Recruitment and Selection Policy

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1.     Introduction

It is BrisDoc’s policy to recruit the best person with the right skills into the right job ensuring an excellent service is provided to patients.

In line with BrisDoc’s main business focus areas, we are committed to:

The purpose of this policy is to provide a standard and equitable framework for the recruitment and selection of staff at BrisDoc. BrisDoc’s process adheres to the NHS Employers Safer Recruitment Guidelines and complies with standards set out by the Care Quality Commission (CQC).

This recruitment process applies to two different groups of people, collectively referred to as ‘staff’, in order that the right people with the right skills are recruited into the right role:

• Employees – this specifically relates to team members who are ‘employed’ on a salaried basis (whether fixed term or permanently) and have a regular hours contract with BrisDoc. They are ‘employees’ as legally defined by the Employment Rights Act 1996 and have specific employment rights.
• Casual workers (also known as bank staff) – this specifically relates to team members who have an ‘engagement’ with BrisDoc rather than ‘employment’. This staff group have no obligation to provide or perform work and therefore have no employment rights.

All staff involved in the recruitment and selection process will have particular regard to best practice in recruitment and selection techniques and ensure equality of opportunity throughout the process.

BrisDoc has a responsibility to ensure that all employees are treated fairly and equitably, and to ensure that any appropriate current legislation is followed. In order to carry out this responsibility to the highest standard it is essential that recruitment practice is consistent and managed in the most effective and efficient manner.

Successful recruitment depends on attracting and appointing people with the most appropriate level of skills, abilities and qualifications who will identify with the values, aims and objectives of BrisDoc and see themselves as making a positive contribution towards delivering the company’s objectives.

For ease of use, this policy is structured to flow in the direction of a normal recruitment & selection process.

 

2.    General Principles

2.1 Equal Opportunities

BrisDoc recognises the skills, and abilities of all people regardless of sex, race, nationality, marital status, sexual preference, religion, disability, age, dependent responsibilities, ethnic origin. BrisDoc is committed to ensuring all applicants for positions are treated fairly and equitably.

Through the recruitment and selection policy, and by monitoring its use, BrisDoc intends to provide a positive framework within which candidates are given the opportunity to demonstrate their abilities. Recruiting managers will have an awareness of the areas where possible discrimination can occur in the recruitment process and take positive action in avoiding, direct or indirect discrimination.

All managers with BrisDoc must adhere to the Equal Opportunities and Managing Diversity Principles in employment, which are:

• Fairness
• Equity for all
• Inclusiveness
• Honesty and Impartiality

 

BrisDoc staff who come into contact with the public are expected to treat everyone with equal respect; communicate honestly and impartially, making suitable arrangements for those with a hearing or visual impairment disability, speech impairments, or those for whom English is not their first language.

All members of staff will have fair and equal access to apply for internally or externally advertised posts.

All advertisement text and recruitment material will be monitored by the Workforce Department to ensure compliance with equal opportunities principles and legislation. Compliance to this will also be monitored at both the shortlisting and selection stages of the recruitment process.

Equal opportunities monitoring data will be taken from the application form and input to the Workforce Team database. Annual monitoring reports will be submitted to the Board of Directors.

2.2. Roles and Responsibilities

It is the responsibility of the manager to lead the recruitment and selection process – this policy defines that person as the Recruiting Manager. The Workforce Department will co-ordinate and administer the advertising and recruitment of staff as well as provide advice and guidance on all aspects of the recruitment process, participating in interview panels/recruitment exhibitions by request.

 

 

3.    Process

3.1 Stage 1: The Planning Stage

Ordinarily, a<![endif]><o:p></o:p></SPAN><SPAN style=”FONT-SIZE: 12pt”> manager should identify the vacancy within his/her department. A vacant position arises when an individual leaves an existing post or when a new post is established.  It is at this stage that the manager must think about any changes he/she might wish to make within the existing team/department before the start of the Recruitment Process, such as:

• Increasing the hours of existing team members and or linking in with other service managers to understand their resourcing needs
• Considering the consequences of not filling the role – can the role be shared amongst other team members?

Should it be agreed that a new person will be recruited, it is important to consider the following aspects as part of the planning stage:

• Hours: How many hours per week are vacant?
• Contract: What type of contract will the person be employed on? Permanent regular hours contract? Fixed term contract (should be no longer than 12 months)? Annualised hours agreement? Casual workers agreement?
• Salary: The line manager must check with the Workforce Department that a pay scale for the position exists and or is correct. Any changes to pay scales must be agreed in advance with the Managing Director responsible for finances.
• Interim cover: When recruiting, the line manager must consider that the whole recruitment process from start to finish (i.e. when the successful applicant commences employment) which could take between one month and 5 months depending on the role and notice period. In some cases, successful candidates may have to give their previous employer 3 months’ notice. It is therefore not always possible to have a new person in place by the time an existing member of staff departs hence it is important that the line manager plans for interim cover during this stage.

