Recruitment, selection and induction policy
Context
The Quality Assurance Agency for Higher Education (QAA) is committed to ensuring
a thorough and fair approach to the recruitment, selection and induction of staff. This
applies to existing staff and external applicants. This commitment is founded on the
following principles:
QAA recognises that to meet its strategic objectives it must recruit the most
appropriate staff
QAA believes in the importance of, and actively seeks to ensure, equality of
opportunity in employment practice, including recruitment and selection (also see
the Equal Opportunities policy)
as an organisation responsible for overseeing quality, QAA aspires to
demonstrate a high standard of professionalism in the recruitment and selection
of staff
QAA is committed to providing a systematic and effective induction for all new
staff and those moving to another job internally.
The policy
QAA is committed to ensuring that:
the most suitable person is appointed to each vacancy
objective selection criteria are defined for all vacancies
selection methods are appropriate to the requirements of a post
a Human Resources (HR) representative will be fully involved at all stages of the
process and provide advice on good practice and legislation as necessary
colleagues involved in making appointments are appropriately skilled and trained
equal opportunities monitoring of recruitment will be carried out and the results
analysed with regard to future recruitment exercises
newly appointed staff reach full effectiveness in their role as quickly as possible
new colleagues feel motivated, identify themselves with QAA and take
responsibility and ownership for their work.
The policy is supported by guidance notes, attached.
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Guidance notes: recruitment and selection of staff
Contents
1 Introduction
2 Ensuring equal opportunities
3 Establishing requirements
Identification of resourcing need
Establishing the nature of the vacancy
4 Selection criteria
5 Practical arrangements
Deciding who will be involved in the process
Agreeing which selection methods will be used
Administration arrangements
6 Advertising
7 Receiving and processing applications
8 Shortlisting
9 Selection methods
Planning the interview
Selection tests and exercises
The interview itself
10 Visits to QAA
11 The selection decision
12 References
13 Job offers
14 Feedback to candidates
15 Complaints
16 Secondees
17 Induction
18 General induction to QAA
19 Local induction to the job
20 Newly appointed line managers
21 Temporary agency staff
22 Work experience students
23 Probation
Annexe A. Flowchart for recruitment.
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1 Introduction
1.1 These guidance notes set out to ensure that QAA is able to appoint the
most suitable person to each vacancy.
1.2 It is the responsibility of each person involved in the recruitment and
selection process to follow these guidelines and seek further advice, if
necessary, from HR.
1.3 Internal applicants will be assessed in the same way as external
candidates.
1.4 A flow chart for recruitment is at Annexe A.
2 Ensuring equality of opportunity
2.1 All panel members will have received training in interviewing and selection
techniques which will include equality legislation and good practice. Other
staff involved in selection, for example to assess a presentation, will receive
appropriate training or briefing.
3 Establishing requirements
3.1 Identification of resourcing need.
3.1.1 When a vacancy occurs, the line manager should take the opportunity
to review current staffing arrangements. Various options may be
considered. These include: reviewing the duties and responsibilities;
delaying recruitment; not filling the post; or seeking a temporary or
permanent replacement.
3.1.2 Proposals must be authorised in accordance with the staffing approval
form, before action is taken to recruit a new member of staff or fill the
post internally (whether on a temporary or permanent basis).
3.2 Establishing the nature of the vacancy.
3.2.1 Once a vacancy or a new post has been authorised, HR will liaise with
the line manager and Director, and where appropriate, the current
post holder to analyse and agree the nature of the role. The line
manager will draft the job description in consultation with HR. The job
description is an outline of the main duties and responsibilities of the
post. A job description will be clear, concisely written, up to date and
accurate. It will relate to the actual requirements of the job. There is a
standard format for the job description which incorporates the person
specification. The Director will approve the job description.
3.2.2 The line manager and HR will draft the Further Particulars relating to
the job. This gives more information about the role, the group and
details of the team with which the successful candidate will be
working. The Director will approve the further particulars.
3.2.3 The grade of a new post will be determined by the Executive, advised
by HR, taking into account comparative posts and, if necessary,
through the job evaluation process.
