Recruitment and Selection Procedure

Recruitment and Selection Procedure

Contents Page

1.0 Introduction ………………………………………………………………………………….… 3

2.0 Scope of the Procedure ……………………………………………………………………... 3

3.0 Benefits ……………………………………………………………………………..………….. 3

4.0 Establishing a Vacancy ………………………………………………………………………. 3

• Review whether recruitment is the most appropriate solution ……………………… 3

• Role Profile – Part 1 and 2 …………………………………………………………….. 4
• Staffing Authorisation Form …………………………………………………………….. 5
• Recruitment Advertisement ………………………………………….………………... 5

5.0 Recruitment Plan ………………………………………………..……………………………. 6

• Agree strategy to attract applicants …………………………………………………… 6

• Agree assessment and selection strategy …………………………………………… 7
• Recruitment panel constitution …………………………………….………………….. 7
• Time-scales …………………………………………………………..………………… 8
• Implement agreed approach to attract applicants ……………….………………….. 8

6.0 Short-listing Applicants ……………………………………………………………………….. 9

• Short-list applications against criteria …………………………………………………. 9

7.0 Assessing and Selecting Candidates …………………………………………………..…... 9

• Invite short-listed candidates to assessment ………………………………….…….. 9

• Carry out Interview/Assessment(s) …………….……………………………………… 10
• Making the final selection ……………………………………………………………... 10

8.0 Making an Offer …………………………………………………………………………………. 10

• Determining appropriate salary ……………………………………………………….. 11

• Make oral offer …………………………………………………………………………. 11
• Recruitment paperwork ………………………………………………………………… 11
• References ………………………………………………………………………………. 12
• Contract of Employment and associated documentation …………………………... 12

9.0 Induction …………………………………………………………………..…….……………….. 12

10.0 Probation …………………………………………………………………………………………. 12

11.0 Evaluation ………………………………………………………………………………………... 12

• Key Performance Indicators ……………………………………………………………. 12

12.0 Associated Documents ……………………………….……………………………………….. 13

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 Recruitment and Selection Procedure
1.0 Introduction

1.1 The University’s Recruitment and Selection Procedure aims to provide a framework which
will assist managers to ensure that the University attracts, selects and retains the most
suitable candidates by using the most appropriate, efficient, fair, open and effective
methods. Its commitment to achieving equal opportunities is clearly defined throughout the
Recruitment and Selection Procedure and links closely to the principles of the University’s
Equal Opportunities Policy.

1.2 Everyone involved in the recruitment and selection of staff has a responsibility to ensure that
candidates are treated fairly and decisions are made objectively and in line with the
University’s commitment to equal opportunities.

2.0 Scope of the Procedure

2.1 This document outlines the process to be followed for the effective recruitment and selection
of all permanent and fixed-term employees (of more than three months duration) to vacant
posts within the University.

2.2 This Procedure covers all posts within the University including senior management, support
and academic posts (including Academic Tutors).

3.0 Benefits

3.1 The existence of a systematic framework supports the University’s recruitment strategy
which aims to attract high quality staff and improve the quality of appointments. Soundly
based and justifiable selection decisions help the University to fulfil its legal obligations and
help avoid unnecessary Employment Tribunals. It also re-enforces the University’s
commitment to equality of opportunity.

4.0 Establishing a Vacancy

Review whether recruitment is the most appropriate solution.

4.1 This process should begin as early as possible (e.g. as soon as a resignation is received, a
job move agreed or the need for a new task to be completed is identified).

4.2 Suitable alternatives to recruitment should be considered and Human Resources can
provide detailed advice and guidance on a number of possible options, including:

- reorganising work distribution;

- increasing an existing employee’s responsibilities;

- redesigning or automating job tasks;

- restructuring within the related area or department;

- reviewing the current working arrangements of the post to consider part time or job share
as appropriate options;

- secondment opportunities;

- using a contractor/agency temporary staff for short-term assignments.

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4.3 In cases of short-term appointments of less than three months duration, where it may not be
deemed appropriate to follow the full Recruitment and Selection Procedure, the advice of
Human Resources should be sought as to the most appropriate cost-effective method of
meeting short-term requirements.

4.4 It is possible to recruit to a suitable ‘pool’ of candidates in areas where there is an on-going
requirement to fill vacant posts at ‘short notice’. For example, this may include Academic
Tutor appointments where they may be called upon to teach to cover unexpected absences.
However, all candidates who are appointed to a ‘pool’ must have been selected in
accordance with this Procedure.

