ࡱ> mshijkl Hbjbj[[ k99 k  jz$"""PrV"Z"   D#D#D#$ʦ|%9D#"@"#"D#D#%  ^&***D#R  *D#**F" _Κ8$TTz*%**D#D#*D#D#D#D#D#%%B(D#D#D#D#D#D#D#*D#D#D#D#D#D#D#D#D# 0:  POLICY NAME: Recruitment and Selection PolicyPOLICY REFERENCE:TW10-008VERSION NUMBER :7.1APPROVING COMMITTEE:Policy Development GroupDATE THIS VERSION APPROVED: September 2015 RATIFYING COMMITTEE: PARC DATE THIS VERSION RATIFIED:November 2015DATE THIS VERSION AMENDED5.2.4 removed November 2016AUTHOR(S) (JOB TITLE)Recruitment Manager, Staff Side RepresentativeDIVISION/DIRECTORATE:Trust WideTRUST WIDE POLICY (YES/NO)YesLinks to other Strategies, Policies, SOPs, etc.Job Security and Change Corporate Induction Employee Personal Files Clinical Registration Equality, Diversity and Inclusiveness Fraud Corruption and Bribery Policy Date(s) previous version(s) approved: (if known)Version: 6Date : April 2015DATE OF NEXT REVIEW:November 2018Manager responsible for review: N.B. This should be the Authors line managerRecruitment Manager CONTENTSPAGE NO. 1INTRODUCTION 22POLICY STATEMENT 23KEY PRINCIPLES 24RESPONSIBILITIES 25PRE-REQUISITES OF RECRUITMENT 36ADVERTISING AND APPLICATIONS 47SELECTION METHODS 48OFFERING EMPLOYMENT AND PRE-EMPLOYMENT CHECKS 59COMPLETING THE RECRUITMENT PROCESS 710OTHER TYPES OF RECRUITMENT 711RECRUITMENT OF MEDICAL STAFF 812RELOCATION EXPENSES 913EQUALITY AND DIVERSITY: 1114HUMAN RIGHTS ACT: 1215MONITORING AND REVIEW: 1216ACCESSIBILITY STATEMENT: 12 APPENDICES1References and further information122Glossary of Terms used123Equality Impact Assessment Form 134Monitoring and Review template 17  1. INTRODUCTION 1.1 The aim of this policy is to promote best practice through recruitment, ensuring fair treatment for all candidates, whilst providing a timely and effective recruitment service. 2. POLICY STATEMENT 2.1 This policy explains how to manage recruitment in compliance with relevant legislation and National Guidelines. 3. KEY PRINCIPLES 3.1 The Trust recognises that quality and timely recruitment procedures are key to delivering safe and effective patient care. 3.2 Candidates will be appointed on merit, and no account shall be taken of any protected characteristics for the purposes of positive discrimination, with the exception of 3.3. 3.3 The Trust is a Two Ticks Employer and recruitment activities will comply with the principles of this accreditation. 3.4 This policy applies to the recruitment of all Staff, including Senior and Medical and Dental appointments. 4. RESPONSIBILITIES 4.1 Trust Board 4.1.1 Responsible for the initiation of this policy under its commitment to promote best practice. 4.1.2 Periodically review the results of monitoring of this policy, and make recommendations for change as appropriate. 4.2 Recruiting Managers 4.2.1 Ensure this policy is applied throughout their recruitment activities, and to keep abreast of changes to policy or procedure that may occur periodically. 4.2.2 Ensure that TRAC is fully utilised throughout the recruitment process to maximise efficiency. 4.2.3 To complete actions such as shortlisting, and confirming interview outcomes in TRAC, in a timely manner in order to ensure a positive recruitment experience for candidates. 4.2.4 Undertake training relevant to this policy, and ensure that members of their team who are involved in recruitment receive appropriate training. 4.2.5 Record their recruitment decisions accurately, and store them for a period of 12 months. Where managers transfer this information to the Recruitment Team, it will be stored within the TRAC electronic recruitment system, in accordance with its storage and destruction policy. 4.2.6 Maintain confidentiality throughout the recruitment process. 4.2.7 Complete the New Starter Form (or ESR assignment change form) with the employee on their first day, and forward to payroll. 4.3 Human Resources 4.3.1 Ensure the policy remains compliant with current legislation, and national guidance. 4.3.2 Ensure appropriate training and advice is provided to recruiting managers. 4.3.3 Administer the recruitment process in a timely manner, ensuring compliance with NHS Employment Check Standards and the Healthcare Professionals Alert Notices Directions 2006, and the fit and proper persons test in the case of Director and Non-Executive Director recruitment. 4.3.4 Maintain SOPs and intranet resources to support managers in undertaking recruitment. 4.3.5 Provide regular, and ad-hoc reports on recruitment activities. 