Fit and proper persons test. Supporting information on these standards can be found in Appendix A. 8.6.4 The recruitment process has been designed to ensure that prospective

employees are aware that if information has been knowingly withheld, is false or misleading, the matter will be referred to the individual Trusts Local Counter Fraud Specialist for investigation.

Bank and agency suppliers will carry out checks in line with the NHS Employment Checks.

8.6.5 The employment check requirements for on-going monitoring of existing staff can be found in Appendix C.

8.6.6 All prospective job share partners should be made aware of the details

of the job sharing arrangements and, in particular, the situation if one partner leaves. The name of the other job share partner should be included in the offer letter.

Withdrawing an offer 8.6.7 If hiring managers wish to withdraw an offer as a result of unsatisfactory

employment checks, they should speak to the relevant HRBP and the Trusts’ Recruitment Team before doing so. Further to discussion with the HRBP or the Recruitment Team, the hiring manager should contact the individual to explain why they are withdrawing the offer. The Recruitment Team will write to the individual confirming that they have not successfully passed their employment checks and provide the hiring manager’s details to the candidate if they wish to gain further insight into this.

Exceptions to employment checks

8.6.8 Permanent and Honorary Contracts

In exceptional circumstances, and providing there is compliance with all legal and regulatory obligations, the relevant Trusts Head of Workforce and/or Head of Resourcing may allow an employee or honorary appointee to start work before other employment checks have been

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completed. This discretion will only be used where the assessed risk of an individual starting is low, where patient safety will be improved by allowing them to start in these circumstances. A hiring manager requesting that an employee starts without all pre-employment checks in place must ensure comprehensive supervision arrangements are in place. A letter of authority or service level agreement for an honorary contract will negate the requirement to conduct employment checks where all information is provided by the NHS Trust or University with the exception of the right to work check.

8.6.9 Observer agreements

Observers may take up their appointment once they have completed a right to work check and signed a health declaration.

Starting Salary

8.6.10 Staff with NHS service

If an individual is appointed to a new post at their current pay band, they should enter the band at the same point they were on with their previous employer (if there is no break in service). Their incremental date would also remain the same and be transferred to the relevant NCL Trust via an inter-authority transfer. When this happens, it is common practice for staff to be paid on the minimum of the band until confirmation of previous salary (such as a copy of the last payslip or an inter-authority transfer) has been received from the former NHS employer. Once confirmation has been received, any necessary adjustment will be backdated to their date of commencement with the relevant NCL Trust (both salary and increment date).

If the new role is a promotion, then pay should be set either at the minimum of the new pay band or, if this would result in no pay increase, the first pay point in the band which would deliver an increase in pay. Their increment date will be amended to the start date in the new post.

8.6.11 New staff without previous NHS experience - staff will normally be

appointed to the minimum of the pay band except where an individual can demonstrate they have equivalent experience for the role they have been offered. This should include experience in employment outside the NHS, bank work, agency work and international experience. All relevant experience must be verified by means of documentation such as application form, contracts, references, job descriptions. In making an award, the manager must not undermine the principle of equal pay for work of equal value Equality Act (equal pay).

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8.6.12 Breaks in NHS service

Staff with a break of service of more than one year from the NHS will enter the pay band at the minimum pay point. Managers must work closely with their HRBP to consider whether it is possible to count previous completed years of NHS service in an equivalent or higher band in full or in part. Managers will need to consider to what extent the previous service will be of relevance to their new post. For previous service to be taken into consideration, it must be at the same or equivalent level.

8.7 Contract of Employment

Once a candidate has satisfactorily cleared all pre-employment checks, the hiring manager and candidate will agree a start date and confirm this to the Recruitment Team at which point a contract will be issued (see Appendix A for time to hire key performance indicators – KPIs).

9.0 Staff moving within NCL Trusts

For staff moving within NCL the following will apply:

9.1 Verification of identity checks and right to work check

NCL Trusts will check right to work for prospective employees moving internally or from one NCL trust to the other. NCL Trusts will share copies of all other identity documents that are held on file in accordance with data protection legislation.

9.2 Professional registration and qualification check

NCL Trusts will share copies of all professional registration documents that are held on file in accordance with data protection legislation.