Role Profile – Parts 1 and 2

4.5 Consideration should be given to exactly why the job exists and what the job entails. This
will involve carrying out an analysis of the current job and the context in which the job is
done. This may involve:-

- identifying the purpose of the job within the related area or department;

- identifying the key tasks, duties and level of responsibilities of the job;

- discussing the role with the current job holder or line manager;

- examining the related area or department to identify possible minor internal adjustments.

4.6 The job analysis provides the basis for the completion of a Role Profile (Parts 1 and 2).

4.7 If the vacancy is a ‘new’ post it will need to be evaluated by Human Resources to ensure it is
graded appropriately.

4.8 A Role Profile (Part 1 and 2A) should be completed for every new job or vacancy.

4.9 Role Profile - Part 1 provides a detailed description of the job and should include:

- Job Title;
- Reporting Line;
- Grade; (Human Resources will assign an appropriate grade to all new roles)
- Working Hours;
- Faculty / Service;
- Location;
- Main Purpose of the role;
- Key Accountabilities;
- Special Circumstances attached to the job, such as shift-working or that criminal record
checking is required.

4.10 Role Profile - Part 2 describes the knowledge, skills and attributes needed to perform the
job. It provides the basis for the advertisement and specifies the selection criteria to be used
during both short-listing and assessment. Selection criteria includes:

- Qualifications & Professional Memberships Differentiating between essential

- Key Knowledge & Expertise and desirable criteria
- Experience
- Competencies required for the role

4.11 Qualifications and professional memberships, experience, key knowledge and expertise
should be ‘measurable’ from the Application Form as they are the criteria that should be
used to short-list candidates.

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4.12 Qualifications and professional memberships, experience, key knowledge and expertise (i.e.
the selection criteria) in the Role Profile must be objective, relevant to the requirements of
the job and must adhere to current equal opportunities legislation.

4.13 It is important not to overstate the qualifications and experience demanded by the job and to
avoid being too prescriptive as this may reduce the pool of potential applicants
unnecessarily.

4.14 It is important to set appropriate standards for each selection criterion e.g. “good educational
background” – what is considered “good”? An alternative to be used could be “educated to
A’ level standard including A’ level Mathematics”.

4.15 If the job requirements include working with vulnerable adults or children, it will be
appropriate to state that job holders will be checked via the Criminal Records Bureau. This
requirement should be stated clearly on the Role Profile and an appropriate statement will be
included in recruitment advertisements. For further guidance on Criminal Records checks
please contact Human Resources.

4.16 Human Resources can provide advice on the completion of Role Profiles and templates,
where appropriate. For further guidance, please refer to Guidance Notes for Completion –
Role Profile – Parts 1 and 2 which are available on the Human Resources website.

Staffing Authorisation Form

4.17 A Staffing Authorisation Form should be completed by the Faculty or Service.

4.18 This should include the Dean/Director, or appropriate nominee’s, signature.

4.19 Completed documentation should be submitted directly to Human Resources by hard copy
and electronically. This will ensure that Human Resources can upload electronic
documentation to the recruitment website. Documentation should include:-

- completed Staffing Authorisation Form;

- completed Role Profile – Parts 1 and 2A.

Recruitment Advertisement

4.20 The completed Role Profile will form the basis of the recruitment advertisement.

4.21 Human Resources will ensure that advertisements are drafted appropriately and that they:

- project a positive impression of the Faculty/Service and University by emphasising the

key selling points wherever possible;

- have clear headings that define the job title; salary and working hours;

- include the key job information as detailed in the Role Profile – Part 1, ensuring the
advertisement accurately reflects the job;

- include the key essential and desirable criteria from the Role Profile – Part 2A;

- avoid using acronyms, terminology or “jargon” that may not be easily understood by the
target population;

- do not include, even implicitly, any text which seems to favour or disadvantage a
particular race, gender, disability or age group, (e.g. “young and attractive”);

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 - avoid any references to a requirement for an applicant to be able bodied or any reference
which may lead to an inference that a disabled person may be discriminated against
because he/she will not be suitable for the post;

- wherever possible, refer candidates to University, Faculty or Service websites for further
information.

5.0 Recruitment Plan

Agree strategy to attract applicants

5.1 As soon as the Staffing Authorisation and associated documentation has been received by
Human Resources, an appropriate recruitment strategy will be discussed between the
Faculty or Service and Human Resources.

5.2 Human Resources will take a proactive approach when attracting applications from suitable
candidates. They will use existing knowledge of the target market to advise upon and
implement the most appropriate and cost-effective method.