3.1.1 Expected Timetable

ACTION	TIMESCALE
1.     Planning stage for line Manager (LM)	No specified timeframe – timing subject to LM
2.     LM writes / updates job description / person spec, advert, completes VRF and sends to Workforce Department
3.     Workforce Support Team advertises post in relevant publication	Could take up to 21 days for adverts to appear in certain external publications due to dates of publication	Up to 5 weeks
4.     Closing date (no less than 1 week when advert appeared)	Advert appears for 7-14 days depending on post and publication
5.     Workforce Support Team anonymises application forms and sends to shortlisting panel	3 days between closing date and LM receiving anonymised application forms	Up to 1 week
6.     LM shortlists applications and informs Workforce Support Team who will be interviewed and the desired style of interview (including whether in-tray exercise / presentation used)	Up to 5 days from receiving application forms
7.     Workforce Support Team invites shortlisted candidates to interview	7 days before interview	1 week
8.     Interview – LM makes decision, informs Workforce Department and makes conditional job offer
9.     Workforce Support Team performs all employment checks and sends conditional offer letter	7-14 days after interview	1-2 Weeks (DBS can take up to 6 weeks)
10.  Employment commences once all employment checks are satisfactory	6 weeks – 3 months’ notice period	6 -12 weeks
Total Timescale:		Between 1 month-5 Months

 

3.2 Stage 2: Manager Prepares the Job Description, Person Specification and Advert

It is the responsibility of the line manager to write (or update) the job description and person specification and send it to the Workforce Department together with the relevant text for a job advert.

The job description and person specification ultimately form the basis of the whole recruitment and selection process and it is therefore extremely important that these documents are accurate and well prepared by the manager.

3.2.1. Writing a Job Description

The main benefits of a good job description are:

• Job holders know what is expected of them
• It helps to assess the value of duties
• It can highlight training and career development requirements
• It is essential for drawing up a person specification

 

What must be contained in a Job Description?

The Job Description needs to reflect the role, its responsibilities and where required, examples of the tasks to be covered.  Job descriptions should be written clearly and able to be understood by a reader who has no knowledge of BrisDoc or the Department involved.

3.2.2. Writing a Person Specification

The person specification is different to the job description in that it lists the essential and desirable competencies, skills, abilities, knowledge, experience and qualifications that a post holder must possess in order to do the job identifying any key criteria.  The person specification is a vital tool in shortlisting and recruiting staff.

All the points on the person specification must be measurable. It must be possible to determine whether a candidate does or does not meet that requirement. To attract a broad range of applicants, avoid specifying previous knowledge which only someone already in the organisation could have, but which someone from outside could in fact learn very quickly.  Also avoid specifying as minimum requirements skills that could be learnt through induction or on the job training.  If this needs to be listed it may be more appropriate to place this under desirable rather than essential.

In line with the Equality Act 2010, the person specification should avoid making any reference to age, for example it should not ask for ‘number of years’ experience unless it is necessary for the role.  This may rule out younger people who have the skills required but have not had the opportunity to demonstrate them over a long period of time.  An applicant could challenge this at an Employment Tribunal and the Recruitment Manager must justify this objectively.

3.2.3. Preparing the Advertisement

The aim of an advertisement is to attract suitable candidates to apply for the job.  It also forms part of the contract of employment hence it is vital that it portrays the job and BrisDoc accurately.<SPAN style=”mso-spacerun: yes”>  </SPAN>Any mistakes that appear in the finalised advert need to be brought to the attention of candidates at the earliest opportunity.</SPAN>

The Recruiting Manager prepares the central text of an advertisement and sends it to the Workforce Department for publication.  An openness to appropriate flexibility is vital in BrisDoc’s drive to reduce the number of vacancies it carries, as well as in its’ desire to improve the working lives of employees.

3.2.4. Closing Date

The recommended length of time for applications to be submitted is two weeks from the time that the advertisement appears in the press – i.e. two weeks from first date of advertisement appearing in the press until the closing date. The minimum time that an advert will appear (particularly if the post is an internal vacancy) will be one week.

Applications will not be accepted after the closing date except in exceptional circumstances.

3.2.5. Vacancy Request Form (VRF)

As part of BrisDoc’s Recruitment and Selection process, the VRF is critical to the ‘Planning and Preparation’ stage of all recruitment and is to be used in all cases where it is proposed to recruit member of staff. The form applies to all categories of staff regardless of the source of funding. Each post should have an individual form raised.

Reasons for Using Fixed Term Contracts

The form should note the reason for using a fixed term contract.  Where a fixed term contract is 2 years or more in duration, a redundancy payment may, in certain circumstances be payable on termination of the contract. Please contact the Workforce Department if you need further advice on the use of fixed term contracts.