9.3 Employment history and reference checks

For a role change within the same Trust department, a reference will not be required. For any other role change, an email requesting confirmation of satisfactory attendance, performance and no live disciplinary action will be indicated to the hiring manager.

9.4 Criminal records and barring check

NCL Trusts will assess an applicant’s suitability for positions which are included in the Rehabilitation of Offenders Act (1974) (Exceptions) Order 1975 as amended) using criminal record checks processed through the Disclosure and Barring Service (DBS).

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Where a DBS certificate at either standard or enhanced level can legally be requested (where the position is one that is included in the Rehabilitation of Offenders Act (1974) (Exceptions) Order (1975) as amended) and where appropriate Police Act Regulations (as amended), NCL Trusts can only ask an individual about convictions and cautions that are not protected. In circumstances where a disclosure is positive, at interview, or in a separate discussion, the Recruitment Team shall ensure that an open and measured discussion takes place on the subject of any offences or other matter that might be relevant to the position. Failure to reveal information that is directly relevant to the position sought could lead to withdrawal of an offer of employment.

9.5 Work health assessments

A work health assessment clearance including exposure prone procedure clearance will be accepted by fellow trusts where it is like for like. Where this is not the case trusts will determine whether a new work health assessment is required.

9.6 Fit and proper persons test

Each trust will be responsible for undertaking the fit and proper persons test. 10.0 Acting up, secondment and fixed-term contracts

(If in place please refer to relevant Trust policy/ies for more information)

10.1 All managers responsible for recruiting must carry out a fair, equitable and transparent recruitment and selection process for acting up, secondment, or fixed-term vacancies.

10.2 Acting up

If there is a post in the department which is supported by a single deputy, then the deputy should be given first consideration for acting up, irrespective of the length of the acting-up period (which should be no longer than six months). If an extension is required beyond this, this will need to be agreed via the establishment control process and authorised by the Trusts Director of HR/Workforce, or nominated deputy.

If there is no obvious deputy or more than one deputy, the manager is required to advertise internally via the recruitment services team for a minimum of five days.

10.3 Secondment

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All secondments must go through the establishment control process and be advertised internally for a minimum of five days via the resourcing team. Exceptions may be agreed by the Trusts Director of HR/Workforce or nominated deputy. Secondments should be for a minimum of one month to a maximum of three years and recruitment will undertake the checks and issue an amendment to terms and conditions. At the end of acting up or a secondment, the individual should return to their substantive post. Seconding managers will need to go through the establishment control process to back fill the post and these must not be filled on a permanent basis. Notice periods should be agreed before the acting up / secondment period and set out in writing. However, where this has not been possible, the employee should be given two weeks’ notice. There may be service requirements that mean that a request for a secondment is declined and this will be at the discretion of the line manager. However, opportunities should not be unreasonably refused. With regards to external secondments, these should only be approved where the secondee can demonstrate that the secondment will bring tangible benefits to the NHS.

10.4 Fixed-term contracts

A fixed-term contract will only be issued where there is a specific need for the post to be appointed on a temporary basis. Managers should be aware that an employee who is employed on a succession of fixed-term contracts for more than four years will be deemed to be a permanent employee in accordance with the Fixed-term Contract Regulations. Employees who are redeployed to a fixed-term position (from a substantive post within an NCL Trust) retain all their rights as a permanent employee. Fixed-term employees dismissed by reason of redundancy will have the right to claim statutory redundancy payments after continuous employment of two years NHS service.

10.5 Other

Continuity of employment and all associated employment rights are maintained whilst acting up or on secondment, unless otherwise agreed with the external employer. In the event of any organisational changes affecting the substantive post whilst on secondment, the secondee will be notified and fully consulted with in accordance with the [Managing Organisational Change Policy and Procedure].

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11.0 Induction

(If in place please refer to relevant Trust policy for more information)

11.1 All newly appointed staff must attend a corporate Trust induction either on their

first day of employment or the next available date. Where an NCL Trust mandates attendance on the first day, the Recruitment Team is responsible for ensuring that the start day coincides with a scheduled induction day and that the appointee is booked to attend.

11.2 It is the responsibility of the hiring manager to arrange a proper, structured and

robust local induction to the department. Any statutory and mandatory training requirements which have not been completed prior to start of employment or covered by Trust induction must be addressed within the first two weeks of employment.