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4 Selection criteria
4.1 The selection criteria must be objective and derived from the duties listed
on the job description. The selection criteria are recorded in the person
specification. The criteria must be measurable and open to assessment,
either through the selection method(s), or by questioning the candidate at
interview, about their experience and/or how they would approach a
given situation.
4.2 The selection criteria are used to inform decision making at all stages of the
recruitment and selection process:
to write the job advertisement
to provide the basis for shortlisting candidates
to determine selection methods, tests and interview questions
to evaluate each of the candidates, and hence select the person who
is most suitable for the job
to provide feedback to candidates and identify development needs for
the successful candidate.
4.3 The person specification sets out the selection criteria which are the skills;
abilities; experience; knowledge; qualifications; and training required for a
person to be able to carry out the duties in the job description. Selection
criteria should not be at a higher level than that actually needed to do the
job, as this may result in unlawful discrimination by excluding potential
candidates who are able to do the job. Unlawful indirect discrimination can
occur when a criterion is applied which, intentionally or not, has a
disproportional adverse effect on certain groups. Desirable criteria, if used,
are not a pre-requisite for the job, but may assist in deciding between
candidates where more than one fully meets the essential criteria.
5 Practical arrangements
5.1 Deciding who will be involved in the process.
5.1.1 Careful consideration should be given to who should be involved in
the process. Where possible, this should take account of the
principles of equal opportunities (eg a gender mix in the composition
of the interview panel).
5.1.2 The composition of the panel will be appropriate to the seniority of the
post. For Grade D posts and above, the first stage assessment will
normally include a senior colleague from another group. The second
stage will normally include the Chief Executive.
5.2 Agreeing which selection methods will be used.
5.2.1 Detailed guidance on the use of these is given in sections 8 and 9
below (shortlisting and selection methods respectively).
5.2.2 Care should be taken to ensure that the selection methods chosen
are as reliable and valid as possible. This means that they should:
operate consistently for all candidates
minimise the possibility of bias or unfair advantage
assess candidates' suitability for the role, either by gathering
direct evidence of skills, knowledge or experience (for example,
a work sample test) or indirectly through questioning.
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5.3 Administrative arrangements
5.3.1 HR is responsible for all administrative arrangements, including:
sending out information packs and invitations to interview
to candidates
scheduling the interviews or selection procedures, booking
rooms etc
making offers of employment
informing unsuccessful candidates
taking up references
providing feedback
preparing employment contracts
monitoring equal opportunities data.
5.3.2 Prompt processing of applications is good practice and presents a
positive image. Candidates will be notified if unforeseen
circumstances arise that will delay the processing of applications. The
dates for the selection process will normally be given in the advert and
job details. The line manager may wish to offer an informal discussion
with candidates and if so, this will be communicated to all applicants.
6 Advertising
6.1 It is important to ensure that advertising reaches a wide range of potential
applicants, encompassing a diversity of backgrounds and experience.
6.2 HR will draft an advert for approval by the Director.
6.3 All vacancies will be advertised internally. Temporary promotions of up to
three months may be offered to an individual; however, longer term
arrangements will be advertised internally. In the case of a fixed term
position being made permanent, it will be advertised internally and may also
be advertised externally. Staff away on maternity leave or long term
sickness absence will be informed of vacancies by HR. Most vacancies will
be also be advertised through external media, which may include:
local press
national press
HE press
specialist/professional journals
the internet (relevant posts are advertised on jobs.ac.uk)
For some permanent or temporary posts, it may be appropriate to use a
recruitment agency. This would be agreed with HR. In some circumstances,
for example temporary work it is often quicker to take on an agency temp.
6.4 It is good practice to advertise jobs to reach the widest possible audience.
This will ensure that the pool of candidates is the best possible and
opportunities to apply for jobs at QAA are available to people from all
sections of the community. However, in exceptional circumstances, jobs
may be advertised internally only. An example might be where a recent
external advertisement had yielded a poor response and/or it is anticipated
that there may be suitable internal candidates. Internal advertisements will
be open to all staff, unless there are specific measures, such as
restructuring. Executive Committee will agree internal only advertising and
record the reasons.