Authorization for the post

The form should be completed and signed (email signature is fine) by the Recruiting Manager to confirm that the review has taken place and forwarded to Workforce Department workwithus@brisdoc.org. Salary, recruitment and advertising costs should be agreed before any recruitment. The Recruiting Manager should confirm with the relevant budget holder that there is appropriate funding in place and the budget holder should sign to confirm this.

Once the form has been authorised, the post will remain current until it is filled or formally withdrawn. Please See Appendix 1A for Vacancy Request Form and Guidance notes.

3.3 Stage 3: Workforce Support Team Advertises the Role

Upon receipt of all the documentation and authorisation, the advertisement (together with the Job Description/Person Specification and Application Form) will be placed on the ‘Work with us’ page found on BrisDoc’s website (www.brisdoc.co.uk) and on NHS jobs. If appropriate, external adverts are also sent to relevant publications. (See Appendix 2 for Advertising Publications).

After the closing date, Workforce Support Team anonymises all application forms (and attached documents such as CVs) and sends to the shortlisting panel.

3.4 STAGE 4: Shortlisting

This section outlines procedures for short-listing and provides detailed advice on how to shortlist.

3.4.1. Confidentiality

Application forms and the proceedings of interviews are strictly confidential. Shortlisting and interview panel members must treat all application forms and attached information throughout the recruitment process with utmost confidentiality.

3.4.2. Equal Opportunities Monitoring Form

The Equal Opportunities Monitoring information is separated from the main application form. This will enable equality monitoring, which the Workforce department is responsible for, to take place at each stage of the process.

3.4.3. Shortlisting Procedure

Shortlisting of candidates must be based on evidence provided in the Application form against the Job Description and more specifically, the Person Specification, which has been designed to measure skills and attributes required for the particular role.

Shortlisting should be completed immediately following the closing date for the position. The process needs to be completed and communicated to the Workforce Department within three working days of closing date and at least 1 week before the interview to avoid losing potential applicants and to ensure applicants are given appropriate notice.

The recruiting manager and the member/s of the interview panel should carry out the shortlisting.

The shortlisting manager must be able to justify the decisions taken.  Where there is no evidence demonstrated on the application form, experience should not be assumed.

3.4.4. Shortlisting Outcomes

If only one person meets the minimum requirements the Recruiting Manager must consider whether or not the job requirements or method of advertising have excluded other suitable applicants. If the Recruiting Manager is satisfied with the job requirements and method of advertising and the job is traditionally difficult to fill, you may proceed and interview one candidate.

Where a large number of candidates meet all the essential criteria of the person specification, the Recruiting Manager must go back through the shortlisting procedure to identify those candidates who also meet the desirable criteria and thus reduce the number shortlisted.  A ratio of approximately 5 applicants for one vacancy is recommended.

In cases where none of the applicants meet the minimum requirements, the job will need to be re-advertised. Before advertising again the Recruiting Manager should consider the following:

• Could the advertisement be improved?
• Was the advertisement displayed in the right media at the right time? (August and December are noted for least successful response due to holidays).
• Are the job requirements unrealistic?
  • Review the Job description and Person specification.
• Is the job in the ‘difficult to recruit’ category?

3.5 Stage 5: Preparing for Interview

3.5.1. Declaring an Interest

Interviewers are not permitted to short list or interview a member of their own family or friends and any panel member who feels that their knowledge of a candidate would compromise their objectivity must withdraw from the selection process.

If a panel member is also a candidate’s referee, a discussion should take place with the applicant to see if they can provide an alternative referee or additional referee.

3.5.2. Composition of the Panel

It is good practice to have at least three people on an interview panel, however, this may not be practicable, and therefore a minimum of two people must always constitute an interview panel.  Recruiting Managers should give careful consideration when determining the composition of the interview panel including the level of seniority of the post.

3.5.3. The Interview Venue

The Workforce Department will co-ordinate the interview date with the interview panel and arrange a venue.

The venue of the interview must be comfortable and welcoming, and avoid interruptions, whether by telephone calls, bleeps or by people entering the interview room. Reasonable adjustments will be made for applicants who have a disability.

Recruiting Managers must have arrangements in place for receiving candidates at the department reception if the interview is not at BrisDoc’s Head Office.

3.5.4. Interview Structure

The panel members should agree in-tray exercises and interview questions / model answers based on the person specification essential criteria prior to the interview.  The Workforce Department will have passed the interview paperwork to the Recruiting Manager in advance, and this will include a schedule to show the applicants’ names and the times they will be attending, a copy of the application forms, a copy of the advertisement, job description and person specification, and the Interview Assessment Sheets.

3.5.5. Preparing Questions

The panel needs to decide in advance what questions are going to be asked of all candidates and who is going to ask which questions. Questions should be objective and leading questions should be avoided.  All questions must relate directly to the key criteria drawn from the person specification and each candidate must be asked the same questions to ensure that candidates are all assessed against the criteria for the job and in the same way and feel that they have been fairly treated. The interview is supposed to be a genuine exploration of the candidate’s skills, abilities and overall suitability for the post.