5.3 Options may include one or more of the following:-

- reviewing whether the vacancy provides a suitable redeployment opportunity for an

existing member of staff;

- weekly internal advertising on the University Home Page and Staff Vacancy Bulletin;

- internet advertising – including specialist web sites;

- external advertising in appropriate press or trade journals;

- sending out appropriate information to specific groups of potential applicants where

specialist skills may be required;

- briefing recruitment agencies or executive search organisations on preferred supplier

list as necessary;

- reviewing ‘speculative’ applications or candidates that have recently been

interviewed, and considered appointable, for similar posts;

- participating in regional recruitment fairs and arranging ‘open days’ for potential
candidates;

- deciding whether to issue application packs to candidates and what information

would be appropriate for inclusion in the application pack.

5.4 The University is committed to the development of its current employees and internal
advertising of all vacancies is encouraged.

5.5 Consideration must be given as to the target market to establish primary, secondary and
tertiary recruiting markets (e.g. local; regional or international market).

5.6 As part of the University’s commitment to equal opportunities, recruitment advertisements

should not be confined unjustifiably to those areas or publications which would exclude or
disproportionately reduce the numbers of applicants of a particular minority group.

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5.7 In areas of under-representation, it may be deemed appropriate to take positive action by
encouraging applications from suitable ethnic minorities and women so that they can be
considered equally with other candidates.

Agree Assessment and Selection Strategy

5.8 The Chair of the Interview Panel should decide how many assessment stages will be
involved, and how many applicants could be expected at each stage.

5.9 There is no minimum or maximum number of candidates required for a short-list, however, it
is recommended that a maximum of six candidates be interviewed in one full day.

5.10 Human Resources can advise upon, or assist with the design of, appropriate assessment
methods to gather evidence to assess the key skills as defined in the Role Profile – Part 2A
& B.

5.11 Appropriate assessment methods may include one or more of the following:-

- structured interview(s);

- work simulations such as role plays or “in-tray” exercises;

- candidate group discussions;

- presentations or “teaching” simulations (e.g. for academic candidates);

- psychometric testing (i.e. ability tests or occupational personality questionnaires).

Human Resources can advise upon and administer appropriate tests that can provide
additional information;

- practical assessments (e.g. to assess technical capability).

5.12 Once the assessment and selection strategy is agreed, it is important to establish the
resources required (e.g. interviewers/assessors, venues, materials) needed at each stage
and to arrange this as soon as practicably possible.

Recruitment Panel Constitution

5.13 All recruitment panel members who are employed by the University must have attended the
University’s Fair and Effective Recruitment and Selection training or, if deemed appropriate
by Human Resources, a briefing or re-fresher briefing provided by Human Resources.

5.14 As part of the University’s commitment to equal opportunities, the training will include
awareness of current anti-discrimination and equal opportunities legislation.

5.15 It may be possible to involve other nominated representatives during part of the assessment
process (e.g. as part of an audience to a presentation), however, the recruitment panel are
responsible for ensuring that the selection decision is based upon objective evidence
gathered throughout the selection process.

5.16 As part of the University’s commitment to equal opportunities, it is recommended that, where
possible, the recruitment panel should be gender-balanced.

5.17 It is recommended that, where possible, the recruitment panel should include suitable panel
members from a “neutral” Faculty or Service.

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5.18 There are no maximum number of assessors required, however, where possible, the
minimum number of assessors is shown as below.

Appointment of: Recruitment Panel

Director of Service 1. Vice-Chancellor or relevant member of the Executive

/ Dean of Faculty 2. Relevant member of the Executive (or nominee)
3. Director of Human Resources (or nominee)
4. Director or Dean (or nominee)
5. External Adviser

Professor/Reader 1. Vice-Chancellor and/or appropriate Deputy Vice Chancellor

2. Professorial Conferment Panel Member
3. Professorial Conferment Panel Member
4. Professorial Conferment Panel Member (External Adviser)

Other Academic Posts 1. Dean of Faculty

2. Principal Lecturer
3. Other Panel Member

Posts Grade D & above 1. Line Manager

2. Other Panel Member
3. Other Panel Member

Posts below Grade D 1. Line Manager

2. Other Panel Member

Time-scales

5.19 Provisional dates for short-listing and assessments should be agreed and notified to Human
Resources.

5.20 It is recommended that, where practicable, the agreed short-listing date should be within five
working days of the closing date.

5.21 Candidates should be notified as soon as practicably possible after short-listing has taken
place.

5.22 It is recommended that, where practicable, the assessment date should be around five
working days after candidates have been notified.

5.23 However, time-scales can be flexible e.g. if all applicants are internal, time-scales can be
shorter whereas if external applicants are based nationwide, time-scales may need to be
longer.