11.3 At the introduction our new colleagues will be:

welcomed to the relevant NCL Trust and introduced to the way of working

orientated to the wider Trust, understanding its structure and locations

made aware of the relevant NCL Trusts annual and strategic priorities and objectives; and

supported to complete all mandatory training relevant to their role.

11.4 A local induction is delivered within each new joiner’s department and should occur for all staff in the first six weeks of employment. The line manager must complete a local induction checklist with the new starter within six weeks and report that this has been completed. Further guidance can be found in the ‘Starting at Camden & Islington NHS foundation Trust handbook’.

11.5 Bank and temporary workers are expected to receive local induction and

orientation by their host department. This should be documented and logged on bank time sheets.

12.0 Probationary period

(If in place please refer to relevant Trust policy for more information)

12.1 All new staff (with the exception of new medical or dental staff) appointed on a contract of more than six months will be subject to a formal six month probationary period with one week’s notice.

12.2 The expectations of the post holder during the probationary period should be

outlined during the induction period. The probationary period shall enable both the new member of staff to demonstrate their suitability to undertake all the duties of their appointed role and the line manager to outline the required and expected standards of performance for the position. Line managers are encouraged to ensure that through this period they seek to stay in regular

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contract with the new joiner and reflect with them on their progress and any reasonable steps that may be taken to help their orientation.

12.3 Each line manager should:

ensure that staff have the maximum opportunity to succeed in their new role

ensure that staff are supported from the outset to achieve a successful level of performance and attendance; and

arrange at least two review meetings during the probationary period to ensure that any issues or concerns are identified and addressed as soon as possible.

12.4 The supporting review meeting template and action plan template provide support for line managers during this period. The line manager’s HRBP shall provide the hiring manager with necessary support during this period.

12.5 If performance, attendance and conduct are satisfactory, the new starter must

have an appraisal as set out in the Trusts Appraisal Policy.

12.6 If performance attendance or conduct is not satisfactory within six months of employment, then the line manager (after seeking advice from their HRBP) can either extend the probationary period for a further period of up to three months having set clear standards, or terminate the contract at which point the new member of staff will be dismissed.

12.7 Qualified nurses joining NCL Trust’s at Agenda for Change Band 5 as direct

entrants to their profession will also be covered by the preceptorship provisions set out in the Agenda for Change NHS Terms and Conditions of Service Handbook.

13.0 Clinical and managerial supervision

13.1 Line managers should put in place management supervision arrangements for

all their direct reports ensuring that clear objectives are set, work performance is regularly assessed against annual appraisal objectives, and accountabilities are made clear in line with the NCL Trust’s values. Supervision should provide an opportunity for constructive feedback and provide support and development.

13.2 All staff working with patients, whether qualified or unqualified, will have access

to clinical supervision. This formal process of professional support and learning should enable individual practitioners to develop knowledge and competence, assume responsibility for their own practice and enhance consumer protection and safety of care in complex situations.

13.3 If clinical supervision identifies areas of practice of concern and/or the clinical

supervisor has concerns for the wellbeing of the supervisee, other staff or patients, it is the clinical supervisor’s responsibility to ensure that consultation with the line manager takes place following a discussion with the appraisee.

13.4 In exceptional circumstances, staff may receive clinical supervision from an external clinical supervisor. Any such arrangement must be agreed with the post holder’s line manager and external arrangements will only be authorised if

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there is no relevant clinical expertise or capacity at the NCL Trust. Clinical supervision must conform to the standards and registration requirements of the appropriate clinical body.

13.5 Clinical and managerial supervision and any subsequent performance

management will feed into the appraisal process. Where improvement of performance is identified as necessary, a date should be set in order to devise/review an appropriate development plan in line with the Management of Performance policy.

13.6 Records of supervision sessions may be one of the factors taken into

consideration in a performance management process which may have an impact on the awarding of a pay increment.

14.0 Records and confidentiality

14.1 All records will be kept confidential and retained in accordance with the Data Protection Act 1998.

14.2 The Trusts Human Resources Department will retain records of every

recruitment process for one year. 14.3 The Trusts Human Resources Department will retain records of any starting

salary business cases for successful applicants on their personnel file. 14.4 NCL Trusts will carry out all pre-employment checks in compliance with the

Data Protection Act 1998 and Equality Act 2010. Information will only be obtained where it is essential to the recruitment decision.