Questions must not be asked about personal circumstances that are unrelated to the job. These include details about the candidates:

• Marital Status
• Children/Dependants/Childcare Arrangements
• Religion
• Politics
• Trade Union Membership/Activities
• Sexuality
• Disability
• Race/Nationality/Ethnic Origin
• Age
• Hobbies/Leisure Activities
• Health of the candidate

 

In the case of applicants who have a disability, it is essential to make reference to aids / adaptations that may be offered at the end of the interview. Further help and advice is available from ‘Access to Work’[1] via the Workforce Department.

For further guidance on drawing up questions, the panel should refer to the Workforce Department.

 

3.6 Stage 6: Shortlisting Outcome

Once the Workforce Department has been informed of the shortlisted applicants, Workforce Department will invite the candidates to interview and inform the unsuccessful candidates in writing.

3.6.1. Informing Successful Applicants

The invitation to interview will be sent to candidates at least 7 working days before the date of the Interview by the Workforce Department (See Appendix 3). The letter must state details of any presentation topic / in-tray exercise, expected duration, the documents they need to bring and names of the interviewing panel. This will enable applicants to prepare for interviews.

3.6.2. Informing Unsuccessful Applicants

All candidates will be sent a letter of regret from the Workforce Department if they are not selected at the shortlisting stage.

3.7 Stage 7: Interview Stage

3.7.1. Purpose of an interview:

The three main purposes of an interview are:

• To provide the selection panel with relevant information to make a decision to appoint the best candidate for the job.

 

• To allow candidates the opportunity to demonstrate their skills, knowledge and abilities against the person specification and selection criteria.

 

• To provide the candidate with more information about the job and the department to help him or her decide whether to proceed with their application.

 

3.7.2. Note Taking at Interviews

Panel members must take objective notes during the interview. This will help the panel members to accurately assess the candidate’s response in terms of the person specification/selection criteria and contribute to the deliberation of the panel.

In case of an appeal or complaint, the notes will be required to justify the decision reached by the panel. It is important to remember that the applicant can have access to these notes as per the Data Protection Act 2018 (alongside the EU General Data Protection Regulations) therefore information recorded should be factual and non-discriminatory.

Discussion between panel members must be kept to the end of all the interviews to avoid a decision or bias before all the candidates have been seen.

At the end of the interview process all interview notes must be passed to the Workforce Department with all other paperwork to be kept together in a job file and archived. For unsuccessful candidates, these are kept for 6 months and thereafter destroyed.

3.7.3. Reaching a Decision

In making a decision, interviewers must only use the information obtained from the application form, the interview, any presentations and tests given to both external and internal candidates.

The panel as a whole must discuss and compare their findings. Where the panel does not agree, it is helpful to explore the reasons why and try to reach a consensus. The panel’s decision must be recorded on the interview record sheet.

In the unlikely event of two candidates being equally appointable the panel must review the questions to see if all the candidates have fully answered all the questions and consider whether all the areas on the person specification are covered.  If necessary, the desirable criteria on the person specification should be the deciding factor to resolve this.

In the event that no candidate is appointed, the post may be readvertised, however prior advice should be sought from the Workforce Department.

3.8 Stage 8: Pay Scale

When the panel have reached a decision as to who they would wish to appoint, the Recruiting Manager must make a recommendation to Workforce Department of the suitable salary they would wish to offer the selected candidate within the agreed pay range. If a rate is suggested that is outside of the scale or not comparable with other team members, this must be discussed with the Workforce Department and the Managing Director before being offered to the candidate.

3.9 Stage 9: Offer of Employment

The Recruiting Manager must inform the successful candidate that they are offered the job provisionally, subject to receipt of 2 written satisfactory employment references, DBS[2] check (formerly known as CRB), professional registration check, Occupational Health clearance and if applicable, work permit.

The successful candidate will be informed of their weekly hours, salary, and type of contract (see appendix 4).

3.10 Stage 10: Employment Checks Conducted

Once a conditional job offer has been made, Workforce Support Team will conduct all necessary employment checks including:

• References (section 4.10.1)
• Occupational Health clearance (section 4.10.2)
• Disclosure & Barring Service Checks (section 4.10.3) – also see DBS Policy & Procedure
• Professional Registration (if applicable) (section 4.10.4) – also see Professional Registration Policy
• Performers List for GPs (section 4.10.5) – also see Professional Registration Policy
• Work Permits (section 4.10.6)
• MMR, Hep B and TB status (if applicable)

3.10.1. References

References must be obtained from the current or most recent employer of the applicant, and should give information about the dates employed and job title together with details of the post and performance in main duties and responsibilities. At least one reference received during recruitment must be from the candidate’s line managers, or, line manager’s manager, but cannot be from a relative. For clinical staff, referees may include a Clinical Supervisor. The references must be considered satisfactory to BrisDoc before a person commences employment.