4.3.6 Manage access to the TRAC system 4.4 Author of Policy Document To ensure the content of the policy remains accurate, and compliant with current Employment Law and Best Practice. 5. PRE-REQUISITES OF RECRUITMENT 5.1 Preparation 5.1.1 Vacancies must have their Agenda for Change pay band confirmed via the appropriate matching or evaluation procedure before recruitment can commence. 5.1.2 Consideration should be given to the Recruitment Requirements it may not be appropriate to recruit a direct replacement, if the needs of the service have changed. 5.2 Fixed Term Contracts 5.2.1 When considering the Recruitment Requirements, it may be necessary to consider recruiting to a Fixed Term, rather than a Permanent Contract for example in the following scenarios; 5.2.1.1 To provide cover for maternity or other type of long term absence. 5.2.1.2 To support a project or task with a defined end date. 5.2.1.3 When the post is funded on a non-recurrent basis. 5.2.1.4 Where it is a training post which will come to an end on completion of training or on a specific date. 5.2.2 The reasons for the fixed term contract, and the end date must be clearly documented on the vacancy request. 5.2.3 Please seek advice from your Senior HR Business Partner regarding the implications of Recruiting on a Fixed Term basis before raising a vacancy request for a Fixed Term Contract. 5.3 Vacancy Request and Approval 5.3.1 In order to initiate a new requirement process, managers must raise a new vacancy request via TRAC, including their advert content, job description, and person specification. Failure to provide all of the required information at this stage is likely to delay the process. 5.3.2 At the Vacancy Request Stage, the manager must also set their shortlisting criteria (based on the person specification), and weight each criteria as appropriate. The minimum level of approval for each vacancy is; Divisional Director of Performance or equivalent Divisional Finance Manager Senior HR Business Partner 5.3.3.4 ESR Work-structures Lead 5.3.4 Approvers above can nominate a deputy to approve vacancies on their behalf by contacting their HR Assistant. 5.3.5 Non-Clinical Vacancies at pay band 7 or above require additional approval from the Executive Communication Cell meeting. 5.3.6 Approved vacancies will be reviewed against the Trusts redeployment register, to provide at risk employees the opportunity to apply, before being advertised externally. 5.3.7 Vacancy approvals are valid for a period of three months from approval. Outside of this time period, confirmation from the accountant of funding availability is required. 6. ADVERTISING AND APPLICATIONS 6.1 As a minimum, all vacancies will be advertised on the Trust website, and TRACs associated recruitment pages  HYPERLINK "http://www.HealthJobsUk.com" www.HealthJobsUk.com and  HYPERLINK "http://www.NHSJobs.net" www.NHSJobs.net. Nursing vacancies are also posted on the  HYPERLINK "http://www.nursingnetuk.com" www.nursingnetuk.com website. 6.2 Where low numbers of applications are anticipated, vacancies will also be posted to the  HYPERLINK "http://www.Jobs.nhs.uk" www.Jobs.nhs.uk website. 6.3 Recruiting managers may choose to advertise vacancies in other publications or on specialist websites at their own cost. Senior Trust Appointments and Consultant posts will be funded by the HR Advertising budget. The Recruitment Team will facilitate such adverts. 6.4 The Trust prefers applications online, to ensure candidates are assessed and processed consistently, and to maximise efficiency. 6.5 Offline applications will only be provided where a candidates disability prevents them from applying online, or at the recruiting managers discretion due to exceptional circumstances. 7. SELECTION METHODS The Recruiting Manager will decide on the most appropriate people to be involved in the recruitment process. Usual practice would be for those involved in the process to be at a senior level to the vacant post, but this may not always be possible in small or specialist teams. 