14.5 Documentation relating to applicants will be treated with the utmost

confidentiality and in accordance to the Data Protection Act 1998. Candidates will have the right to access any documentation held on file in relation to them as part of the recruitment process accordingly.

14.6 In the event that a claim by an applicant is made to Employment Tribunal

relating to recruitment undertaken, all documentation in accordance with this procedure will be disclosable, including interviewers’ notes. Other applicant identity will remain confidential.

15.0 Training

NCL Trusts will work towards training all individuals with responsibility for recruitment and involvement with the recruitment and selection process before they have any involvement with recruiting to a post. Where required, this will include safeguarding training.

16.0 Monitoring and Audit

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16.1 Diversity and equality outcomes are measured, monitored and evaluated as standard business performance. The relevant Trusts Human Resources

department will monitor activity and outcomes of the Recruitment and Selection Policy for fairness and consistency; the KPIs (Appendix 1) for efficiency; and assess the effectiveness of its recruitment practices in attracting and selecting diverse candidates, planning and taking action as appropriate in accordance with the principles outlined in this policy.

16.2 The relevant Trusts HR/Workforce department welcomes feedback from all

users of this policy (including applicants, assessors and hiring managers) in order to improve the recruitment experience for all parties and enhance the recruitment service that the HR department provides. Candidates will be sent a quality survey following each recruitment process regarding their recruitment experience. This data will be collated and discussed between the Recruitment Team and the hiring manager.

16.3 This policy’s effectiveness and efficiency shall be monitored through the framework set out in Table 5 below:

Table 5

17.0 Impact Assessment Statement

This policy has been impact assessed in accordance with Camden & Islington NHS foundation Trust Impact Assessment Guide. It has found to be neutral with regard to its impact upon specific equality groups and positive in its corporate impact to promote valuing diversity and implementing equality of opportunity.

18.0 Policy Review

It is the responsibility of the relevant NCL Trusts Director of HR/Workforce to monitor and contribute to formal NCL wide review of the policy after two years of implementation.

Key process/part of this policy for which compliance or effectiveness is being monitored

Monitoring method

Lead responsibility

Monitoring activity frequency

Committee responsible for receiving monitoring report and ensuring that action plans are completed

Post-employment checks In-house audit To be added Quarterly To be added

Recruitment process External Audit To be added Annually To be added

Bank and agency employment checks

In-house audit

To be added Quarterly To be added

Ensuring all staff access and complete their induction

Recording and monitoring Managing non-compliance

To be added Monthly To be added

Probationary periods In-house audit To be added Annually To be added

Appendix A

Key Performance Indicators (KPIs) The following diagram provides an overview of KPIs that the Recruitment Team and Hiring Managers will work towards in support of minimising time to hire to a vacant post and delivering a positive candidate experience along the recruitment journey. Overall time to hire target is 40 working days (excluding notice period). WORKING DAYS ACTIVITY

Appendix B

Further information on employment checks (If in place please refer to relevant Trust policy for more information)

A. Right to work Camden & Islington NHS foundation Trust is a licensed sponsor (category A) and can issue restricted and unrestricted certificates of sponsorship under the UK Border Agency's (UKBA) tier 2 scheme. The current immigration status of the applicant, the type of work and the terms of the contract being offered as well as the labour market at the time of advertising all impact upon whether or not the relevant NCL Trust will be legally able to offer a certificate of sponsorship to an applicant. Hiring managers must to seek advice from their local Recruitment Team or their HRBP if they wish to sponsor a migrant. B. References Honorary appointees will only require one reference. Observers shall not require a reference. In order to protect the responding referee, the reference request letter shall state that should they not wish an applicant to see the reference then they must express this in writing when responding. However, if we receive a request under Data Protection legislation then the referee’s request will be overridden. Where an unsatisfactory or ambiguous reference is returned, the manager should discuss and agree next steps with their HRBP or a Head of Workforce. For recruitment to permanent consultant posts - upon nomination of the successful candidate(s), where possible the relevant references will be presented to the Appointments Advisory Committee (AAC) for approval at interview. The Recruitment Team will document the outcome of the reference check which is to be retained on the personnel file with the references C. Criminal record checks NCL Trusts will assess an applicant’s suitability for positions that are included in the Rehabilitation of Offenders Act (1974) (Exceptions) Order 1975 as amended) using criminal record checks processed through the Disclosure and Barring Service (DBS). Where a DBS certificate at either standard or enhanced level can legally be requested (where the position is one that is included in the Rehabilitation of Offenders Act (1974) (Exceptions) Order (1975) as amended) and where appropriate Police Act Regulations (as amended), NCL Trusts can only ask an individual about convictions and cautions that are not protected. In circumstances where a disclosure is positive, at interview, or in a separate discussion, the [HRBP] shall ensure that an open and measured discussion takes place on the subject of any offences or other matter that might be relevant to the position. Failure to reveal information that is directly relevant to the position sought could lead to withdrawal of an offer of employment. The [HRBP] will undertake to discuss any matter revealed on a DBS certificate with the individual seeking the position before withdrawing a conditional offer of employment It is important not to discriminate unfairly against any subject of a criminal record check on the basis of a conviction or other information revealed. NCL Trusts comply fully with the Code of Practice and undertakes to treat all applicants for positions fairly.