Verbal references should not normally be accepted. However, if a verbal reference is given, no statement should be made that the referee would not be willing to make in writing. If taking a verbal reference, the standard reference form should be used as a pro-forma to record the details of the conversation with a referee, clearly stating that it was a verbal reference. The form should then be emailed or faxed to the referee for signature.

Generally, employees have the right under the General Data Protection Regulation (2016/679 EU) (GDPR) to access information that organisations hold about them. However, there is an exemption under schedule 2 to the Data Protection Act 2018 (which supplements the GDPR) that allows employers to refuse to disclose a confidential employment reference to an employee or former employee if they request access to it.

If a referee refuses to give a reference, the recruiting manager must discuss this with the candidate and ask them to provide details of another referee.

If a reference is received which indicates the applicant has a high level of sickness absence, in the first instance the Workforce Team will cross-check the interview questions (specifically the question: ‘Is there anything else we should be aware or, of that might come up in a reference’), before speaking to the Recruiting Manager.  The Recruiting Manager should discuss the sickness with the applicant to give them the opportunity to expand on any underlying reason for their absences (e.g. an applicant may have required extended sickness absence to recover from a planned operation). Any offer of employment is made subject to Occupational Health clearance and this should be made clear to the applicant.  The Recruiting Manager can seek advice from the Workforce Team and/or Occupational Health at Work in relation to each individual’s circumstances.  It may be necessary for the Recruiting Manager and/or Workforce Department to meet with the applicant to raise their concerns and to explain BrisDoc’s expected level of attendance which will be monitored from the applicant’s start date. If the past sickness level, and its likely continuation, are at such a level that doubt is cast on whether the individual could undertake the required duties, then BrisDoc reserves the right to review the employment offer.

Refer to BrisDoc’s Referencing Policy for more details.

3.10.2. Occupational Health 

In line with the NHS Employers Safer Recruitment strategy, all new appointments, including internal appointments must be offered the post subject to a satisfactory Occupational Health assessment.  This assessment is conducted in two different ways depending on the job role:

All non-clinical staff are required to complete a “Health Declaration Form”.

This Declaration Form will be stored in the member of staff’s personnel file. If the candidate answers “Yes” to any of the questions, they will be required to complete a “Health Assessment Form” as below. All staff working predominantly overnight sessions may also require a full Health Assessment.

All clinical staff are required to complete a “Health Assessment Form”

The contents of the questionnaire are confidential and are not disclosed to the Workforce Department or Recruiting Manager.  If information on the health questionnaire requires further investigation, an Occupational Health appointment will be arranged with the candidate.

If a “Health Assessment Form” has been completed, the Occupational Health service will provide advice about the candidate’s health in relation to the job applied for, including information requiring reasonable adjustments or adaptations needed. This information will be sent to the Workforce Department advising on whether the candidate:

• Is fit for the job
• Fit with limitations
• Not fit for the post.

Employment cannot commence until satisfactory health clearance has been given.

3.10.3. Disclosure & Barring Service (DBS) checks

BrisDoc conducts DBS checks using the Disclosure & Barring Service (formerly known as Criminal Records Bureau (CRB)) via the Registering Body Avon Local Medical Committee (Avon LMCAs an organisation using the Disclosure Service to assess applicants’ suitability for positions of trust, BrisDoc complies with the DBS Code of Practice and treats all applicants fairly. No individual will be discriminated against unfairly on the basis of a conviction or other information revealed through the Disclosure Service. All candidates are selected for interview according to their skills, qualifications and experience.

Refer to BrisDoc’s DBS Policy and Procedure for more details.

3.10.4. Professional Registration

It is BrisDoc policy to ensure that all clinicians are currently registered with their Professional Registration Bodies e.g. General Medical Council (GMC) for GPs, Nursing & Midwifery Council (NMC) for nurses and the Health & Care Professions Council (HPC) for other healthcare professionals. From 1^st April 2019 NHS Resolution will be operating a new state-backed Indemnity scheme, called the Clinical Negligence Scheme for General Practice (CNSGP), advice from NHS Resolution is that GPs will need to continue to maintain membership with an MDO or other indemnity provider, to cover activities and services not covered by the CNSGP. Please note it is your responsibility to ensure you have the appropriate ‘top up’ indemnity cover in place to cover the hours that you work at BrisDoc.

Refer to BrisDoc’s Professional Registration Policy and Procedure for more details.

3.10.5. Performers List for GPs

It is company policy that all GPs working for BrisDoc provide proof of membership on NHS England’s Performers List as part of their application Performers Lists are reviewed annually in line with GP Appraisals.

When BrisDoc receives proof of the Performers List, the Workforce Department will contact NHS England and inform them that the GP is currently working at BrisDoc.