7.2 Shortlisting Methods Longlisting 7.2.1 Recruiting Managers may choose to filter applications at advertising stage, known as longlisting, based on overall evidence of meeting the person specification either wholly, mostly, or not at all. 7.2.2 Managers wishing to utilise this method must notify the recruitment team in the notes section when raising the vacancy request, to prevent the vacancy from being progressed to shortlisting automatically following the advert closing date. 7.2.3 Recruiting Managers who choose to longlist, are responsible for maintaining accurate reasons for rejection, based on the person specification, either by entering a comment in TRAC, or locally, to ensure that they have a suitable defence against any discrimination claim that may arise following a decision to reject a candidate. 7.3 Shortlisting Methods Rapid Shortlisting 7.3.1 However the recommended procedure is to complete the rapid shortlisting facility in TRAC, whereby all applications are scored against the person specification, according to the weightings set by the manager on raising the vacancy. 7.3.2 This is the most robust method of assessment, and ensures that we meet our legal obligation to record details of all shortlisting decisions for a period of 12 months. 7.4 TRAC ensures that Recruiting Managers only have access to a candidates application for employment. No personal details are made available to ensure that decisions are based solely on the knowledge skills and experience that the candidates demonstrates via their application form. 7.5 Recruiting Managers are encouraged to utilise a range of selection methods appropriate to the role, in order to thoroughly assess the candidate, such as; Psychometric Testing Situational Judgement Tests Structured Interview Presentation In-tray exercises Typing tests Knowledge Tests Data Input Tests Report Writing Scenario Tests Group Exercises 7.6 Structured Interviews 7.6.1 All candidates should be asked the same core questions, however this does not prevent additional probing on an individual basis. 7.6.2 Interview questions should asses the criteria outlined in the person specification, and should focus on the candidates ability to demonstrate appropriate skills knowledge, experience and where appropriate to the role, practical application of theory. 7.6.3 Competency based interview techniques are recommended for this purpose. Please refer to the Trust Recruitment Training module for further information. 8. OFFERING EMPLOYMENT AND PRE-EMPLOYMENT CHECKS 8.1 After the interview / selection process, the Recruiting Manager will make a verbal offer to their preferred candidate, and also contact the unsuccessful candidates to confirm the decision and offer feedback. 8.2 The Recruiting Manager must then confirm their decision within TRAC, recording reasons for rejection of unsuccessful candidates, in order for the Recruitment Team to confirm the offer of employment in writing, subject to pre-employment checks being received in a timely manner and deemed satisfactory. 8.3 The Recruitment Team will conduct the pre-employment checks in accordance with NHS Employment Check Standards via TRAC. 8.4 Start dates must not be agreed until pre-employment checks have been received and deemed satisfactory. 8.5 Unsatisfactory Checks 8.5.1 The pre-employment checking process may reveal information about a candidate that a Recruiting Manager deems unsatisfactory. 8.5.2 Examples of unsatisfactory information may include, but are not limited to, unsatisfactory references, and a criminal history as detailed on a DBS disclosure. 8.6 References 8.6.1 Where a reference reveals negative information, and / or high levels of absence the manager is advised to speak to the referee providing the information, and also to the individual concerned, as appropriate, to establish any potential underlying issues and / or mitigating circumstances 8.6.2 The Manager should then consider whether the evidence provided indicates a likelihood of poor performance / unacceptable absence in the new role. 8.6.3 The manager should also consider any measures that may be put in place to prevent future poor performance, or absence such as reasonable adjustments (if applicable) and / or additional training, and may wish to seek HR advice before making a final decision. 8.7 DBS Disclosures and Recruitment of ex-offenders 8.7.1 Having a criminal record does not necessarily mean that an individual will be declined employment in the Trust. 8.7.2 Where a DBS Disclosure reveals previous cautions, convictions or reprimands, whether spent or unspent, the Recruiting Manager is advised to consider the seriousness of the offence(s), and if appropriate, to meet with the individual concerned to establish the context of the incident(s) and any mitigating circumstances. 