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6.5 Posts will normally be advertised at the salary range, not including higher
responsibility points.
7 Receiving and processing applications
7.1 All applications are treated as confidential and should only be circulated to
those individuals involved in the recruitment and selection process.
Applications must be dealt with in accordance with the Data Protection
Act 1998.
7.2 On receiving an application, HR will assign a number to each candidate and
detach the Equal Opportunities Monitoring form. Where an applicant has a
disability, they will be invited to the selection process, provided they meet
the essential requirements of the role.
8 Shortlisting
8.1 Shortlisting should be carried out as soon as possible after the closing date
for receipt of applications. Ideally it will be carried out by all panel members,
but if that is not practical, at least two members of the panel including HR
will shortlist.
8.2 Shortlisting is based on the application form, measured against the person
specification.
8.3 Shortlisting will be carried out using the shortlisting form to ensure
consistency, inform decision making and assist with feedback to
candidates. Each panel member who is involved in shortlisting should
record their assessment of each candidate using the shortlisting form.
8.4 A candidate's disability must not be a reason for exclusion from a shortlist. If
the candidate meets the essential requirements of the role, they will be
invited to interview. Appropriate assistance will be given to allow a person
with a disability to participate in an interview. If the person is found to be the
most suitable candidate, QAA will make any reasonable adjustments to
enable that person to perform the role.
8.5 Where two candidates have applied for a vacancy on a job-share basis,
their applications should be considered in relation to the criteria for the post,
in the same way as other applicants. The candidates should be considered
jointly and both should meet the requirements for the post if they are to be
shortlisted. Please refer to the work life balance policy for more information.
9 Selection methods
9.1 Planning.
9.1.1 The selection process will normally be agreed when the post is
approved. The panel will consist of three or four people including HR,
and each member will ask questions as appropriate.
9.1.2 All candidates should be allocated the same amount of time for their
interview, and this should normally be for at least 40 minutes, with
additional time if the individual is to give a presentation or undertake a
test. All interviews should be held on the same day. If this is not
possible, then the interviews should be held over as short a period of
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days as possible, preferably two consecutive days. All candidates
should be seen and considered by the same interview panel. A
second interview may be held following shortlisting at the first stage.
9.1.3 The line manager and HR will draft the interview questions which will
be derived from the person specification. Other colleagues, such as
technical specialists may have an input where appropriate. The HR
panel member will produce the agreed list of questions.
9.1.4 The interviewers will prepare for the interviews by carefully studying
the application forms, the job description and the person specification.
9.2 Selection tests and exercises.
9.2.1 The decision making process can usually be improved by seeking
evidence of the candidates skills and abilities. This can be obtained
by the inclusion of exercises and/or tests designed to gather
information about the ability of candidates to carry out the duties of
the post.
9.2.2 The type of exercise clearly depends on the requirements of the post
in question. Examples include:
proof reading/checking test
written assignment
giving a presentation
IT assessment.
9.2.3 The assessment for senior posts will test a range of skills, knowledge
and abilities.
9.3 The interview itself.
9.3.1 Panel members may record their views on the performance of each
candidate to inform the decision making and assist with feedback
to candidates. HR is responsible for taking the formal record of the
interview. HR will collect all interview notes.
9.3.2 To get the best out of candidates, the interviewing panel should try to
make the candidates feel at ease by creating a relaxed atmosphere.
The interview should allow for the candidates to assess their own
suitability for the post, as well as the QAA panel assessment of
the candidate.
9.3.3 To ensure fair treatment, comparable questions must be asked of all
candidates. However, it is important to probe and ask follow up
questions, depending on the candidates response and without asking
leading questions.
10 Visits to QAA
10.1 An opportunity to visit enables candidates to make a more informed
decision about their application. A tour of the office and the opportunity to
meet staff should take place, but this does not form part of the selection
process.
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11 The selection decision
11.1 After each interview, if possible, or if not, at the end of the interviews, the
HR panel member will record each panel members assessment of the
candidates against the selection criteria. When reaching a decision, the
candidate's performance in all aspects of the selection process will be
assessed.