3.10.6. Work Permits

If a candidate is not a citizen of the UK, EU*, EEA* or Switzerland* then they will require: a work permit specific to the particular post BrisDoc wishes to offer them before they can have an offer of employment confirmed OR a valid Dependency, Ancestral or working holiday visa which allows them to be offered employment.  All such visas and work permits are awarded by the Home Office on a fixed term basis.  Managers should liaise with the Workforce Department on each case before a decision is made as to whether or not this means the contract offered should be a fixed term one corresponding to the life of the candidate’s work permit/visa.

Expiry dates of visas/permits will be periodically checked as and when necessary.

*After 30 June 2021, the new immigration rules for recruiting people from outside the UK will apply. Employers will not need to make retrospective checks for existing employees.

3.10.7. Withdrawal of Offer

Should any of the required clearances not be met, the offer will be withdrawn. This should be in writing outlining the reasons for withdrawal.

3.10.8. Commencing employment before the completion of all employment checks

There may be rare occasions when some staff start employment at BrisDoc before all pre-employment checks have been completed. Where this is necessary, a risk assessment must always be completed and signed off by an Executive Director. If agreed, the manager must ensure that the individual is supervised in their role at all times with restricted access to patient information until all checks returned.

3.11 Stage 11: Feedback to Unsuccessful Candidates

All candidates, both successful and unsuccessful, are welcome to request a de-briefing or feedback session after the interview, ideally from the Recruiting Manager.

To provide constructive feedback to individuals, Recruiting Managers should discuss with them their conduct and performance at the interview and drawing on their strengths and weaknesses to provide candidates with information about how they can improve for any further interviews they may have. This information will have been recorded on the interview assessment form. The aim is that any information given should be constructive, honest and helpful.  The Recruiting Manager will also be responsible to address any issues a candidate may raise should they feel they were treated unfairly.

On occasions, the Recruiting Manager may ask the Workforce Department to send a “Letter of regret” to the unsuccessful candidate.

3.12 Stage 12: Induction Process Commences

At this stage, the line manager contacts the new recruit and arranges a start date. All information is submitted to Workforce Department for a contract for the new employee.

All new starters with BrisDoc must undergo an orientation programme which covers all the statutory requirements. For audit purposes, the Recruiting Manager must complete the induction checklists per new starter and return it to the Workforce Department at the end of the required period.

Please refer to the Induction Policy for more details of the Induction Procedure.

3.13 Stage 13: Post Holder Starts and Induction Continues

Line Manager follows Induction checklists.

4.     Other Information

4.1 BrisDoc Managers providing references

Whenever BrisDoc staff request their managers to give a reference on their behalf, the manager must give a reference that is true, accurate and fair in substance. There is no compulsory obligation for a BrisDoc manager to give a reference, however there must be objective reasons for this and this must be communicated to the individual concerned. Whenever a line manager receives a reference request, they should send it to the Workforce Department before returning it to the employer who sent the request.

Appendix 1

Recruitment Flow chart

Appendix 2

Vacancy Request Form

FROM FRIDAY 1^ST MAY 2017 MANAGERS NEED TO GAIN AUTHORISATION FOR RECRUITMENT TO ALL POSITIONS.

 

As part of BrisDoc’s Recruitment & Selection process, this form is critical to the ‘Planning and Preparing’ stage of all recruitment and is to be used in all cases where it is proposed to recruit member of staff. The form applies to all categories of staff regardless of the source of funding. Each post should have an individual form raised.

 

Notes for Guidance 

Why does this role need to be filled?

You should carefully review the need for the role to determine if it is required.

Please consider how you would manage the impact on customers and service delivery by not recruiting. In undertaking the review, where appropriate consideration should be given to::

• v  Determining/forecasting the level/volume of work. Is re-distribution of work possible amongst existing team members? v  Recruiting on a temporary basis until a specified objective is achieved. v  Restructuring/reallocating some of the duties to recruit staff on a lower grade. Would restructuring remove the need for the role? v  Seconding staff from elsewhere to cover essential duties. Is there an opportunity for an existing employee to act up or be seconded into the role? v  Permitting a limited amount of overtime to cover the most essential functions. v  The level of staff turnover in the local area. v  The level of performance management in the local area. v  Ceasing to do certain activities. v  Automating activities. Is there an opportunity to streamline working practices and processes which could remove the need for the role? v  Reducing service standards. v  Deferring a recruitment decision for (say) 6 months to permit reviews to take place in greater depth.

If you believe that the role does need to be filled you should consider the following:

• v  Whether the role could be filled on a temporary basis, fixed term contract or by secondment rather than on a permanent basis. v  What would be the most cost-effective method of recruitment?

 

Reasons for Using Fixed Term Contracts

The form should note the reason for using a fixed term contract.  Where a fixed term contract is 2 years or more in duration, a redundancy payment may, in certain circumstances be payable on termination of the contract. Please contact your Workforce Partner if you need further advice on the use of fixed term contracts.