8.7.3 The Recruiting Manager must then make a risk based decision, balancing the skills and experience of the candidate, against the details of the Disclosure, to establish whether they believe the individual is likely to present a risk to patients or staff in the future. 8.7.4 The details of the decision made should recorded on the DBS Disclosure Review form, and countersigned by the Senior HR Business Partner for the Division. 8.7.5 Where the DBS Disclosure reveals that the individual is barred from engaging in regulated activity with a vulnerable group, and the role involves such duties, the offer of employment must be withdrawn. 8.8 Withdrawing the Offer 8.8.1 Where the manager chooses to withdraw the offer of the position, due to unsatisfactory checks, they must advise the individual verbally. 8.8.2 The decision will then be confirmed in writing by the Recruitment Team. 8.8.3 Recruiting Managers may wish to offer the post to the next highest scoring candidate from the previous interview, or to initiate a new recruitment process. 8.8.4 In exceptional circumstances, where the checks reveal substantial misdirection, you may feel it would be appropriate to report your concerns to the Local Anti-Fraud Specialist or the local police. 8.8.5 if the Trust uncovers any incident where false or misleading information has been provided by an applicant, the Trust should contact the Local Anti-Fraud Specialist at the Trust. 9. COMPLETING THE RECRUITMENT PROCESS 9.1 On completion of pre-employment checks the Recruitment Team will send the candidate an unconditional offer letter via TRAC. The Recruiting Manager will automatically receive a copy. The unconditional offer advises the candidate to contact their Recruiting Manager to agree a mutually convenient start date, and first day reporting instructions. 9.2 Once the Recruitment Team are notified of the agreed start date, the Contract of Employment will be issued, and the Corporate Induction date(s) for the new employee will be booked as appropriate. 9.3 Attendance at Corporate Induction is recorded within TRAC and all documentation is downloaded, and transferred to the Recruiting Manager for storage and retention in accordance with the Employee Personal Files policy, and Home Office guidance. Please note that it is essential to retain an up to date copy of an employees proof of Right to Work in the UK, on their personal file throughout their employment. 9.4 Details of pre-employment checks are recorded in ESR (Electronic Staff Record) by the Recruitment Team. 10. OTHER TYPES OF RECRUITMENT 10.1 Acting-up Arrangements 10.1.1 Where there is a service need, an employee may be required to act up to cover duties of a higher band for a period of more than one month, but not usually more than six months, in accordance with the Agenda For Change Handbook. 10.1.2 A Vacancy Request must be raised, as per normal recruitment procedures. 10.1.3 An internal advertisement is recommended to ensure all staff who may be eligible for the position are given the opportunity to apply. 10.2 Secondments 10.2.1 Secondment opportunities may arise where a vacancy is only available for a fixed period of time, for example; as a result of maternity leave, for a defined project, or where funding is available on a non-recurrent basis. 10.2.2 Secondments can be for a minimum period of three months, and up to two years. 10.2.3 Substantive staff who have completed 12 months of employment are eligible to apply for secondments. Candidates are encouraged to seek approval from their line manager, to take up a secondment, prior to applying for an advertised secondment position, and obtaining such approval will be a criteria of the conditional offer. 10.2.4 Managers considering a request from an employee to be released on a secondment opportunity must consider the overall service need. Should there be a requirement to backfill the post as a result of secondment, consideration of available resources must be made eg: recruitment/training costs of short-term replacement. 10.2.5 The Trust encourages employees to develop and will aim to ensure that all employees who wish to undertake a secondment have the appropriate support in doing so. However, the release of an individual by their line manager to undertake a secondment must be assessed against the needs of the service and in some instances a secondment to another post may not be possible. Managers are encouraged to discuss this with their HR representative in the first instance. 