5.24 Ensure sufficient time has been allowed to design or order any non-standard assessment
material.

Implement agreed approach to attract applications

5.25 Human Resources will implement the agreed approach to attract suitable applications and
will receive and log all applications received up to the end of the closing date.

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6.0 Short-listing Applicants

Short-listing applications against criteria

6.1 Immediately after the closing date, all original applications received, together with a
Summary Information Sheet, will be sent by Human Resources to the Chair of the
Recruitment Panel, who should forward copies of the applications to the Panel members and
arrange for short-listing to take place.

6.2 Using the Role Profile – Part 2A, the Chair of the Recruitment Panel should complete a
Candidate Short-listing Form covering all the essential and desirable “Qualifications,
Professional Memberships, Experience, Key Knowledge and Expertise” selection criteria.

6.3 Each Panel member should short-list the applications against the criteria included on the
candidate Short-listing Form. It is the Chair’s responsibility to ensure that the views of all
Panel members are collected and considered in order to ensure that the short-listed
candidates are agreed by the Panel.

6.4 Desirable criteria should be used to reduce large numbers of applicants who appear to meet
all the essential criteria.

6.5 Selection criteria should not be changed or new criteria introduced at this stage.

6.6 The Chair of the Recruitment Panel is responsible for ensuring that any disabled candidates
who meet the essential criteria are included as part of the short-list. Human Resources can
provide advice in this regard.

6.7 The Chair of the Recruitment Panel is responsible for ensuring that unsuccessful applicants
are sent suitable response letters as soon as possible after short-listing has taken place.
Feedback should be offered to unsuccessful candidates.

6.8 Applications should be treated as confidential and kept securely so that they are available,
should there be any enquiries, during the process or afterwards.

7.0 Assessing and Selecting Candidates

Invite short-listed candidates to assessment

7.1 The Chair of the Recruitment Panel is responsible for arranging that short-listed candidates
are invited to assessment. The following documentation or information, where applicable,
should be included:-

• details of the assessment process; the methods to be used; date and time;

• a contact name and telephone number for the candidate to confirm their attendance;

• if appropriate, a request for the candidate to bring evidence of their qualifications to the
interview/assessment;

• a map of the assessment venue location;

• a candidate Interview Expense Claim form;

• any other supporting information relevant to the role; department or University;

A template “invite to interview” letter is available on the Human Resources website.

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 Carry out Interview/Assessment(s)

7.2 The Chair of the Recruitment Panel is responsible for ensuring that, during the
interview/assessment process:

• evidence of qualifications deemed to be essential are checked initially, and, if possible,

verified, ensuring photocopies are retained;

• any reasonable adjustments required by disabled candidates, during the selection

process, are incorporated. Human Resources can provide advice in this regard;

• further details are obtained, if required, on information declared on the application form
e.g. sickness absence or a dismissal from previous employment;

• detailed, objective, clear notes are made by individual panel members, as appropriate;

• best practice is followed regarding obtaining information on previous convictions with due
regard to the Rehabilitation of Offenders legislation and the Code of Practice on Criminal
Records Checking;

• candidates are informed when to expect to be advised of the outcome.

Human Resources can provide specific advice, guidance, training and skills development
for all those involved in the interviewing and assessment of candidates.

Making the final selection

7.3 Using the Role Profile – Part 2A & B, the Chair of the Recruitment Panel should complete
the Interview/Assessment Report Form which details the appropriate essential and desirable
selection criteria.

7.4 After the assessment, the Recruitment Panel members should review candidates’
performances during the selection process and reach their decision based on the evidence
gathered.

7.5 The decision should be reached:

• systematically and objectively, on the basis of evidence obtained throughout the selection
process;

• without making assumptions or stereotyping;

• keeping all the information in context; not focusing only on one or two issues.

7.6 The Chair of the Recruitment Panel is responsible for completing the Interview/Assessment
Report Form which details the ratings jointly discussed and agreed upon by the Panel.

7.7 Selection decisions recorded on the Interview/Assessment Report Form must be fair and
objective, based on the requirements of the job, as specified in the Role Profile.

8.0 Making an Offer

8.1 A decision to make an offer may be made at this stage.

8.2 If there are several suitable candidates, it may be appropriate to “hold” rather than reject
these until the outcome of the offer to the most suitable candidate is known.

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8.3 All unsuccessful candidates should be notified of the outcome appropriately and are
provided with feedback, if requested, by the Chair of the Recruitment Panel.

8.4 If ability tests or personality questionnaires are used, feedback on these should always be
offered to all candidates by a suitably qualified Adviser or Administrator within Human
Resources.

Determining appropriate salary

8.5 Human Resources must be consulted to provide detailed guidance and advice on
determining appropriate offer salary levels within the grade.