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Jobs covered by the Rehabilitation of Offenders Act (1974) NCL Trusts will not automatically refuse to employ a particular individual just because he/she has a previous criminal conviction. If an applicant has a conviction that is not spent and if the nature of the offence is relevant to the job for which he/she has applied, NCL will review the individual circumstances of the case and may, at its discretion, decline to select the individual for employment. In these circumstances, advice must be sought from a Head of Workforce by the line manager, before a decision is made. Jobs that are exempt from the Rehabilitation of Offenders Act (1974) If the job into which the relevant NCL Trust is seeking to recruit is one of the excluded jobs listed in the Rehabilitation of Offenders Act (1974) (Exceptions) Order 1975 or the Rehabilitation of Offenders Act (1974) (Exclusions and Exceptions) (Scotland) Order 2003, NCL will require the applicant to disclose all convictions, whether spent or unspent. However, even where the job is exempt, NCL Trusts will not refuse to employ a particular individual unless the nature of the conviction has some relevance to the job for which the individual has applied. Furthermore, if the job is exempt, NCL Trusts will, once it has selected the person to whom it wishes to offer employment, seek the applicant's agreement to make a joint application to the DBS for standard disclosure, enhanced disclosure or enhanced disclosure with checks of the children's and adults' barred lists, as appropriate. Professional registration All posts must be checked against the Health Professional Alert Notices (HPAN) database before a final offer or honorary/observer contract can be issued. Any positive outcomes will be escalated to the HRBP The relevant Trusts Workforce Information Team will share all HPAN alerts with the Bank who will be required to check every bank worker against this list.

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Appendix C

On-going monitoring (post-employment) (If in place please refer to relevant Trust policy for more information)

Right to work - expiry

Where an employee's right to work is due to expire during the course of their employment, the employee will be responsible for renewing their right to work and providing evidence to the relevant NCL Trust.

Where an employee's right to work cannot be confirmed within 8 weeks of expiry, the case will be referred to the Trusts Employee Relations Team for investigation. The employee may be suspended on no pay during this process. An employee has a 28 day grace period from when the visa expired if they can provide evidence to us of the application being submitted. During this time, an ECS needs to be requested, if it’s not received during this 28 day period or they cannot provide evidence to satisfy us then they would be suspended without pay from the day after the visa expires (or when the grace period expires)

If, on investigation, the relevant NCL Trust is unable to confirm right to work, the employee may be dismissed.

Copies of confirmation of an employee’s right to work in the UK must be taken and retained on file.

Should it be identified that an employee has provided false documentation to NCL Trusts stating that their right to work in the UK has been extended, this must be referred to the relevant Trusts Local Counter Fraud Specialist for investigation.

Professional registration Local Workforce / HR teams are responsible for reporting on professional registrations (on a monthly basis) and ensuring ESR is updated accordingly. The following details will be sent to the relevant management group:

Staff whose professional registrations which will expire at the end of the coming month

Staff whose professional registrations have expired.