10.2.6 Where a secondment request is declined, the reasons must be explained in full to the candidate and confirmed in writing. 10.2.7 The terms of the secondment, where they differ from existing terms and conditions, must be clearly defined on the ESR Assignment Information Change form. A secondment agreement will be drawn up, where it involves a third party (external organisation). 10.2.8 A Vacancy Request must be raised, and normal recruitment procedures followed. 10.3 Notice Periods for ending a Secondment A period of secondment / acting up may be brought to an end by either party, by providing four weeks notice in writing to the secondment manager. 10.4 Zero Hours Appointments 10.4.1 Ad hoc staff should be sourced through the appropriate agencies in the first instance. 10.4.2 In exceptional circumstances, it may be appropriate to appoint zero hours staff directly to the Trust. Please consult your HR Business Partner for advice. 10.4.3 Zero hours appointments, should be genuinely ad hoc, and not expected to last for more than 3 months. Where there is regular work available for more than 3 month, a fixed term contract should be considered. Please seek advice from your HR representative. 10.4.4 A Vacancy Request must be raised, and normal recruitment procedures followed. 10.4.5 Zero hours appointments are subject to full pre-employment checks in accordance with NHS Employment Check Standards, and will be processed via TRAC. 11. RECRUITMENT OF MEDICAL STAFF Medical Recruitment differs from non-medical recruitment slightly, as detailed below; 11.1 Vacancy Request and Approval 11.1.1 Recruiting Managers are required to raise their vacancy within TRAC as per normal recruitment procedures, once the additional approvals detailed below are confirmed. 11.1.2 Medical vacancies for training posts must be confirmed by the Lead Employer. 11.1.3 New Substantive Consultant posts must be approved at the Executive Comms Cell need exec approval via a business case. 11.1.4 Substantive Consultant and Specialty Doctor vacancies must have Royal College authorised Job Descriptions prior to seeking the additional levels of approval outlined above. 11.1.5 Medical posts must specify level of GMC registration required in the Person Specification. Substantive consultant posts must state the essential requirement to be on Specialist register or within 6 months of CCST. 11.2 Advertising Substantive Consultant appointments must be advertised in a minimum of two National Publications/Journals/Internet sites (BMJ/NHS Jobs) for at least two weeks. 11.3 Selection Methods Both Psychometric Testing and Situational Judgement Testing will be utilised in the consultant recruitment process. 11.4 Offering Employment and Pre-employment Checks 11.4.1 The Medical HR Team will make verbal offers to the successful candidate, and also inform unsuccessful candidates of the outcome of the interview, co-ordinating feedback with a nominated member of the interview panel. 11.4.2 Medical HR will agree a start dates with candidates who successfully complete pre-employment checks. 12. RELOCATION EXPENSES 12.1 Relocation assistance may be granted, at the discretion of the Trust, to permanent employees who are required to relocate their home as a result of taking up employment with the Trust, provided that they meet the eligibility criteria outlined in section 12.3. 12.2 Relocations expenses are not intended to cover all costs incurred, but aim to provide assistance with the expenses associated with relocation. The Trust will not provide assistance with costs associated with buying a second home, regardless of the reasons for this. 12.3 Eligibility 12.3.1 Agenda for change staff and pay band 8A or above, and Medical and Dental Staff in the Grade of Specialty Doctor or above are eligible to apply for reimbursement of relocation expenses provided that they; 12.3.2 Currently reside more than 30 miles of their designated base. 12.3.3 Relocate to within a reasonable distance either within 15 miles of their base, or reasonable travelling time as approved by their Divisional Director of Performance. Note that those with on-call commitments must relocate to within 30 minutes journey time of their normal place of work, in accordance with Agenda for Change Terms and Conditions. 