11.2 In reaching their decision, panel members should try to reach a consensus.
If the panel decides that none of the candidates is suitable it is better not to
appoint.
12 References
12.1 The purpose of taking up references is to check the candidates
employment history, experience and to assess the candidates suitability for
the post. References are requested for all shortlisted candidates prior to
interview, unless permission has been refused.
12.2 References are requested using a standard form. At least one satisfactory
reference will normally be obtained before a job offer is made.
13 Job offers
13.1 HR will make the formal job offer to the successful candidate, usually in the
first instance by telephone. Prior to this the starting salary to be offered
must be agreed with the line manager and/or Director, and whether there is
any scope for negotiation. The first point in the salary range will be offered,
unless the candidates skills, expertise and current salary warrant a higher
salary point. A starting salary outside the appointment range requires the
approval of the Chief Executive.
13.2 HR will always follow up verbal job offers in writing. All offers will be subject
to verification of qualifications and experience and the receipt of references
that are acceptable to QAA.
14 Feedback to candidates
14.1 Internal applicants will be offered feedback by the line manager of the post
and HR. External candidates may also ask for feedback, and this should
generally be given by HR. Feedback will be oral.
15 Complaints
15.1 Should an internal candidate have a complaint about the recruitment
process, the grievance procedure should be used. External candidates
should write to the Head of HR detailing their complaint. The Head of HR
will investigate and reply in writing within four weeks.
16 Secondees
16.1 The selection process for secondees will be the same as for staff. However,
a secondee retains their existing terms and conditions and remains an
employee of their existing organisation. QAA enters into a formal
contractual agreement with the secondees employer.
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17 Induction
17.1 An effective Induction ensures a positive start at QAA. It is also an ideal
time to identify any personal development needed for the individual to
become effective in the job as quickly as possible.
17.2 Once a start date is agreed, induction will be planned. HR will organise the
corporate induction, which includes terms and conditions of employment,
HR policies, health and safety, data protection, meetings with relevant staff
including the Chief Executive, records management and Finance. A similar
Induction will take place for colleagues at the Scotland office. New starters
will also be offered a meeting with a PCS representative. HR will arrange for
a mentor. Guidance is available for the mentor. It is the responsibility of the
line manager to arrange induction with the group. This should include
meetings with relevant staff, information about the job, identification of short
term objectives and any training needs.
17.3 The line manager for the new appointee will need to plan, and make
arrangements for, the local induction. This is likely to extend over a number
of weeks.
17.4 Induction is not something that can or should be highly standardised.
Instead it should be tailored to the needs of the new post holder and the
specific areas of responsibility that they will hold.
17.5 The line manager will make arrangements for the new starters arrival, for
example by making sure that a desk, chair, telephone and PC are set up.
18 General induction to QAA
18.1 The general induction to QAA normally takes place on the employees first
day, and spans the majority of that day. The format is, however, modular,
and so it is possible to fit this around the other activities in the team or
commitments of the line manager.
18.2 Administrative arrangements will be carried out by HR on day one, or during
the employees first week. At the Scotland office, this will be carried out by
the nominated member of the admin team. This will include obtaining bank
details; emergency contacts; copies of certificates for academic and
professional qualifications; documentation confirming the persons right to
work in the UK etc.
18.3 Induction will include health and safety, data protection, finance, meetings
with relevant colleagues, meeting with a mentor and with the Chief
Executive.
19 Local induction to the job
19.1 The induction to the work responsibilities associated with the job will be
co-ordinated by the line manager.
19.2 An information sheet is available for line managers explaining their role in
the induction process and HR are able to provide additional support and
guidance as necessary. The content of the local induction will be dependent
on the job of the new post holder and their knowledge of QAA or work areas
for which they will be responsible.
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19.3 The line manager and post holder should discuss any development needs
identified, and an appropriate means of tackling these should be identified.
Where appropriate, HR should be notified so that necessary arrangements
may be made.
20 Newly appointed line managers
20.1 The induction needs of newly appointed line managers, particularly those
who have been promoted, should not be overlooked. HR will ensure that the
individual understands their role in relation to HR polices. The line manager
will ensure familiarisation with work procedures, for example, budgeting,
reviews, formal and informal decision making mechanisms, committees and
meetings which they should attend.