Authorisation for the post

The form should be completed and signed (email signature is fine) by the recruiting manager to confirm that the review has taken place and forwarded to Workforce Department workwithus@brisdoc.org. Salary, recruitment and advertising costs should be agreed before any agreement is entered into with recruitment.   The Finance Manager / Workforce Partner will then confirm that the funds are available in the accounts specified and the relevant signatory should sign the form to confirm their support for the post to commence recruitment.

Once the form has been authorised, the post will remain current until it is filled or formally withdrawn.

 

Requesting Manager: Please complete Section 1, 2, 3 and 4 and submit the VRF electronically with the Advert and Job Description as Word documents attached. Ink signatures are not required. Please send to the Workforce Department workwithus@brisdoc.org as an e-mail attachment confirming your approval.

Day, Month DD, YYYY

SECTION 1: POST DETAILS		Completed by the Recruiting Manager
Post Title: Click here to enter text.
Department: Click here to enter text.
If the appointment is jointly made with another Department, please state the other Department
Department(s): Click here to enter text.
Recruiting Manager name: here to enter text.				e-mail: Click here to enter text.
Line Manager name(s): Click here to enter text.				e-mail: Click here to enter text.
No. of posts: Click here to enter text.				Anticipated start date: Click here to enter a date. Click here to enter text.
Post Type: Choose an item.
If a replacement post, who is it replacing? Click here to enter text.
If replacement with changes give details: Click here to enter text.
Will this post-holder line manage staff?  Choose an item.
Source of funding: Click here to enter text.
Salary range: Click here to enter text.
Contract Type:
Full Time Equivalent (FTE – 37.5 hrs pw) or Weekly Hours: Click here to enter text.
Hours of Work: (24hr clock)    Start: Week 1 Finish: Mon Tue Wed Thurs Fri Sat Sun : : : : : : : : : : : : : : Start: Week 2 (if different)_   Finish: : : : : : : : : : : : : : : Start: Week 3 (if different)_ Finish: : : : : : : : : : : : : : : Start: Week 4 (if different) Finish: : : : : : : : : : : : : : :
For fixed term posts, select reason: Choose an item.
Disclosure and Barring Service (DBS): Does the role involve working with children on a substantial, unsupervised basis?   Does the role involve working with vulnerable adults on a substantial, unsupervised basis?
Internal Recruitment (only advertised with existing salaried / bank staff)			External Recruitment
Please indicate where would you like to advertise the post: Please indicate if you would prefer to advertise in specialist journals and media: Click here to enter
Job share: Please specify any reasons why job share arrangements should not apply: Click here to enter text.
Timetable Guidance: See last page of VRF for normal processing timescales
•               Can advertising/recruitment be deferred? Click here to enter text. •                If not, why not? Click here to enter text.

 

 

SECTION 2: ADVERT AND JOB DESCRIPTION	Completed by the Recruiting Manager
Advert: Please attach your advert text (including interview date) to this form as a separate Word document (this will be copied into the jobs board advert)
Job Description: Use a template Job Description to develop the job details and person specification for the post.  When the Job Description is agreed and finalised attach it to the mail forwarding this form to Workforce Support Department.

 

SECTION 3: DEPARTMENTAL AUTHORISATION		Completed by the Head of Department
I confirm that this post is required to be filled and is in line with the Departmental Plan.
Name of Authorised Recruiter: Click here to enter text.
Email:Click here to enter	Tel: Click here to enter text.		Date:Click here to enter

 

SECTION 4: FINANCIAL APPROVAL	To be completed by Relevant Budget Holder
Current Post Holder end date (if applicable): Click here to enter a date.
Salary Current Post holder: Click here to enter text.
If different from the recruitment grade in Section 1, query with the Recruiting Manager.
Finance (VFS) reference: Click here to enter text.
Recruitment Approved to salary range and FTE:
Authoriser (Name):		Date:

 

Next Steps:

1.    Email this completed form to workwithus@brisdoc.org with a draft Job Description and Advert. 2.    The Recruiting Manager will receive confirmation of recruitment start from Workforce Department and a timetable as well as Interview Panel will be agreed.

Appendix 2

Advertising Posts at BrisDoc

To advertise INTERNALLY – examples:

Emails sent to all staff

Posters displayed at each site

 

To advertise EXTERNALLY – examples:

BrisDoc Website (’Work with us’) – www.brisdoc.co.uk

NHS Jobs website

RCN Magazine/website and Nursing Standard for nurse posts

Online job boards such as Indeed, Reed etc

Avon LMC website and newsletter for GPs

BASD website for GPs

Universities within Bristol, North Somerset and South Gloucestershire e.g. University of the West of England etc…

Voscur

The Care Forum

Black Professionals Network

Appendix 3

Invite to Interview Letter

Date

NAME

ADDRESS

 

Dear XXXX

RE: Interview for position of XXX

Thank you for your interest in applying for the above post. In having given careful consideration to your application, we are pleased to advise you that we would like to invite you to attend an interview.