12.3.4 Are not receiving expenses either directly, or indirectly, from another source. 12.3.5 Sign an undertaking, at the time of application, confirming their authorisation to deduct from their salary, any expenses claimed, should they voluntarily leave the Trust prior to completing 24 months service after their relocation is completed. (Please refer to section 12.4. for more information) 12.3.6 Shall normally be expected to complete their relocation within 12 months of the commencement. 12.3.7 Ensure value for money by utilising the most economic method when incurring expenses. 12.3.8 Complete the Relocation Expenses Claim form, attaching receipts or proof of expenses incurred.  12.4 Entitlements The amount of financial support given to new staff by the Trust will depend on the actual expenditure incurred, up to the following maximum limits: Type of RelocationMaximum ClaimRelocation Grant (Proportion of Maximum Claim) Owner occupier to owner occupier (including temporary interim accommodation if required)30001000Owner occupier to rented1500250Rented to owner occupier1500250Rented to rented500250 12.4.1 Claims can be made to reimburse the employee for any costs up to the maximums outlined above as follows; Estate Agency commission. Furniture removal and storage costs. Legal fees (including any costs associated with aborted purchases). Mortgage Arrangement Fees. Mortgage Redemption Penalties. Stamp Duty. Travel (to and from previous home) at public transport rates. Temporary Accommodation Costs. Structural surveys and valuations. 12.4.2 The Relocation Grant is paid as a fixed sum and is intended to contribute towards any other miscellaneous costs associated with the relocation, such as telephone/utility connection charges, carpets/curtain replacements, fittings, plumbing, security, school fees, school uniforms, mail direction, etc. 12.4.3 There is no provision for reimbursement of bridging loans. 12.5 Repayments 12.5.1 Staff who leave the Trust within 12 months of completing their relocation will be required to repay all expenses claimed. 12.5.2 Staff who leave the trust after completing 12 months, but less than 24 months will be required to repay half of all expenses claimed. 12.5.3 Refunds will be deducted from final salary payments wherever possible. 12.6 Medical Staff on Training Rotation or Fixed Term Contracts 12.6.1 Whilst not eligible to claim relocation expenses, Medical Staff (at the grade of Specialty Doctor or above) contracted for two years or less, who are required to relocate as a result of taking up employment with the Trust, may claim for removal of effects, preliminary visits travel and subsistence to a maximum of 250. 12.6.2 Doctors on training rotation are not eligible to claim relocation expenses, or removal of effects, but may claim excess daily travel costs at public transport rates for journeys made. 13. EQUALITY AND DIVERSITY 13.1 The policy has been assessed against the Equality Impact Assessment Form from the Trusts Equality Impact Assessment Guidance. Equality and Diversity principles have a high impact on the Recruitment and Selection Policy, and a recurring theme throughout the policy. All staff involved in recruitment have a legal responsibility to ensure that discrimination does not take place on the grounds of gender, religion, age, disability, ethnicity or race, sexual orientation or the candidates responsibilities as a carer. 13.2 Protected Characteristics The Single Equality Act 2010 harmonised anti-discrimination law and identified ten Equality strands that are all covered under this law. These strands include; 13.2.1 Age. 13.2.2 Disability. 13.2.3 Gender reassignment. 13.2.4 Marriage and Civil partnership. 13.2.5 Pregnancy and Maternity. 13.2.6 Race. 13.2.7 Religion. 13.2.8 Belief. 13.2.9 Sex. 13.2.10 Sexual orientation. 13.3 Preventing Discrimination 13.3.1 The act has also strengthened and extended the types of discrimination for organisations to be aware of in order to eliminate discrimination, harassment, victimisation and any other conduct prohibited under the Act. 13.3.2 Direct Discrimination Must not treat a person worse than someone else just because of a protected characteristic. 13.3.3 Indirect Discrimination Can occur when you have a condition, rule, policy or practice that applies to everyone but disadvantages people who share a protected characteristic. 