8.6 When deciding upon an appropriate salary to be offered, consideration will normally be
given to the following objective criteria:-

• the level, breadth, depth and complexity of the individual’s knowledge and
understanding of different aspects of the job and, as appropriate, expert, professional
and theoretical knowledge;

• the level and breadth of existing relevant skills;

• qualifications and length of relevant experience of the successful candidate;

• current salary and monetary benefits (e.g. bonus) of successful candidate;

• comparative salaries of existing employees in similar roles/grades within the

Faculty/Service and University;

• equal pay principles that all staff should receive equal pay for the same or broadly
similar work, for work rated as equivalent and for work of equal value.

Make oral offer

8.7 The Chair of the Recruitment Panel may make a provisional oral offer to the successful
candidate, which will be followed up in writing by Human Resources. This should
happen as soon as possible after the selection decision is made.

8.8 It must be explained to the candidate that the provisional offer is subject to all necessary
checks required as part of the selection process to verify and validate evidence already
gathered (this may include references, medical clearance, eligibility to work in UK, criminal
record checks, qualification checks etc.).

Recruitment paperwork

8.9 The Chair of the Recruitment Panel should complete the Recruitment Panel Chairperson’s
Report and return to Human Resources, together with all associated recruitment paperwork,
including:

- the original applications of all candidates;

- the completed short-listing form(s);

- the original interview/assessment notes and test sheets, if applicable;

- the completed Interview/Assessment form(s).

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 References

8.10 References are required for all external candidates as an essential part of the selection
process. They are used to check, verify and validate objective evidence and factual
information (e.g. sickness absence record) already gathered during the selection process.

8.11 Human Resources, or, in the case of Academic Tutors (hourly paid), the relevant Faculty,
will immediately take up two references for the successful candidate (one of whom will be the
current/most recent employer).

8.12 If references contain unexpected or negative information (which may be inaccurate), the
candidate may be recalled for a second interview. Any specific points can also be
investigated further with the referee.

8.13 Original copies of references will be held within Human Resources as confidential
documents.

Contract of Employment and associated documentation

8.14 Human Resources, or, in the case of Academic Tutors, the relevant Faculty, will ensure that
a formal offer letter, a Statement of Particulars and relevant details, as appropriate,
including a pre-employment medical questionnaire, are sent out to the successful
candidate.

9.0 Induction

10.1 The University is committed to ensuring that new employees receive an appropriate
induction which will familiarise them with the organisation, their department and their role.

10.0 Probation

10.1 The University has a Probation Scheme which may be applicable to the successful
candidate. Human Resources will ensure that, if probation is required, it will be outlined
within the formal offer letter.

11.0 Evaluation

Key Performance Indicators

11.1 Human Resources will endeavour to monitor and evaluate the effectiveness of the
Recruitment and Selection Procedure and may use the following key performance
indicators:

a. Agreed Time-scales

A time-scale for the procedure will be agreed during Stage 2 of the process and
adherence to this will be used as a measure of evaluation by Human Resources.

b. Unfilled Vacancies

The % of vacancies unfilled for more than 90 days will be subject to examination and
investigation by Human Resources on a regular basis.

c. Feedback

Any feedback received, during or after the process, from the Faculty/Service,
Recruitment Panel Chairperson or internal/external candidates will be used,
wherever possible, to evaluate the effectiveness of the process.
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 d. Statistical Analysis

Where practicable, statistical analysis of the process will take place and be reported
upon by Human Resources on a regular basis. This may include:-

- cost-effectiveness analysis of recruitment process;

- effectiveness of recruitment advertising;
- statistical validation of assessment methods;
- equal opportunities monitoring.

12.0 Associated Documents

Human Resources can provide advice and guidance on all aspects of the Recruitment and
Selection Procedure.

Copies of all recruitment forms, guidance notes, associated documents and further information are
available on the Human Resources website www.sunderland.ac.uk/hr

• Probation Scheme – APT&C Staff

• Probation Scheme – Academic Staff
• Induction Policy
• Equal Opportunities Policy Statement
• Code of Practice on Employing Disabled People

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 Recruitment and Selection Procedure

Date of Issue: December 2005

Next review date: December 2008

Approved by (e.g. Committee, Director, etc): Employment Committee

Date of last approval: August 2007

Author/Owner: Andrea Walters

Job Title: Assistant Director of Human Resources

Department: Human Resources

This Procedure can be obtained from the Human Resources website, www.sunderland.ac.uk/hr,
Docushare, docushare.sunderland.ac.uk, or by contacting Human Resources.

If you would like this Procedure in larger print, please contact Human
Resources.

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