Appendix A – Authority to Recruit Form Appendix B – IPCC Politically Restricted Posts
SCOPE PURPOSE OF THE PROCEDURE
Recruiting and selecting the right people is paramount to the success of the IPCC and its ability to retain a workforce of the highest quality. This Recruitment and Selection Procedure sets out how to ensure as far as possible, that the best people are recruited on merit and that the recruitment process is free from bias and discrimination. 1.1.1 Legal requirements Recruitment and selection procedures must comply with the IPCC’s Diversity Policy. This procedure incorporates compliance with the following legislation: • The Sex Discrimination Act 1975 • The Race Relations Act 1976, along with the Race Relations Act 1976 (Amendment) Regulations 2003 • The Disability Discrimination Act 1995 • The Employment Equality (Sexual Orientation) Regulations 2003 • The Employment Equality (Religion or Belief) Regulations 2003 Additional legislation that requires observance during the recruitment and selection process is: • The Asylum and Immigration Act 1996 • The Rehabilitation of Offenders Act 1974 (Exemptions Order 1975 and Amendment Orders 1986) • The Data Protection Act 1998
2.0 2.1 • • • • • • • • •
RECRUITMENT AND SELECTION FRAMEWORK OVERVIEW OF PROCESS Assess the need for the job and ensure there is adequate funding for it Review the job description to ensure that it meets the present and future requirements Review the person specification to ensure it meets the requirements of the job description Design the selection process Draft the advertisement and select the advertising media Short list using the person specification only Interview and test short-listed candidates Validate references, qualifications and security clearances Make appointment
Managers hold the responsibility for ensuring this framework is followed. HR is available for advice and will assist in general administration of the recruitment process.
RECRUITMENT AND SELECTION PROVISIONS
3.1 REVIEW THE JOB AND THE NEED FOR IT Managers need to consider the following issues: • Is the job still necessary? What value does it add to the team and to the delivery of service? • How will the post be funded? Positions outside of existing establishment require the Director’s and Chief Executive’s approval. • Does the job description need updating? If so, the grade for the job and the person specification may need to be reevaluated. The HR Team is available to provide advice on constructing both job descriptions and person specifications and advising on grading issues. • Is this job a politically restricted post or will the incumbent have unsupervised access to children or vulnerable adults? Refer to section 3.1.1 and 3.1.2 for further details. • What type of employment could be offered? Full-time, part-time? Is job-sharing an option? Permanent or fixed term contract, secondment or agency? Use of fixed term contracts are most appropriate for covering a particular task/project/item of work or an interim appointment. They should not normally be used to fill permanent posts....