13.3.4 Associative Discrimination Must not treat a person worse than someone else because they are associated with a person who has a protected characteristic. 13.3.5 Perception Must not treat a person worse because you incorrectly think they have a protected characteristic. 13.5.6 Victimisation Must not victimise or treat a person badly because they have complained about discrimination or helped someone else to complain. 13.5.7 Harassment unwanted conduct related to a relevant protected characteristics, which has the purpose or effect of violating an individuals dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual. 13.5.8 Third Party Harassment harassment experienced by Third Parties who may not be employees of the Trust such as customers, patients, clients. 14. HUMAN RIGHTS ACT Implications of the Human Rights Act have been taken into account in the formulation of this policy and they have, where appropriate, been fully reflected in its wording. 15. MONITORING AND REVIEW TRAC ensures that pre-employment checks are conducted in accordance with NHS Employment check standards, and displays this information in a Dashboard Format, which is available on request. 16. ACCESSIBILITY STATEMENT This document can be made available in a range of alternative formats e.g. large print, Braille and audiocd. For more details, please contact the HR Department on 01942 77(3766) or email  HYPERLINK "mailto:equalityanddiversity@wwl.nhs.uk" equalityanddiversity@wwl.nhs.uk APPENDIX 1 REFERENCES AND FURTHER INFORMATION: Please refer to the NHS Employers Website  HYPERLINK "http://www.nhsemployers.org" www.nhsemployers.org for the current guidance relating NHS Employment Check Standards. APPENDIX 2 GLOSSARY OF TERMS Protected CharacteristicsThe Ten characteristics which are Protected from discrimination under the equality act; Age Disability Gender reassignment Marriage and Civil partnership Pregnancy and Maternity Race Religion Belief Sex Sexual orientationRecruiting ManagerThe immediate line manager for each vacancy will usually be the lead for recruiting to the post, referred to as the Recruiting Manager.TRACThe Trusts electronic recruitment system. APPENDIX 3 EQUALITY IMPACT ASSESSMENT FORM STAGE 1 INITIAL ASSESSMENT (PART 1) Division: CorporateDepartment: Human ResourcesPerson(s) completing this form:Senior HR Business PartnerTel No: 01942 773863Others involved: Staff Side RepStart date of this assessment: April 2010Title of policy being assessed: Recruitment and Selection Policy Policy implementation date: What is the main purpose (aims / objectives) of this policy? The aim of this policy is to act as a guide for all managers and staff involved in recruitment at any level and to promote and maintain high professional standards of recruitment, which contribute to the objectives of the Trust and which are fair, consistent and efficient. Is the policy existing & being reviewed or a new policy? (tick the relevant box) Existing & Being Reviewed " A NEW Policy Will patients, carers, the public or staff be affected by this policy? PatientsYesNoCarersYesNoPublicYesNoStaff Yes No If staff, how many individuals / Which Groups of Staff are likely to be affected? AllHave patients, carers, the public or staff been involved in the development of this policy? If yes, who have you involved and how have they been involved: PatientsYesNoCarersYesNoPublicYesNoStaffYesNoStaff Side involvement when developing/ reviewing this policy.What consultation method(s) did you use? For example: focus groups, face-to-face meetings, questionnaires etc. How are any changes / amendments to the policy communicated? Utilising the intranet/ email system. Recruitment and Selection training will also be rolled out to staff involved in recruitment. EQUALITY IMPACT ASSESSMENT TABLE Equality Target Group  Positive Impact High Low None Negative Impact High Low None Reason/Comments for Positive Impact (Why it could benefit any / all of the Equality Target Groups)  Reason/Comments for Negative Impact (Why it could disadvantage any / all of the Equality Target Groups) Resource Implication Yes / NoMen None NoneWomen None NoneYounger People (17-25) and ChildrenNoneNoneOlder People (60+) None NoneRace or Ethnicity NoneNoneLearning Difficulties  NoneNoneHearing Impairment  None NoneVisual Impairment NoneNonePhysical Disability NoneNoneMental Health