21 Temporary agency staff
21.1 A short, general induction will normally be provided on the first morning of
the temporary assignment, not lasting more than 30 minutes. It will cover
the basic health and safety requirements, a tour of the office and
arrangements with regard to time-sheets etc. A brief introduction to the work
of QAA may be useful, dependent upon what the temporary worker will be
required to do.
22 Work experience students
22.1 Work experience students normally spend a week or two weeks with QAA
to gain an insight into the world of work. It is important that this time is
carefully planned so as to provide maximum benefits for both the student
and QAA. The student should be asked what they hope to gain from the
placement, and effort should be made to provide ample opportunity for this.
22.2 Wherever possible, the work delegated should constitute a real task that
needs to be carried out, and should require the student to work relatively
independently once initial instruction has been provided. A shortened
version of the general induction will normally be given on the first morning of
the placement, after which the work experience student will meet the line
manager or nominated individual with whom they will be working for the
remainder of their placement.
23 Probation
23.1 All new staff and those who take up a new post within QAA will undertake a
six month probation period. The purpose of this is to assess suitability for
the job and monitor progress. Line managers are responsible for carrying
out regular informal reviews with probationers, along with formal six weekly
reviews. The six weekly reviews will be recorded, using the probation
review record and returned to HR following each meeting.
23.2 Any emerging issues in relation to performance should be discussed with
HR at any early stage so that appropriate support can be arranged. It is
always better to nip problems in the bud and be clear about where any
issues lie, what standards the individual needs to achieve and what
assistance is available. Should there be continuing issues, the capability
or disciplinary procedure may need to be used, as appropriate.
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23.3 Where appropriate, and on the recommendation of the line manager, a
probationary period may be extended by up to four months, to allow the
individual more time to reach the required level of performance. The
individual will be informed of this decision at a meeting with the line
manager and a member of HR, as soon as possible.
23.4 On successful completion of the probationary period, and receipt of the final
probationary report, HR will write to the individual and make any necessary
salary adjustment.
March 2007
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Annexe A
Flowchart for recruitment
Indicative timescales are given in brackets
Is this a new post?
Yes
Prepare revised job
description and consult HR
(1 2 weeks).
Consult HR and complete
authorisation request. Consider
salary and on costs, furniture, IS
needs. Check and consult with
finance and IS (2 weeks).
Submit to HR for comment
(1 week).
Submit to Executive by Wednesday
prior to Monday meeting.
Executive approval.
Option 1
Revise and
resubmit (2
weeks).
Follow process for filling an
approved vacancy. Allow 12 to 26
weeks see flowchart.
Submit to Director for
approval (1 week).
No
Yes
No
Yes No
Option 2
Reallocate duties.
Consult staff and
HR (2 weeks).
Do the current
responsibilities need
reviewing?
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Process and timetable for filling an approved vacancy
Indicative times in brackets
Permanent or temp by
External advertisement
Permanent or temp by
Internal
Advert/Redeployment
Temp from an
Agency
Prepare Advert, job
description, person
specification and further
details (1 week).
Approve advert
(2 days).
Place advert in media
Monday midday for
Thursday publication.
Place advert on
Q-nection.
(1week)
Brief Agency (1 week).
Interview
(1 stage 2 weeks)
(2 stages 4 weeks)
Make offer and negotiate
terms (Allow 2 weeks).
Notice given by candidate.
(4 weeks junior)
(3 months senior)
Start date 12-26
weeks after approval.
Induction period
Review and shortlist
(1 week)
Make appointment negotiate
change of duties & replacement
(4 weeks).
Start date12-14 weeks
after approval.
Start dependent
on availability.
Approve advert
(2 days).
Interview
(1 week).
Appointment
(1 week).
Closing date
(2 weeks)
Closing date
(2 weeks)
Review and shortlist
(1 week)
Interview
(1 stage 2 weeks)
(2 stages 4 weeks)
Induction period
Induction period
Prepare Advert, job
description, person
specification and further
details (1 week).