Your interview will be held on DATE in LOCATION. On arrival, please report to the reception desk and ask for NAME, JOB TITLE for BrisDoc.

Please note you will complete a short in-tray exercise before your interview which consists of an administrative exercise.

Time of In-Tray Exercise:           XXXX

Time of Interview:                      XXXX

 

You will be interviewed by NAME (Job title), NAME (Job title), and NAME (Job title).  We anticipate the whole interview process including your in-tray exercise, will take approximately 1 hour.

Please confirm whether you are able/unable to attend this interview by contacting me directly on 0117 9370913 or workwithus@brisdoc.org. 

Please could you also let me know if you require any special arrangements to be made for your interview on account of a disability or another health related problem.

 

Finally, please note that if you are successful at interview and offered the post, this offer will be made subject to receiving the following documents:

• Evidence of your right to work in the UK
• Evidence of relevant qualifications / Nurse Portfolio
• Two satisfactory references – one of which is from your most recent/current line manager
• Occupational health clearance – you will need to complete a “Health at Work Assessment Form”.
• Evidence of MMR and Hep B immunity if you do not have this, appointments can be arranged
• DBS (formerly known as CRB) clearance.

 

We look forward to meeting you soon.

Kind regards

NAME

Workforce Support Team

Enc.     Directions to Osprey Court

 

Appendix 4

Types of Contracts of Employment

All new staff within BrisDoc will receive their contract of employment from the WORKFORCE Department or Clinical Workforce Team once all employment checks are received and are clear.  It is a legal requirement to issue a contract of employment within eight weeks of the start date. Existing staff will receive a variation of contract letter.

Permanent Regular Hours Contract

This type of contract applies to employees and has no end date – it is an ongoing contract where the individual has a set number of hours. This is normally ‘average weekly hours’ based on BrisDoc operating on a rolling 4 week rota.

Fixed-Term Contract

This type of contract has a start and end date and is used for employees who will usually be employed on a temporary basis for a specific piece of work, eg maternity leave cover, project work, posts with short term funding.

A fixed-term contract must never be offered as an alternative to employing a permanent member of staff and should be used very cautiously with periods of employment not more than one year duration.

Casual Workers Agreement

This agreement is used where workers work for BrisDoc on an “ad hoc” basis. This agreement sets out that the working relationship between casual workers and BrisDoc does not give rise to a relationship of employer and employee. There is no mutuality of obligation whatsoever between the “worker” and BrisDoc. This means that BrisDoc is not obliged to offer them work, nor are they obliged to accept any offer of work made by the company.

Annualised hours contract

This type of contract is when an employee’s hours are worked out over a year. They may work more at certain times of the year, and less at others.

Secondment

A secondment agreement will be agreed between all parties for individuals who are transferring from a substantive position with BrisDoc or another employer on a temporary basis. Once the secondment has ceased, the member of staff will return to their original position within BrisDoc or their original employer, on the same terms and conditions.

Honorary contract

There may be occasions when an honorary contract is required for people wishing to observe the services that BrisDoc offers where an employment contract does not exist.

In addition, some existing BrisDoc staff who work at primary care centres which are shared by other external services may also require an honorary contract. For example, all staff working in the GP Support Unit require an honorary contract with NHS University Hospitals Bristol (UHB).

5.    Related Policies

Equality & Diversity Policy

DBS Policy and Procedure

Induction Policy

Professional Registration Policy and Procedure

Referencing Policy

Change Register

The following changes have been made between the November 2018 and February 2021 versions.

Date	Reviewed and amended by	Revision details	Issue number
		Change to document format
		Combined Section 1: Policy Statement with Section 2: Introduction, leading to updated numbering of sections throughout
		Removed reference to HR department and replaced with Workforce Support
		Section 3.3. – Removed reference to internal vacancies being listed on Radar and added NHS jobs as part of standard process for listing vacancies.
		Section 3.10.1 – Updated referencing section and linked to new referencing policy.
		Section 3.10.4 – Updated to reflect the additional state backed indemnity scheme – CNSGP
		Section 3.10.6 – Updated to reflect future changes to suitable right to work documentation in relation to Brexit
		Appendix 1 Updated Stage 4 to be financial sign off from relevant budget holder rather than “Finance Manager / Workforce Partner” Updated Stage 4 (financial sign off) to the initial request
		Appendix 2 Removed Radar as an example space for advertising internal vacancies. Added E&D Targeted advertising options to list for external vacancies
		Appendix 3 – Updated wording of the invite to interview letter – in order to be more accessible Enclosures updated to include Full Ucheck list of acceptable forms of ID Noted that MMR / Hep B vaccines can be arranged if the individual does not have these

 

[1] An ‘Access to Work’ grant helps pay for practical support an applicant/employee has a disability, health or mental health condition – https://www.gov.uk/access-to-work

[2] Disclosure & Barring Scheme