Need NoneNoneGay/Lesbian/Bisexual NoneNoneTransgender NoneNoneFaith Groups (please specify) NoneNoneCarers NoneNoneOther Group (please specify) Applies to ALL Groups  High: There is significant evidence of a negative impact or potential for a negative impact. Low: Likely to have a minimal impact / There is little evidence to suggest a negative impact. None: A policy with neither a positive nor a negative impact on any group or groups of people, compared to others. INITIAL ASSESSMENT (PART 3) (a) In relation to each group, are there any areas where you are unsure about the impact and more information is needed? No (b) How are you going to gather this information?  (c) Following completion of the Stage 1 Assessment, is Stage 2 (a Full Assessment) necessary? Have you identified any issues that you consider could have an adverse (negative) impact on people from the following Equality Target Groups? Please delete as appropriate. Age (Younger People (17-25) and Children / Older People (60+)YESNOGender (Men / Women)YESNORaceYESNODisability (Learning Difficulties / Hearing Impairment / Visual Impairment / Physical Disability / Mental Illness)YESNOReligion / BeliefYESNOSexual Orientation (Gay / Lesbian / Bisexual / Transgender)YESNOCarerYESNOOther YESNO Any Other Comments Recruitment and Selection training provided for recruiting manager and attendance of HR Representative on all Medical Interview panels. Two Ticks employer.  Assessment Completed By: V Bateson.. Date Completed: 27.10.15( revised). IF NO IMPACT IS IDENTIFIED Action: No further documentation is required. IF YES IMPACT IS IDENTIFIED Action: Full Equality Impact Assessment Stage 2 Form must be completed. If required, the Full Equality Impact Assessment Form Template can be downloaded from either the Policy Library Intranet Page or the Equality & Diversity Intranet Page. PLEASE RETURN COMPLETED FORMS VIA E-MAIL TO: DEBBIE JONES, EQUALITY AND DIVERSITY PROJECT LEAD (for Service related policies)  HYPERLINK "mailto:debbie.jones@wwl.nhs.uk" debbie.jones@wwl.nhs.uk LYNDSAY WALLWORK, EQUALITY AND DIVERSITY PROJECT LEAD (for HR / Staffing related policies)  HYPERLINK "mailto:LYNDSAY.WALLWORK@WWL.NHS.UK" LYNDSAY.WALLWORK@WWL.NHS.UK Appendix 4 POLICY MONITORING AND REVIEW ARRANGEMENTS NAME OF POLICY/SOP or CLINICAL GUIDELINE: ParaAudit / Monitoring requirementMethod of Audit / MonitoringResponsible personFrequency of AuditMonitoring committeeType of EvidenceLocation where evidence is held 8 Requirement to undertake pre-employment checks in accordance with NHS Employment Check StandardsTRAC recruitment system ensures compliance to ECSRecruitment TeamAd-hocHR CommitteeRecruitment Activity ReportTRAC Recruitment Team, and Employee Personal Files          Receipts are not required for the relocation grant  Please refer to 12.2.3 for more information about the relocation grant     TW10/008 Recruitment and Selection Version No. 7.1 Author(s) job title: Recruitment Manager, Staff Side Representative Ratified PARC November 2015  +123DEJMNO_`aƴ~lZƴlHƴ6#ha@hT>5CJOJQJ^JaJ#hFUhFU5CJOJQJ^JaJ#hFUhFU5CJ OJQJ^JaJ #ha@hFU5CJOJQJ^JaJ#ha@h815CJOJQJ^JaJ#ha@ha@5CJOJQJ^JaJ#ha@heo5CJOJQJ^JaJ#hFUhFU5CJOJQJ^JaJ#hFUhS5CJOJQJ^JaJh v5OJQJ^Jhe5OJQJ^J!jhOhOOJQJU^J2H$&`#$/If^HgdFU$&`#$/IfgdFUgde $F]Fa$gdy7~23ENWG3H$&`#$/If^HgdFU$&`#$/IfgdFUkd"$$Ifl      W0`'  t 6`0VVVVVV'644 l` apytFUNO`dWG3H$&`#$/If^Hgd81$&`#$/IfgdFUkd"$$Ifl      N0`'  t 6`0VVVVVV'644 l` apytFUacdeyz ̺̺rcQc?#ha@ha@5CJOJQJ^JaJ#ha@hwG5CJOJQJ^JaJhFU5CJOJQJ^JaJ#ha@hT>5CJOJQJ^JaJ#hlKhFU5CJOJQJ^JaJ#ha@h35CJOJQJ^JaJ#hFUhFU5CJOJQJ^JaJ#hFUhS5CJOJQJ^JaJ#hFUhFU5CJ OJQJ^JaJ #ha@hFU5CJOJQJ^JaJh6K5CJOJQJ^JaJdezWG3H$&`#$/If^Hgdeo$&`#$/IfgdFUkd#$$Ifl      .0`'  t 6`0VVVVVV'644 l` apytFUWG7$&`#$/IfgdT>$&`#$/IfgdFUkd$$$Ifl      .0`'  t 6`0VVVVVV'644 l` apytFUWGG3H$&`#$/If^HgdFU$&`#$/IfgdFUkd%$$Ifl      0`'  t 6`0VVVVVV'644 l` apytFU WGG3H$&`#$/If^HgdFU$&`#$/IfgdFUkdw&$$Ifl      0`'  t 6`0VVVVVV'644 l` apytFU # $ ? @ A K L W X k ̺tbUH6$#ha@h|5CJOJQJ^JaJ#ha@heo5CJOJQJ^JaJhFUhFUOJQJ^JhFUhSOJQJ^J#hFUhFU5CJOJQJ^JaJ#hFUhS5CJOJQJ^JaJ#hFUh6K5CJ OJQJ^JaJ h6Kh6KCJOJQJ^JaJ h6Kh6KCJOJQJ^JaJ#hFUh6K5CJOJQJ^JaJh6K5CJOJQJ^JaJ#hFUhFU5CJ OJQJ^JaJ #ha@hFU5CJOJQJ^JaJ $ @ WG3H$&`#$/If^HgdFU$&`#$/IfgdFUkdZ'$$Ifl      0`'  t 6`0VVVVVV'644 l` apytFU@ A L X WGG3H$&`#$/If^HgdFU$&`#$/IfgdFUkd=($$Ifl      ?0`'  t 6`0VVVVVV'644 l` apytFU  ? 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