Lapsed Registration Line managers must consult with their local HRBP when assessing the required actions for situations of lapsed registrations. Professional registration will be deemed to have lapsed when an online check via the relevant professional body website shows the registration to have expired. Any member of staff registered with the Nursing and Midwifery Council who allows their registration to lapse will need to make an application for readmission to regain access to the register. Staff members who do not have valid and current registration are unable to function in the post for which they are registered and this will automatically affect their pay. This also applies to lapsed registration for staff that are on maternity leave, long term sickness, secondment, career break and extended courses.

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When a lapsed registration is discovered the line manager will liaise with their Local HRBP and:

For medical and dental staff, interview the practitioner whose registration has lapsed and inform the practitioner that they unable to continue to work and remain on NCL Trusts premises until his/her registration and license to practice are renewed. The individual concerned will be required to obtain registration as a matter of urgency and may not work until evidence of registration is provided and confirmed. Complete an incident form. Pay will not be backdated.

For other staff groups:

Interview and immediately inform the practitioner that it is no longer possible to employ them as a trained practitioner

Require the practitioner to obtain registration as a matter of urgency

Undertake an investigation and discuss with the appropriate [HRBP] the course of action that may be taken during the period between the lapse of registration and re-registration, depending on the reasons for the lapse. The individual concerned may not work as a registered practitioner until evidence of registration is provided and confirmed.

Action to be taken following mitigating circumstances for lapse

If, during this investigatory interview, it is established that there are sufficient mitigating circumstances for the lapse in registration:

The individual may continue to work but must be informed that he/she must not undertake the responsibilities of a registered practitioner and, until evidence of registration is provided, will work in a non-registered role with payment adjusted accordingly.

If there is no suitable non-registered position available the staff member may be suspended without pay until their registration has been updated and validated with the relevant professional body.

The Line manager will ensure Payroll Services are informed of the temporary change.

As soon as evidence of registration renewal is received via the confirmation service for the relevant professional body, the practitioner may resume working as a registered practitioner. Payroll services should then be informed and the staff member’s personal details amended accordingly.

The practitioner will recommence at his/her substantive grade from when evidence of registration renewal is confirmed with the professional body. Pay will not be backdated to the practitioner’s original renewal date. Payroll services will reinstate pay once notified.

Action to be taken following no mitigating circumstances for lapse If, following the investigatory interview, it is established that no mitigating circumstances exist for the lapse in registration:

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The individual will be suspended without pay until such time that registration is obtained and confirmed. Disciplinary action may also commence.

The line manager is responsible for contacting payroll services to inform them of the change.

Subject to the result of any disciplinary action, the practitioner will recommence at their substantive grade from when evidence of registration renewal is confirmed with the relevant professional body.

Again, pay will not be backdated to the practitioner’s original renewal date. Reference to regulatory bodies If the line manager judges that the fitness to practise of a health professional is called into question, the line manager must discuss this with the relevant [HRBP.] Following the discussion the line manager must:

Inform the appropriate regulatory body

Provide notice in writing to the person who is the subject of the referral, of the decision to refer.

Any such action can only take place following discussion with the [HRBP.] Revalidation To enable the maintenance of their professional registration some groups are required to undertake a process of revalidation. These requirements are set by the relevant professional body and individuals are expected to comply with these to enable them to maintain their ability to be able to practice as a registered professional. Failure to meet professional revalidation requirements may result in disciplinary action. Health Professional Alert Notices (HPANs) HPANs are a way of notifying NHS bodies and others about a registered health professional whose performance or conduct could place patients or staff at serious risk. HPANs are intended to cover those situations where:

An NHS employer considers that a member of their health care staff may pose a threat to patients and may be working or seeking work elsewhere in a health or social care setting (either in a clinical or non-clinical capacity);

An NHS organisation considers that a person may falsely represent themselves as being a healthcare professional and may seek work in the NHS in that capacity.

Within one working day of receipt all HPANs received by NCL Trusts are:

Logged on a central database by the Workforce Information Team;

Checked against the establishment data held in ESR NCL Trusts entire establishment is extracted from ESR and run through the HPAN database on a weekly basis. This check is the responsibility of the Trusts Workforce Information Team. In the event that an HPAN is received for a current staff member, this will trigger an investigation and a suspension checklist will be completed. Any HPAN received will be retained until such time as NCL Trusts receive notification that it has been revoked at which point it will be destroyed confidentially.